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Born to one of Hong Kong’s most prominent business families, Sonia Cheng is Chief Executive Officer of Rosewood Hotel Group, a leading global lifestyle and hospitality management group. Since taking the helm of Rosewood in 2011, Sonia has been credited with successfully growing the luxury lifestyle brand into a globally renowned presence, with more than 50 hotels across 26 countries and over 30 new properties currently under development. Stepping into her role as CEO at age 30, Cheng has been celebrated for reinventing the luxury hotel brand with a millennial perspective — appealing to a new generation of young, hungry, affluent travelers.
In addition to her achievements at Rosewood, Sonia plays a prominent role at Chow Tai Fook, one of the world’s largest jewelers with a heritage spanning almost a century — a business empire built by Sonia’s grandfather, Cheng Yu-tung. At Chow Tai Fook, Sonia is responsible for the strategic direction, performance, and corporate transformation.
In the face of a century-old family business, Sonia has been lauded for her visionary leadership, revitalizing iconic legacy brands with a fresh approach, ensuring they resonate with and appeal to today’s emerging demographics. Passionate about a people-centric approach that honors the unique color of each individual experience, we are thrilled to be honoring Sonia as a 2026 Honoree at the AAPI Trailblazers Gala: The Power of Us!
Keep reading to hear more from Sonia about what it means to lead with the “Power of Us” — and join us in celebrating her work at our 2026 Gala on April 30 by buying tickets HERE!
"I've learned ...that you don't have to do it alone. The relationships you nurture ... matter enormously."
1. You've led organizations through significant growth and transformation. How has your understanding of leadership evolved over time – and what ultimately guides the way you lead today?
My understanding of leadership has been shaped by every chapter of growth I've been fortunate enough to be part of. Stepping into a major leadership role at 28, I was ambitious and driven, but I was also impatient, and those early experiences taught me so much. I wanted to move quickly, to prove myself, and I often pushed myself to make decisions in haste.
I've come to understand that the most enduring form of leadership isn't about speed or certainty – it's about empathy. It requires stepping back and cultivating the self-awareness to listen deeply before acting. Leading with this mindset – being genuinely present with the people around you and putting yourself in their shoes – isn't just a soft skill. I firmly believe it is the essential "super ingredient" in building a resilient culture that truly lasts.
What guides me today is a deep belief in purpose. When I look at everything we do across the organizations I lead, it always comes back to a deeply human approach – supporting people, uplifting them, creating the conditions for them to flourish. To me, this is what ultimately creates a lasting, positive impact on both our teams and the communities we serve.
2. Much of your work has involved evolving established brands while preserving what makes them meaningful. How do you stay grounded in your own values and vision when leading change at that scale?
When you are trusted with a legacy brand, there is always a tension between honoring the past and moving into the future. Change at scale can be very noisy. There are expectations from every direction, and pressure to move faster than you should. But I firmly believe that craft takes time, and culture takes time. Evolving a brand is never about erasing the past – it's about understanding what truly matters and building forward from there.
Staying grounded through that process requires real intentionality, and two things have been essential to me. The first is having the right people around you. Not simply those with the right experiences or capability, but people who share the same passion, values, and vision at heart. That alignment is genuinely the hardest thing to find, and I've come to understand that without it, even the most talented team will pull in different directions. When you have it, you can navigate almost anything together.
The second is being crystal clear on your own vision – and learning to block out the noise. You can’t allow yourself to be pulled in too many directions. Of course, you have to remain open to new thinking and learn as you go, but your core vision must be communicated consistently, year after year. That consistency is what builds trust and culture over time. There were moments where we pushed boundaries, faced real disagreement, and stayed the course anyway. Those are the decisions I'm most proud of. The vision was right, and we believed in it enough to see it through.
3. Many of the women in this room are at an inflection point in their careers, ready for more senior responsibility but navigating real uncertainty about how to get there. Looking back, what most shaped your own confidence and judgment as a leader?
Having faith in yourself while maintaining the humility to continuously learn and grow has been essential to my leadership journey. If I reflect back on my own experience, going into the Chow Tai Fook Jewellery business was a completely new sector for me after 13 years in hospitality, requiring me to learn very quickly. That pivot taught me that having the humility to learn from others and not being afraid to advance yourself is essential – never stop growing and reinventing yourself.
I won't pretend the path was always clear. There were moments of real uncertainty, where I didn't have all the answers. What I can say is that those weren't a sign that I wasn't ready – they were part of the process. Looking back, those are actually the moments I grew the most – the clarity came through the experience itself, not before it.
I've found that surrounding yourself with diverse perspectives and experiences enriches both your professional and personal growth. Seek out mentors and allies who can guide you, challenge you, and complement your skills. I strongly believe that nurturing precious relationships both inside and outside of work provides the perspective, encouragement, and balance needed during both the challenging and triumphant moments of your journey. That support system doesn't just make you a better leader; it makes you a more whole and grounded person, and everything flows from there.
