PROVEN IN PRACTICE
PROVEN IN PRACTICE
Leadership for hotels when everything moves at once.
Leadership in hotels where much is happening at once.
Taking responsibility when hotels need to perform, change or open.
Up to 45 minutes · confidential and without obligation
From one hotel to international portfolios. From ownership and interim executive responsibility to pre openings and operational transitions.
The work on this page was delivered from different roles, but always close to operations and with responsibility for people, performance and outcomes.
25+ years
Hospitality leadership
10 hotels
€25 million
Revenue in the first full operating year following opening
Largest portfolio under direct leadership
3 countries
Germany, Austria and the Czech Republic
€1,5 million
Investment in redevelopment
±450 FTE
Largest organisation under daily executive responsibility
PORTFOLIO LEADERSHIP IN CENTRAL EUROPE
Sircle Collection
Ten hotels. Three countries. One regional responsibility.
Context:
Following the pandemic, the Central European region needed to be rebuilt while openings, brand transitions and asset decisions continued at the same time.
Mandate:
As Regional Director of Operations, responsible for daily operations, financial performance and leadership teams across ten hotels in Germany, Austria and the Czech Republic.
Intervention:
Redesigned the regional management structure, strengthened leadership and brand standards, and established a new regional office in Berlin. Also supported the opening of Sir Prague and provided operational leadership through sale and transition processes.
Demonstrable outcome:
Three hotels opened across three countries, two hotel sales were operationally supported and a regional structure was built for further growth, integration and portfolio control.
Proof line:
10 hotels. 3 countries. 3 openings. 2 hotel sales.
OWNERSHIP AND REDEVELOPMENT
Kasteel Kerckebosch
From acquisition and financing to a profitable hospitality destination
Context:
A historic hotel required a new concept, significant investment and an operating model that could become financially and operationally sustainable.
Mandate:
As Managing Director and co owner, responsible for acquisition, financing, redevelopment, positioning and daily operations.
Intervention:
Developed a new business plan and brand concept, secured €400,000 in crowdfunding within 48 hours and invested €1.5 million in renovation and concept development. The Orangerie was added as an extension of the restaurant and events proposition.
Demonstrable outcome:
Reached break even within the first year and built a sustainably profitable operation thereafter.
Proof line:
€400,000 in 48 hours. €1.5 million invested. Break even within one year.
INTERIM GENERAL MANAGEMENT
Zoku
Operational continuity and a controlled transfer to new leadership.
Context:
During the transition to a new General Manager, daily operations needed to remain under control and the management team required clear priorities.
Mandate:
As Interim General Manager, responsible for daily operations, guest experience, leadership alignment and preparation of the handover.
Intervention:
Sharpened the operational meeting and decision rhythm, clarified responsibilities and structured critical files, risks and priorities for transfer.
Demonstrable outcome:
Continuity was protected throughout the leadership transition, and the new General Manager received a structured handover with a concrete operational agenda.
Proof line:
4 months. Interim General Manager mandate. Controlled leadership transfer.
GROWTH, OPENINGS AND INTERIM OPERATIONS
Conscious Group
Two hotel openings within one month, without losing control of the existing operation.
Context:
Two new hotels needed to open in quick succession while continuity and leadership attention across the existing portfolio remained protected.
Mandate:
As Interim Director of Operations, responsible for operational leadership across the group and the readiness of Conscious Hotel Oudegracht and Hotel V Oosterpark.
Intervention:
Coordinated the opening teams, operational priorities, decision making and transfer into the line organisation. Critical dependencies were made visible and assigned before opening.
Demonstrable outcome:
Two hotels opened and were integrated into the existing organisation within 26 days.
Proof line:
8 hotels. More than 280 employees. 2 openings in 1 month.
INTERIM CEO | MULTI-PROPERTY LEADERSHIP
Postillion Hotels
Daily executive responsibility during a period of governance and strategic realignment.
Context:
Following a leadership change, the organisation required continuity, clear decision making and a sharper understanding of its identity and direction.
Mandate:
As Interim CEO, responsible for the daily leadership of six hotels and an organisation of approximately 450 FTE.
Intervention:
Sharpened the management rhythm and operational priorities. Together with brand strategist Karin Brand, initiated a programme to reconnect identity, positioning and daily implementation.
