Four decades of hospitality: the career and lessons of Remco Groenhuijzen

With over forty years of experience in the hospitality industry, Remco Groenhuijzen has become one of the most trusted figures in the Dutch hotel scene. From his early days in the kitchen to his current roles as General Manager of Mövenpick Hotel Amsterdam City Centre and VP Operations at Mövenpick Netherlands, his career is a story of dedication, growth, and people-centered leadership.

In this interview, Remco reflects on his impressive career and looks ahead to the future of the industry. He shares his vision on personal service in a digitalizing world, the challenges of leadership, and the power of coaching and developing talent. A conversation with a hotelier who strives to make a difference every day with engagement, humor, and genuine hospitality.

Background & career path

After more than forty years in hospitality, it’s the variety that keeps my passion alive. No day is the same—one day I’m meeting with a client, the next with an architect, or I’m right there with my team and guests. That diversity gives me energy, as does the constant challenge to do things just a little better. What motivates me is the impact we make when an event becomes a success thanks to our team, or when a guest truly feels seen. That’s what hospitality is all about for me.

Career milestones

Looking back, from night auditor to general manager and eventually VP Operations, several moments stand out. My first managerial role as Serre restaurant manager and the years in Sint Maarten shaped me both professionally and personally. Becoming a general manager was a key turning point, as was opening Ibis Amsterdam Stopera, where I could build something from the ground up. At Ibis Amsterdam Airport, I was once again entrusted with leading a large, dynamic hotel. And of course, my time at Sofitel Legend The Grand remains special an iconic hotel full of history, where the richness of the profession is tangible every day. Each of these experiences shaped who I am as a leader today.

Leading large hotels: every day is different

Managing iconic hotels like The Grand, Novotel, and Mövenpick is about more than just name and prestige. It’s about the scale and diversity of guests and teams. In large hotels, you work with several management layers and various target groups, which requires leadership flexibility. Still, the basics remain: give trust, communicate clearly, and empower your team. That combination is what makes the work both challenging and rewarding.

From kitchen to strategy: a career in motion

My career started in the kitchen. It was a boyhood dream, combined with maritime studies, driven by a desire to see the world. But I quickly discovered my interests were broader than cooking alone. During an internship at the American Hotel, I was asked to help in the storeroom, where I was introduced to cost control. That sparked my interest in the operational side of the business. As I progressed from waiter to general manager it became increasingly clear that I was most inspired by the strategic and organizational aspects. You learn to look beyond your own department and take more responsibility. That development from hands-on to a broader perspective fits my ambition to keep growing and to make a lasting impact in hospitality.

Mövenpick in the Netherlands: growth with challenges

A key challenge for Mövenpick in the Netherlands is increasing brand awareness, especially among American and British guests groups we frequently host in Amsterdam. At the same time, there are opportunities: new hotels in the Netherlands and Belgium increase our visibility. Like others, we face political pressure on the sector, but I see plenty of growth potential as Mövenpick strengthens its position within Accor as a premium brand.

Today’s guest expects more

Guest expectations have changed dramatically since I began in hospitality. Travel has become more accessible, and expectations have risen accordingly. Where a private bathroom or TV once stood out, guests now expect the comforts of home, even in budget hotels. Personal service is more important than ever. It’s the human approach that makes the difference in a world where luxury is increasingly expected.

What truly stays with a guest at a four- or five-star hotel

For a memorable experience at a four- or five-star hotel, personal service remains the most important element. I often tell my team: hundreds of hotels offer similar facilities, but it’s the people who make the difference. It’s about genuine interest in the guest and the ability to meet their individual needs. That principle applies to every hotel segment. The level of attention, empathy, and hospitality someone experiences lasts far longer than the size of the room or the luxury of the décor. In a world where technology increasingly standardizes things, the human element becomes the true differentiator.

The future of hospitality: staying human in a digital world

Hospitality is undergoing major societal and technological shifts. Increasing polarization in society affects how we interact with guests, making it essential to train employees to be resilient and professional. At the same time, a new generation of employees demands more work-life balance, meaning, and flexibility, something many hotels are still not equipped for.

Technology offers opportunities: by automating processes with AI, for example, we can work more efficiently and free up time for the personal service that truly makes the difference. At Mövenpick Amsterdam, we’ve seen that kiosk check-ins aren’t right for every guest. Older American and Australian cruise passengers, for example, greatly value personal contact. That’s why finding the right balance is crucial: technology should support, not replace. Smart applications are helpful, but interaction remains human work. Hospitality is ultimately about connection, trust, and shared experiences.

