BBJ: Since you assumed your role in the fall of 2024, you’ve been working to create a more transparent, open, and collaborative organizational culture. Can you share some examples?

Serkan Hüsünbeyi: One of my top priorities has been to establish a people-centric culture, one that is transparent, empowering, and aligned with the values of the new generation of hospitality professionals. We redesigned our internal communication structure to include weekly cross-departmental leadership meetings and daily operational briefings, where team members at all levels actively participate. Additionally, we launched the “Coffee with the GM” initiative, offering one-on-one conversations with colleagues from all departments. Listening to the insights of our young and dynamic team has opened the door to innovative solutions and deeper engagement.

BBJ: The TakeCare program has been instrumental in supporting employee well-being and career development. How, and what impact has this had on staff turnover?

SH: The program has become a cornerstone of our employee engagement strategy. Our team is predominantly composed of new-generation talents, creative, value-driven individuals eager to grow. That’s why we prioritize not only performance but also well-being and a sense of purpose.

We introduced flexible shift models and transformed staff areas into welcoming, wellness-oriented spaces. In addition to recognition initiatives such as “Associate of the Month,” we celebrate our team’s cultural diversity through themed celebration days. To support career growth, we launched mentorship programs and cross-departmental rotation modules.

As a result of these initiatives, we’ve seen not only a significant drop in turnover but also a marked increase in internal promotions, something we’re especially proud of.

BBJ: There’s a saying in hospitality: “Happy staff, happy guests.” Beyond that, what steps are you taking to enhance the guest experience? Are you seeing tangible results?

SH: We firmly believe that exceptional guest experiences begin with empowered and engaged teams. But we also back this philosophy with strategic systems. We’ve adopted a “first-contact resolution” approach to guest feedback, empowering our team to respond quickly and personally. On the technology side, CRM integration has allowed us to personalize stays, whether it’s a preferred pillow or a special celebration.

The results are clear: our guest satisfaction score has reached an impressive 95%. More importantly, we’ve seen a meaningful rise in direct bookings and repeat guests, which are powerful indicators of loyalty and trust.

BBJ: What are the percentage shares of guests by country? Which group is the largest, and which market is growing fastest? Given the Turkish heritage of the Özyer Group, do you host a high number of Turkish guests?

SH: Our guest portfolio, much like Matild Palace itself, reflects a rich international mosaic. The largest share continues to come from the United States and Western Europe, particularly the United Kingdom, Germany, France, and Italy. While Turkish guests are not currently our largest group, they represent an important and steadily growing segment, supported by the cultural connection to the Özyer Group.

We’re also seeing exciting momentum from China. In alignment with Marriott’s “China Ready” program, we’ve localized our website in Chinese, established a presence on major Chinese social media platforms, and tailored services to meet the specific expectations of Chinese travelers. We’ve made it a priority to ensure that our Chinese guests feel genuinely welcomed and at home throughout their stay.

BBJ: What is your relationship like with the Hungarian Tourism Agency and Visit Hungary? What more would you like to see done to promote tourism further?

SH: We enjoy a strong and collaborative relationship with both the Hungarian Tourism Agency and Visit Hungary. Their support has been instrumental in promoting Budapest’s cultural and culinary richness as a luxury destination on the global stage.

To further elevate the city’s profile, particularly in the long-haul and high-spending segments, we would welcome more international campaigns and increased destination visibility. Expanding direct flight routes, especially from key markets like the United States, would make Budapest even more accessible. Enhancing the city’s luxury retail infrastructure by attracting globally renowned brands would also reinforce Budapest’s status as a rising luxury hub. Public-private sector alignment will be key to unlocking this potential.

BBJ: As someone who knows the hotel inside out, what is your favorite spot and why?

SH: While every corner of the property tells a story, my favorite place is The Duchess rooftop bar. With its panoramic views of the city, it blends Budapest’s imperial heritage with contemporary elegance. It’s where guests enjoy signature cocktails while truly absorbing the city’s vibrant energy. For me, The Duchess perfectly embodies the spirit of Matild Palace: elevated, distinctive, and full of stories.

BBJ: Are there any plans to bring back the Belvárosi Kávéház? If not, what are your intentions for that space?

SH: We are currently in the final stages of negotiations with a globally recognized luxury brand for the iconic space formerly home to Belvárosi Kávéház. The new concept will pay homage to Budapest’s historic café culture while introducing a contemporary luxury experience. It marks the beginning of an exciting new chapter for both the hotel and the city. We look forward to sharing more very soon.

BBJ: Spago Budapest by Wolfgang Puck is a rare privilege for a hotel. How involved is Wolfgang Puck in operations, and how would you like to see this partnership evolve?

SH: Spago Budapest is not just a restaurant for us; it is a defining part of the Matild Palace identity. We’re proud to host the first Central European outpost of Wolfgang Puck’s iconic culinary brand. Chef Puck is closely involved with the property, visiting several times a year, collaborating with the local team, and actively participating in signature events.

For example, on June 28, we will celebrate Matild Palace’s fourth anniversary, and Chef Puck will join us for the occasion, along with his son Byron and their international culinary team. The exclusive menu they’ve created speaks to the strength of this partnership.

Our ambition is to deepen this collaboration further, positioning Spago at the heart of Budapest’s fine dining scene and continuing to deliver unforgettable experiences to our guests.

BBJ: The Klotild Palace opposite Matild is to reopen as the St. Regis Hotel Budapest. Although it is owned by a Qatari group, both St. Regis and The Luxury Collection are Marriott brands. Do you see this as competition or a collaboration opportunity?

SH: The reopening of the Klotild Palace as St. Regis Budapest is a highly positive development for the city’s luxury tourism sector. While our properties speak two different brand philosophies and guest profiles, we share a mutual commitment to excellence under the Marriott International umbrella.

We see this not as competition but as an opportunity to elevate Budapest’s standing on the global stage collectively. There is great potential for joint destination marketing, knowledge exchange, and shared standards of service. While no official opening date has been announced, we are closely following the developments and look forward to the positive impact this will bring to the destination.

This article was first published in the Budapest Business Journal print issue of June 27, 2025.