Perfection at every level

For 26 years, Katja Newman has been the managing partner of the Parkhotel Adler in the Black Forest resort town of Hinterzarten. When someone has been running a traditional hotel for so long—one that, despite the challenging industry climate, is more successful than ever—it is particularly fascinating to discover how she has managed to achieve such enduring success. In this interview, she discusses the exclusive property, which has been in her family since 1446, and how she is the 16th generation to oversee it.

You have undertaken several renovations at your hotel over the past few years. Are you finally satisfied with the result?
“For me, everything is exactly as I desire it to be! And our occupancy rate is better than ever! A celebrated architect alone cannot imbue a hotel with soul—that arises from the hotelier’s personal touch and meticulous attention to detail. Yet I am certain I will never truly be finished. There is always something that requires repair or replacement. Three or four decades ago, we were the flagship hotel in the region. Now the Black Forest boasts several exclusive hotels, so the pressure is far greater than it used to be. On top of that, guests’ expectations have risen, which means you always have to stay on top of things and deliver. Everything has to be tip-top at all times!”



In other words, positive experiences are the result of great effort.
“The most gratifying moments to date have all been successes arising from initiatives I conceived to secure the hotel’s long-term viability—even if, from the outside, they appeared risky. Naturally, I felt vindicated when success proved me right. For instance, we sold a building containing fifteen apartments to fund the renovations. I also allowed the 5-star classification to expire, completely overhauled the hotel’s structure, and incorporated a form of full-board service into the room rate. Not even our tax advisor believed it could succeed—but it did, and extremely well at that! I feel most content when everything is in harmony. I stroll through the hotel, inspect each room, and when I see the gears meshing smoothly, I feel content.”

So you need a lot of good ideas?
“To see projects through, you need mental fortitude and unwavering faith in your own concepts. When it comes to restructuring, not everyone is on board from the start. I must ensure that the majority is on board, though at times less than 80 percent of the team initially agrees. I have several long-serving employees who feel deeply attached to the hotel and occasionally feel uneasy when major changes loom. In such cases, I invite them to review the new approach first. To reinforce my case, I present compelling figures; no one can dispute them.”



What changes stand out most to you?
“I’ve observed that I spend less and less time with guests. Instead, I invest ever more of my days on human-resources matters. The pool of skilled talent is constantly shrinking, so I nurture and cherish those I have, to keep them.”

The investments for the renovations ran into the millions. These are figures that guests sometimes don’t see.
“Two years ago, I spent 1.6 million euros on expanding staff housing, because there’s little affordable housing in the region. A nightmare construction project is also on the horizon: the 1,500 m² roof of the Belle Époque building, with all its dormers, needs to be re-roofed. That would entail a cost of more than one million euros, plus lost revenue for three-quarters of a year. That is why I am postponing the decision—for once, I do not yet have a ready solution. For the moment, we shall continue to apply temporary repairs; that is all. To date, there has not been a single month when I have not had to fret. People say, “Look at that property—my God, the money must be rolling in.” Quite the opposite: the payroll and energy costs alone are crushing. A hotel like ours is never a sure thing. In general, there are major hurdles to getting subsidies or funding approved for investments. In my view, that is because the hotel sector in Germany simply does not rank among banks’ or the government’s priorities. When I was 19, I recall telling a banker, ‘I’m your security! Young, in great health, brimming with ideas and boundless energy.’ He merely laughed.”

What are your thoughts on work-life balance?
“I’ve never really understood what that term is supposed to mean. If it pertains to the balance between professional endeavours and personal pursuits—well, I must admit I do not possess a hobby. That is likely less than ideal, yet it is the truth. The Parkhotel Adler occupies a substantial portion of my life. I derive great satisfaction from my work; it is far more than merely a job. Nevertheless, I devote considerable time to my family and friends, and I travel frequently for leisure—to Mallorca or Paris, for instance. I am passionate about dining at new restaurants and about orchestrating themed soirées. Otherwise, I enjoy conceptualising fresh projects. In my mind’s eye, 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; 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 instead of delivering a thank-you speech, I simply took the stage and rocked it. You can not only see me in the Parkhotel Adler’s recruitment videos, but you will also hear me sing.”