[00:00] Introduction to the sponsor
Voice-over: Lightspeed Restaurant, the leading platform for top hospitality entrepreneurs worldwide.
[00:10] Welcome to Hotelvak the Podcast
Jerry Helmers: Thank you for listening to Hotelvak, the podcast. Produced by Louwers Media Group in Weert. This episode is part of a series in which we speak to industry experts and discuss a topical hotel dilemma.
Jerry Helmers: It’s certainly a dilemma or issue that every hotel owner, general manager or entrepreneur in the industry will recognise. And here with me in the studio today: Bas Braaksma. He is the Business Development Manager at Salto Systems in Amsterdam.
Jerry Helmers: Bas, a very warm welcome.
Bas Braaksma: Thank you very much, good afternoon.
[00:44] Previous podcast
Jerry Helmers: Have you ever done a podcast before?
Bas Braaksma: I’ve done a podcast before, but not in this setting.
Jerry Helmers: So what was that podcast about?
Bas Braaksma: That podcast at the time was also about cloud-based solutions and systems that should be able to be linked together.
[01:00] A promise to the listener
Jerry Helmers: So, even with everything you’re going to be talking about here today, I’ve no idea which direction we’re heading in. This shouldn’t be a problem for you. Do you feel confident enough to make a promise to the listener yet? Why should the listener keep listening?
Bas Braaksma: And perhaps you could also say who, in particular, should keep listening? I would say, above all: keep listening, general managers, IT managers and maintenance directors, for example. Particularly when it comes to integrations and how to approach them.
Jerry Helmers: And, of course, particularly those working in the hotel sector.
Bas Braaksma: Particularly in the hospitality sector. It’s just that…
Jerry Helmers: Hospitality.
Bas Braaksma: Yes, hospitality. And that could include hotels, but also holiday parks, for example. Anything to do with leisure.
Jerry Helmers: Yes, because of course we can have a good time at holiday parks too. A really good time. Then we’ll have a bit of an idea why everyone needs to stick around for the next 30 minutes. It’s always nice to hear a bit about that.
Bas Braaksma: Absolutely fascinating.
Jerry Helmers: It’s also absolutely fascinating. That was just the extra incentive, dear listener. What’s going to happen now is absolutely fascinating. Well, we’ll see, Bas. This really is a promise you’ve made.
[02:05] Bas Braaksma and Salto Systems
Jerry Helmers: Bas, could you tell us a bit about who you are and what Salto Systems is? So that the listener also has a quick idea of the context and who we have here in the studio.
Bas Braaksma: Yes, my name is Bas Braaksma and I’m 38 years old. I’m the Business Development Manager at Salto Systems for the hospitality and residential markets. We’re here today specifically to discuss the hospitality sector. We specialise in electronic access control – both hardware and software. We’re very much looking at how, through partnerships – that is, by integrating with various parties – we can use different solutions to help the market achieve an even better solution and a comprehensive solution. And not just because we have something to offer. We are part of a comprehensive solution. Think, for example, of an ecosystem of which we are a small part.
Jerry Helmers: A small proportion.
Bas Braaksma: A small proportion. And we’re looking very closely at how, together with other parties – we call them our technology partners, but essentially our partner network – we can increase our share of that by working together more effectively and, in fact, approaching the market and developing solutions jointly.
[03:09] Business development and hospitality
Jerry Helmers: So, as Business Development Manager, you’re responsible for that?
Bas Braaksma: Exactly.
Jerry Helmers: How did you end up becoming a Business Development Manager? What led you to that role?
Bas Braaksma: Yes, I started out at secondary hotel school, then went on to higher hotel school.
Jerry Helmers: So, we hear you went to hotel management school?
Bas Braaksma: Yes, I have a background in hospitality.
Jerry Helmers: So that’s probably where your affinity lies – the fact that you now want to serve the hospitality market through an IT company, Salto Systems?
Bas Braaksma: There’s certainly a big chunk of that in there, that’s true. ICT isn’t really my main area of expertise, but these days there’s a great deal involved. IT, integration, APIs – you’re practically bombarded with it, so to speak. But then again, the hospitality industry is in my blood, and you do notice that if you’ve got a bit of hospitality experience under your belt, you find it a bit easier to communicate – at least, that’s my impression. And I’ve got the knowledge.
