Passion, growth, and vision: the hospitality career of Päivi Hagedoorn
With an early fascination for hospitality and a career full of inspiring challenges, Päivi Hagedoorn has paved an impressive path in the hospitality industry. From her first steps in a coffee shop to managing hotel openings and leading teams at renowned hotels like Hotel De L’Europe and IHCP, her story is one of growth, passion, and vision.
In this article, Päivi Hagedoorn shares how past experiences, such as working in a five-star hotel and developing a sustainable leadership team, have shaped her unique perspective on hospitality. We also discuss the key lessons, challenges, and goals that continue to inspire her to innovate and elevate the industry.
From passion to a career in the hospitality industry
My passion for the hospitality industry began at a young age, thanks in part to my father, who owned a travel agency. During our trips and hotel stays, I knew I wanted to be part of that world. In primary school, I dreamed of working in a hotel, even though I didn’t yet know about the concept of hospitality schools.
I landed my first official hospitality job at age 17, but I had already gained experience working in a bakery and a coffee shop. These small steps laid the foundation for my love of the industry. A highlight was my summer job in the linen room at the Amstel Hotel, where I had the chance to see the inner workings of a five-star hotel. It solidified my passion for this world.
23 years at L’ Europe: a journey of luxury and growth
During my 23 years at the iconic L’ Europe in Amsterdam, I experienced tremendous personal and professional growth. I started as Banquet Sales Manager and concluded my tenure as Director of Human Resources. It never felt like 23 years because I held a variety of roles—from Cost Control to Executive Assistant and HR—making my work continuously challenging and dynamic.
At L’ Europe, I learned what true luxury entails—not just in terms of hospitality but also in managing a five-star hotel. I was given the freedom to take on a wide range of projects and truly build something meaningful. This not only strengthened my professional expertise but also shaped who I am as a person.
My role as director of hotels at international hotel capital partners (IHCP)
After my time at Hotel De L’Europe, I embraced the challenge of becoming General Manager at Hotel Nassau in Breda. There, I oversaw several hotel openings and later took on responsibility for German hotels within the portfolio. Leaving my comfort zone and working in a different type of hotel forced me to see the world beyond daily operations, providing valuable professional and personal growth.
I joined IHCP shortly after. I was immediately drawn to the owner Bas’s vision of thoughtful, deliberate growth. The company’s young character, growth opportunities, and the chance to build something substantial made me feel I could make a real difference here. This is what makes my role at IHCP both challenging and inspiring.
Balancing efficiency and guest experiences
Striking a balance between efficiency and delivering unique guest experiences is essential. It all revolves around the triangle of employees, guests, and owners. Satisfied employees work with joy, are more productive, and enhance the guest experience. Efficiency creates time for personal attention, allowing expectations to be exceeded.
To achieve this, we automate routine tasks, enabling staff to focus on what truly matters: creating unforgettable experiences. This approach merges operational efficiency with warm, personal hospitality, forming the foundation for success.
Characteristics of a strong leadership team in hospitality
An effective leadership team in hospitality combines social skills, creativity, and focus. Trust and communication—both listening and being clear—are crucial for collaboration. Creativity is indispensable for tackling challenges and fostering team unity, as a strong team can achieve any goal. Moreover, a clear vision is vital. A leadership team must know where it’s headed and guide the team with focus and purpose. This blend of skills is the cornerstone of successful leadership in hospitality.
Essential skills and knowledge for success in hospitality
Hospitality is all about people, making social and communication skills indispensable. It’s about understanding what others need and making them feel welcome. I see success when everyone around me is in their element, performing at their best, and enjoying themselves.
Taking responsibility is also crucial. The drive to turn every situation into something remarkable, as if it were your own business, enables proactive problem-solving and continuous improvement. Success in hospitality is more than just a job—it’s a mindset. It means pursuing the best outcomes with passion and enthusiasm—for guests, colleagues, and the company.
Focus on what you can influence
An important lesson is that you cannot change others, but you can change your own perspective. In the past, I’ve experienced moments when trust wasn’t fulfilled, despite offering guidance and support. These situations taught me to manage expectations more realistically and focus on what I can influence. This helps me look at situations more objectively and find a balance between involvement and professional boundaries.
Advice for a successful career in hospitality
Broad experience is essential for a successful career in hospitality. Take the time to gain knowledge in areas like finance, HR, F&B, and sales to make better-informed decisions as a leader.
