Conscious Hotels & Hotel V

Amsterdam, The Netherlands

Conscious Group is a Dutch hospitality group behind Conscious Hotels, Hotel V and several restaurant concepts. In 2025, the group entered an intensive growth phase with two hotel openings taking place within a short period: Hotel V Oosterpark in Amsterdam and Conscious Hotel Oudegracht in Utrecht.

Hotel V Oosterpark represented a new opening within the Hotel V portfolio. Conscious Hotel Oudegracht was the first Conscious Hotels property outside Amsterdam, located in Utrecht’s former Tivoli music venue.

Both projects brought together brand development, operational preparation, team building and the transition from project phase to day-to-day operation.

Role and position

Interim Director of Operations

Type: Interim executive assignment · approximately 3 months
Scope: group operations · two hotel openings · post-opening stabilisation

Assignment and responsibilities

Responsible for leading group operations during a critical expansion phase and for preparing, opening and stabilising two new hotels within a highly compressed timeframe.

Opening readiness

  • Overseeing operational readiness across both hotels

  • Connecting project teams, hotel teams and central support functions

  • Prioritising critical actions relating to people, systems, suppliers and operating processes

  • Translating brand ambition and design into a workable day-to-day operation

  • Supporting teams through the transition from pre-opening to live operations

Operational leadership

  • Providing daily direction and support to General Managers and operational teams

  • Making decisions under significant time pressure and with incomplete information

  • Protecting the guest experience, employees and business continuity

  • Creating clarity around priorities, ownership and escalation

Post-opening stabilisation

  • Following through on operational gaps and outstanding opening items

  • Adjusting processes based on operational experience and guest feedback

  • Supporting new teams as they developed rhythm and effective cooperation

  • Maintaining operational focus after the formal opening had been completed

Impact and results

  • Operationally led two hotel openings during an intensive expansion period

  • Brought Hotel V Oosterpark into live operation

  • Opened and stabilised the first Conscious Hotels property outside Amsterdam

  • Protected operational continuity and the guest experience during critical opening moments

  • Supported teams through the transition from project organisation to daily operations

  • Established a practical foundation for continued post-opening improvement

Relevance

  • Owner / Board: executive oversight and operational control during rapid portfolio expansion and simultaneous openings

  • Operator: hands-on leadership that translates brand ambition into people, processes and consistent execution

  • Opening team: direct decision-making and prioritisation when planning, suppliers and operational reality do not fully align

Closing perspective

The Conscious Group case demonstrates that a hotel opening does not end when the doors open. The real transition begins when systems, teams and guest expectations meet in daily operations.

By staying close to the operation, acting quickly when circumstances changed and introducing structure beyond opening day, the assignment created a more stable foundation from which both new hotels could continue to develop.