For a long time, the hotel industry was carried by momentum.

Growing demand masked inefficiency.
High occupancy rates compensated for a lack of rhythm.
Price increases softened the impact of unclear desicion-making.
And leadership pressure often remained invisible as long as the rooms remained full.

That phase is behind us.

What many hotels are experiencing today is not a sudden crisis, but a gradual shift. operations , teams are working hard, and the results often still look acceptable on paper. At the same time, complexity is increasing, margins are under pressure, and leadership is becoming leadership fragmented.

Hotels are still functioning.
But fewer and fewer hotels are actually in control.

This observation is not theoretical. It stems from years of experience within hotels with different ownership structures, brands, and scale levels. The same pattern emerged time and time again. Not failure, but wear and tear. Not collapse, but drift.

The Reset was born out of that reality.

Sound familiar?
Many hotels experience this phase without knowing exactly where they are losing control.

→ Read more about The Reset Scan

Why the pressure feels different now

Current market conditions differ fundamentally from previous cycles.

Hotels are facing multiple structural forces simultaneously. Labor markets remain tight, putting pressure on leadership capacity and team stability. Cost inflation is squeezing margins, even for well-performing hotels. Guest expectations continue to rise, fueled by experiences outside the hospitality sector that are shifting the benchmark for service and quality.

At the same time, operational complexity is increasing due to digitization, brand standards, sustainability requirements, and multichannel distribution.

What makes this phase different is not the pressure itself, but the lack of space.

The slack is gone. Systems have become less forgiving. Small misalignments have major consequences more quickly.

Market figures underscore this picture. In the Netherlands and surrounding markets, hotels are showing signs of recovery in occupancy rates, but margins are lagging behind due to rising personnel costs, higher energy costs, and tax pressure. At the same time, the number of interim solutions is increasing, which often points to structural leadership tension rather than incidental absenteeism.

In that context, traditional responses are increasingly falling short.

Cost reduction without alignment reduces pressure in the short term, but increases friction and dropout. Consultancy processes deliver strategies that are difficult to implement in daily operations. Interim stabilizes symptoms, but prolongs existing patterns when there is no reset framework.

What is missing in all these responses is attention to behavior, rhythm, and desicion-making pressure.

The creation of The Reset

The Reset did not start as a program.

It started with a question.

Why are some hotels able to cope with pressure and complexity, while others slowly lose their grip, despite having similar resources and teams?

The answer rarely lay in dashboards or organizational structures. It lay in how leadership manifested leadership , how decisions were made, and how rhythm was monitored.

Hotels that remained in control shared clear characteristics. Clear leadership presence. Consistent desicion-making. Shared priorities. A rhythm that direction teams direction without constant escalation.

Hotels that got stuck often did not do too little, but too much at once, without a common frame of reference.

The Reset was developed to restore that framework.

Not by reinventing the hotel, but by recalibrating the way it functions.

What The Reset actually does

The Reset is a temporary, hotel-wide intervention that restores calm, rhythm, and operational control while the hotel continues to operate.

It doesn't start with strategy, but with reality.

The first step is always to understand how the hotel actually functions today. Not how it is designed on paper, but how decisions are made, where responsibility lies, and where leadership time is spent.

From there, The Reset works in three core areas.

What does this look like in practice?
The Reset is available in various forms, depending on the phase and pressure in the hotel.

→ View The Reset and the accompanying packages

Leadership rhythm and desicion-making

In many hotels, leadership is leadership by operational urgency. Strategic intent exists, but daily reality .

The Reset restores clear decision-making frameworks, predictable leadership rhythms, and explicit ownership. This reduces noise and creates space for teams to operate with greater autonomy.

Behavior and alignment

Misalignment rarely arises from bad intentions, but rather from unclear priorities and mixed signals.

The Reset makes behavior explicit. What is important now. What can wait. What belongs to whom.

That alone often reduces friction more than structural reorganizations.

Operational coherence

The Reset does not add layers or create additional consultation. It removes complexity where it does not contribute to desicion-making.

Processes, rhythms, and communication are adjusted to make the system controllable again.

The forms of The Reset

Because not every hotel needs the same depth, The Reset works with three forms.

The Reset Scan

A brief, focused analysis that direction insight and direction . Not a report, but sharp observations and choices.

The Reset Sprint

A two- to three-week intervention that restores leadership rhythm, alignment, and operational control within ongoing operations.

The Reset and Interim Stabilization

Temporary leadership reinforcement to secure reset outcomes and make them transferable.

Plan an introduction

Working with concrete tools

Although The Reset is behavior-oriented, it is not abstract. It works with practical documents such as leadership rhythm frameworks, decision-making structures, priority overviews, and assurance documents.

These tools are deliberately simple. Their power lies in consistent use, not complexity.

They make it possible to continue applying the reset principles after the intervention has been completed.

Why many hotels are starting with the Reset Scan

Many hotels do not require a grand plan. They require perspective.

The Reset Scan offers that perspective without disruption. It creates space to step back from the daily pressure and take a close look at where control is being lost and where small interventions can have a big impact.

In a market where pressure is structural, resetting early is often cheaper and less disruptive than repairing later.

Initial experiences from a limited pilot phase

The Reset was recently launched and has been deliberately tested in a small pilot setting at a limited number of hotels.

Not as a finished program, but as a working method in development, precisely in order to identify what works in practice under pressure and what does not.

The insights from these pilot cases were remarkably consistent.

Considering resetting

The Reset is not a solution for everything. It is a conscious pause. A recalibration. A way to regain control before complexity determines the course.

For hotels that understand that future-proofing isn't achieved by working harder, but by working smarter.

A Reset Scan is often the right place to start. Not to commit, but to clarify what is needed, or what is not.