So now we have the 5-star superior Bülow Palais Dresden. What was the deciding factor in moving from the Amstel to the Elbe?

Above all, the two properties themselves. The Bülow Palais and the Bülow Residenz have character. They have history. And they have a soul. I was drawn to the challenge of building on something already very good and taking the next step together with the team. Not reinventing everything, but taking a close look: what makes these hotels special? What do we need to preserve? And where can we develop them further, with care? Dresden itself was also an important factor in the decision. I had the feeling that something new could begin here, both professionally and personally.

What fascinates you about the Bülow Palais?

The combination of quality, character and time-honoured hospitality. The hotel is elegant, but not impersonal. Many guests have been coming to us for years. Many of our colleagues know their preferences and understand what matters to them. For me, that is precisely what makes a private hotel so special. A beautiful room is important. But it is the people who give a hotel its warmth, character and lasting memories.

What does a typical day look like for you – if such a thing even exists in your role?

There’s hardly ever a truly typical day. Of course, meetings, figures, HR matters and projects are all part of it. At the same time, plans often change as early as the morning. That’s just part and parcel of the hospitality industry. I regularly visit both hotels and speak to colleagues from different departments. However, part of my work also takes place behind the scenes. That’s where we prepare decisions, solve problems and develop projects further. This balance is important to me: being close enough to day-to-day operations whilst keeping an eye on the future.

How do you interact with guests? Do you prioritise being visible, or do you prefer to operate from behind the scenes? 

Both are part of the job. I don’t believe a General Manager needs to be constantly visible to every guest. A large part of my work takes place behind the scenes. Nevertheless, I don’t want to lose touch with day-to-day hotel life. When I’m out and about in the hotel, conversations with guests arise quite naturally. I enjoy listening, because often in just a few minutes you learn things that aren’t in any report: what people really appreciate, what they remember, or what we can do even better. For me, therefore, being present doesn’t mean being the centre of attention everywhere. It means being approachable and knowing what’s going on in the hotel.

What is your vision for the Bülow Palais? In what direction do you wish to take the hotel? 

I would describe it as an evolution, not a revolution. The Bülow Palais and the Bülow Residenz stand on a strong foundation. Our task is to protect what guests and staff value about these hotels, whilst at the same time developing them in a way that ensures their future viability. This applies to the rooms and public areas, our catering, the technical infrastructure, digital processes and, above all, the development of our colleagues. My aim is to create a hotel that preserves its character whilst remaining open to new ideas. For me, tradition and change are not opposites. A good tradition thrives on being carefully upheld.

In your experience, how have guests’ expectations and wishes regarding a luxury hotel changed in recent years, and how does the Bülow Palais specifically address these?

Many things that used to be regarded as special services are now taken for granted: a seamless experience, good digital facilities, comfort and reliability. At the same time, there is a growing desire for individuality and genuine attention. Guests do not want to feel as though they are part of a standardised process. They want to be seen. A guiding principle I live by is: “Automate the predictable, humanise the exceptional.” Repetitive tasks should be made easier by good systems. This frees up our colleagues’ time for what technology cannot replace: listening, noticing details, remembering a preference or being there in person at just the right moment. Ultimately, luxury is created not through more spectacle, but through attention and trust.

You manage more than 90 staff members. Are you an ‘approachable’ boss? How would you describe your leadership style?

Whether I am approachable is best left to our colleagues to judge. It is certainly something I strive for. I want to listen, ask questions and understand what really happens in day-to-day operations. It’s important to me not just to explain what we do, but also why. When people understand the reasoning behind a decision, they can take responsibility and contribute their own ideas. This also involves talking openly about mistakes or things that aren’t working – not about each other, but with each other. I don’t see leadership as creating distance. A hotel only works when the different departments communicate with one another and we take responsibility together.

When you’re not working, where can we find you? Do you have a favourite spot in Dresden?

Most likely out on my bike or on a long walk along the Elbe. I love how quickly you can go from culture and architecture to nature in Dresden. I also enjoy spending time in the Äußere Neustadt. It’s lively, a bit rougher round the edges and quite different from historic Dresden. It’s precisely this contrast that makes the city so exciting for me. I don’t have a single favourite spot just yet. Perhaps that’s just as well. I enjoy continuing to discover new places.

... and in the hotel?

Probably in one of our lobbies or somewhere on the way between the different areas. I like places where you can feel the rhythm of the hotel. Sometimes it’s a brief chat with a guest. Sometimes a question for a colleague. And sometimes it’s enough just to watch for a moment how everything comes together. That’s exactly where a building becomes a hotel.