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To start, can you tell us about your journey and how you became General Manager?

I studied hospitality management and gained experience through internships in both large and small hotels. After travelling for a year, I realised I wanted to work in a smaller property to truly understand how every part of a hotel operates.

I began at reception and gradually took on more responsibility, from managing groups to overseeing orders and day-to-day operations. Over time, I moved into a more operational role and eventually into management.

What I value most about smaller hotels is the opportunity to wear multiple hats, you are constantly learning and developing a broader skill set.

You wear many hats here, even contributing to design. How would you describe the hotel in three words?

Memories, authentic, and guest service.

Guests often tell us it feels like home, and that is exactly the atmosphere we strive to create.

How do you keep your team motivated?

It starts with listening and involving them in the process. We actively ask for ideas and give team members the opportunity to bring them to life.

For example, one colleague suggested creating a monthly events guide for guests, we implemented it, and it has been a great success. Small ideas can have a big impact.

We also prioritise regular check-ins, one-to-one conversations, and team-building activities to ensure everyone feels supported and heard.

Would you say the team feels like a family?

Absolutely. Hospitality is fundamentally about people. When the team feels happy and valued, it naturally translates into better service for our guests.

What does luxury mean to you?

For me, luxury is about being present without being intrusive. It is anticipating guests’ needs before they even have to ask, those small, thoughtful gestures that elevate the experience.

It is not just about the physical product, but how the service is delivered.

How do you ensure a consistent guest experience?

We closely monitor guest feedback across all platforms and use it as a tool for continuous improvement.

Training is a key part of this, we often use real guest feedback, particularly constructive or negative reviews, to learn from past experiences and refine our approach.

How do you bring the culture of Brussels into the hotel?

Brussels is known for its friendliness and rich cultural scene. We reflect that by highlighting local architecture, nearby art galleries, and cultural events.

Even though we are not located in the city centre, we are still surrounded by a vibrant cultural offering that we actively connect our guests to.

What are your biggest challenges and opportunities?

One of the biggest challenges is managing rising costs across staffing, food, and operations, while ensuring the guest experience remains uncompromised.

At the same time, sustainability presents a major opportunity. Brussels is becoming increasingly focused on greener practices, and many hotels, including ours, are embracing more eco-friendly approaches.

What value do you see in industry events?

Industry events are a great way to discover new ideas, technologies, and suppliers. They also offer valuable insights and inspiration from other professionals across the sector.

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