Business Leaders interview: Remco Gerritsen

Tell us a little about yourself and your business. 

My name is Remco Gerritsen, born on March 28, 1969, and I'm the proud owner of HIP3 Hospitality, a hospitality company I founded (in 2020) to provide innovative solutions in hotel operations, management, and strategic development. With over 25 years’ experience in the international hospitality industry, I've worked across Europe and Asia, gaining valuable experience with renowned hotel brands. It is my goal & mission to help hotels, investors, brands and managers to focus on their goals (or setting goals) to be successful. 

Currently, HIP3 is overseeing several portfolios of hotels in the Europe and Asia, supporting opening of new hotels in Amsterdam, supporting hotel-renovations projects in Europe and Africa and coaching and building an operational hotel team in China. 

What motivates you in your work and what do you find most fulfilling about being a business leader? 

I'm driven by the constant evolution of the hospitality industry and the opportunity to create exceptional guest experiences; always with social engagement of staff.  As a business leader, I find great fulfilment in turning visionary ideas into successful realities. Developing innovative concepts, transforming underperforming properties, and mentoring young professionals are aspects of my work that I find particularly rewarding. 

How did you develop your leadership skills and how would you define your leadership style? 

I've honed my leadership skills through diverse experiences across multiple countries and cultures and so my international career has given me a unique global perspective. I define my leadership style as pragmatic, results-oriented, and collaborative. I also strongly believe in empowering my team, fostering open communication, and leading by example. 

Innovating is crucial in our very diverse industry. How do you stay ahead of trends and incorporate them into your global strategy? 

I stay ahead by maintaining strong relationships with international hotel brands and actively participating in industry conferences. I focus on incorporating technological advancements, sustainable practices, and unique design concepts into my projects. I believe in not just following trends but anticipating and shaping them to each project or hotel individual. 

 What do you consider to be the key component(s) of effective business operational development? 

For me, key components include agile decision-making, pragmatic action plans and strong team collaboration. And important is efficient resource allocation, continuous performance monitoring, adaptability to market changes, and a focus on guest satisfaction and employee engagement. 

How do you approach identifying areas for improvement within a company's operations? 

I approach this by conducting thorough assessments of current operations, gathering feedback from team members at all levels, and analysing performance metrics. I also believe in benchmarking against industry standards and best practices to identify areas, where I can excel. 

Where do you think the most promising investments should be focusing on and/or made on? 

I believe the most promising investments in our industry should focus on sustainable practices, social engagement, cutting-edge technology integration, and enhancing personalized guest experiences. I also see great potential in developing unique, lifestyle-oriented hotel concepts, that cater to evolving traveller preferences, especially for the future. Our industry must make the difference to be ready for the next generation! 

What is or are your biggest career achievement(s)? 

Some of my notable achievements, includes winning national awards in hospitality industry, during my early career, successfully developing a new hotel brand in Russia, and supporting the construction of significant projects like a dual brand for Marriott in The Hague (The Netherlands) during Covid and the Maritim Hotel in Amsterdam – opening 2025. 

Do you have examples where your leadership made a difference? If so, what were they? 

One significant example is how I managed to open new hotels in record time, even during the pandemic. For instance, we realized a renovation from an office building into a dual brand from Marriott hotel with 311 rooms in The Hague, we went from start of construction to opening in only sixteen months. These achievements demonstrate the effectiveness of my agile and decisive approach. 

What's the most important leadership lesson you've learned? 

The most important lesson I've learned is the value of adaptability and resilience.  In our dynamic industry, being able to pivot quickly and effectively in response to changing circumstances is crucial. This flexibility, combined with a clear vision, has been key to my success. “You can make the difference in achieving success in any cultural environment and situation”. 

How did you identify and seize opportunities for advancement in your career? 

I've always been open to new challenges and international experiences. I've seized opportunities by staying informed about industry trends, building a strong professional network, and being willing to take calculated risks when I see potential for growth and innovation. Seizing these opportunities often involved taking calculated risks and being willing to step out of my comfort zone. I have moved 21 times in my live, often for a great new opportunity in my career! 

Have you achieved everything you wanted in your career so far? 

While I'm proud of what I've achieved, I believe there's always room for growth and new challenges. I see my career as an ongoing journey of learning and development. Therefor there are still many exciting projects and innovations I look forward to bringing to life in the future. Continuous learning and development are integral parts of learning and development myself and my teams. In 2025 I hope to growth with my company HIP3 Hospitality in Europe and Middle East. And my new company - R2 Hospitality Group – has founded, an own portfolio of hotels in Europe. 

 How important is personal development to your success, and how do you approach it? 

Personal development is crucial to my success. I approach it by setting clear goals, seeking feedback, and committing to lifelong learning. In 2024, I successfully graduated from Ebbinge School of Leadership, New Style Board of Directors. I regularly attend industry conferences, participate in leadership workshops, and stay updated on the latest hospitality trends and technologies. 

 How do you prioritize tasks when everything feels like a priority? 

I prioritize by assessing the impact of each task, on our overall business goals and deadlines. I use a combination of strategic thinking and practical considerations to determine what needs immediate attention. Effective delegation and empowering my team to make decisions also help in managing multiple priorities. 

 What was the hardest decision you have taken as a leader? 

One of the toughest decisions I faced was during the COVID-19 pandemic, where I had to balance maintaining hotel operations with ensuring staff safety and business continuity. It required making difficult choices about staffing and operational strategies, but it also taught me very valuable lessons in crisis management.