From a BHI "Young Expert" to a Peking University Student – An Academic and Professional Journey in Cross-Cultural Growth

I. The Initial Aspirations and Choice: Crossing Borders at the Start of Your Professional Path

1. Your unique starting point: You started learning Chinese in Russia at the age of 12 and once felt it was "impossible to ever speak it fluently". What ultimately made you decide, at 17, to come to China with the courage to pursue an undergraduate degree in Chinese, and why did you choose Hospitality Management?

I started learning Chinese at the age of 12 in Russia, and at that time, fluency felt almost impossible. The language was so different from anything I had encountered before that it seemed more like an abstract system than a real communication tool.

However, what gradually changed my mindset was exposure. The more I learned, the more I realized that language is not just about grammar: it’s about people, culture, and connection. By the time I was 17, I felt that if I truly wanted to understand China, I needed to experience it directly rather than from a distance. This decision was also shaped by my background, as I come from the Russian Far East, where China is geographically close and cultural and economic exchanges between Russia and China are relatively strong. That proximity made studying in China feel like a natural and accessible step for me. That was the turning point when I decided to pursue my undergraduate studies in China.

As for choosing Hospitality Management, it was a very intentional decision. I was drawn to the idea of working in an industry where human interaction is central, where attention to detail, emotional intelligence, and a service mindset all come together. Compared to purely theoretical fields, hospitality felt tangible and meaningful to me. It is an industry where you can immediately see the impact of your work on people, and that sense of real-world connection was very important for me.

2. "The Only International Student": At BHI, you were the only international student in your class. What specific challenges did this unique identity bring you in your studies and group work? How did the teachers and classmates around you help you in meeting these challenges?

On my first day, I walked into the classroom, looked at my classmates, made eye contact, and said, “Good Morning”. No one replied. That moment really stayed with me, it made me realize how different everyday communication norms can be across cultures.

Another challenge was humor. Russian humor didn’t translate well, and I often found myself missing the context behind jokes. I had to actively immerse myself in Chinese media, especially short videos, to understand local jokes and references. Over time, I not only adapted, but actually developed an appreciation for Chinese humor.

Academically and socially, being the only international student meant I had to take more initiative, whether in group work, communication, or simply asking questions. But what really helped me was the patience and openness of my teachers and classmates. They were supportive, willing to explain things, and created an environment where I felt included despite the differences. This experience taught me adaptability, but also something deeper: integration is a two-way process. You learn to adjust, but you also bring your own perspective into the environment.

II. Forged in the Real World: Your "First Job" Outside the Classroom

1. Transformation under pressure: You’ve described your 13-month front desk internship at The Peninsula Beijing as "your first formal job" and "a battle every day". Could you share a specific case that left the deepest impression on you and best demonstrates your ability to handle pressure? And what role did BHI’s curriculum play in helping you adapt and grow during this internship?

During my 13-month internship at The Peninsula Beijing, I often described it as “a battle every day” because of the intensity and unpredictability of front desk work.

One situation that left a strong impression on me was when the hotel’s profile management system suddenly crashed. For about 20 minutes, we completely lost access to guest information system during active check-ins. In a luxury hotel environment, even a short disruption like this can significantly affect guest experience.

In that moment, we had to immediately switch to manual coordination: communicating with colleagues, relying on memory and teamwork, and maintaining composure in front of guests. The key was not just solving the technical issue, but managing the situation emotionally so that guests did not feel the disruption.

BHI’s practice-oriented training played a crucial role here. Because we were trained through simulations and real-life scenarios, I was already familiar with handling unexpected situations. It helped me stay calm, think flexibly, and act quickly under pressure.

2. From "can’t cook" to professional confidence: You mentioned that practical courses at BHI took you from not knowing how to use kitchen tools to mastering skills, helping you realize that "hospitality knowledge is also useful in daily life." How did this highly practice-oriented educational model shape the way you approach and solve problems? How does it differ from, and how does it connect with, the more theoretical management studies at Peking University?