Jerry Helmers: It’s still your affinity.
Bas Braaksma: It’s still something I’m drawn to.
[04:10] Our own hotel
Jerry Helmers: Well, just a quick side question – why didn’t you ever start your own hotel, then? Given that you studied at hotel management school.
Bas Braaksma: That was once my greatest wish.
Jerry Helmers: Is this a tricky question?
Bas Braaksma: No, not at all. It wasn’t some crazy twist of fate. I was suddenly invited by a property manager to come in for an interview. And that’s how I ended up in the property sector. I’ve become a user of the access control system I now work for.
Jerry Helmers: Ah, so that’s how it goes, then.
Bas Braaksma: Yes, and that’s actually how it all got started. And it’s become something I’m really passionate about. And with business development management, I can still really stay in touch with the market. And engage in dialogue. And communication is really very important to me in that regard. And that’s why I’m keen to forge genuine partnerships. Yes, that’s my number one priority.
[04:55] Statements on self-service and management
Jerry Helmers: Right, may I put a few statements to you? And I’ll be very strict about this, because you can only answer ‘agree’ or ‘disagree’.
Bas Braaksma: Yes.
Jerry Helmers: Whilst preparing for this podcast, I just had a quick look at your website again. And I thought: what do you actually say yourselves? But I’m going to test whether you know the answer. Or at least whether you agree or disagree with it. I’ve jotted down three points. Here’s the first one. Smart self-service is still unfriendly to guests. Do you agree or disagree?
Bas Braaksma: I disagree.
Jerry Helmers: I disagree. The second proposition: Remote management is the norm. I’ll just say this to the listener: there’s someone sitting opposite me, shaking his head, and you can see him thinking: ‘Right, what am I going to say to that?’
Bas Braaksma: It’s a case of agree or disagree, but it depends on the project. Personally, though, I’d say: disagree.
Jerry Helmers: I disagree. And what if I’d said that remote management is becoming the norm?
Bas Braaksma: I agree.
[06:00] Cloud-based access control
Jerry Helmers: Right. One last one. The Netherlands is an international leader in the development of cloud-based access control.
Bas Braaksma: I agree.
Jerry Helmers: Yes, what evidence is there of that?
Bas Braaksma: Because on our second floor, where we have our own offices, is our CloudWorks department, where our cloud solutions are built, developed and tested.
Jerry Helmers: Yes, but that’s, of course, how you at Salto Systems see it. But if you were to take the whole market into account, is the Netherlands really a pioneer in terms of innovation in this field?
Bas Braaksma: The Netherlands is certainly a pioneer in this area, particularly when it comes to adaptation.
Jerry Helmers: Why don’t you explain to the hotelier what you mean by that?.
Bas Braaksma: That’s a good one. By ‘level of adaptation’, I mean that as soon as a new technological feature emerges – in terms of software, let’s stick to the software and the interfaces for now – the Netherlands is actually the country where most of it is tested straight away. We’re very keen to take on and incorporate that sort of thing.
Jerry Helmers: So how did that come about, then?
Bas Braaksma: Down-to-earth Dutch people, but at the same time very keen on coming up with new innovations. And by that I don’t just mean us as individuals, but the whole of the Netherlands. The Netherlands is truly at the forefront in this respect. We’re also, of course, an economically very strong country. We must be and remain progressive in that area too, so that we can continue to be so. Yes, and you can see that in the rate at which we adopt new technologies.
[07:23] Other countries and innovation
Jerry Helmers: Which countries around us, in our immediate vicinity, are also doing well? Because I assume that you, too, try to keep your knowledge up to date and maintain a high level of expertise. Do you therefore also look to neighbouring countries where things are happening, in order to learn from them?
Bas Braaksma: Yes and no, because it is quite tricky. From a legislative point of view, there are of course a few snags. You cross the border and it’s immediately very different. But England is a fairly progressive country. And the advantage we have is that all countries can make use of the very latest technologies. Whether they’re adopted by the people or by the country itself depends a bit on whether a market might be conservative.
Jerry Helmers: Who might be the leaders there.
Bas Braaksma: Yes, exactly.
