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How has your vision for Hotel TwentySeven evolved since opening, and what would you do differently if you started again today? 

My vision for Hotel TwentySeven is still the same as in the beginning: to create the best possible guest experience, always seen through the eyes of the guest. Every decision we make is based on that idea. Over time, the vision has grown stronger because we keep learning from our guests and improving every day. 

If I look at today, I would say honestly, I would not start the hotel again in this environment. When I started in 2016, the situation was different. Now there are many more challenges. Dam Square has had many protests and blockades, which affects the hotel. The tourist tax is now 12%, and together with VAT this increases the room price a lot for guests , over 30%. The government is not helping hoteliers to succeed, and the market has become more complex. Global situations, like what is happening in the Middle East, also affect travel and demand. So internally our vision is still strong, but externally it is more difficult today. 

You’ve spoken about creating a “dream hotel.” How do you keep innovating when expectations are already so high? 

For me, innovation is not about big changes. It is about small improvements every day. We listen very carefully to our guests and take all feedback seriously. Every comment is a chance to improve something. 

I always tell my team to think like the guest. If you look at the experience from that side, you see many things you can improve. When expectations are high, you have to stay focused on the details. 

At the moment we are also working on a new restaurant, called Bo. It will open soon , between our bar and Restaurant Bougainville. This will be more accessible and less formal, but still with high quality. I think this fits better with what many guests want today. It is also part of how we keep developing the hotel without changing the core idea. 

How do you balance creativity with commercial performance? 

For me, there is no real balance. Creativity and commercial results go together. If the guest experience is very good, the business will also be good. 

We have to be creative, especially now with things like higher taxes and changes in the fine dining market. That is also why we are creating new concepts like boutique dining and Restaurant Bo. 

Many times, creativity is about small details and personal attention. Our team, especially the butlers, are very important in this. They create small, personal moments that guests remember. 

We are fortunate to have many returning guests who come back specially for TwentySeven. That shows us that this way of working is correct. 

How do you use guest feedback today? 

Guest feedback is very important for us. We collect feedback during the whole guest journey, not only after the stay. 

Before arrival, we already try to understand the guest. During the stay, we check regularly so we can adjust things immediately if needed. After checkout, we send follow-up emails to understand the full experience. 

We use this information to improve our processes and train the team. I always tell my team to really pay attention to how guests feel. Every guest is different, so we need to stay flexible. 

It is not only about answering reviews, but really doing something with them in daily operations.   

What lessons from your previous hotels still guide you today? 

I am always learning. Before, I used to say: know your customer, know your competition, and know your price. Now I would add: stay creative and make sure the business is profitable. 

In the end, you need a strong company with a good reputation, but always with the guest as the starting point.  

How do you keep TwentySeven distinctive in a market where ultra-luxury can feel the same everywhere? 

We focus on being personal. Every guest is different, so we adapt to each guest. We don’t follow trends or standard definitions of luxury. 

For us, luxury is about how the guest feels. It has to feel real and personal. 

Also, the team makes a big difference. They see small details, they use their intuition, and they act on it. That is something you cannot standardize. 

We also believe luxury can be experienced in different ways. It can be in the hotel, the bar, or the restaurant. We always try to offer the same level of care and attention. 

Do you attend the Independent Hotel Show? 

Yes, I attend the Independent Hotel Show. It is good to see new products, meet people from the industry, and exchange ideas. 

It is important for independent hotels to share knowledge and inspiration.   

Do you see TwentySeven as one concept or a future brand? 

From the beginning, the idea was bigger than just one hotel. The concept can be repeated and built into a brand. 

We have created very detailed procedures and ways of working that can be used in other hotels as well. Before COVID, there was interest from buyers to expand the concept internationally. 

But at the moment, the situation in the market makes it more difficult. So for now, we focus on what we have, and we will see what happens in the future. 

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