Mövenpick Netherlands: looking ahead

Looking to the long term, Mövenpick Netherlands faces several strategic decisions. With Amsterdam’s cruise terminal set to close, we’ll lose a major guest segment, requiring us to reorient our target audience and possibly adjust our offerings. Local policies will also influence the type of tourism the city attracts. We’ll need to adapt by refreshing our product and appealing to audiences that align with the city’s future direction. Flexibility and positioning will be key.

The future of hospitality

Over the next 5 to 10 years, I expect further consolidation in hospitality. Hotels are increasingly joining chains or groups like Accor or QL Hotels to benefit from shared distribution, purchasing, and loyalty programs. At the same time, specialist functions like revenue management are becoming centralized.

This makes the on-site operation less strategic and more execution-focused. A major challenge will be differentiation. As more brands emerge, many hotels offer similar experiences. Standing out in a fast-standardizing market is harder, but more important than ever.

Success factors for a future-proof hotel

To be future-proof, a hotel needs three things: smart design, tech integration, and human service. With new builds, we need to think about how technology supports the stay—do you still need a traditional front desk, or can that be different? The layout and furnishings must contribute to a seamless, modern guest experience.

Location remains key—it partly determines your potential audience. So does choosing the right brand or chain, considering the advantages of visibility and support. But no matter how high-tech the setup, human contact is what ultimately matters. That personal touch makes the difference in guest satisfaction and loyalty.

The modern hotel manager: social, agile, engaged

A strong hotel manager today must be socially skilled and able to switch easily between staff, guests, and senior management. That agility is vital to building trust and leading effectively. Leadership also requires curiosity and technological openness. Standing still is not an option. To stand out in hospitality, you need knowledge and oversight—but above all, you need to enjoy the dynamics of the profession. It’s about resilience, people skills, and the will to show up every day.

Best advice: lead by example and trust

The best advice I received came from Kees van Maaswaal, then regional director at Accor Netherlands. I had just been appointed general manager at Ibis and hosted a large film crew without having secured a payment agreement. When the project was canceled, I was left with a 20,000 guilder bill. I thought my job was over. But Kees listened and simply said: “I hope this was a good lesson.” That moment gave me insight, and more importantly, trust. He knew I wouldn’t make that mistake again.

Since then, I’ve strongly believed in leading by example. As a manager, you must embody the behavior you expect from others. And mistakes are part of the journey, as long as you learn from them. That’s why I consciously give my team autonomy. Only then can people grow. Trust and example-setting are, to me, the foundation of good leadership.

Proud of growth: from intern to leader

Over the years, I’ve seen many colleagues grow—from intern to manager. Some now lead multiple hotels themselves. I’m proud to have contributed through training or promotions, but the real drive comes from within. Especially in HR, I’ve seen ambitious young women advance from front desk to regional positions.

That self-driven growth remains the most rewarding part. When someone blossoms unexpectedly, that’s deeply fulfilling.

Unforgettable moments

One of my most memorable experiences was having breakfast with author John Irving at The Grand. As a fan, it was a unique opportunity for a personal conversation. With colleagues, it’s often the small, spontaneous gestures that touch you. Once, after joking I never get compliments, my team surprised me with a standing ovation and a heartfelt speech. Moments like that right in the middle of a busy day show how powerful genuine appreciation can be.

Advice to my younger self

Gain broad experience early on, don’t force your development, and stay open to different roles. Building a career isn’t just about long hours—it’s about smart choices and continuous learning. Start building your network early—working groups and projects taught me a lot. And keep studying alongside work: practical experience is valuable, but depth and specialization truly make the difference. In hospitality, you can still go far if you remain curious and eager to learn.

If I hadn't become a hotelier...

If I hadn’t become a hotelier, I probably would have chosen a creative or adventurous path, maybe as a guitarist or a truffle hunter with a dog. During my time in Sint Maarten, I often went diving and became fascinated with the ocean; oceanography would have been a beautiful field. But ultimately, I’m happy with the path I chose even if the sea and music still pull at me.

What I hope they say

I don’t expect to still be working in ten years, but as long as I enjoy it, I’ll keep going. If people look back on my leadership, I hope guests felt welcome and the atmosphere was warm and personal. That employees remember me as a coach who gave space and worked collaboratively. And colleagues? That I was enjoyable to work with engaged, helpful, and always with room for a laugh. Because humor is just as important as professionalism.