Melle van Uden: Driven General Manager with a vision for Rotterdam

Melle van Uden, the dynamic General Manager of DoubleTree by Hilton Rotterdam Centre, Mainport Hotel Rotterdam, and soon-to-be Hotel Haven Rotterdam, Curio Collection by Hilton, brings a fresh perspective to the Rotterdam hospitality industry. With a background in hospitality and experience at renowned brands such as Sheraton, W, Luxury Collection, Tribute Portfolio by Marriott, and Radisson Blu, he aims to elevate the standards of guest experience and business performance.

In this interview, Melle shares his passion for leadership, the challenges and opportunities of transitioning into a global brand, and his vision of turning the hotels into market leaders. He also gives insight into the personal experiences and mentors that shaped his career and how he continues to grow as a leader in the dynamic hospitality sector.

Why I chose the role of General Manager in Rotterdam

The opportunity to become General Manager of these hotels came unexpectedly. Although I wasn’t actively seeking a new role, a mutual connection introduced me to the asset manager of the hotels. What started as an informal conversation turned into a serious process where it became clear that these hotels presented exciting challenges and opportunities. Rotterdam has always held a special place in my heart, especially after my earlier time at The Slaak Rotterdam. The combination of a vibrant city, the development of two stunning hotels, and the chance to make a strategic impact convinced me. This feels like the perfect next step, where everything I’ve learned comes together.

A new phase for our hotels

When I started as General Manager, I discovered that both hotels were about to undergo impressive renovations and rebranding. With an investment of €20 million, we are transforming DoubleTree by Hilton and the future Curio Collection by Hilton into elevated experiences.

For DoubleTree, we’re refreshing the rooms and introducing dõ deli, an experience rooted in local craftsmanship and European bakery traditions, developed by StiR Creative Collective, Hilton's internal creative studio for Hotel Food & Beverage. Hotel Haven Rotterdam, Curio Collection by Hilton, will achieve five-star status with a luxurious lobby lounge café, a modern restaurant, and a new design perfectly aligned with Rotterdam's identity. The greatest challenge lies in transitioning from a local chain to a global brand while preserving Rotterdam’s unique character. This transformation enhances the guest experience at all levels, making the hotels attractive destinations for both visitors and the local community.

Priorities for the next six months

With 480 rooms, my focus lies on two pillars. Firstly, the rebranding and renovation: Mainport becomes Hotel Haven Rotterdam, Curio Collection by Hilton, while DoubleTree continues to evolve to enhance guest experiences. Secondly, the team is crucial. Building a strong culture focused on collaboration, talent development, and workplace enjoyment is central. This directly translates to a better guest experience.

I aim to foster a mindset shift: from individual achievements to collective success, with a team proud of what we achieve together.

Operations during renovations

During renovations, we ensure minimal disruption for guests. The work is phased and planned per building, allowing operations to continue smoothly. Communication with staff and guests is key to keeping everyone informed of the progress. We balance revenue growth during events such as Vrienden van Amstel Live and State of Trance with an efficient renovation schedule. By sharing facilities between the two hotels, we minimize disruptions. Hotel Haven Rotterdam will become a lifestyle five-star hotel focusing on experiences and unique moments, while DoubleTree will maintain an accessible premium appeal with the new dõ deli concept. Together, the hotels offer a unique experience for diverse audiences in Rotterdam.

Elevating guest experience

To enhance guest experience, we focus on both physical and service-oriented elements. In the rooms, we’re updating amenities such as coffee makers, luxury accessories, and high-quality products from a renowned brand. We’re also adding details like bathrobes and slippers, emphasizing quality and comfort. Additionally, we are developing a branded service culture training. This training helps employees enhance guest experiences through personal interactions, such as asking questions or giving genuine compliments. The goal is to make every touchpoint, from check-in to check-out, a meaningful experience that brings the brand to life.

Tourism differences: Amsterdam vs. Rotterdam

While Amsterdam focuses on reducing tourism, Rotterdam is focused on growth, working with partners such as Ahoy and Rotterdam Partners to attract visitors. Rotterdam has a smaller, more connected hotel market and positions itself as a sustainable destination with modern architecture and events such as the North Sea Jazz Festival. Although tourism demand is smaller than in Amsterdam, Rotterdam offers ample growth opportunities.

Long-term goals for the hotels

In the long term, my goal is to make DoubleTree by Hilton Rotterdam Centre and Hotel Haven Rotterdam, Curio Collection by Hilton, market leaders in Rotterdam. This means offering the most unique guest experience while ensuring optimal profitability for our stakeholders. A significant advantage is that both the buildings and operations are owned by one entity, simplifying strategic investments and decisions. My aim is to add value to this investment and create a healthy, sustainable enterprise that inspires and satisfies both employees and guests.

Trends and opportunities in luxury hospitality

The biggest opportunity lies in strengthening Rotterdam’s international appeal as a destination for conferences and business events. Currently, most demand comes from within the Netherlands, but there’s great potential to attract more international visitors and put the city, along with our hotels, on the map. Transitioning from non-branded to branded hotels allows us to leverage Hilton’s global network, marketing, and sales capabilities.

The biggest challenge and approach

The greatest challenge in my new role is coordinating the many involved stakeholders, from owners and asset managers to the management company, management team, and staff. With the growth to 200 employees and the transition to two Hilton hotels with new systems and rebranding, ensuring everyone moves in the same direction is vital. My approach focuses on clear communication, creating shared goals, and fostering collaboration among all parties. Only by working as one team can we successfully navigate this transition and make the most of this opportunity.

Growing as a leader in hospitality

Leadership, for me, is about learning from the people around me. By listening closely and giving my team space and trust, I grow as a leader. I also reflect regularly with industry coaches to balance the interests of employees, owners, and the brand. This helps me stay focused in a complex environment. As General Manager, I find the diversity within a hotel inspiring. Employees from different cultures and backgrounds bring new insights daily. Learning from their perspectives and building strong connections makes my work special and strengthens my leadership.

Leadership with energy and confidence

My team would describe me as driven, energetic, and supportive. I create an atmosphere where people feel valued, take responsibility, and are motivated to grow, while always standing behind and supporting them.

My experience as a singer in a band taught me confidence and vulnerability—essential leadership traits. Additionally, my time as a ski instructor, helping children grow and develop, strengthened my passion for HR. These experiences shaped me into a leader who inspires and exudes confidence.

The greatest influence on my career

Many people have shaped my career by giving me opportunities. At The Slaak Rotterdam and The Den ’s-Hertogenbosch, it was Paivi Hagedoorn; at Radisson Blu, an owner who valued my entrepreneurial spirit. Now, Annexum, Orange Investment Manager & Cycas Hospitality trust me, at 34, to lead such a significant transition and remarkable enterprise.

However, the most lasting influence comes from Elly van de Wouw, my mentor since I started at Starwood in 2013. She taught me that leadership is about investing in people. Her motto, “You can’t ask without giving first,” is a daily guide. This insight helps me always ask how my team is doing first and actively involve them in improvements. Elly laid a strong foundation for my leadership, emphasizing trust, engagement, and human relationships. Combined with the support of my parents, this approach shaped me into the leader I am today.

Are you looking for an exciting career in the heart of Rotterdam? Explore the career opportunities at Mainport Hotel Rotterdam and DoubleTree by Hilton Rotterdam Centre, where a dynamic and stylish environment meets exceptional hospitality.

Mainport Hotel Rotterdam DoubleTree by Hilton Rotterdam Centre