How Isabelle Toupense makes the invisible heart of the hotel visible
Isabelle Toupense is the Executive Housekeeper at the prestigious Anantara Grand Hotel Krasnapolsky in Amsterdam. Her career in hospitality began with a holiday job as a waitress in France, but quickly grew into a passion for housekeeping. What started as an educational introduction in Lyon eventually led to a leading role in one of the largest hotels in the Netherlands.
In this interview, Isabelle shares her personal and professional journey from France to the Netherlands, and how her vision of leadership has evolved over the years. We discuss cultural differences, the strength of a diverse team, technological developments in housekeeping, and how she motivates her team to strive for top quality every single day. She also explains how important humanity, recognition, and collaboration are in a role that often takes place behind the scenes but is essential for a flawless guest experience.
How the passion for housekeeping began
An introduction to the profession of housekeeping manager brought me to Lyon, where I had an appointment with someone in the field. During that conversation, I knew immediately: this is what I want. That conviction led me to hotel school, where I consciously chose to specialize in housekeeping.
My first work experience was intense and educational. I learned the trade the hard way: with strict discipline, attention to detail, and an almost obsessive focus on quality. The hotel was so clean you could literally eat off the floor. Besides technical knowledge and quality standards, I mainly learned how essential it is to treat your team well. The way you treat and motivate people determines the level you reach as a department. I still carry that lesson with me today.
From France to the Netherlands: A new chapter
In 2000, I decided to leave France to improve my English. England seemed like the logical choice, but it turned out to be difficult to find housing for employees there. My sister, who lived in Amsterdam, encouraged me to try the Netherlands instead.
In Amsterdam, I discovered that many hotels offered housing, which made the move much easier. I started at Hilton Amsterdam, and right after signing my contract, I also received an offer from Krasnapolsky. Six years ago, I finally ended up at Krasnapolsky, bringing everything full circle. My English improved quickly through daily use, and later I also learned Dutch.
Adjusting to the direct Dutch work culture
When I started working in the Netherlands, I noticed how direct the Dutch are. They simply say no if something isn’t possible, while in France, you usually say yes even if you disagree. At first, I found that directness blunt, but I quickly saw its strength. In other countries, you sometimes hear yes when it actually means no. Here, you immediately know where you stand, which makes collaboration much easier.
The move to the Netherlands was more complicated 25 years ago than it is now. Without the internet, I could hardly prepare myself.
My first tip: inform yourself well before making the move. Learn about the culture and customs and make sure you have your paperwork in order, so your start goes smoothly. The Netherlands is a pleasant country to live and work in. With clear rules, good facilities, and a direct communication style, working in Dutch hospitality can be a valuable experience.
The Netherlands is now my home: it’s where I met my husband and built a family. I miss France—the food, the way of grocery shopping, a proper lunch break, and the mountains—but I appreciate the shorter working days and the sea here. I go back at least once a year, mainly for the mountains.
Leadership with humanity and balance
For me, leadership begins with the people I work with. I want to support my team, accept mistakes, and create a balance between hard work and enjoyment. That combination makes a team stronger and the work atmosphere more pleasant.
Over 25 years, my leadership style has evolved. In the past, housekeeping was a profession filled with pride, and you could easily let someone go if it didn’t fit. Now, good staff is scarce, so I need to be more flexible and add more value. I want my team to feel how important their role is and motivate them to be proud of their work. Leadership is no longer black and white; it’s about adapting, showing appreciation, and creating a positive culture.
High quality standards in a dynamic team
In a large hotel like Krasnapolsky, quality starts with the basics: enough staff, good equipment, and above all, time. I can’t expect someone to perfectly complete a full list of rooms after just one week. It takes time and guidance, allowing everyone to grow at their own pace.
Our team is international and diverse, which I see as an enrichment. As a leader, I adapt to guide everyone well so that we collectively meet the hotel’s high quality standards.
For those who want to grow into a leadership position in housekeeping, certain qualities are indispensable. Patience is essential: you work with people, so not everything always goes according to plan. Both learning the trade and guiding a team take time.
You also need to be consistent and always aim for quality, whether it’s busy or quiet. What you don’t do well today, you’ll have to fix tomorrow, and that takes extra work. A good leader brings out the best in themselves and their team every day, with attention to detail, perseverance, and dedication.
