Prior to taking up his role as Roya International CEO, Kees Hartzuiker served as CEO of Rixos Hotels, orchestrating the transition of the chain from being regional to becoming international. A significant chapter in Hartzuiker’s career was his tenure with Hilton Worldwide, where amongst many responsibilities he was driving all food and beverage development across the Middle East and Asia-Pacific regions.
What changes and innovation do you foresee for the hotel industry globally?
In terms of a hotel stay, not much has changed over the last 50 years and I don’t expect much will change over the next 15 years except for the technology factor. Another major change is the balance in relationship between operators and investors: gone are the days where operators can dictate and impose their demands as investors take to the reins. As a plethora of brands and operators are created, investors are spoiled for choice meaning operators will need to prove their true value-add. The industry is also seeing a higher degree of individualisation and localisation, which surely is the way forward.
What upcoming project in the UAE are you most excited about?
I would have to say the extension of the Deira waterfront because of the urban regeneration factor, reviving a part of the city that is the traditional trade hub of Dubai.
| Advertisement |
If you could introduce or manage any one project anywhere in the world, what would it be and why?
A while ago, I had developed a hotel concept which brought together the elements of a boutique hotel, CSR, art, culture, social integration and so on. That type of development is something I would like to be involved with.
What’s your proudest career moment?
I remember being hand-picked by my company to be the first “experimental” department head to move from a rooms division background to an F&B background, which is something that didn’t generally happen — in our industry you either grow within one silo or the other. After two weeks of cross-training, I was put to the test and I would like to think that succeeding at this has set the tone for the rest of my career wherein quite a few abrupt shifts in disciplines and locations made for interesting crossroads .
What one thing can make or break a hotel experience for you?
I spent over 25 years in operations and it takes me a few seconds in a hotel to know whether it “works” or not. It’s not one thing in particular, a lot of the success factor lies in the spirit of a hotel.
What does an average day consist of for you?
I’m sure you’ve already been told there is no such thing as an average day at Ròya. Given that I’m still a hotelier at heart, I spend most of my day working with our clients, understanding their needs and making sure we are in line with their visions, because at the end of the day, a consultancy is a service and my primary concern remains our clients. That being said, I still have an obligation in my position to make sure that the day to day of the company is efficient and running smoothly.
What’s the best piece of advice you’ve ever received and who from? And what was the worst advice?
As the GM of a property I was warned that despite being capable of handling a corporate position, I shouldn’t take it on so soon because “being a hotel general manager is the best job in the world”. While I didn’t take the advice and proceeded to take on the corporate ladder, I found myself missing operations for a good number of years.
What’s the best hotel you’ve stayed in over the years?
There was a little two-star hotel in Amman, Jordan, that had received marvellous reviews and while the structure itself was less than charming, spending a night in bunk beds with the entire family after having had a traditional dinner in the restaurant that was buzzing with merry locals made for an unforgettable experience.
Search our database of more than 2,700 industry companies