4. You've spoken about the importance of measuring leadership by the opportunities we create for others. How does that belief shape the way you lead, and what do you think organizations genuinely committed to equity look like from the inside?
For me, leadership has never been about personal achievement alone; it’s about what you enable others to do. Organizations that are genuinely committed to equity don’t feel performative from the inside – they feel supportive.
But conviction without action is just intention. Meaningful progress begins with honest dialogue, which means cultivating an environment where people feel truly safe to ask questions and share their real experiences. That is where genuine understanding starts.
And then you have to act on what you hear. For example, at Rosewood, listening to our teams has led to genuine changes. We have moved from intent to action by establishing a global minimum of 16 weeks of fully paid parental leave. This ensures that as we grow globally, our commitment to supporting our people's wellbeing and career continuity grows with us.
I truly believe that progress is reciprocal. When we invest in people and create room for others to rise, even small, deliberate steps can move us toward a more equitable future. When we give trust, opportunity, and support, we build stronger teams, richer perspectives, and a future shaped by those we choose to lift up. We may not always know exactly how many steps it will take, but we can always choose the direction.
5. For the women here who are working toward greater impact and influence – whether that's a seat at the leadership table or in the boardroom – what is the one perspective or practice you'd encourage them to carry with them?
Have confidence in yourself – and then go for it. I know that may sound straightforward, but building that confidence has been one of the most important and challenging parts of my own journey. I've had to push myself through deeply unfamiliar situations – stepping into roles where I had to learn quickly, trust my instincts, and believe in my own vision even when others disagreed. Those moments were uncomfortable, but they taught me more than any moment of certainty ever could.
But the other thing I've learned is that you don't have to do it alone. The relationships you nurture – with mentors who challenge you, peers who hold you up, and communities that genuinely see you – matter enormously. In an environment that hasn't always made equal space for us, I think we underestimate how much we sustain each other. I know I wouldn't be where I am without the people who were honest with me, believed in me, and walked alongside me.
Stay curious, stay humble, and never lose sight of the fact that your voice matters – because it does.
More about Sonia Cheng:
Sonia Cheng is the chief executive officer of Rosewood Hotel Group, one of the world’s leading global lifestyle and hospitality management groups which encompasses ultra-luxury Rosewood; upper-upscale New World Hotels & Resorts; Asaya, an integrated well-being concept; and Carlyle & Co. a modern and progressive private members' club. Sonia is also the vice-chairman of Chow Tai Fook Jewellery Group (SEHK stock code:1929), which was founded in 1929 and has been listed on the Main Board of The Stock Exchange of Hong Kong since 2011. Renowned for its product design, quality, and value, the Group caters to diverse customer segments through its iconic flagship brand Chow Tai Fook and other individual brands including Hearts on Fire, Enzo, Soinlove and Monologue, offering curated retail experiences and a wide variety of products, services, and channels. Sonia is also the executive director of New World Development Company Limited and a director of New World China Land, which, together with Chow Tai Fook Jewellery Group, comprise one of the largest conglomerates in Hong Kong.
Since taking the helm of Rosewood in 2011, Sonia has successfully grown the luxury lifestyle brand into a globally renowned presence, with more than 50 hotels across 26 countries and over 30 new properties currently under development. In addition to her achievements at Rosewood, Sonia plays a prominent role at Chow Tai Fook, one of the world’s largest jewellers with a heritage spanning almost a century, where she is responsible for the strategic direction, performance, and corporate transformation. A visionary leader, her mission is to revitalize iconic legacy brands, ensuring they resonate with and appeal to today’s emerging demographics. She draws inspiration from the rich heritage of each brand, crafting curated experiences that deliver authentic and meaningful moments to stand apart in their categories. Sonia’s passion for connecting local cultures and traditions is exemplified through both Rosewood and Chow Tai Fook, where guests and customers are immersed in impactful experiences that establish lasting connections and build brands that are relevant and enduring.
Sonia’s past experiences include working with a major international investment bank, HSBC, and a global American private equity firm, Warburg Pincus, specializing in real estate investments. She holds a Bachelor of Arts Degree in Applied Mathematics with a concentration in Economics from Harvard University. Sonia was named to Bloomberg Businessweek's 2018 Bloomberg 50 list and Fortune 40 under 40 in the same year.
Want to continue celebrating Sonia Cheng & AAPI leadership, influence, and visibility? Join us at our 2026 AAPI Trailblazers Gala: The Power of Us, the Serica Initiative’s premier annual gathering celebrating the leaders, storytellers, and changemakers shaping the future of the Asian diaspora in America! Funds raised during the evening support the Serica Initiative’s mission of advancing the impact of the Asian diaspora in America through storytelling, empowering, and convening.
