Katja Newman
What a quarter of a century in your own hotel feels like
When asked how Katja Newman is doing, she answers spontaneously: "I feel very good! Except recently, when I reached a point where I thought: This is not true, what am I doing here? I have already completed a few renovations, but three major construction projects running in parallel with many complications - two in the hotel and one privately - topped everything! Well, you sleep on it and then you move on.”
What it’s like to run an exclusive hotel with around 90 employees on your own
Katja Newman states: “In my company, the management and administration depend entirely on me. That meant a huge amount of work in recent years, especially because of the renovations. The hotel was renovated in stages to 90 percent! And we live in completely different times than 30 or 40 years ago. There weren’t so many luxury hotels in the past, we had the flagship position in the region. The Black Forest now boasts a number of 5-star hotels – and the competition never sleeps. So everything has to be tip-top, you have to stay on the ball, you have to deliver. The pressure is completely different than it used to be. And the guests' demands have grown!"
How the guests' needs have changed
By changing the concept from what the hotelier calls a dusty grand hotel to a stylish, elegant boutique resort hotel, the guest structure has changed a lot: "The average age used to be around 70, but today it's in their early 50s. Older guests are generally easier to handle. Most of them are not easily disturbed. They sometimes look away, are more quickly satisfied and more grateful. With the younger generation, everything should go quickly, even on vacation, when you should slow down. We notice that guests no longer want to have things explained to them in the restaurant and at reception. 'Let them settle in first,' I say. As a rule, the most stressed people are in relaxation mode after just three hours.”
Positive experiences – the result of great effort
Katja Newman reflects: “These were all successes through projects that I had thought up to stabilize the hotel in the long term. I feel best when everything is in harmony. I walk through the building, examine every room, see that the cogs are working together – and I’m happy!”
Success through resilience and good ideas
To carry out projects, you need mental strength and belief in your own ideas. Katja Newman has a high degree of both, which is why she can get through stressful phases well: “When restructuring takes place, not everyone is on board from the start. I have to make sure that the majority is on board, but sometimes it was not even 80 percent of the workforce.” Her performance and constant cheerfulness are remarkable. She laughs and says: "I just feel the inner security that everything will always turn out well."
Investments in the millions that guests sometimes can't see
Katja Newman is realistic and knows that she will never be finished: "Something always needs to be repaired or renewed! I just spent 1.6 million euros on expanding staff housing, because there is little affordable housing in the region."
The financial sector - a constantly sleep-depriving affair
When it comes to finances, things have become neither easier nor more complicated, says Katja Newman. "There hasn't been a month so far when I haven't had to worry. People say: 'Look at the property, my God, there must be millions flowing in there.' Quite the opposite: the wage and energy costs alone are overwhelming. A hotel like ours is never a sure-fire success.”
Strong family ties, great love for the hotel
Katja Newman’s father bought the Parkhotel Adler from his wife’s family and appointed their daughter as managing partner: “I was able to do whatever I wanted from the start. In some hotelier families, they discuss a vase of flowers, but I wouldn’t have the mental capacity for that. I really appreciate my father’s trust in me. And it’s great to have someone behind you who advises and supports you and who knows his business really well. I learned an incredible amount from him. My father loves the hotel and regularly goes on holiday here with my mother.”
When the topic of work-life balance is not an issue
When it comes to the topic of work-life balance, Katja Newman reacts irritably: “I’ve never been, it´s not very clear what this term is supposed to express. If it has something to do with work and leisure activities - well, I don't have a real hobby. That's probably not very good, but it's true. The Parkhotel Adler takes up a large part of my life. I really enjoy my work, it's not just a job. Nevertheless, I spend enough time with my family and friends, and I go on vacation often enough, to Mallorca or Paris, for example. I love testing restaurants and celebrating theme parties. Otherwise, I like to think about new projects. In my mind, I've already bought at least three more hotels and renovated five restaurants."
Relaxing without slowing down
The question of how Katja Newman relaxes is quickly answered: "My balancing phase is the time that I don't spend in the hotel - and I enjoy it. However, I'm not the type of person who has to really slow down. I can only be so calm because I can rely on my team!”
After 25 years, a hotel that Katja Newman likes
Would the hotel manager decide to take over the Parkhotel Adler again? “Yes, I would. And I would do everything the way I did it. Of course, I would have preferred to do without some of the experiences; you pay a lot of money when you’re thrown in at the deep end. That’s part of it. But I was able to realize my ideas about the hotel industry. The Parkhotel Adler is now the way I like it! A star architect doesn’t bring soul into the house; that’s only possible with the hotelier’s attention to detail and personal touch. I’m extremely happy when guests notice and appreciate that in the interior of the Parkhotel Adler.”