[08:05] Challenges in the hospitality sector
Jerry Helmers: I see. I’d like to discuss with you the biggest challenges currently facing the hospitality sector. You’ll no doubt be approaching this from your technical perspective. But why not have a go? What are the biggest challenges facing the average hotelier?
Bas Braaksma: Well, at the moment I’m basing that on the questions I’m asked very frequently. And that’s mainly because there’s a real jumble of options and possibilities at the moment.
Jerry Helmers: So you can’t see the wood for the trees?
Bas Braaksma: Well, not literally any more. The Independent Hotel Show is another good example. That’s where all those providers come together, of course. You’ve got a PMS system, an access control system, and a guest provider app. Meanwhile, I’ve also got three other platforms, but they can’t communicate with one another.
[09:00] A proliferation of systems
Jerry Helmers: Where does this uncontrolled proliferation come from? Because I do find myself wondering: doesn’t that also say something about, let’s call them, the facilities managers or owner-managers of those hotels who’ve gone and bought all sorts of things? Where does that come from? It feels a bit like a policy without a strategy. Or am I seeing it too in black and white?
Bas Braaksma: Of course, I don’t want to say anything too strongly in front of the listeners.
Jerry Helmers: Well, go on then.
Bas Braaksma: I’d really say: have the courage to look at yourself. Dare to look at your own organisation, to look within yourself. What do you have at the moment? What are you capable of at the moment? And what else might tie in with that? And in many of the conversations I have, I always try to involve both a general manager or an administrator and an IT or technical manager.
Jerry Helmers: But would you actually dare to say something like that in a conversation like that: would you dare to admit that you’re a bit of a mixed bag?
Bas Braaksma: 100 per cent. Because our ultimate goal is to provide the guest with the best possible solution. And that is – and we’re all constantly bombarded with this term – seamless. It’s all about everything being linked together, working seamlessly with one another. And of course, for us as a company, but also for the user and the project owner, it’s all about the guest journey. We’re all paid by the guests who use the service. And we want to be able to serve and cater for them as well as possible.
[10:33] The origins of hodgepodge
Jerry Helmers: But where exactly did it all go wrong, then, that you still see so many of those hodgepodge products on the market?
Bas Braaksma: I suppose that brings me back to the point that you really must dare to look at yourself first.
Jerry Helmers: But we haven’t been critical enough of our own performance.
Bas Braaksma: I think that’s certainly one of the issues. But I think it’s mainly that we simply don’t know, because there’s so much to it. And everyone says: ‘Yes, we’re connected.’ ‘Yes, we can deliver.’ ‘Yes, we can do it anyway.’ But when it comes down to it, it’s only a fraction of what’s possible. Or it is possible, but the location depends on four different contacts. And it depends on: ‘Yes, I have to work this way on project A, that way with product B, and that way with product C.’ Whereas what you actually want to aim for – as I mentioned earlier in the podcast – is an ecosystem. You want the whole picture to fit together perfectly.
Jerry Helmers: Everything must complement one another.
Bas Braaksma: And that’s a pipe dream, of course, because there’s no one-size-fits-all solution. It really depends on: what solution do I currently have? Do I currently use a mechanical system, or do I have a completely different solution? Do I work with a booking system that I’ve linked to, or one that I haven’t linked to? Does that booking system, in turn, have a link to a guest communication app – yes or no? Are there payment systems linked to it as well – yes or no?
[12:05] Where to start
Jerry Helmers: But does that hotelier actually know where to start? And suppose he’s listening right now, recognises what’s being said, and thinks: ‘Oh yes, that Bas Braaksma – what he’s saying there is actually quite right.’ But ultimately, he still doesn’t know where to start when it comes to even beginning to think about the start of the tiniest bit of a solution.
Bas Braaksma: No, yes, 100 per cent. And the only advice I can give on that is: first take a look at yourself, and then get in touch with a party about which you think: ‘I’d like to find out more about them.’ I think the Independent Hotel Show is a very good example of this. We’ll be there. Go and speak to the organisation you want to talk to. They’ll present their pitch. If you like what they have to say, you can arrange a follow-up meeting. And if you actually hear something like: ‘Yes, no, regarding what we’re discussing now, I’ve checked internally and my IT manager has told me we can’t handle that’, then don’t be afraid to say: ‘This doesn’t work for me.’.
