Interim management in the hotel & tourism industry

Interim management makes sense when rapid action is needed, for example in the event of a management vacancy, during a transition phase or when an important project needs to be implemented urgently. In hotels, restaurants and tourism businesses, it is not perfect planning that usually decides in such unpredictable difficult phases, but clear prioritization and consistent implementation to ensure results, team stability and guest experience.

As an interim manager, I take on operational responsibility or the management of a clearly defined project for a limited period and ensure that the business is run smoothly, decisions are prepared and projects progress smoothly. The process begins in a structured manner with a brief orientation, a clear definition of objectives, and then implementation in day-to-day business and in the project.

Typical use cases include the absence or change of management, pre-opening and start of season, change of operator, repositioning, performance problems or change processes following a takeover or merger of businesses. In these situations, someone is needed who can quickly become familiar with the situation, communicate clearly, keep track of figures and guide teams through an uncertain phase.

Interim management delivers results when the role and rules are clear. This includes defined goals, clear decision-making authority, access to relevant figures and information, and a fixed coordination rhythm with the client. On this basis, leadership becomes effective and implementation can be planned.

Interim management is not ‘external consulting’ but temporary leadership. Typical scenarios for interim management can include:

• Short-term vacancy in management or operations management (resignation, absence, parental leave)
• Change of operator, handover, change of ownership, new investor requirements
• Pre-opening, start of season, re-opening after renovation
• Profitability problems, unfavorable cost structure, lack of control and reporting
• Repositioning, focus on new target groups, changed pricing and sales strategy
• Restructuring, reorganization, integration after takeover or merger
• Projects that cannot be implemented with the existing team (time, expertise, decision-making power)

When the situation involves a combination of time pressure, operational complexity and responsibility for results, interim management is usually the best solution for achieving the desired goals.

The exact scope of an interim manager’s tasks depends on the business and the objectives. In practice, an interim assignment often includes the following areas of responsibility:

Operational management and stabilization

• Ensuring day-to-day operational management and decision-making ability
• Team leadership, clear priorities, defined work rhythm
• Stabilization of service quality and guest communication

Focus on results with key figures and controlling

• Introduction of KPIs, reporting, budget, forecast
• Clear responsibilities, standards and procedures (SOPs)
• Focus on profitability, cash and result consolidation

Marketing and sales with a focus on results

• Sharpen positioning and product portfolio
• Analyze and optimize pricing policy and conditions
• Review, coordinate and expand marketing and sales activities

Project management and change

• Project planning, role definition, schedule, implementation management
• Coordination with owners, banks, tax advisors, project partners
• Support for change processes, transition phases and integration

Interim management works well when the role is clearly defined and leadership is truly possible. Three points are crucial for this:

Clear objectives – What needs to be stabilized in the first few weeks, what needs to be completed by the end of the mandate, and how will the success of the interim management be measured?
Genuine decision-making authority – An interim manager can only deliver results if there are clear decision-making powers and responsibilities on the part of the client.
Clear handover – The assignment does not end on the last day, but with a structured, well-planned and comprehensible handover with documentation, a handover plan and onboarding. This ensures that the changes implemented can also be integrated in the long term.

The most important skills

• Quick orientation, decision-making skills, implementation discipline
• Communication with owners, banks, tax advisors and the team
• Competence in analysis, controlling and budget planning
• Calmness in critical phases

The duration of an interim management mandate depends on the occasion, the specific circumstances and the objectives. Common time frames range from a few weeks to several months; in the case of restructuring or handover, the assignment period can also be planned for longer. The interim management assignment is divided into three phases.

Start phase – brief orientation, structured analysis of the current situation, risk check, priorities. The goal is to be able to act quickly and to have a realistic implementation plan.
Implementation phase – operational management, results-oriented control, project implementation and regular coordination with clients. The focus is on stability and results.
Handover phase – documentation, handover plan, onboarding of the successor or internally appointed management. The clear goal is to ensure continuity after the mandate.

Interim management requires a combination of skills that are rarely found together and consist primarily of operational leadership, analytical skills, project expertise and industry knowledge.

With over 30 years of experience in tourism management and in various types of businesses, I cover the spectrum that is typically required simultaneously in interim situations. Strategy and (re)positioning, marketing, sales and customer experience, operational management and controlling, as well as project management and coaching are the main areas of focus in my consulting activities. In addition, I have experience in restructuring, consolidation and change, i.e. precisely those phases in which stability and clear decisions are important. My working style is goal-oriented, customer-focused, reliable and discreet. My experience in the hotel and tourism industry in Austria and abroad provides me with a broad overview of the industry and enables me to quickly and effectively get to grips with the business, figures and team.

What is interim management in hotels and tourism businesses?
Interim management means temporary leadership with responsibility for results and implementation. It involves operational management or project management, not consulting and recommendations.

What is the difference between consulting and interim management?
Consulting provides analysis, concepts and support. Interim management takes on direct operational responsibility in a business or project, manages implementation and makes operational decisions.

How quickly can an interim assignment start?
In many cases, at short notice, provided that the role, objectives and decision-making processes are clearly defined. The more precisely the objectives and competencies are defined, the faster the start-up phase.

What information is needed at initial stage?
Organizational chart, current figures (turnover, costs, forecast), ongoing projects, personnel status, contracts and the most important operational problems and issues. This is followed by a structured analysis of the current situation.

What are the typical objectives set in a mandate?
Ensuring operational capacity, stabilizing the team, improving results, implementing projects, establishing reporting, preparing for the handover, training successors.

How long does a mandate usually last?
Depending on the task, from a few weeks to several months. Project mandates are often shorter, while management vacancies and restructuring usually take longer.

How is success measured?
Through clear goals and key figures as well as defined milestones. At the beginning, a fixed reporting rhythm is agreed upon so that progress is transparent and decisions can be made in a timely manner.

What role does the owner or principal play during the assignment?
Strategic specifications, priorities and decision-making authority. It is important that guidelines and responsibilities are clearly defined and that it is established which decisions remain with the client.

Are mandates for reorganization and restructuring also possible?
Yes, provided that the initial situation, objectives and decision-making authority are clearly defined and implementation is operationally feasible.

What about pre-opening or re-opening?
Yes, typically as a project manager or temporary operational manager. The basis for a successful opening is a realistic schedule with clear responsibilities, defined milestones and a budget that can be implemented with the available resources.

Is it possible to carry out assignments outside Austria?
Yes, depending on the objective, time frame and organizational setup. Assignments are possible both domestically and abroad.

What does the handover look like at the end of the mandate?
The basis for a successful handover is comprehensive documentation, a precise handover plan and good onboarding of the successor or internal managers.