Projects
Proven impact on performance, structure, and asset value.
Practical experience
The projects on this page were carried out within permanent leadership roles and interim assignments in various European markets.
Each situation had its own context, but each time it revolved around close leadership the intersection of commerce, operations ownership.
With over ten years of commercial experience and final responsibility in operations ownership, projects are always approached from multiple perspectives.
That is why they are viewed here from two perspectives: owner and operator.
Featured Projects
Sircle Collection
Responsible for the performance a European portfolio of 10 hotels, as well as the direct management of strategic projects within the portfolio.
Management of international teams and P&L responsibility at the portfolio level.
Oversight of pre-opening, rebranding initiatives, and operational integrations across multiple markets.
Implementation of the first management contract, including the establishment of organisation structure.
Projects completed within this portfolio include:
Sir Prague Pre-Opening
Rebranding of Penta Hotels to Max Brown
Internal Sales Project Manager at Max Brown Ku’damm Berlin
Stabilization and Sales Project Manager Sir Nikolai Hamburg
Operational Integration: Provocateur Berlin
Outcome
Stronger portfolio performance,
more consistent operations
, and assets positioned for growth and sale.
Portfolio Leadership & Value Creation (Permanent)
Kasteel Kerckebosch
Acquisition, Renovation & Growth (Real Estate & Shareholding)
Leadership of the acquisition, repositioning, and further development of operations, with full responsibility for investment, operations results.
Outcome
Improved performance,
clear positioning
, and a foundation for sustainable growth.
Mövenpick Hotel Amsterdam
Leadership in commercial strategy, sales structure, and market launch.
Outcome
Strong market position since opening, with
generating approximately €25 million in revenue
in its first year.
Commercial pre-opening (permanent)
The Maritime Museum
Development of a commercial structure and implementation of a hospitality-driven approach.
Outcome
Greater cohesion,
stronger commercial clout
, and a consistent guest experience.
Commercial Structure & Hospitality (Interim)
Owner perspective
For owners, it's all about continuity, value, and risk management.
When commercial ambitions become detached from what the organisation sustain, tension arises. Sometimes this is visible in figures, but more often in pace, trust desicion-making.
These projects demonstrate how owner decisions impact daily operations how close leadership to protect value in a sustainable manner.
Operator perspective
In operations , everything operations around feasibility, rhythm, and teams.
Strategy only becomes meaningful when choices are implemented in daily practice. If commercial goals are not in line with reality, teams become overburdened and performance becomes performance .
These projects demonstrate how leadership, structure, and commercial clarity come together on the floor.
Project Overview
Conscious Group
When a leadership position operations in the operations department, OpenYourHotel operations asked to ensure continuity during a period of growth.
Role
Interim Operational Director responsible for day-to-day operations, team management, and store openings.
's Approach: Stabilizing existing operations, directly managing teams, and simultaneously overseeing the opening of two hotels (Conscious Hotel Oudegracht and Hotel V Oosterpark) within a single month.
Results Two successful openings in quick succession, while maintaining operational stability and a strong foundation for further growth.
Design Hotel Glow
Portfolio expansion and operational optimization (real estate + equity investment)
The addition of a boutique hotel to the growing Odyssey portfolio.
Role
: Responsible for the day-to-day management and improvement of operational and commercial performance.
's Approach: Strengthening operational discipline, optimizing costs and revenues, and professionalizing the team.
Results: Structurally improved results and a solid foundation for further growth within the organisation.
Bleecker Hotel Bloemendaal
Commercial and Operational Structure (Interim)
The first hotel project by private owners without a background in the hospitality industry.
Role
Consultant and interim advisor on commerce and operations.
's Approach: Establishing systems, distribution structures, and commercial strategy, including leveraging relevant networks.
Results: A successful launch with clear positioning operations that can be managed independently.
Continuity, leadership two hotel openings in 30 days (interim)
Postillion Hotels
A national hotel group undergoing a strategic reorientation and in need of stability.
Role
, Interim CEO, with responsibility for strategy, operations management alignment.
's Approach Restoring calm structure, refining the strategic direction, and translating it into operations organisation.
Results: Clear direction, strengthened management, and better alignment between strategy execution.
MEININGER Hotel Amsterdam City West
Initial Market Entry in the Netherlands (Interim)
MEININGER entered the Dutch market and needed local expertise and guidance throughout the permitting process.
Role
Interim project manager responsible for overseeing the entire permitting process and stakeholder management.
's Approach: Overseeing municipal processes, coordinating with agencies, and guiding the internal team through complex procedures.
Results Successful launch on schedule, with internal expertise built up for further expansion in the Netherlands.
Hotel Serviced Apartments
Repositioning and Market Development (Permanent Position)
Htel was in the early stages of a still-maturing serviced apartment market, with limited structure and positioning.
Role
: Responsible for commercial strategy, positioning operational professionalization.
's Approach: Redefining the target audience (corporate and relocation), establishing a distribution structure, and strengthening internal organisation partnerships.
Results: A stronger market position and a foundation for scalable growth within a rapidly evolving segment.
Repositioning and interim leadership interim CEO)
First Marriott integration within the Odyssey Hotel Group, including a strategic expansion of the portfolio.
Role
: Ultimately responsible for operational integration, performance the renovation process.
's Approach: Aligning Marriott standards withoperations, optimizing processes, and overseeing the renovation while ensuring business continuity.
Results: Improved operational performance, successful integration, and a solid foundation for further portfolio expansion.
ClinkNOORD Amsterdam
Market Launch and Operational Readiness (Interim)
Launch of a new hospitality concept in Amsterdam North, with a focus on international positioning.
Role
: Interim project manager overseeing the transition from the development phase to the operational phase.
's Approach: Guidance through the permitting process, building a local network, and providing support in the selection of management and partners.
Results: A streamlined launch with strong local roots and a solid operational foundation.
Marriott Hotel Stuttgart Sindelfingen
Acquisition, integration, and operational optimization (real estate + equity)
Postillion Hotels
Selected projects
The projects on this page were carried out in various roles: interim, permanent leadership ownership.
For each project, it is indicated from which perspective the impact was most relevant: owner, operator or both.
Not as success stories, but as recognizable practical experiences in which direction, calm execution are central.
Our projects vary in scope and context,
but the focus remains consistent:
regain control
improve performance
strengthen structure