Jerry Helmers: We also recorded this podcast for our listeners at the Independent Hotel Show. It may well be – it’s now April 2026 – that someone will still be listening to this podcast in October, so of course we need to provide that context together, Bas; you’re quite right. But that question still stands. It wasn’t just specific to today; it’s one that you, as an entrepreneur, need to answer.
Bas Braaksma: No.
Jerry Helmers: So do dare to take a critical look at yourself.
Bas Braaksma: But also have the courage – and I think this is perhaps an even better point – to challenge the party you’re talking to.
[13:30] Technology as a core business
Jerry Helmers: But how? It’s all about pampering your guests; you try to train your receptionists – insofar as you have any – to be extremely hospitable. You want to make sure the rooms are clean. That IT stuff – the whole ‘guest journey’ technical side of things – is very technical, isn’t it? Is that really the hotelier’s core business, then?
Bas Braaksma: I think it’s going to become more and more central to our core business. And what I do want to emphasise to the listener is that the intention is not to use this as a means of cutting staff. It’s already very difficult to retain good staff. But what this does enable is for the staff you do have to focus much more on what they need to do. So that the reception role can truly be customer-friendly again at the front of house, rather than: ‘Just a moment, madam or sir, I need to create a pass for you.’ So that – and here I go again – it’s seamless, the whole picture: online check-in has already taken place and the guest has already been given, for example, an active mobile key. All of that is recorded. The receptionist can therefore really approach the guest and say: ‘Well, we might be able to offer you a nice upgrade.’ Or they can really focus much more on that guest. On the other hand, they can also act more quickly, which in turn means you’ll have fewer queues. And for those who really prefer to check in directly online and walk straight through.
[15:15] Hospitality
Jerry Helmers: But you say: customer service could be improved. Could you give us a definition of what ultimate customer or guest service actually is? You trained at a hotel management school, so I have to ask you that question, because I reckon that’s what you learnt there.
Bas Braaksma: The best thing is to ensure that a dissatisfied customer leaves happy.
Jerry Helmers: Does that dissatisfied customer even come in at all?
Bas Braaksma: Well, when I’m standing with my family in front of a barrier because I’ve booked a holiday park. My children are shouting from the back and I can’t get in because my contactless card isn’t working, or my code, or whatever. Let’s just say I’m not quite as happy when I finally get in.
Jerry Helmers: Do you know what really annoys me? You get your keycard at reception and then you head up to the eighteenth floor. It’s quite a journey in the lift, and you’re lugging your trolley, your suitcase or whatever else you’ve got. It’s hot, of course – beads of sweat are rolling down your forehead – and you’ve still got your rucksack with your laptop in it, which is digging into your shoulder. And then you get to the door and your keycard doesn’t work. Is there a definitive solution to this, Bas? Help me out – what’s the solution?
Bas Braaksma: One solution could be to start using mobile keys.
Jerry Helmers: Yes, exactly.
Bas Braaksma: So you won’t be given a physical keycard any more. You’ll simply use your own mobile device – whether that’s via a physical app on your phone or by remotely unlocking the door using a slider on a web page.
Jerry Helmers: Yes, there are plenty of options. So it can all be done more easily.
[16:46] Staff as a challenge
Jerry Helmers: Right. Anyway, you mentioned the first challenge the market is currently grappling with, or looking at, or facing. You said: that jumble of options out there – what on earth are we supposed to choose? We work with a whole host of different systems. The word ‘mishmash’ has been mentioned. It’s a major challenge that needs to be resolved – and one that can be resolved. Do you see any other challenges in the market where the average hotelier is thinking: ‘Right, what’s next? What now?’
Bas Braaksma: We’ve already touched on this briefly. Staff, of course. That’s a constant factor and quite a stumbling block.
Jerry Helmers: So you’re also referring to labour market shortages?
Bas Braaksma: There’s a labour shortage. But it’s already difficult to find staff, particularly in the hospitality sector. Not just in hospitality, but across the board. Finding suitable staff is very difficult. And then there’s the matter of retaining them. So we’re talking about sustainability, for example. And I’m not talking about trees and greenery and that sort of thing. I’m talking about sustainable employability.
Jerry Helmers: Good employment practices?
Bas Braaksma: One hundred per cent.
Jerry Helmers: Yes, so what does it mean to be a good employer?
