In Dhaka’s fast-growing hospitality sector, where global standards meet local expectations, true leadership stands out. A seasoned Dutch hotelier is leading one of the city’s top five-star hotels with a people-first philosophy that prioritizes service, sincerity, and team development. With over 20 years of international experience, she has fostered a culture where associates are empowered, guests feel at home, and excellence is the daily standard. From knowing regulars by name to balancing hotel operations with a personal passion for golf, her journey reflects resilience, consistency, and purpose-driven leadership—proving that great hospitality begins with the people behind it.
How did your hospitality journey begin?
Well, actually, as a child, my parents took us to Africa. My father worked for Philips in Zambia. In the capital city, there were three major hotels, all managed by graduates from the Hotel School in The Hague. I was just 10 years old, but I already knew then that I wanted to do the same. So, when I finished secondary school, I applied and was accepted. That’s how it all started.
What have you learned from working in so many countries?
Every hotel and every country has taught me something new. The approach to hospitality varies, but the fundamentals remain the same. One of the most valuable lessons I’ve learned is the importance of communication. We need to talk to our associates, understand their needs, and support them. If we can make our team members feel like winners, they will, in turn, serve our guests exceptionally well.
Has your Dutch background influenced your leadership style?
Definitely. I grew up with a direct style of communication. But my experience across Asia and other countries has made me more sensitive and thoughtful in my interactions. Now, whenever I walk around the hotel, I make it a point to connect with the team—asking about their families, how they’re doing, and whether they’re happy. That personal connection has made a big difference.
What sets your hotel apart in Dhaka?
I’ve been here for three years, and together with my HODs, we’ve built a strong, guest-focused team. Our goal is not just to meet expectations but to exceed them—to surprise our guests. Many of our regulars return because we know their names, their preferences—even how they like their coffee. That personal touch is what keeps them coming back.
What makes the hotel attractive from a business standpoint?
Our location is a major advantage—we’re close to the airport, and many of our guests have business operations towards Uttara and beyond, so they don’t need to go into the heart of Dhaka. We focus on maintaining high standards, and cleanliness is one of our top priorities. After ten years, the product is solid, and we work hard to keep it that way.
You mentioned golf. How did that become part of your lifestyle?
About 15 years ago, I worked at a property with a golf course and decided to give it a try. At first, it was frustrating—golf demands patience and long-term effort. But I kept at it. I now prefer to live and work near golf courses. In Dhaka, I’m fortunate to live next to Army Golf Club and often play at Kurmitola, which is beautifully maintained. I’ve also tried Jolshiri and Savar, though Savar is better suited to more skilled players. Jolshiri is particularly scenic, especially with ships passing by on the river.
“True hospitality lies in knowing your guests, not just serving them.”
Do your guests also engage with golf during their stays?
Yes, while most are here for business—particularly in garments—many enjoy combining their visit with a round of golf. It’s a social sport that helps you clear your mind and build new connections. It’s wonderful to merge business with such a rejuvenating experience.
What are the key challenges you face in Dhaka’s hotel market?
Talent retention is a big one. The hospitality sector here is small, with only a few five-star hotels. Unfortunately, many of our well-trained staff are drawn to the Middle East with higher salaries. While we invest a lot in training and development, it can be disheartening to lose people. That said, we continue to create opportunities for growth within our team.
How do you approach corporate social responsibility and sustainability?
We support local projects and organizations in Dhaka, both financially and through time and involvement. As for sustainability, we’d like to do more—like using cage-free eggs, solar panels, and energy-saving systems. However, many of these initiatives need greater infrastructure and government support to be fully realized.
How do you unwind outside of work?
I’m a member of the Dutch Club, and cycling is a big part of my weekends. We ride out into the countryside on Fridays—usually in groups of six to eight. The landscapes are stunning, and it’s a great way to refresh and reconnect with nature.
What’s your personal philosophy when facing challenges?
Positivity is everything—whether in business or on the golf course. Setbacks happen, but staying focused and optimistic helps you push through. If you have a dream, go for it. Hard work and persistence make all the difference. And like golf, success doesn’t happen overnight. It takes practice and patience.
What’s your vision for the hotel moving forward?
We aim to remain a market leader in Dhaka’s hospitality scene. We’re already the largest in terms of rooms, and we want to build on that by continuing to innovate and prioritize our guests. On a personal level, my goal is simple: to keep improving—whether in hospitality or on the golf course.