A day full of variety and quality
My workday usually starts early, between seven and eight o’clock. What time I finish depends on how busy it is, usually around five o’clock. I start with the duty report from the previous day to see what went well and where attention is needed. Then I have a short meeting with my team and supervisors to go over the day, followed by a meeting with the HODs to discuss planning and priorities.
After that, I visit a number of rooms daily to check quality. I also walk through public areas and outlets to make sure everything is in order.
This is part of my job, but not my main task. I also check VIP arrivals and train new employees when needed. I also walk through public areas and outlets to make sure everything is in order. This is part of my job, but not my main task. I also check VIP arrivals and train new employees when needed. In addition, I regularly have interviews or meetings. No day is the same, but the goal is always the same: to ensure that every detail in the hotel contributes to a perfect guest experience.
Making the invisible heart visible
I make sure my team receives the recognition they deserve, both from management and within the team itself. I emphasize how crucial our work is, especially in a luxury hotel where service and experience are central. Not only that, but I also want my team members to feel how valuable they are. By listening, supporting, and investing in them, I create mutual respect. My people are not numbers; they are the beating heart of the hotel, and they should know that every single day.
Helping new team members grow step by step
Training new team members requires time, attention, and patience, especially without prior hospitality experience. We have a clear training plan where new employees shadow different colleagues and shifts to get to know the entire hotel.
The first weeks focus on guidance. From the third week, they can slowly start working independently, although the pace varies per person. Our high standards and fast work pace can be overwhelming, even for experienced staff. My role is to provide the right support so they can develop, and we can build a strong, well-coordinated team together.
Twenty years of change in housekeeping
Housekeeping has changed enormously over the past twenty years. In the past, it was all about the work itself, with little focus on numbers or productivity. Now, we use data and reports to measure costs, hours, and efficiency.
The way of working has also changed: from paper to fully digital. Staff can see on their phones exactly what needs to be done and where they need to be. This saves time, prevents misunderstandings, and helps overcome language barriers thanks to translation features. What hasn’t changed is that every room is unique. Cleaning time varies from half an hour to two hours. Thanks to the new systems, we can plan better and distribute the work fairly, so that despite high expectations, we continue to deliver the quality our hotel is known for.
I don’t see robots being used for cleaning in the luxury segment, although they might be useful for simple tasks, such as in the lobby. Technology should support us, but the human touch remains the standard.
Learning from others and collaborating as the key to success
I built my career step-by-step by learning from colleagues and managers. I never had a fixed mentor, but I found inspiration in how others worked and developed my own style that way.
Now, I work with an assistant who has been in that role for a year and a half. Our way of thinking and communicating aligns perfectly, allowing us to trust each other blindly. Such collaboration strengthens us both and provides a strong foundation for further developing the department.
Lessons from the hard school of leadership
I learned my trade the hard way, under strict conditions. That shaped me, but also made me realize that I never want my team to have to work that way. In the beginning, I trusted people immediately, but now I first observe how someone develops. Not out of distrust, but to better assess how I can guide them.
Over the years, I’ve become more patient and calm, though it’s still sometimes difficult to let go, both in situations and in my work. The most important insight: leadership is about humanity. You can demand a lot, but you must also take care of your team so they can grow without having to go through the same hard path.
Creating a positive and close-knit team atmosphere
For me, a positive and inclusive work environment starts with personal relationships. I try to know everyone by name. It’s a small effort that makes a big difference. It shows that someone is seen and valued. Alongside hard work, there is also room for humour and connection, like a joke or asking how things are at home. Trust builds gradually through consistency and by showing you are there for your team. Many employees have been working with me for years.
The power of diversity in the team
The best part of working with an international team is the enrichment it brings. I didn’t consciously seek it out before, but through daily collaboration, I see how special it is.
Exchanging experiences and comparing how things are done in other countries versus how we do them here leads to fun conversations and new insights. This diversity brings colour and dynamism, creates an open atmosphere, and allows everyone to bring their own background. It makes my work more interesting every day and broadens my world.
Proud of a career built on growth and perseverance
I’m proud of my entire journey: where I started in 1998 and where I am now. What was once a dream has become reality. With my experience, I now handle situations more calmly and with more perspective, which makes me stronger as a leader and as a person. Looking ahead, I want to keep growing. Housekeeping is more than cleaning; it’s about innovation, improving processes, and continuous learning. Step by step, moving forward in both work and life.
Would you like to work at the Anantara Grand Hotel Krasnapolsky Amsterdam? Apply for one of the vacancies and become part of the team.