Bas Braaksma: In my view, being a good employer means giving your staff the opportunity to develop. This enables them to manage their guests – not just their own guests, but yours as well – as effectively as possible. It also means they can engage with their work in a sustainable way.
Jerry Helmers: But are you saying, in rather complicated terms, that you simply have to ensure that the employee has enjoyable work and is happy in their job?
Bas Braaksma: I think – and I’m looking mainly at my own past here – that this was one of the reasons I left the hospitality industry.
Jerry Helmers: Oh.
Bas Braaksma: As well as receiving another attractive offer, I had actually been thinking about stepping down for some time.
[18:40] Experience in the hospitality sector
Jerry Helmers: So what was it about your own work in the hospitality industry that you didn’t like at that point?
Bas Braaksma: The systematic work that I found utterly unnecessary. Let me give you an example, using a link to something that might happen in a hotel, for instance. You’ve got a queue of twenty people, who are getting angrier and angrier and angrier. But my little encoding device – the one I have to place my card on to write the details and hand it over – isn’t working. It’s not working and it keeps freezing.
Jerry Helmers: Yes, but you must surely have raised the issue within the hotel where you worked, and your concerns fell on deaf ears?
Bas Braaksma: As it happens, the hotel where I used to work – that’s where the lovely word ‘mishmash’ comes from.
Jerry Helmers: Yes, that too.
Bas Braaksma: He used seven different systems that weren’t compatible with one another.
Jerry Helmers: So they couldn’t sort it out quickly either?
Bas Braaksma: No.
Jerry Helmers: And the customers or guests just kept standing there in the queue, still angry?
Bas Braaksma: And in the end, they were the ones who bore the brunt of it.
Jerry Helmers: But was that what prompted you to leave the hospitality sector – because you simply couldn’t be bothered to keep seeing those angry customers’ faces?
Bas Braaksma: No, one of them. I’m the sort of person who… I’m a people-pleaser. I really want to do right by people. And when I’m held back by a system and no one listens to what you want to improve – or what you think should be improved – Well, you can pull all sorts of tricks out of the bag, but you’re still left with an angry bloke.
[20:10] Listening to employees
Jerry Helmers: I’d say it’s almost turning into a management podcast. But could we perhaps come up with some sort of tip or suggestion here on how managers should deal with this? Because if I may give a little preview, I’ve been thinking: every now and then, ask your employees what they don’t like about their work.
Bas Braaksma: 100 per cent. No, you’re getting more involved in the HR side of things.
Jerry Helmers: Well, yes, but if you look into that HR side of things, surely you can find out where the problem lies for the employees – what it is they don’t like? And then you can see whether that can be resolved from a technical point of view.
[20:48] Working with the market
Bas Braaksma: Well, what I really like now is that I’m no longer in the hospitality sector. I still work in the hospitality industry, but I’m no longer part of it. But the company I work for now listens to us and often engages in dialogue with us. I’m a Business Development Manager, so I listen to the market and, above all, look at which product-market combinations best match customer demand at any given time. And to reiterate: it’s not just about what we have, but about offering a comprehensive package in collaboration with our partners, so that we can deliver a complete solution in that capacity.
Jerry Helmers: Yes, but your question – the question from the customer that you’ve heard – must have come from somewhere, after all. And so you can link that to being a good employer and engaging in dialogue with your staff to find out what they might be dissatisfied with.
Bas Braaksma: And that’s also one of the reasons why, when I hold meetings, I always ask a General Manager and a Head of IT or Maintenance to join us. Because they have completely different ways of thinking. But a Head of Maintenance is the one dealing with day-to-day operations. On the operational side, they hear all sorts of things – from the cleaning staff who couldn’t get through a door, or from reception.
Jerry Helmers: Should the receptionist also join you at the table for the meeting with you, just for a change?
Bas Braaksma: Well, I think it’s always a very sensible idea to listen to – I don’t mean to say it isn’t done – but to listen to the staff. After all, they’re the ones who use what you’ve got running on your project every day. And they’re your eyes and ears when it comes to the guests.
[22:26] Switching to a different system
Jerry Helmers: When you’re talking to customers or prospective customers, do you really need a great deal of persuasion to convince them – or that company – that they can switch to a different system? Because, of course, there’s always a fear of trying something new. Yes, that’s just human nature, of course.
