Ask David Hoxha to imagine a theme song for his working day, and he doesn’t hesitate: Tommy Lee Sparta’s “Target.” It’s an apt choice for a Team Leader in Tirana whose days are measured in KPIs, SLAs, and service standards, whose team handles group inquiries, bookings, amendments, cancellations, and escalations for a leading hospitality client, and who admits that one of his quiet pleasures at work is knowing the team has hit its daily goals and outperformed them. But in David’s hands, a target is far more than a number on a scoreboard.

The word “target” takes on different meanings for David. There is the target that keeps changing, the one reviewed every day on the floor, the one a colleague sets for their own growth, and the one a whole team chases together. Each asks something different of a leader, and together they explain why his definition of leadership reaches beyond the numbers. Work arrives in waves and priorities shift by the hour. When inquiries stack up, urgent booking issues land together, and everyone on the floor needs something at the same moment, David admits he sometimes thinks, “I wish I could clone myself right now!” A second David would certainly help, yet the more he explains how he leads, the clearer it becomes why one is enough: the habits he models are ones his whole team can learn, carry, and pass on.

Early Signals

Every shift begins, for David, with information. Daily KPI reports, performance trackers, and workload monitoring show him where the team stands on productivity, occupancy, adherence, and quality, and he treats that picture as the foundation for each decision that follows. He pairs the data with regular conversation, checking progress with the team throughout the day so potential issues are addressed before they affect performance or customer satisfaction. The aim is to be early rather than heroic.

“Planning ahead, tracking performance, and communicating regularly help me spot potential issues before they affect the team or customer experience.”

It is a habit he built rather than inherited. Juggling multiple priorities, team performance, workload distribution, and changing business needs used to be the hardest part of the role. Experience, better planning, and consistent KPI monitoring changed that, and he now prioritizes, stays organized, and makes confident decisions even in busy periods.

Questions First

When a colleague is struggling, David’s first move is curiosity, not a fix. He takes the time to listen, works out what is causing the difficulty, and looks honestly at whether the gap is one of performance or knowledge. Then he agrees on practical steps with the person, offering guidance, coaching, and constructive feedback so they feel supported and confident enough to move forward.

It is the part of the role he enjoys most. Between the operational detail and the daily work with internal departments and partner teams to resolve issues, the moment he values above the rest is watching team members grow in confidence, improve their performance, and reach their goals.

Feedback, Follow-Up

If David could hand one coaching habit to every new leader, it would be the regular one-to-one. Frequent conversations and specific, constructive feedback, he finds, work better than anything general. With each team member, he reviews performance, names real strengths, and sets clear, achievable goals, so ownership of progress stays with the person doing the work. The follow-up is what makes it stick, because consistent check-ins turn feedback into real improvement.

The same discipline carries him through the biggest challenge of the role: balancing business expectations, changing workloads and individual team needs without losing productivity or service quality. He analyses performance data, plans resources carefully, communicates clear priorities and offers individual support where it is needed, always seeking practical solutions that serve the team and the business together.

Steady Under Volume

On a demanding day, with high volumes of inquiries and urgent booking issues arriving together, David stays calm, keeps communication clear, and helps the team focus on what matters most. He distributes workloads fairly, recognizes effort as it happens, and reminds everyone of the common goal, believing that a positive attitude from the leader makes a real difference to a team’s confidence and motivation.

“Staying calm, communicating clearly, and helping the team focus on what matters most can make all the difference on a difficult day.”

The moment he points to as the reason he leads is where that approach pays off: the queue is full, the day is hard, and still everyone stays focused and finds solutions together. His job is to guide and remove obstacles, and watching the team pull together reminds him why he enjoys leadership. It is also his proudest kind of moment, colleagues supporting one another and delivering strong results towards shared targets.

That is what Fusion CX means to him: collaboration, accountability and continuous improvement, with room to develop his leadership, support colleagues and contribute to the success of the partnership his team serves while delivering a consistent, high-quality customer experience.

Night Owl, Coffee, Pasta

Away from the floor, David is a night owl who runs on coffee, and his playlists match his temperament: a mix of calm and loud, depending on the day. Music is the one small thing that instantly lifts his mood, and Pete & Bas’s “Too Slick” is his current favorite. If his workday had a theme song, it would be Tommy Lee Sparta’s “Target”, a fitting title for someone who quietly enjoys knowing that the team has reached its daily goals and outperformed them.

To unwind, he disconnects from daily responsibilities and spends time with the people closest to him. He watches football, enjoys a good film or series, and makes room for family, all of which send him back to work with a fresh perspective. After a long day, comfort arrives in the form of pasta.

Enough of Him to Go Around

So, would David really want a clone? Perhaps for one especially crowded hour. But the more he talks, the more the answer shifts. What keeps him grounded is the reminder that leadership goes beyond targets and results to the people behind them, and that consistency, empathy, accountability, and a willingness to learn matter as much as any metric. The habits he practices daily, from the early read of the numbers to the patient follow-up, do not belong to one person. They can be learned, shared, and carried forward by the colleagues he coaches.

Seeing his team develop, overcome challenges, and reach shared goals is what motivates him to keep improving as a leader. In that sense, there is already enough of David to go around, not because he has been copied, but because he has helped everyone around him grow.

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