People with Passion
Barbara Muckermann, CEO Kempinski Hotels
It’s been nine months since former Silversea CEO Barbara Muckermann took the helm at Kempinski – time to take stock of a whirlwind start! In this edition of LuxuryWise, she shares why her cruise industry background has become a strategic advantage, why China plays a key role in the brand’s future, and how porcelain parrots are tied to Kempinski’s new direction.
People with Passion
Barbara Muckermann CEO Kempinski Hotels
It’s been nine months since former Silversea CEO Barbara Muckermann took the helm at Kempinski – time to take stock of a whirlwind start! In this edition of LuxuryWise, she shares why her cruise industry background has become a strategic advantage, why China plays a key role in the brand’s future, and how porcelain parrots are tied to Kempinski’s new direction.
On starting her role
"I officially joined Kempinski on June 15, 2024. These first nine months have been an incredible time – I’ve learned so much about the hotel business! What fascinates me most is Kempinski’s 150+ year legacy, which we’re now working to bring back into focus and share with the world. One of the biggest surprises early on was the internal organization. I had expected things to be much more structured. But of course, a hotel isn’t a ship – the restaurant can simply go shopping every day."
On the advantage of having cruise expertise "Cruises are typically sold far in advance – often years ahead. In hotels, things can still change dramatically just two or three weeks before a guest’s arrival. That definitely took some getting used to in the beginning and, I’ll admit, cost me a few nerves. But I truly believe that certain best practices from the cruise industry can translate well to hospitality – particularly when it comes to sales strategy and operational planning."
On repositioning the Kempinski brand
"This year, we’re putting a strong focus on brand positioning. Kempinski was founded in 1862, and when you look at our history, the brand has always stood for innovation: Kempinski introduced 'wine by the glass'. We created the concept of the aperitivo. And with Schlosshotel Marquardt, we launched one of the first true resorts. Innovation has always been part of our DNA. Now, we’re looking at how we can be innovative within today’s market landscape. We’re planning a brand relaunch at Virtuoso Travel Week this August in Las Vegas."
On refining the portfolio "Maintaining a consistent quality standard across all our properties is extremely important to us. Every hotel has elements that can be improved – and others that simply can’t be changed. For example, I’ve always experienced Kempinski’s service culture as consistently strong. But right now, there are a few properties that don’t quite meet Kempinski’s standards. We’re actively working with the respective owners to find a solution. In ten years’ time, we fully intend to have reclaimed our position at the top of the luxury segment."
On launching a new lifestyle hospitality brand "The recently announced launch of a new lifestyle hospitality brand in China is also a key part of our brand strategy. Together with our partner BTG Hotels, we plan to open 200 new hotels across China over the next five years. Some existing Kempinski properties will also transition into this new brand. So when it comes to volume growth in the years ahead, it will largely be driven out of China."
On the team's morale
"Of course, any restructuring and repositioning can create a sense of uncertainty among staff. My first step was to hold an assessment center to better understand Kempinski’s human capital — and I found so many incredible talents within the company! That said, there were certain skill sets we didn’t have in-house, so I brought in strong new people. One example is Karin Raguin, who joined us from LVMH as Chief Human Resources Officer. And the recent appointment of Hoda Tahoun as Chief Talent Officer clearly shows that people and talent are our top priority."
On current challenges "Honestly, our biggest challenge right now is time. We have fantastic people, and the company is in a solid financial position – so we’ve got all the right ingredients. What we need now is simply the time to put everything into action. And that means making some brutally tough choices when it comes to prioritization."
On the company's future "On March 1, 2025, we took over management of the Nymphenburg Palace Royal Residence in Munich – and it couldn’t be a more fitting symbol of our strategic realignment. Kempinski’s roots go back to working with German nobility, and now we’ve come full circle. The villa is the epitome of luxury, with delightful touches like oversized majolica parrots – completely useless in the best possible way, serving no purpose other than to spark joy. Beyond that, we have three or four truly amazing projects in the pipeline – though I can’t reveal too much just yet."
On starting her role
"I officially joined Kempinski on June 15, 2024. These first nine months have been an incredible time – I’ve learned so much about the hotel business! What fascinates me most is Kempinski’s 150+ year legacy, which we’re now working to bring back into focus and share with the world. One of the biggest surprises early on was the internal organization. I had expected things to be much more structured. But of course, a hotel isn’t a ship – the restaurant can simply go shopping every day."
On the advantage of having cruise expertise
"Cruises are typically sold far in advance – often years ahead. In hotels, things can still change dramatically just two or three weeks before a guest’s arrival. That definitely took some getting used to in the beginning and, I’ll admit, cost me a few nerves. But I truly believe that certain best practices from the cruise industry can translate well to hospitality – particularly when it comes to sales strategy and operational planning."
On refining the portfolio
"Maintaining a consistent quality standard across all our properties is extremely important to us. Every hotel has elements that can be improved – and others that simply can’t be changed. For example, I’ve always experienced Kempinski’s service culture as consistently strong. But right now, there are a few properties that don’t quite meet Kempinski’s standards. We’re actively working with the respective owners to find a solution. In ten years’ time, we fully intend to have reclaimed our position at the top of the luxury segment."
On repositioning the Kempinski brand
"This year, we’re putting a strong focus on brand positioning. Kempinski was founded in 1862, and when you look at our history, the brand has always stood for innovation: Kempinski introduced 'wine by the glass'. We created the concept of the aperitivo. And with Schlosshotel Marquardt, we launched one of the first true resorts. Innovation has always been part of our DNA. Now, we’re looking at how we can be innovative within today’s market landscape. We’re planning a brand relaunch at Virtuoso Travel Week this August in Las Vegas."
On launching a new lifestyle hospitality brand
"The recently announced launch of a new lifestyle hospitality brand in China is also a key part of our brand strategy. Together with our partner BTG Hotels, we plan to open 200 new hotels across China over the next five years. Some existing Kempinski properties will also transition into this new brand. So when it comes to volume growth in the years ahead, it will largely be driven out of China."
On the team's morale
"Of course, any restructuring and repositioning can create a sense of uncertainty among staff. My first step was to hold an assessment center to better understand Kempinski’s human capital — and I found so many incredible talents within the company! That said, there were certain skill sets we didn’t have in-house, so I brought in strong new people. One example is Karin Raguin, who joined us from LVMH as Chief Human Resources Officer. And the recent appointment of Hoda Tahoun as Chief Talent Officer clearly shows that people and talent are our top priority."
On current challenges
"Honestly, our biggest challenge right now is time. We have fantastic people, and the company is in a solid financial position – so we’ve got all the right ingredients. What we need now is simply the time to put everything into action. And that means making some brutally tough choices when it comes to prioritization."
On the company's future
"On March 1, 2025, we took over management of the Nymphenburg Palace Royal Residence in Munich – and it couldn’t be a more fitting symbol of our strategic realignment. Kempinski’s roots go back to working with German nobility, and now we’ve come full circle. The villa is the epitome of luxury, with delightful touches like oversized majolica parrots – completely useless in the best possible way, serving no purpose other than to spark joy. Beyond that, we have three or four truly amazing projects in the pipeline – though I can’t reveal too much just yet."