Perfection in every way

For 26 years, Katja Newman has been the managing partner of the Parkhotel Adler in the Black Forest resort town of Hinterzarten. When an individual has been steering such a traditional establishment—one that, despite the challenging industry climate, is more successful than ever—it is particularly fascinating to discover how she has achieved this. In the following interview, she discusses the exclusive hotel, which has been in her family since 1446, and how she is the 16th generation of her family to serve as hotel manager.

You have renovated your hotel several times over the past few years. Are you finally done with all the renovations?
“For me, everything is just the way I like it now! And our occupancy rates are better than ever! A star architect alone doesn’t bring a soul to a hotel—that comes from the hotelier’s personal touch and attention to detail. But I know for sure I’ll never be finished. There’s always something that needs to be repaired or replaced. 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 much greater than it used to be. On top of that, guests’ expectations have grown. So you have to stay on top of things and deliver. Everything has to 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, to outsiders, they appeared quite risky. Naturally, it filled me with satisfaction when success validated those choices. For instance, we sold a building containing fifteen apartments to bankroll the 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 best when everything is in harmony. I stroll through the building, inspect each room, and when I see how all the gears mesh together—I feel content.”

So a constant stream of ideas is essential?
“To bring projects to fruition, one must possess mental fortitude and unwavering faith in one’s own concepts. When it comes to restructuring, not every team member is on board from the outset. I make certain that a majority supports the initiative, though on occasion less than 80 percent of the staff may agree. I have several long-serving employees who identify very strongly with the hotel and sometimes feel a knot in their stomachs when major changes are on the horizon. I then invite them to examine the new approach first. To reinforce my arguments, I present compelling figures. No one can dispute that.”



Which changes are particularly noticeable to you?
“I notice that I’m spending less and less time with guests. Instead, I find myself devoting ever more hours to human resources. The market for skilled professionals is growing ever more competitive, so I go to great lengths to nurture and value the team members we have, in order to retain them.”

The investment in those renovations ran into the millions—expenditures that guests sometimes never glimpse.
“Two years ago, I invested 1.6 million euros in expanding staff housing, as affordable accommodation in the region is scarce. A daunting construction project also looms on the horizon: the 1,500 m² roof of the Belle Époque building, with all its dormers, must be replaced. That would cost well over a million euros, in addition to nine months of lost revenue. That is why I am postponing the decision; for once, I do not yet have a solution at hand. For the time being, we shall continue to apply temporary repairs—that is all. To date, not a single month has passed without some fresh concern. Observers remark, ‘Just look at that property—my goodness, the money must be pouring in.’ The reality, however, is quite the opposite: labour and energy costs alone are suffocating. A property like ours is never a sure thing. Generally speaking, the hurdles to securing subsidies or investment funds are considerable. 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 said to a banker: ‘I’m 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 really understood what that term is supposed to mean. If it has anything to do with work and leisure activities—well, I don’t really have a hobby. That’s probably not very good, but that’s how it is. The Parkhotel Adler occupies a significant portion of my life, and I thoroughly enjoy my work; it is far more than simply a job. Nevertheless, I devote considerable time to my family and friends, and I travel frequently—to Mallorca or Paris, for instance. I am passionate about dining at new restaurants and hosting themed parties. Beyond that, I enjoy contemplating new projects. In my imagination I have already acquired at least three additional hotels and refurbished five restaurants.”

And finally, something you may not know about me…
“Not only am I trained in hotel management and business administration; I am also a rock and pop singer. On occasion I still perform with my husband Jimmy and his band. In 2004, I was named ‘Hotelier of the Year’—and rocked the stage instead of delivering a thank-you speech. You can also see me in the Parkhotel Adler’s recruitment videos—and, yes, I am singing there as well.”