Demonstrable outcome:
Governance continuity was protected, shared direction was sharpened and the identity programme was embedded as the foundation for further positioning and development.
Proof line:
6 hotels. Approximately 450 FTE. Daily executive responsibility.
COMMERCIAL PRE-OPENING
Mövenpick Hotel Amsterdam
Bringing a new 408 room hotel to market from day one.
Context:
Mövenpick opened a large new hotel in Amsterdam without an existing local market position or commercial client base.
Mandate:
From the pre opening phase, as Director of Sales & Marketing responsible for positioning, pricing strategy, sales, marketing and the commercial organisation.
Intervention:
Built a commercial team of fifteen professionals, developed the international key account strategy and prepared and delivered the market launch.
Demonstrable outcome:
Approximately €25 million in revenue was achieved in the first full operating year.
Proof line:
408 rooms. 15 commercial professionals. Approximately €25 million in revenue.
ADDITIONAL OPERATIONAL EXPERIENCE
Experience across the full hotel life cycle.
From market entry and opening to repositioning, integration and commercial professionalisation.
The projects below were completed from different positions, including interim mandates, permanent leadership and ownership. Each example indicates whether its relevance is strongest for owners, operators or both.
These are not presented as polished success stories. They are practical situations in which direction, calm and implementation mattered.
Geselecteerde projecten
De projecten op deze pagina zijn uitgevoerd vanuit verschillende rollen: interim, vast leiderschap en eigenaarschap.
Per project wordt aangegeven vanuit welk perspectief de impact het meest relevant is: owner, operator of beide.
Niet als succesverhalen, maar als herkenbare praktijkervaringen waarin richting, rust en uitvoering centraal staan.
Sircle Collection
Regional operational leadership across Germany, Austria and the Czech Republic, including stabilisation, transitions and preparation for new hotels.
Odyssey Hotel Group
Co founder and Director of Operations. Developed operational processes, management structure and culture for a growing hotel management company working with Marriott and IHG.
Htel Serviced Apartments
Appointed General Manager within six months of joining as Director of Sales and Marketing. Responsible for 350 serviced apartments and for sharpening positioning, cost control and corporate market development.
National Maritime Museum (Het Scheepvaartmuseum)
Interim Director Sales and Operations shortly after a major renovation. Responsible for hospitality, commercial activity, events and the connection between visitor experience and daily operations.
MEININGER Amsterdam City West
Local leadership of permits, stakeholders and market entry for the first Dutch property.
ClinkNOORD Amsterdam
Supported the transition from development to operations, including permits, local stakeholder management and preparation of management and partners.
Hotel Bleecker
Commercial and operational support to private owners during their first hotel opening.
PORTFOLIO LEADERSHIP
Zoku Amsterdam and Postillion Hotels.
Temporary executive responsibility to protect continuity, strengthen leadership and enable a controlled handover.
THE COMMON THREAD
INTERIM LEADERSHIP
The context changes. Management discipline does not.
01
Decisions begin with a shared fact base covering performance, risk and capacity.
03
The organisation works on a limited number of outcomes that operations can genuinely deliver.
02
Mandate before activity
Responsibility, decision authority and escalation are assigned visibly.
04
Sustainability before departure
An intervention is complete only when the organisation can steer, decide and improve independently.
Reality before assumptions
Priorities before projects
ENTREPRENEURSHIP
Kasteel Kerckebosch and Odyssey Hotel Group.
Entrepreneurship from two perspectives: acquiring, renovating and repositioning an independent boutique hotel, and helping build a growing hotel company as a shareholder. Experience spanning financing, concept development, commercial strategy, operations and growth.
OPENINGS AND TRANSITIONS
Mövenpick Amsterdam and Conscious Hotels.
Experience in market launch, operational preparation and opening hotels while the existing organisation continues to run.
FURTHER EXPERIENCE
National Maritime Museum.
Commercial, operational and management responsibility across different hospitality settings. The cases show which experience is relevant to your situation.
A FIRST CONVERSATION
NEXT STEP
Discuss your hotel situation.
Experience only matters when it fits your situation.
Up to 45 minutes · confidential and without obligation.