The Independent Hotel Show team visited the luxurious Hotel TwentySeven, located in Amsterdam’s iconic Dam Square and met with their Founder, Eric Toren to find out more about his philosophy on life, his vision for Hotel TwentySeven and what has led him to such a successful career.

Can you tell us a bit about how your career in hospitality started?

At first, I wanted to be a carpenter because I enjoyed building things until seeing how my father managed the carpenters and instructed them on his vision for his hotel. From then I wanted to be the decision maker and my ambition was to own all the hotels on the Amsterdam canals. I started my career by working in my father's hotel and eventually I built the hotel from a one star to a five star. Until The Toren was one of the best hotels in the Netherlands on TripAdvisor and then I developed Hotel Sebastians on the canal.

How do you ensure that you provide a unique experience for guests?

Guests are spending their hard-earned money to stay at your hotel or eat at your restaurant, they want a completely new experience! When we ventured into the restaurant business, I made it a point to sample the Michelin-starred restaurants across the Netherlands. Most of these establishments were old-fashioned and lacked music and the staff were reserved, which I found off-putting. It was my vision to create Restaurant Bougainville, a place where people could unwind, revel in each other's company, and enjoy great music. I believed that when guests spend a considerable sum at your restaurant, you cannot settle for a merely good meal; it must be a complete package that leaves an indelible impression.

I wanted to establish a hotel, restaurant, and bar where my friends and I could spend time together and have fun. Our connection with guests goes beyond food; it is rooted in a shared human experience. Our staff is adept at expressing themselves and is cognizant of the highest standards in guest service. This approach is not exclusive to me, but rather a collective effort of the entire team. Together, we have created something special, which must be experienced first-hand to be fully appreciated. While we have earned numerous accolades, including Best Boutique Hotel, our primary focus is to forge a connection with our guests by making an earnest effort to celebrate every individual, particularly on special occasions.

I test all the products in the hotel, from amenities to new mattresses and pillows. My wife often gets frustrated with me because she might like the mattress we have, but I constantly have to test new things, everything from cocktails to tea. Nothing on the menu comes out before I approve it. Even the most esteemed Michelin chefs must submit their creations to my exacting standards. While the dishes might be exquisite, no one wants to be served a pigeon that looks like it was taken from Dam Square!

We have also taken the initiative to create our own line of amenities, showcasing our unique fragrance in soaps, bath salts, and throughout the entire range. This affords us a distinct advantage, as guests who purchase these products become unwitting brand ambassadors for our hotel, promoting our signature scent wherever they go.

By featuring our distinctive fragrance throughout the hotel, we are able to create a lasting impression that serves as a strong foundation for our guests' overall experience. This scent is so memorable that guests may even take a piece of it home with them, cementing their memories of our hotel and enhancing their overall sense of satisfaction.

How do you inspire your staff?

This is one of the most important jobs for an independent hotelier, obviously making profit is essential but it is so important to also to make your hotel an environment where people enjoy coming to work and as an owner, you must feel the joy and warmth of your staff. I try to bond with my team and have a drink with them when we can together so I can understand them on a deeper level.

I started my career in hospitality as a dishwasher when I left school at 14, then I moved up in steps as a bartender, then as a cook, a waiter, a room cleaner. And when I speak to anyone in my hotel now, I can say ‘Did you know that when I was younger, I did your job too? I was very good at cleaning toilets and making the beds!’ and this allows my employees to see me on the same level as them as human beings and makes us bind. I feel younger now than I did 10 years ago because I surround myself with young people and energy. The positive energy spreads around the building and that is what the guests will feel. Hospitality workers don’t always have the best pay in the world, you work long hours, you work your weekends, but people choose it for their passion. No day is the same because of the guests you welcome. You get to meet all the personalities!

During the COVID-19 pandemic, I made a conscious decision to retain all of my staff, despite the considerable cost involved. This decision paid off when we reopened after the pandemic, as we were able to operate seven days a week without any shortage of personnel, including chefs and bartenders. I believe that my actions have brought me good karma.

One of the reasons we can operate seven days a week is to provide my staff with the opportunity to have time off for important occasions, such as birthdays and family events. This approach contrasts with the typical industry practice of working in the evenings and on weekends, which often leaves employees feeling overworked and unable to enjoy their social life fully.

How do you feel about big chain hotels and their impact on the hospitality industry?

At first, I looked up to big chain hotels, but now I understand how they become so big. I refer to it as being a small soccer club and them taking away my best players, as inevitably, staff will end up leaving for bigger hotel chains.

Instead of competing with these big hotels, I want to partner with them and start up a hotel school for butlers where we can share knowledge and talent. I do not see other General Managers and directors as competitors because we are ultimately on the same team.

I believe the Independent Hotel Show is crucial in bringing independent hoteliers together. We all share the same struggles, and we do not have big investors like the big chains. However, we can all share and learn from each other.

If you were to give one piece of advice to hotel students, what would it be?

When young people come to me for guidance on opening a new restaurant or hotel, and I ask them ‘What’s the most important thing about life?’. They never say earning money which is strange because earning money means you can buy food, you have a roof over your head. While passion and vision are essential, they must be tempered by a practical focus on generating revenue and sustaining the business over the long term.

I’m on the board of the hospitality schools and students and students often say ‘I want to be a Front Office Manager’ or F&B Manager, but I always say ‘in two or three years with your talent, you’ll be front office manager, but then what? You’ll do that for the rest of your life?’ I urge students not to limit themselves to a narrow career path. Rather, they should dream big and aim for the highest levels of achievement. This mindset will encourage ongoing growth and development, instead of reaching a particular position and stagnating.

Moreover, in the age of social media, I recognize the importance of adapting to modern technologies and younger generations' perspectives. I encourage my staff to teach me about social media and other emerging trends so that we can work together and keep our business competitive. However, it's so important for young professionals to avoid burn out and not waste time comparing themselves to others on social media.

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We are pleased to announce that Eric Toren was voted this year's winner of Independent Hotelier of the Year at the Independent Hotel Show Amsterdam Awards!