"Have you ever seen the movie Argo? Well, it was kind of like that."

Leaving everything he owned behind, he had to start his career from scratch again.

His crisis management days were not over. In Jakarta, he overcame numerous labor-related challenges at the Mandarin Oriental hotel, including a full-scale strike. To balance that, he successfully raised revenue in food and beverage by 36 percent over four years and had an 8 percent increase in occupancy in 12 months.

Benney had developed the Midas touch.

He managed to turn the Hyatt Regency in Perth, Australia from a hotel running at a loss to a quality asset providing a Return of Investment (ROI) over 12 percent to its owners, and doubled its property value in 3 years.

Drawing from his experiences, Benney is a firm believer of 'do the right things' rather than 'do the things right'.

In 2011, Benney returned to China as the managing director of the Regent Beijing, after an absence of more than two decades.

"When I am approached to look after a property, I'd initially prioritize its issues," Benney says he'd focus on the hotel's main aspects, such as the management team, operating system as well as the hotel structure.

"Luckily for me, the Regent Beijing still doesn't need any of my expertise in this area any time soon."

Benney points out that employees' attitude is another key factor. "The fact that some employees are reluctant to adjust where changes are inevitable, makes the process even more complicated."

He thinks it is crucial to protect the staff and their loyalty at all time, especially during crunch time.

"I can speak from my own experience; this is just as important as protecting the best interests of hotel's shareholders and owners."

His piece of advice for young hoteliers coming in to China, he says, is for them to be patient and culturally aware.

"What's more, to learn something about yourself."

Zhao Lin contributed to this story.