Perfection in every way

Katja Newman has been the managing partner of the Parkhotel Adler in the Black Forest resort town of Hinterzarten for 26 years. When someone has been running a historic hotel for so long—one that, despite the challenging industry climate, is more successful than ever—it’s particularly fascinating to discover how she has achieved such enduring prosperity. In this interview, she discusses the exclusive hotel, which has been in her family since 1446.

You have undertaken several renovations at your hotel over the past few years. Are you finally content that the project is complete? “Everything is precisely as I envisioned it, and our occupancy rates are higher than ever. A celebrated architect alone cannot breathe life into a hotel; that magic stems from the hotelier’s personal touch and fastidious attention to detail. Nevertheless, I am certain that I will never truly be finished. There is always something that requires repair or replacement. Three or four decades ago, we held the flagship position in the region. Now the Black Forest boasts several exclusive hotels, so the pressure is far greater than it once was. To that, guests’ expectations have grown, so you must stay on top of things and deliver. Everything must be tip-top at all times.”



That means: Positive experiences are the result of great effort. “The most gratifying moments have stemmed from initiatives I conceived to secure the hotel’s long-term viability—although, from others’ perspective, they appeared quite risky. Naturally, it filled me with satisfaction when success proved me right. For example, we sold a building with 15 apartments to finance renovations. I also allowed the 5-star classification to expire, completely overhauled the hotel’s structure, and integrated a form of full-board service into the room rate. Not even our tax advisor believed that could work—but it did, and very well at that! I feel most content when everything is in harmony. I stroll through the building, inspect each room, and see how every cog meshes together—and I am content!” So one must have an abundance of good ideas? “To see projects through, one requires mental fortitude and faith in one’s own concepts. When it comes to restructuring, not everyone is on board from the outset. I do insist that the majority is on board, though on occasion less than 80 percent of the team may initially agree. I have several long-serving employees who feel deeply attached to the hotel but may feel uneasy when sweeping changes loom. I invite them to examine the new direction first, and I buttress my case with persuasive figures. No one can dispute that.”

Which changes are particularly noticeable to you? “I’ve observed that I’m spending ever less time with guests. Instead, I’m devoting increasing amounts of time to HR matters. The market for skilled workers is growing ever more competitive. That is why I nurture and care for the talent I have, to retain them.”

The investments for the renovations ran into the millions—expenditures that guests sometimes never notice. “Two years ago, I invested 1.6 million euros in expanding staff housing, as affordable accommodation in the region is scarce. A daunting renovation looms on the horizon: the 1,500-square-metre roof of the Belle Époque house, with all its dormers, must be fully replaced. That would cost well over a million euros, in addition to nine months of lost revenue. For once, I find myself postponing the decision, as I do not yet have a ready solution. For the moment, we shall continue to patch it—that is all. To date, not a single month has passed without some fresh concern. People glance at the property and assume the profits must be pouring in, yet the reality is quite the opposite: labour and energy costs alone are suffocating. A hotel of our calibre is never a foregone conclusion. Securing subsidies or investment funding is a major hurdle in this sector. In my view, this is because the hotel industry in Germany simply isn’t a high priority for banks or the government. When I was 19, I once told a banker, ‘I am your security! Young, in perfect health, with great ideas and boundless energy.’ He just laughed.” What are your thoughts on work-life balance?
“I’ve never quite understood what this term is supposed to mean. If it pertains to the balance between professional duties and leisure pursuits, then so be it. I do not, however, have a conventional hobby. I am aware this may be considered a shortcoming, yet it is simply the reality of my life. The Parkhotel Adler occupies a considerable portion of my existence, and I thoroughly enjoy my work; it is far more than a mere job. Nevertheless, I spend ample time with my family and friends, and I do take regular vacations—to Mallorca or Paris, for instance. I am passionate about dining at new restaurants and hosting themed soirées. Beyond that, I enjoy conjuring up fresh projects. In my mind, I have already acquired at least three more hotels and refurbished five restaurants.” And finally, something your readers might not know about you…
“I am not only trained in the hotel industry and business administration, but also as a rock and pop singer. On occasion I still perform with my husband Jimmy and his band. My voice can also be heard in the Parkhotel Adler’s recruitment videos. In 2004, I was named ‘Hotelier of the Year’—and instead of delivering a thank-you speech, I rocked the stage.”