Projects

Reopening, commercialization, and cultural change (Interim)

Following a large-scale renovation and reopening, OpenYourHotel was asked to provide temporary executive leadership within the hospitality and events organisation the Maritime Museum. At the same time, the museum was faced with the challenge of having to operate in a more commercial manner due to a significant reduction in government subsidies.

Over a period of eighteen months, we built up and stabilized the hospitality and events activities within a monumental building that was not originally designed for commercial use. The focus was on setting up systems and structures, managing a multidisciplinary team of approximately 100 employees, and guiding a cultural change direction , collaboration commercial awareness.

In addition to operational challenges, this assignment required carefully combining public values with hospitality performance. The assignment was completed with stable operations, a stronger commercial foundation, and a structured transfer to the permanent organisation.

Stabilization and recovery within international lifestyle group (Interim, followed by permanent position)

OpenYourHotel was deployed as Interim General Manager at Sir Nikolai Hotel in Hamburg, an underperforming hotel within an international lifestyle hotel group. The assignment focused on restoring operational control, strengthening the team, and reconnecting daily operations brand standards and commercial objectives.

We brought calm structure to operations, strengthened leadership the floor, and worked on team trust and execution power within a complex urban context. The visible improvements in performance, team alignment, and guest experience to the successful completion of the interim assignment.

After completing this assignment, he was appointed Operational Lead for the DACH region and the Czech Republic within the group, translating the impact of the interim phase into structural responsibility.

Leadership transition and identity reassessment (Interim)

During a leadership transition within a national hotel group with six hotels, OpenYourHotel was appointed to temporarily fulfill the role of Interim CEO. The assignment focused on bringing stability, clear leadership, and restoring calm the organisation.

In addition to operational stabilization and management alignment, we carried out an additional identity and positioning project. This process was carried out together with a project manager from OpenYourHotel and aimed to formulate the strategic narrative, internal compass, and cultural cohesion within the group more clearly.

The assignment was completed with restored operational calm, a clearer strategic direction a structured handover to the permanent management.

Continuity, growth, and two hotel openings (Interim)

OpenYourHotel was called in when the decision was made not to renew the employment contract of the incumbent Chief Operating Officer, at a time when the organisation rapid growth. We temporarily took over the role of Chief Operating Officer to ensure continuity, stability, and progress.

Within a period of two months, we led the successful opening of two new hotels, Hotel V Oosterpark in Amsterdam and Conscious Hotel Oudegracht in Utrecht. At the same time, the focus was on stabilizing existing operations, aligning teams, and embedding brand values and sustainability principles in day-to-day operations.

The assignment was completed with two fully operational hotels, restored continuity, and a solid foundation for further growth.

Market introduction and operational readiness (Interim)

For the introduction of Clink in Amsterdam North, OpenYourHotel was engaged as interim project manager during the transition from development to operational readiness. The assignment required local market knowledge, management of licensing processes, and access to the right network.

We guided Clink through all permit applications and contacts with municipal authorities, assisted in recruiting a suitable General Manager, and utilized the OpenYourHotel network to select partners in the areas of systems, hotel furnishings, and technical support.

The assignment resulted in a structured and compliant launch, strong local anchoring, and a solid operational for the brand's launch in the Netherlands.

Commercial positioning first-time hotel owners (Interim)

The owners of Hotel Bleecker Bloemendaal asked OpenYourHotel for support with the commercial and operational setup of their boutique hotel. They had limited knowledge of hotel structures, systems, distribution, and the relevant network.

We provided advice on core systems, distribution structure, and sales strategies, and actively utilized the OpenYourHotel network to connect the right partners and suppliers. Our guidance gave the owners the structure, insight, and trust take the next steps independently.

After completing our support, the owners successfully opened the hotel on their own, with a solid commercial and operational .

First market entry Netherlands (Interim)

When MEININGER first entered the Dutch market, OpenYourHotel was asked to oversee the entire licensing process for their first hotel in Amsterdam and to maintain all contacts with municipal authorities.

Despite very tight deadlines, the planned opening date was achieved thanks to careful stakeholder management and the deployment of the OpenYourHotel network. At the same time, we guided and trained the internal team in completing the licensing process so that they could apply this knowledge independently.

This enabled MEININGER to arrange the permits for their second hotel next to Amsterdam Amstel on their own. The assignment was completed with a successful market entry and strengthened internal knowledge for further expansion.

Acquisition of operations and transformation a boutique hotel (permanent position and shareholding)

OpenYourHotel took over the operation of Kasteel Kerckebosch at a time when the historic estate was in a vulnerable phase. The assignment involved both operational and commercial responsibility and required entrepreneurship, repositioning, and leadership practice.

We managed the entire operation, supervised investments, and transformed the castle into a contemporary boutique hotel with clear positioning. The focus was on restoring financial stability, building a strong team, and developing a guest experience matched the character of the estate.

The transformation in profitable operations, a recognizable market position, and an organisation was ready for sustainable continuation.

Pre-opening and commercial positioning permanent position)

The pre-opening of the Mövenpick Hotel Amsterdam City Centre was carried out from a permanent position within the organisation. It involved the opening of a large-scale international business and conference hotel in a prominent location on the IJ river.

