10 questions to Jan Akkermans

Name:
Jan Akkermans
Age:
43 years
Residence:
Groningen
Study:
Academy of Physical Education
Current position:
Owner Garde Hotels
Hotel(s):
Hotel Corps de Garde and Hotel Halbert
Number of rooms:
Corps de Garde (19 rooms), Halbert (66 rooms)
Number of years in the industry:
9 years; since 2016

Owner Garde Hotels - On growth, data and hospitality in the far north

Jan Akkermans traded sports and commercial positions for a new adventure: the hotel business. Together with his wife Marloes Hemmel and executive chef Henrice Dijks, he runs two characterful boutique hotels in Groningen, Hotel Corps de Garde and Hotel Halbert. How does he combine hospitality, growth and sophisticated data systems? A conversation about passion, challenges and future plans.

Can you tell a bit about your background and how you ended up in the hotel industry?

"My background is primarily in sports. I completed the Academy of Physical Education, but never really worked as a sports teacher in the end, except for one day as a substitute. After my education, I almost immediately entered the commercial profession, including at Red Bull as account manager for the Northern Netherlands. I then held various commercial positions Around 2014, I ended up at Regus; that's where my passion for hospitality really started, although there we rented desks instead of hotel rooms. Eventually, my network led me to a position as general manager at the then just-opened Student Hotel in Groningen, now known as The Social Hub. That was my real start in the hotel business."

What exactly do you do in your current role? What do you mainly deal with on a daily basis?

"I own Garde Hotels, which currently includes two hotels: Hotel Corps de Garde with 19 rooms and Hotel Halbert with 66 rooms. My wife Marloes is co-owner, and together with Executive Chef Henrice Dijks, also co-owner of our Restaurant Blumé, we form the management, working very closely with TrevCom from my former colleague Henri-Dick Rondhuis. Marloes focuses mainly on the here and now, day-to-day operations and quality. I myself am mainly concerned with the future: strategy, growth, process optimisation, staff development and networking. I am also chairman of Koninklijke Horeca Nederland Groningen division."

How would you describe your way of working or leading? What typifies you as an entrepreneur or hotelier?

"Our strength lies in teamwork and clear division of roles. I look ahead and ensure vision and growth, Marloes makes sure everything runs smoothly on a daily basis. Our distinction lies in adding real value to guests' time. We have hotels with character, like Corps de Garde with its military history, and Halbert named after Professor Tjalling Joostes Halbertsma (a Dutch classicist and professor at the University of Groningen in Greek language and literature and Greek antiquities and art history). We invest a lot in data-driven systems to free up as much time as possible for personal attention and hospitality."

What developments within the hotel industry stand out to you? What inspires you, or what, on the contrary, worries you?

"Digitalisation and data are playing an increasing role. We are investing heavily in systems such as AI-driven revenue management (Flyr), new CMS solutions, and customer satisfaction systems. In addition, we just switched PMS systems and since this week both hotels have been running on Mews. I don't yet see this digital transition being utilised enough by smaller independent hotels due to cost and complexity, whereas it offers great opportunities to create better experiences for guests."

Where do you think the sector is still leaving opportunities? What could be done better or smarter?

"There is a huge amount to be gained from smart use of data, especially at independent hotels. At the same time, it is crucial not to get bogged down in technology; personal interaction remains the core. But good insight into guest profiles and guest behaviour delivers huge benefits. This is where we seek balance and profit for both our guests and employees."

How do you view collaboration with other entrepreneurs or hoteliers? Do you see them as colleagues or competitors?

"Absolutely as colleagues. Especially in these challenging times, with upcoming VAT increases and inflation, it is precisely as an industry that we need to work together. Only together can we continue to propagate the value of hospitality."

What are the biggest challenges for you or your hotels right now?

"The upcoming VAT increase is a major concern, as are rising prices that may mean we are slowly reaching a price ceiling in the hospitality industry. At the same time, there is the challenge of continuing to offer high-quality guest experiences. In border regions such as the northern Netherlands, the competition with neighbouring countries is extra palpable."

How do you ensure that you and your organisation continue to grow?

"We are currently focusing on preparing our organisation for further growth. Our ambition is to grow to 10 hotels within 10 years, primarily in the Northeast Netherlands. We communicate this clearly internally. We are investing in training and technology, and actively seeking cooperation with real estate parties and other entrepreneurs."

What personally gives you the most energy in your work?

"The entrepreneurship itself, seizing opportunities and interacting with guests and staff give me enormous energy. The moment when everything comes together perfectly in satisfied guests and enthusiastic employees is unparalleled. That motivates me to improve every day."

Where do you hope to be in five years, both professionally and personally?

"Business-wise, I hope we are firmly on our way to our ambition of 10 hotels. Personally, I especially enjoy the fact that Marloes and I are doing this together. In ten years, our children will be grown up, and who knows, we might slowly hand over the baton to them, so that Garde Hotels can become a nice family business.