A Day in the Life of a Palace Manager

From 1992 to 1995, I had the extraordinary privilege of serving as Palace Manager to King Hussein and Queen Noor of Jordan.

People often imagine that life inside a Royal Palace must be governed entirely by ceremony and grandeur. There were certainly remarkable occasions, distinguished guests and exacting standards, but daily palace life was also filled with preparation, teamwork, family routines and very human moments.

My day would often begin with coffee and toast before I drove to work in my Toyota Corolla. On arrival, I passed through security and the car was checked before I entered the palace grounds.

Security was a constant consideration. Everyone working within the Household had to understand the importance of discretion and confidentiality. Her Majesty once reminded me to be careful when writing letters home, as even an innocent reference to a future engagement could potentially reveal information that should remain private.

There was a long-running joke among new members of staff that the security services had hidden microphones inside the plants. It was not true, but it made the point rather effectively: within a Royal Household, everyone needed to be mindful of what they said, where they said it and to whom.

Preparing the Household

Once inside, I would review any unfinished business from the previous day and prepare the team for forthcoming events, guests or special occasions.

Even on quieter days, there was always important work to be done. Training, staff welfare, meals, maintenance, housekeeping and countless operational details required attention. A palace does not maintain itself, and the highest standards depend upon many people completing their responsibilities consistently.

We would personally serve Their Majesties at breakfast after checking the table setting and ensuring that everything was properly prepared. A printed card containing important discussion points would be available should Their Majesties wish to review them during breakfast.

The senior leadership team would meet to discuss the day’s essential business. This was followed by meetings with the Butler team, usually conducted in Arabic, with the key operational points passed through the Butler Leader.

My relationship with the Butler Leader became particularly close. He was like a brother to me, and the trust between us was fundamental. I may have carried the title of Palace Manager, but the operation succeeded because we respected one another, communicated clearly and worked as one team.

Serving a Royal Family

His Majesty carried the responsibilities of leading the country, while Her Majesty oversaw the palaces and was therefore my principal point of contact on household matters.

I would ensure that Her Majesty’s observations and wishes were communicated to the appropriate team. I would then follow up personally, making certain that matters had been completed and that I remained properly informed.

Food preferences were continually updated and shared with the kitchen and Butler teams. I also liaised closely with the nannies to ensure that the children were eating well and that their meals were varied, healthy and enjoyable.

Spending ten minutes with the nannies and children felt like entering a different world. Beyond the formality and responsibilities of Royal life, this was also a family home. The children needed choice, interest and enjoyment in their food, just like any other children.

That understanding was important. A palace may be an official residence, a workplace and a setting for affairs of state, but it is also the private home of a family.

Receiving Important Guests

When guests stayed within the palace grounds, I liaised with their Butlers, housekeeping, the kitchen and other departments to ensure that every expectation was met.

Many guests were internationally prominent, and I occasionally gained a small insight into lives very different from my own. However, we worked carefully through the appropriate protocol teams, conveying questions, preferences and information without overstepping professional boundaries.

The role required curiosity without intrusion, attentiveness without familiarity and confidence without self-importance.

Royal Dinner Service

In the beginning, I regularly worked throughout the day, covering breakfast, lunch and dinner.

Before an evening engagement, I ensured that every room was properly prepared to receive the guests. An occasion might begin with a meeting or reception, during which drinks and light refreshments were served.

This allowed the Butler team to prepare the dining room and gave the chef the time and information needed to manage the progression of the meal.

Once Her Majesty was ready, dinner would be announced and the guests invited into the dining room. The meal would commonly begin with breads and mezze, followed by cold starters and the main courses.

Hot food was often presented in traditional butler-service style, offered with a serving spoon and fork. Their Majesties would be served simultaneously, followed by the principal guests, before service continued around the table.

Throughout the meal, I remained in close communication with the chef. Timing was essential. The kitchen needed to know precisely how the meal was progressing so that each course arrived at its best.

After dessert, tea and coffee were served and the family and their guests were given privacy to continue their conversation. The team remained close enough to respond immediately if required, but sufficiently distant to allow the occasion to continue naturally.

At the end of the meal, I would find an appropriate moment to ask Her Majesty whether there was anything she might have preferred differently. Choosing the right moment was important. Feedback is valuable, but even a well-intentioned question can become intrusive if delivered at the wrong time.

The Real Work Behind Palace Service

The role of Palace Manager was not simply about formal service. It required leadership, confidentiality, observation, anticipation and constant communication.

It meant understanding the expectations of a Royal Household while never forgetting the individuals and family living within it. It meant protecting privacy, supporting the staff and ensuring that every department worked towards the same standard.

No two days were ever entirely the same. Yet the purpose remained constant: to create an environment in which Their Majesties, their family and their guests could live, work and receive hospitality with complete confidence in the people serving them.

That experience shaped everything I have subsequently taught about private service, leadership and luxury hospitality.

Exceptional service may appear effortless, but behind it lies extraordinary preparation, discipline, teamwork and trust.

Wayne Fitzharris