LFPI Hospitality Group

From Hotel Operations to Strategic Procurement

One of the most important things I’ve learned from managing hotels across different brands and market segments is that the same solution doesn’t necessarily work everywhere.

Take an economy hotel with a small team. Every minute matters. Processes need to be simple; responsibilities clear and unnecessary work kept to a minimum. But the guest should never feel that the hotel is operating with limited resources.

A larger midscale hotel with several outlets presents different challenges. There, the focus might be on communication between departments, walking distances, logistics or coordinating different services.

And then there is the guest perspective. What does someone staying at an economy hotel actually expect? What matters most to a midscale guest? And how can we exceed those expectations without adding unnecessary complexity?

These are questions I still ask when looking at strategic decisions today.

Moving from hotel operations into procurement has given me a broader perspective, but I strongly believe that standardization should support individual hotels rather than force every property into exactly the same model.

Procurement Beyond the Lowest Price

For me, good procurement is about much more than negotiating the lowest price.

Housekeeping is a good example. A cheaper contract doesn’t necessarily save money if service quality suffers, employees spend additional time resolving problems or guests become dissatisfied.

The same applies to technology. A new system should make daily operations easier, not simply introduce another layer of administration.

Coffee is another example that reflects my approach. We have made a conscious decision to use organic and Fairtrade-certified coffee. We could potentially save more money by choosing alternatives without these certifications, but that isn’t the direction I believe we should take.

Product quality, responsible sourcing and the values behind our decisions matter. Sometimes the right commercial decision is not the cheapest one.

Ultimately, procurement should help hotels operate efficiently while protecting the experience we want to provide.

Balancing Cost Control with Service Quality

I believe in a combination of clear standards and personal responsibility.

Processes are essential. They ensure that guests receive a consistently good experience, regardless of who is working that day. But I also want employees to think and act as if the hotel were their own business.

They should feel comfortable making decisions, questioning existing processes and suggesting better ways of doing things.

Of course, this means mistakes will happen. I don’t see that as a problem as long as we discuss them openly and learn from them. Giving people responsibility is also how they develop.

“Standardisation should support individual hotels rather than force every property into exactly the same model.”

When it comes to cost control, I prefer looking closely at how work is actually done. Where are we losing time? Are employees walking unnecessary distances? Could a different layout or a simpler process make their jobs easier?

These improvements can save money without the guest noticing a reduction in service.

In fact, if we get it right, the guest experience should improve.

The Future of Hospitality: Technology, Sustainability and Operational Excellence

I believe we will see much closer connections between procurement, operational data and technology.

Hotels already generate enormous amounts of information through purchasing, invoices and operating systems. We need to become better at connecting that information and using it to make practical decisions.

Artificial intelligence will certainly play a role, particularly in reducing administrative work and helping us recognize inefficiencies. But technology only makes sense when it solves a real problem.

Sustainability is another subject I feel strongly about.

I believe hotels have a responsibility beyond their own financial results. We welcome people from different backgrounds every day, and the choices we make can influence how they think about quality, resources and responsible consumption.

Our decision to use organic and Fairtrade coffee is one small example. It’s not going to change the world on its own, but it demonstrates what we stand for.

If guests experience sustainability as a natural part of their stay, perhaps we can encourage some of them to make similar choices elsewhere.

We have an opportunity to set an example, and I think we should take that responsibility seriously.

Moving From Operational Experience to Strategic Leadership

My first piece of advice would be to never underestimate the value of operational experience.

Working in hotels teaches you things that you cannot fully understand from reports or spreadsheets. You learn what guests expect, what motivates teams and how seemingly small decisions can affect the entire operation.

At the same time, moving into a strategic role requires a different perspective. You have to look beyond one property and consider what makes sense for the wider organization.

But don’t lose touch with the people working in the hotels.

Listen to them, understand their challenges and give them room to take responsibility. I’ve always believed that good leadership means providing direction without trying to control every decision.

And stay curious. Learn about finance, technology, procurement and subjects outside your immediate area of responsibility.

Looking back, I think one of the most valuable lessons from my career is that successful leadership isn’t about finding one perfect solution for every hotel.

It’s about understanding the differences, creating the right conditions and helping people deliver their best.