Bas Braaksma: And let me start by saying that my focus is always on finding the best overall solution at this moment, or at that moment. And yes, I have to be completely honest about this: we aren’t always the best solution either. And I’m very honest with clients about that. I might be really pleased to think: ‘Yes, I’ve just secured a contract.’ But six months down the line, we’ll be on the phone because it isn’t the solution they wanted. Then it’s a burden for both of us. And well, we’re all talking about competitors here. Well, I see them more as ‘colleagues in the industry’, because I think the pond is more than big enough for all of us to cast our lines into. So let’s focus on where we can strengthen each other. No one, let’s say, has the golden egg, so to speak, a monopoly on wisdom, or the complete solution. I think it really all comes down to partnerships.
[23:48] Partnerships and technological developments
Jerry Helmers: But perhaps that’s just a sign of the times. And precisely because these technological developments are happening at such an incredible pace, you naturally have to find a way to keep up with them. You’ll probably find yourself thinking about that from time to time: where do I get my knowledge from? The fact is, you literally can’t do without partners anymore, because working together and pooling knowledge will lead to even better results. So perhaps competition doesn’t even exist anymore.
Bas Braaksma: As far as I’m concerned, I don’t see it that way any more, at any rate.
Jerry Helmers: But of course, that’s business development too.
Bas Braaksma: Yes, probably.
[24:21] Tips and recommendations
Jerry Helmers: That’s part of the job. You’ve already given a few tips or recommendations here and there, haven’t you? But let’s see if we can summarise those tips or recommendations. Because we’re getting a bit closer to the end of the podcast, although you’ll also have your 60 seconds of fame later on. That’s the commercial slot – you can really let your hair down there. I’m already looking forward to it, Bas. A few tips or recommendations that listeners of this podcast can put into practice as soon as they’ve finished listening. Why don’t you give us a tip?.
Bas Braaksma: Well, I think: one is a really good one – we’ve just mentioned it. Really listen to the staff. I think that’s a great one to start with. Because then you really gain a good insight into what’s going on on the shop floor. And where there might be room for improvement. Or where things need to be looked at.
Jerry Helmers: But may I help you narrow it down a bit? Because we did indeed touch on this earlier in the podcast. So, by literally asking your staff: ‘Tell me what isn’t going well at work.’.
Bas Braaksma: What challenges are we facing? Where are the stumbling blocks? Where are we hitting a brick wall?
Jerry Helmers: Yes, well, I think that’s a good first tip. We’ve summarised it quite nicely in that sense, based on what we’d worked out earlier. Do you have any other tips or suggestions for general managers who want to take action?
Bas Braaksma: Yes, well, I had one, and that was: dare to take a look at yourself. But that actually ties in with: ask your staff where their stumbling blocks lie. Only that’s really specific to the workplace. But also dare to take a critical look at your own level of knowledge.
Jerry Helmers: What do you mean by that?
Bas Braaksma: Yes, what I really mean is more like: well, what I often hear is: ‘I’ve heard that this is possible’, or ‘I’ve seen that it can be done’. That’s right, you’ve probably seen it correctly and it’s probably possible. But you also need to take a very close look at your own organisation and assess how well prepared you are in that regard. You might actually need to replace and adapt your entire IT infrastructure. You need to think about that and find out more. And that really is an important topic – I’d say: take a look at your own situation. And perhaps a third tip is this: don’t be afraid to ask. There’s no such thing as a stupid question.
Jerry Helmers: No, certainly not in the current climate.
Bas Braaksma: Not, especially in the current climate. Have the courage to ask. Have the courage to ask an expert: ‘How do you see this?’ This is my area of expertise. This is what I have at the moment, and what I’m capable of and am currently doing.
[27:02] Unanswered questions
Jerry Helmers: Have customers ever asked you a question that you literally didn’t know the answer to?
Bas Braaksma: Yes.
Jerry Helmers: So how do you go about finding the information or the right answer?
Bas Braaksma: Well, I’ve been working at Salto for nearly three years now. If I don’t know the answer straight away – I’m in sales, I’m on the business side – then my first step is to take the question back to our in-house tech support experts and our R&D department. Nine times out of ten, they have the answer. And the answer is either: ‘Yes, we can do that’, or ‘No, we can’t’. And based on that, I can then provide a response to the customer.
