Odyssey Hotel Group

Organization & context

Odyssey Hotel Group was in the process of developing an international hotel platform strategy, focused on combining lease structures, management agreements, and branded hospitality. The focus was on controlled growth, operational discipline, and creating scale without losing entrepreneurship.

Ingmar was instrumental in this phase and contributed to both the strategic positioning the day-to-day operational execution.

Role & position

Shareholder & Director of Operations (2.5 years)
Type: Permanent employment with owner's interest

In this role, Ingmar was jointly responsible for the development of the platform, the operational management of hotels, and overseeing acquisitions, openings, and repositioning.

Assignment & responsibilities

Responsibility within Odyssey Hotel Group was broad and integrated, with a focus on value creation at portfolio level and operational performance at hotel level.

Strategy & portfolio building

• Conducting site visits, market studies, and feasibility studies

• Preparing lease proposals and pro forma statements

• Assessment of risk, return, and positioning asset

• Contributing to strategic desicion-making growth and brand selection

Operational leadership

• Management of hotel teams and General Managers

• Optimization of performance EBITDA level

• Securing operational structures and reporting

• Integration of brand standards into existing teams

Acquisitions & transitions

• Guidance on acquisition processes

• Operational preparation and implementation

• Maintaining calm continuity during change

Impact & results (overall)

• Strong contribution to the development of a scalable hotel platform

• Demonstrable experience with branded and standalone hospitality

• Successful integration of brands within proprietary operating models

• In-depth insight into where profits and risks arise within hotel operations

• Valuable sowing work carried out, which the group was later able to reap the rewards of

Relevance for Owners

• Practical experience with leasing models, management contracts, and brand relationships

• Understanding investment logic, returns, and risk within growing portfolios

• Experience with renovations and value development at asset level

Relevance for Operators

• Leadership within both standalone and branded hotels

• Translation of brand standards into workable daily operations

• Optimizing performance losing culture or identity