Within this process, responsibility lay with setting up the entire commercial organisation, including sales strategy, market positioning, and connection to international corporate and MICE networks. This was done in close collaboration the Swiss head office and international key accounts.

Parallel to the commercial development, work was done on putting together and managing the sales and marketing team and establishing structures that operational be operational from day one. The opening resulted in a strong market introduction and a solid commercial basis, quickly positioning the hotel as a leading business and conference venue in Amsterdam.

Repositioning and market development (permanent position)

At Htel Serviced Apartments, work was done on repositioning a serviced apartment concept in a market that was still largely unregulated and undeveloped at the time. The assignment focused on creating a clear commercial and operational positioning the rapidly changing Amsterdam short-stay landscape.

We supported the recalibration of the concept, commercial strategy positioning direction and relocation clients. At the same time, we worked on building internal structures and collaborations that enabled scalability.

This approach contributed to Htel's growth into a leading player in the serviced apartment segment and laid the foundation for further growth and professionalization within a complex playing field.

Pre-opening and first management contract (permanent position)

The pre-opening of Sir Prague was carried out from a permanent position within Sircle Collection and marked the group's first management contract. The project was an important strategic step, with Sircle Collection operating within a clear owner-operator structure for the first time.

In our role as Director of Operations, we were responsible for selecting and appointing the General Manager and for providing full support for the operational preparations direction . This included setting up operational structures, supervising teams, and ensuring brand standards were maintained within a new governance context.

In addition, we maintained direct contact with the owner, focusing on transparency, alignment, and trust owner and operator. The opening of Sir Prague was achieved with a clear division of roles, operational readiness, and a solid foundation for further collaboration the management contract.

Acquisition, transition, and repositioning (permanent position)

As part of a permanent position at Sircle Collection, we played a leading role in the acquisition of the Penta Hotel in Vienna. The project involved a phased transition, with the hotel initially continuing under the existing Penta brand, followed by a renovation and complete repositioning as the second Max Brown hotel in Vienna's fifth district.

In our role as Director of Operations, we were responsible for appointing the General Manager, managing all operational aspects, and guiding the existing team through the transition phase. An important part of the assignment was introducing and embedding Max Brown's brand standards, culture, and working methods within a team that came from a different brand context.

The transition required a careful balance between continuity and change. By working in phases and providing clear operational frameworks, stability was maintained during the initial operating period and space was created for a successful renovation and relaunch. The project resulted in a smooth brand transition, a well-embedded team, and a solid operational for the Max Brown brand in Vienna.

Accelerated acquisition and operational integration (permanent position)

As part of a permanent position at Sircle Collection, we were ultimately responsible for the accelerated acquisition of Hotel Provocateur in Berlin. Although the hotel was already owned by the same shareholder, it was being operated by an external hotel management company at the time.

Within a period of one month, the entire operation had to be brought under the Sircle Collection banner. This required rapid desicion-making, careful transition planning, and strong operational management, without negatively impacting ongoing business.

In our role as Director of Operations, we were responsible for appointing a new General Manager, transferring and restructuring existing contracts, and guiding the team through an intensive transition phase. An important focus was maintaining calm, trust continuity within the organisation, while simultaneously implementing new brand standards and governance.

The transition was successfully completed within the set timeframe, maintaining operational stability, uninterrupted commercial performance, and smooth integration of the hotel into the Sircle Collection portfolio.

Acquisition, integration, and operational optimization (permanent appointment and shareholding)

As a permanent tenant and shareholder in Odyssey Hotel Group, we played an active role in the acquisition of the Marriott Hotel Stuttgart Sindelfingen. This was the first Marriott hotel within the group and marked a strategic step in which the property was leased and a management agreement was simultaneously concluded with Marriott International.

In our role as VP Director of Operations, we had final responsibility for the operational integration of the hotel within the portfolio. collaboration closely collaboration the on-site management team, we optimized operational results and carefully aligned Odyssey Hotel Group's working methods, culture, and performance with Marriott's processes, governance, and brand standards.

In addition, we supervised the complete renovation of the hotel at operational . This included monitoring continuity during the work, guiding teams through the change phase, and preparing the organisation operation within a renewed physical and organizational context.

The process resulted in improved operational performance, successful integration of two organizational structures, and a solid foundation for further growth of the Marriott portfolio within Odyssey Hotel Group.

First portfolio expansion and operational optimization (permanent appointment and shareholding)

Design Hotel Glow in Eindhoven was the first hotel within the Odyssey Hotel Group to be leased under a rental agreement. It was a standalone boutique hotel that, thanks to its appearance, location, and potential, formed a strategic addition to the developing collection.

During this phase, we were responsible for the day-to-day management of the team and for optimizing operations at the EBITDA level. The focus was on strengthening operational discipline, improving commercial performance, and creating calm clarity within a relatively small, independent organisation.

Through active involvement in operations, close collaboration the team, and sharp financial insight, the hotel was further professionalized while positioning its unique character and boutique positioning . The assignment resulted in improved operational performance and provided an important reference point for the further expansion of the Odyssey Hotel Group portfolio.