Jerry Helmers: Of course, you probably learn something new yourself from every question that’s asked.
Bas Braaksma: Yes, every day.
Jerry Helmers: You’ve got quite a nice job.
Bas Braaksma: Personally, I think it’s acceptable.
Jerry Helmers: Yes, pitch well.
Bas Braaksma: I hope so.
Jerry Helmers: You’re good at telling a story.
[27:49] One Minute of Fame
Jerry Helmers: Well, whatever you want to say in 60 seconds. Because we’ve reached the ‘One Minute of Fame’, the ‘Loekie de Leeuw’ moment. Well, call it whatever you like. Ta-da-da.
Bas Braaksma: Tam tam tam.
Jerry Helmers: Yes, we’ll play a jingle in a moment – that’s how it goes. But I’ll ask you now: are you ready for your 60-second commercial spot? I won’t interrupt you. Are you ready?
Bas Braaksma: Yes. Salto Systems is an electronic access control system for which we supply and manufacture our own hardware. We have also developed software, which we use to integrate with various other access control systems, as well as with PMS systems and platforms used within the hospitality industry. We also offer a locker solution. Lockers can be thought of in the broadest sense of the word – for wellness, for spas, for sport. Something you see a lot in the hospitality sector these days is the emergence of a slightly commercial element. So these are very welcome additions. We have an identity and access management solution. We have our own intercom solution. We have a facial recognition solution. We have a whole host of them. And on top of that, we also have a ticketing solution through our partnership with Vintia, which we own. And in this way, we can offer total solutions. Three, two, one, 60 seconds.
[29:22] Salto Systems website
Jerry Helmers: Yes, you did indeed have three, two, one second. But why don’t you just mention the website where people can go to get a first look at what you do online?
Bas Braaksma: Yes, that’s a really good one.
Jerry Helmers: Could you just tell us the website again?.
Bas Braaksma: Saltosystems.com, a very warm welcome.
Jerry Helmers: Exactly, so of course we went through that as well. That’s how it is.
Bas Braaksma: Thank you.
[29:41] End of conversation
Jerry Helmers: Bas, it was lovely to have you here. What did you think of this podcast?
Bas Braaksma: Yes, it was really enjoyable, really lovely. Completely different from my first experience. I actually think this one’s much better.
Jerry Helmers: Yes?
Bas Braaksma: Yes.
Jerry Helmers: So my day couldn’t be any better.
Bas Braaksma: Nice and interactive – I love that.
Jerry Helmers: Yes, and of course there were quite a few distractions around us. We’re in a lovely little podcast studio at the Independent Hotel Fair in Amsterdam. It’s now April 2026, but every now and then we’ve heard the announcer calling out all sorts of things here. But next time we’ll have to ask her to hold off on shouting things out for a moment.
Bas Braaksma: Bergen op Zoom by nine.
Jerry Helmers: Bas, it was really lovely to have you here in the studio, in this booth here at the Independent Hotel Fair. I hope we can meet up again next time and have a proper chat. Perhaps we should just arrange another meeting in two or three years’ time to see what technological developments will be on the agenda by then and what challenges they’ll bring.
Bas Braaksma: Absolutely.
Jerry Helmers: I hope to see you again sometime in that regard. Thank you, Bas. And of course, I’d also like to thank all our listeners for tuning in. My name is Jerry Helmers. I was, and still am, the presenter of Hotelvak de Podcast. The project manager is Daniel Bundel, and I’d just like to mention once again that this podcast series has been made possible by Louwers Mediagroep from Weert. Thank you for listening. See you in the next episode.
[30:58] Outro: Hotelvak the Podcast
Voice-over: You’ve just been listening to an episode of Hotelvak the Podcast. We hope this conversation has inspired and stimulated you, and that you’ve gained some practical insights for your day-to-day work in the industry. The programme was presented by Jerry Helmers. The project manager is Daniel Bundel. Mark Schouten and Daan Halters were responsible for the technical aspects. Hotelvak de Podcast is produced by Louwers Mediagroep in Weert. Do you have any questions about this or other podcasts we produce? Please send an email to info@louwersmediagroep.nl or call 0495 45 00 95 during office hours.
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