We step in when leadership needs
to make the difference
Direct in the operation. No distance. No delay.
Projects completed for, among others:
There is a lack of leadership
or feels pressure at crucial moments
You know how it is:
Decision-making slows down or stalls
Teams lose direction
Performance is becoming inconsistent
Ownership is unclear
This directly costs money.
This is not a phase that resolves itself. This requires direct leadership.
Recommendation.
Leadership.
Temporary where needed. With lasting impact.
We step in and take full responsibility for results.
No analysis from a distance.
But decisions that are made and executed.
How we operate
We don’t manage from the outside.
We lead from within
What you'll see shortly:
Pace & desicion-making
Faster decisions.
Clear ownership.
No more standstill.
Direction & alignment<br>
Direction is restored.
Teams work together again
instead of past each other.
Structure & focus
Less noise.
Clear structure.
Focus on results.
We do not fix organizations.
We fix how they operate.
Direct.
We step in and take responsibility.
We take responsibility for:
Operations and Teams
Decision-making and pace
Structure and focus
Stabilising performance
Immediate impact in operations
More clarity and control
Faster desicion-making
Clear leadership
Stronger teams
Better performance
Proven impact in practice
Where strategy, operations and performance come together.
Outcome
Profitable within one year
Repositioned as a leading destination in the region
Structural growth in events, dining, and overnight stays
Funding secured for expansion (including an orangery)
Outcome
3 consecutive years of GOP growth
Restored structure and accountability
Stable, scalable portfolio operations
Improved cross-country collaboration
Case 1:
Sircle Collection
Portfolio Leadership & Value Creation
Situation
Post-COVID, I was asked to take over operational leadership of a portfolio of 10 hotels across Central Europe. Teams were misaligned. Decision-making slowed down. Performance started to decline.
Approach
Immediate intervention in leadership, structure and decision-making. Alongside stabilising daily operations, multiple strategic initiatives were executed, including:
Closing a loss-making restaurant and sourcing and onboarding a new operator.
Acquisition, renovation and rebranding of a hotel in Vienna
Sale of hotels in Hamburg and Berlin
Integration of new assets into the portfolio
Temporary responsibility for destination restaurants (Miznon and SevenNorth)
Pre-opening of the first management contract hotel in Prague
Case 2:
Kasteel Kerckebosch
Turnaround & Entrepreneurship
Situation
A historic castle, part of a large hotel group for 40 years, had become structurally loss-making. The operation no longer worked within the existing structure and required a complete reset.
Approach
Acquired together with a partner at personal risk. Rebuilt positioning, operations and proposition from the ground up:
Full renovation in collaboration with the owner
New positioning a strong focus on F&B
Restructuring of operations, teams and commercial strategy
Development into a destination for events and hospitality
Case 3:
The Maritime Museum
Commercial transformation within a cultural organisation
Situation
Following a major renovation, the museum faced a significant reduction in subsidies and needed to transition towards a more commercial model. The organisation had limited experience in hospitality, events and commercial activation.
Approach
Responsible for building a new commercial and hospitality structure:
Establishing an event sales department
Introducing commercial thinking within the organisation
Developing an integrated hospitality concept
Setting up an in-house catering operation
Bridging cultural and commercial stakeholders
The museum evolved from a traditional cultural institution into a multifunctional venue with strong commercial capabilities.
Outcome
New revenue streams through events and hospitality
Professionalisation of commercial activities
Stronger positioning as an event venue
Better balance between cultural and commercial objectives
What changes when we step in
Direct insight
Where performance is leaking - and what needs to be addressed.
Execution & Results
Plans are executed. Results are delivered — and sustained.
Stabilisation
Restoring calm, structure and focus.From there, we build further.
Experience behind the intervention
International hotel portfolios
Direct P&L responsibility
From scaling to turnaround
Executive leadership in complex organizations
Not just theory.
But decisions
that are being implemented.
No one-size-fits-all approach. Instead, a clear discussion about what’s needed.
“Would you like to explore what your organisation ? I’d be happy to help you figure it out. A brief initial consultation is often enough to pinpoint the core issue.”
— Ingmar Sloothaak | Founder of OpenYourHotelDirect impact on operations results
1. Control
Direct management of teams and operations
Accelerate decision-making and realign priorities
2. Structure
Clear ownership and decision-making processes
Reducing complexity to what works
3. Performance
Focusing on metrics, rhythm, and accountability
Visible improvement in output and results
When leadership or under pressure, speed is essential.
Waiting only makes the problem worse, and in many cases, by then it’s already too late.