Additionally, clarity and inspiration are key. Clarity provides your team with direction by communicating goals and expectations clearly. Inspiration motivates and helps your team grow. Social skills are the glue that binds it all together: listening, being flexible, and conveying your vision are crucial. With experience, clarity, inspiration, and connection, you build a solid foundation for a successful career.
Goals for IHCP in the next five years
My goals for IHCP are to establish stable, growing hotels and reduce staff turnover by investing in training and development. Sustainability is a key pillar, as is staying true to our core values: courage, curiosity, authenticity, and joy. In five years, I want IHCP to not only achieve growth but also be a place where both employees and guests feel at home. While the vision is clear, I am working step by step to make these goals tangible.
Challenges for the hospitality industry
After the pandemic, the hospitality industry faces significant challenges, such as attracting and retaining well-qualified staff, rising costs due to energy prices and potential VAT increases, and pressure on room rates from growing competition. These factors call for smart pricing strategies and a strategic focus on differentiation.
Flexibility, efficiency, and strong connections with both guests and employees are crucial to overcoming these obstacles and future-proofing the sector.
The future of hospitality: hope and concern
I hope that personal contact and authentic guest experiences remain central. My concern is that financial pressures might push smaller, unique hotels out of the market, reducing diversity. For business travelers, basic amenities are essential, but for vacations or weekend getaways, it’s all about memorable, unique experiences. Losing or pricing out these special experiences would be a shame because they are what make hospitality truly unique.
Key influences on my career
My career has been shaped by a few key moments and inspiring people. Meeting Bas, the owner of IHCP, gave me direction and inspiration through his vision. At a Hotel Leaders Network event, I met Remco Gerritsen. Although I was on a career break at the time, I immediately knew this would be my next step. It highlights the importance of a strong network.
Another influence was my sister, who advised me early in my career at Hotel De L’Europe to seek new challenges within the company or gain experience elsewhere. This led me into HR, laying a solid foundation for my career.
I also learned a great deal during a major renovation at Hotel L ’Europe, under the leadership of Tom Krooswijk, a managing director with extensive international experience. He provided valuable insights into networking, events, and strategic leadership. Later, Rick van Erp, the original owner of Odyssey Hotel Group, broadened my perspective on investments and the conceptual side of hospitality.
In addition to my leaders, I have greatly benefited from working with Anne Jaakke. She was a sparring partner who helped me organize and direct my thoughts. Lastly, Melle van Uden, with whom I worked in Amsterdam’s HR hotel meetings, inspired me with his creative outlook and enthusiasm. He showed me the importance of boldness and joy in work. These people and moments have helped me find my passion and direction in my career.
Proud of Hotel Nassau Breda
I am especially proud of the team at Hotel Nassau Breda. When I started there, the hotel was less than six months old and felt like a brand-new opening. Together, we grew rapidly, put the hotel on the map, and built a strong reputation. Watching the team collaborate and develop was incredibly rewarding and remains a source of pride.
A valuable lesson for my younger self
If I could share one lesson with my younger self, it would be to trust my instincts more and act on them sooner. I’ve always approached my career step by step, appreciating every small victory. While this brought me direction and success, I think there were moments when I could have acted more quickly and taken bigger steps when my instincts guided me. Careful planning is good, but sometimes it’s okay to skip a step to move forward faster. I wish I had learned that sooner.
Three words to describe me as a leader
As a leader, I would describe myself as a connector, an inspirer, and communicative. I strive to bring people together and encourage them to work from their strengths. It’s important to me that everyone feels confident in what they do as we work together towards clear goals. My style is not authoritarian; I don’t give top-down instructions. Instead, I support and guide my team so they can grow and reach their full potential. For me, leadership is about collaboration, inspiration, and guidance, with a focus on team well-being while keeping results in mind.
A message to future leaders in hospitality
My advice to future leaders is: take your time. In a fast-paced world, it’s essential to master a role fully before moving on. Rapid progression may seem appealing, but without depth, you miss the chance to truly learn and become stronger in your role. I experienced this myself when I was promoted to an executive role early in my career. While it sounded impressive, it felt limiting because I had no room left to grow. The younger generation values work-life balance and living in the moment, which I admire. But I would advise taking the time to develop expertise and truly understand the core of your work. That forms the foundation for sustainable success.
Looking for a challenging career in hospitality? Explore the opportunities at IHCP, the organisation behind iconic hotels such as the Renaissance Amsterdam Schiphol Airport Hotel, the Moxy Amsterdam Schiphol Airport and the Hilton Garden Inn Leiden where dynamism and exceptional hospitality come together.