Before entering BHI, I had very little practical experience—even basic kitchen tools were unfamiliar to me. Through hands-on training, I gradually developed both technical skills and confidence.

What this model taught me was a very practical approach to problem-solving: instead of overthinking, you observe, adapt, and act. It builds stress resistance and flexibility, because in real-life situations, things rarely go exactly as planned.

Compared to the more theoretical management studies at Peking University, BHI’s approach is highly application-oriented. However, the two complement each other well. The practical experience gives context to theoretical knowledge, while theory helps structure and deepen understanding of what you’ve experienced in practice.

III. Highlights and Connections: Finding Your Stage in Activities

1. From competitions to diplomatic occasions: Beyond winning a top award at the Future Hotelier Summit, you also presented Chinese tea culture to the Jamaican Ambassador to China. How did these high-level practical and cross-cultural experiences, which go beyond the classroom, inspire your understanding of the core of hospitality management?

Experiences like participating in the Future Hotelier Summit and presenting Chinese tea culture to the Jamaican Ambassador helped me understand that the core of hospitality is not just service, it is connection.

In cross-cultural settings, language is not always the main bridge. Sometimes people don’t share a common language, but they can still connect through tone, body language, and attitude. A smile, attentiveness, and genuine warmth can communicate just as much as words. These experiences showed me that hospitality is, at its core, about creating comfort and understanding across cultural boundaries.

2. Vibrancy in student clubs: You actively participated in campus activities like dance clubs. How did these seemingly "non-academic" experiences help you maintain balance and integrate into the community during times of intense study and internships?

Participating in activities such as dance clubs played an important role in helping me maintain balance during periods of intense study and internships.

What I found particularly meaningful about these experiences was that they were not just social, but also creative and goal-oriented. Working toward a shared performance meant that our interactions naturally centered around collaboration, coordination, and collective effort. There was always a tangible outcome: a performance that reflected what we had built together.

This shaped not only my teamwork skills, but also my broader approach to social interaction. I realized that I value environments where people connect through creating something together, rather than purely through passive socializing. This perspective has continued to influence how I engage with others: I tend to seek out communities built around shared interests, where collaboration leads to meaningful and lasting results.

In this sense, these “non-academic” experiences were closely connected to my professional development. They strengthened my communication skills, discipline, and ability to work toward a common goal, all of which are essential qualities in the hospitality industry.

IV. The Bridge of Your Application: How Your Undergraduate Experience Opened the Door to Peking University

Core Strengths Summary: Looking back at your undergraduate career – your unique perspective as an international student, your FHS award, your front-line operations experience at The Peninsula Beijing, and your soft skills in diplomatic receptions – which single experience or combination of experiences do you think was the most competitive in your application to the Master of Management program at Peking University HSBC Business School? How did they prove your potential as a future business leader to the admissions committee?

I would say the most competitive part of my application was the combination of my front-line experience at The Peninsula Beijing and my cross-cultural communication skills.

At The Peninsula, I worked in a high-pressure front office environment, serving international guests in three languages and handling VIP reception. Receiving over 60 five-star reviews and the “Best Intern” award demonstrated my ability to deliver consistent performance and solve problems in real time.

At the same time, as an international student in China and through roles such as campus ambassador and diplomatic reception, I developed strong cross-cultural communication skills and learned how to adapt to different cultural contexts.

I believe this combination showed the admissions committee that I not only have practical execution ability, but also the cultural awareness needed to operate in international environments, which is essential for a future business leader.

V. Continuation and Elevation in Your Master's Program

1. The conscious "bridge" role: At Peking University, you mentioned that you often naturally play the role of a "communication bridge" in cross-cultural groups. Do you think this ability to proactively coordinate and resolve cultural misunderstandings was honed during your time at BHI – through interactions with Chinese and international teachers, students, and hotel guests?

For a long time, I was the only international student in my environment, which meant that communication didn’t always happen naturally. I often had to actively facilitate it. Whether it was in the classroom, group projects, or later during my internship, I found myself explaining perspectives, clarifying intentions, or simply helping people feel more at ease with each other.

