When and around what were you most in trouble?

Immediately a few things come up but Covid I won’t forget anyway. Everything had to close and everyone had to go home but we still stayed open. Then Pauline (his wife) and I worked here 24/7 to take care of everything. We then did everything ourselves, except the cleaning. That was physically a very tough period. Day and night, the two of us worked very hard.

But I do remember the period when I was just starting out, then with my parents. Things were not bad to be clear, but the financial crisis (2008) hit us hard. We were down to half our turnover, had to lay people off, make constant adjustments and turn over every euro twice. I also learned that you bear responsibility for the people who work for you.

 What does success mean to you?

(thinking) That’s actually a good question.

On the one hand, these are achieving your predetermined goals. That’s not necessarily a turnover number, but being able to achieve the things you envisioned. And then to succeed, that gives a sense of success.

Having fun together

On the other hand, things have to run privately as well. You won’t make the perfect househusband out of me, but the moments with the family are very important. Another point is that we (Pauline) are working in the company every day.

What are the most important things in your business to be successful?

That’s a classic of course: the good people. And having fun together in what you’re doing. The financial plan is the compass, of course. You have to follow it and make adjustments at the right time.

So how do you realize that?

These are then, of course, the procedures and systems that must support perfectly.

We have put a lot of effort into that in recent years. Everything was recorded and we created scripts for everything. So we learned to work with OneNote and that way we could easily keep track of everything. I often feel now: how did we actually do that with all those papers, booklets, notes….

We used to have the same questions every time before major events started. How had we done this, how was that accomplished. We wrote down everything from what was good, what was not good. What could or should be improved, feedback from customers. Then in June, when we start preparations for the holidays, where a 1000 people per party night will be at the table, we can immediately see what the action points are. Actually, 90% of things are already done and only the implementation plan remains to be done.

In our meetings we now do this just the same. Action points that go straight to actions and can be tracked so we know the status and who is working on what. We can’t do without that structure anymore.

 It’s about perception

Communication is very important then?

Absolutely. How we learned not only how to work with MS Teams, but also how everyone is aware of the importance of good communication helped us a lot.   We had started with WhatsApp before but that just fragmented communication. Now there is uniform MS Teams and we have learned how this as a process makes everything come together perfectly.

It is hugely important how the communication goes between the different departments. Should you say today that it would no longer exist (office 365) I would say, oy, how are we going to do that. Here in the hotel and restaurant environment we are not going to send an email anytime soon (laughs).

We’re not going to ask here to expose your business strategy, but what are some of the trends that could well become stronger in the future?

There are a lot of them. We do both the lodging part and the food and baverage part. We’ve been at this for years.

Veggie and vegan are actually already no longer trends but a regular feature. You can respond well to that with your offerings. But include the stronger impact of allergies. There is nothing new about that. In the past people didn’t look at it or they didn’t know about it or has it become much worse today, I don’t know. But that’s definitely going to continue in the future. So we have to think about that very carefully.

Today we already offer vegan salmon, we have vegan tuna, we have vegan smoked salmon and meat substitutes. That will really have to be considered in the future.

You don’t have to call us if we are open.

Most importantly, it is no longer at all about food or an overnight stay, but it is an “experience.” The emphasis is really on hospitality. That means a total experience.

Does that mean then that you have to start offering per individual. In a very self-centered world, everything should revolve specifically around the individual. So gone are menus and “make your own.”

Yes, yes, absolutely. In the hospitality industry there is an efficiency drive now. You can see that by simplifying the menus. The huge menus with hot starters, cold starters, all kinds of main courses, you name it. That big broad selection is disappearing. So there really has been some cutting.

Every restaurant basically had to have everything. Today we go more to formulas. So we have 4 different restaurants in our offerings, each with its specific dishes.

That doesn’t make it easier operationally in a 24/7 environment?

You notice that a lot of restaurants are already no longer open on weekends or only for limited days. There are then complaints that you can’t find good staff anymore. But what we do can be done anyway and we find the people. It is not the easiest path. Having and keeping a good team takes effort.

Then you are a reasonable keikop to keep taking the hard road?

Definitely not!!! (hesitates) but that’s exactly what sets us apart. You don’t have to call if we’re open.

Around the holidays, I heard several more restaurant owners complain and tell me that they don’t want to work at full capacity but at, say, only 70%. Because yes, that staff! I then think, yes okay that’s possible, but that’s not how we are here. You go full steam ahead and by now that’s the culture here. A big gang of go-getters who go for it to give our guests the very best. In itself, that is a great motivator for our employees. You belong to a team that wants to score.

 

One big gang of go-getters

 So the answer is always yes?

Suppose you want to have a party for 1,200 people. Is that possible? Actually it can’t, but we will do anything if it’s worth it. We will build tents at, find solutions and so on. Of course it has to be useful.

Successful entrepreneurs tell us they work hard. And that’s pretty true. But what does Tim do to have fun?

I enjoy doing this work immensely and that in itself is a form of entertainment.

But I very much like to go paddling and I do set aside time for that.

My family is very important and I make sure we get “away” on a regular basis. Going somewhere with Pauline and the kids. The sea, at a hotel somewhere, just out of the race.

And then when you’re gone, do you want to keep following it all?

No, no, people shouldn’t call me. If they call, it’s really for something serious. It sometimes happens that they call because they didn’t know I was taking a break. It used to be different and necessary. Now the different teams can really take responsibility thanks to the structure we have put in place.

 

A newer version than the one I started on

 

That brings me seamlessly to the next question. So how do you ensure that all employees are comfortable in their own skin to excel in responsibility and that enthusiasm?

Well, how do I watch over that? (reflects) I watch over that with Pauline. We are very often present and we are very approachable and act normal (laughs). We sound out the team leaders, walk through the entire company and take an interest in our people. There are also official moments and we organize things. Sinterklaas for everyone, with partners for example.

What do you dream of as an entrepreneur?

That this can be continued from a newer version as the one I started. Expansion is part of that. A second or third branch is part of that and then getting my children into the business. Not that they have to, look at my brothers who didn’t choose the hotel business, but it would be nice. In a nutshell, I’d like to think I’ve grown it.

And what does Tim dream of for himself?

That with growth comes more freedom for myself. That it runs without me, at least operationally anyway.

More time than for my family. So I can go on a big trip of about six weeks without having to lie awake wondering if everything in the company is going well.

How does Tim want to be remembered?

That I succeeded in what I intended. I would hate for them to remember me as an arrogant person. But as a good-hearted person who did his best.