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Can you share a bit about your journey? Where did it begin and what has shaped your career? 

I didn’t take the traditional route into hospitality. I really wanted to attend Hotel School in The Hague, Maastricht or Leeuwarden, but I wasn’t selected. Quite disappointing because I had always imagined myself going in that direction. 

Instead, I went into advertising and communications and later studied Communication Science at University of Amsterdam. I eventually started my own social media company, working with small businesses. 

Meanwhile, my father, who owned a construction company, acquired a property through an exchange deal. It turned out to have a hotel permit. Rather than selling or renting it out as apartments, he decided to try running it as a hotel. That became The Times Hotel, which opened in 2006. 

When I was younger, I was very fond of the hotel business. Later that interest faded, and I didn’t initially want to take over the family business – especially because it was in construction, and at that time I didn’t see myself as a woman in that industry. 

During university, I started working at the reception of the hotel. The operational manager taught me everything about front office and operations. Slowly, it grew on me. I began by managing social media and updating the website, then gradually became more involved. 

In 2018, we renovated the entire ground floor. My parents asked me to develop the vision for the renovation. I worked on the concept, focusing on warmth and making guests feel like they were staying with friends. The style naturally evolved into something reminiscent of Soho House or The Hoxton – but on a much smaller scale. We have 33 rooms across two canal houses. 

We mixed modern and vintage elements, inspired by my parents’ home style. We love Italy, so we feature Italian wines, terrazzo from an Italian supplier, and Italian design lighting. It all came together organically, and I realized I was creating something that felt personal and authentic. 

That’s really how it grew on me. 

What’s one piece of advice you wish someone had given you when you started in the hotel industry? 

At first, I sometimes felt like an outsider because I didn’t attend hotel school or have formal hospitality management training. What seemed complicated in the beginning became much more accessible once I was actually running it day to day. 

Over time, I discovered that my different background is actually a strength. It allows me to bring a fresh perspective, an open vision, and inspiration from extensive travel and observing hospitality experiences around the world. 

My advice would be: don’t let the absence of formal education hold you back. A great deal can be learned through doing. Hospitality is ultimately about understanding people, creating service, and shaping memorable experiences. 

Was there a defining moment that confirmed this was the right path for you? 

Yes. When I was about six or seven years old, I visited the Krasnapolsky Hotel with my parents for brunch. I remember walking past a large room with a long table full of men in suits. At the head of the table was one woman. I told my parents, “I want to be her.” 

That moment really stayed with me. Looking back, I think that was a defining moment. 

What was it about The Times Hotel, its history or style, that made you want to be part of its story? 

It is a family business, which naturally creates a strong emotional connection. In the early years, the hotel was run together with a partner, so our involvement as a family was still somewhat in the background. After that partnership ended, it gradually became much more of a true family project. 

Each of us took on a natural role: my mother focused on maintenance, the manager oversaw daily operations, and my father managed the financial side. The hotel became almost like a clubhouse — a place where the family came together, where ideas were shared, and where everyone contributed in their own way. 

Over time, my own involvement grew, and with that came a much deeper sense of connection.  

What once felt like my parents’ hotel gradually became something I genuinely felt responsible for — a place I became really proud of. 

If you had to sum up the guest experience in three words, what would they be? 

• Personal connection 
• Prime location 
• Charm 

We are in a truly exceptional location, right on the canals, which gives the hotel a very distinctive character. Many guests wake up to beautiful canal views, which immediately creates a special Amsterdam experience. 

At the same time, we aim to offer warmth and genuine hospitality — creating a welcoming atmosphere while always respecting guests’ privacy if they prefer more space. Because we are in the heart of the city, there is energy all around us, yet our street itself remains relatively calm, which gives guests the best of both worlds. 

Are there any local partnerships, community projects, or sustainability efforts that are particularly meaningful to you? 

Yes. During our renovations in 2018 and 2020, we eliminated gas usage completely. That was an important sustainability step. 

We also work with local suppliers. For example, our Italian wine supplier Sprezzatura also works with Toscanini, a well-known Italian restaurant in Amsterdam. That relationship came through local connections. 

Because we’re a small hotel, we don’t have a large network of partnerships, but we prioritize local suppliers and long-term relationships. 

What advice would you give someone starting out in hospitality today? 

My advice would be: just start, and make sure you learn every aspect of the business. 

I was fortunate to take over an existing family hotel, which gave me a strong foundation. Starting from scratch today may be more challenging, but hospitality continues to offer real opportunities for those willing to think long term and take initiative. Growth always requires stepping forward, even when it feels uncertain. 

Understanding operations, finance, and guest experience is essential, because success in hospitality comes from seeing the full picture. It’s an exciting industry that constantly evolves, and that is exactly what makes it interesting. Challenges such as increasing VAT and high tourist taxes - especially in Amsterdam - require adaptability, but they also encourage sharper decision-making and stronger positioning. 

What do you value about attending industry events like the Independent Hotel Show? 

I particularly value the seminar programme and market insights, especially real estate sessions covering hotel transactions and market performance. Because eventually we want to grow into a boutique hotel chain. 

I’m quite selective in what I look for and usually attend with a specific objective rather than browsing everything. Panel discussions are especially valuable, particularly when hearing perspectives from larger brands such as The Hoxton or Conscious Hotel Westerpark, even though we operate on a much smaller scale. 

Networking is also important, although the demands of day-to-day business can make it difficult to maintain consistent connections.

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