At BHI and during my internship, I was constantly exposed to interactions between people with different cultural expectations: teachers, classmates, colleagues, and especially hotel guests. In hospitality, small misunderstandings can easily escalate if they are not handled carefully, so I learned to pay close attention not only to what people say, but also how they say it. Over time, this became almost instinctive. I learned to anticipate potential gaps in understanding and step in before they turned into problems. So when I came to Peking University, taking on the role of a “communication bridge” in cross-cultural groups felt very natural to me: it was something I had already been practicing in real-world settings.

2. An awakening in ethics class: Professor C. James Yen’s business ethics course at Peking University led you to deeply distinguish between "role" and "identity." How do you think the various roles (student, intern, team representative, etc.) you experienced in the hospitality industry helped you to more deeply understand and accept Professor Yen's philosophy that "identity should be more stable"? Did your undergraduate experience provide the real-world material for this awakening?

Professor C. James Yen’s business ethics course had a strong impact on me, especially the idea of distinguishing between “role” and “identity.”. While roles are flexible, your core identity should remain stable. Otherwise, it becomes easy to lose a sense of self when constantly adjusting to external expectations.

My undergraduate experience gave me very concrete, real-world situations to reflect on. For example, at the front desk, I had to maintain professionalism regardless of the situation, even under pressure. But internally, I still had to understand who I am beyond that role: what my values are, how I relate to others, and what kind of person I want to be.

So when I encountered Professor Yen’s framework, it resonated deeply. It helped me articulate something I had already been experiencing: that roles are tools we use to navigate different contexts, but identity is what gives consistency and direction across all of them. My undergraduate experience didn’t just prepare me academically. It provided the real-life foundation that made this philosophical concept meaningful and applicable.

VI. Future Outlook & Advice

1. A roadmap for junior students: For an international student who similarly dreams of management and hopes to go from a practice-oriented undergraduate program like Hospitality Management to a top-tier business school master's program, what key preparation advice would you offer based on your own experience?

One key piece of advice I would give to international students aiming to transition from a practice-oriented undergraduate program like Hospitality Management to a top-tier business school master’s program is to actively step outside of their “comfort circle.”

It is very easy, especially as an international student, to stay within a familiar group of people, speak the same language, and remain within an English-speaking environment. However, doing so can significantly limit cultural immersion and personal growth. From my own experience studying in China for several years, I have realized that real integration does not come from staying comfortable, but from intentionally engaging with difference, whether that is language, social norms, or ways of thinking. Culture is complex and shaped by long historical and social systems, so understanding it requires time, openness, and active participation. If you are aiming for an international career, you have to be willing to put yourself in unfamiliar situations. Over time, you will discover that your real capabilities often go far beyond your own expectations.

2. The future "bridge": Through the three stages of your Chinese language studies, undergraduate degree, and master's degree, you have experienced the pace and habits of three different cities – Tianjin, Beijing, and Shenzhen. In which city do you see yourself settling down in the future, and what kind of work do you imagine yourself doing?

I have now lived in Shenzhen for more than half a year, and I find it to be a very dynamic and diverse city. What I appreciate most is its contrast: in Futian, you see a modern financial skyline; in areas like OCT Loft, there is a strong creative and artistic atmosphere; Dameisha offers a more relaxed coastal resort feel; and near university towns, there are lively street food markets and everyday local life. This combination of different urban textures makes Shenzhen feel very alive and multidimensional. I also personally prefer the warm and sunny climate here.

As for my future career, it is still difficult to define a single direction at this stage. My academic background is in hospitality management, which I believe is often underestimated. In the context of rapid AI development, many structured and repetitive tasks are likely to be automated. However, hospitality is fundamentally about experience, emotion, and human connection. Even in an increasingly digital world, moments such as weddings, honeymoons, or important celebrations are not defined by optimization or efficiency, but by empathy and presence. These are experiences that require human understanding and emotional sensitivity, which I believe remain irreplaceable. Because of this, I see strong long-term value in the hospitality and broader service industry, especially in roles that combine international communication, cultural understanding, and experience design.