"Luxury is no longer just about a bed and marble. The guest wants an experience," says Helena Valtrová, who manages one of the most stylish hotels in Prague
You have been at the helm of the hotel for almost 15 years. What has this experience taught you as a manager and as a person?
It has taught me to think more before I make a decision. And also to take things with more perspective and ease. In this business, a lot of things happen quickly and often outside the plan. Patience, self-reflection and the ability to put things behind you, not to burden yourself with them unnecessarily, is important.
Can you keep that perspective?
Not always 100%, but I try. I'm learning not to take things too much to heart. Especially with constructive criticism from guests - I have to take it in and work with it, but it's not always easy to listen to it.
Your original career path led more towards European legislation and public administration. How much did you have to rethink your ideas when you moved into the private sector, and the hotel industry at that?
My ideas were very idealistic. I wanted to work for the European Union, so I joined the civil service. But I quickly lost my illusions - things move slowly there and certainly not at a pace that made sense to me. The bureaucracy was killing me, as was the lack of immediate results. Moving to the private sector was a logical step for me.
Are you doing better here at the hotel in keeping up with the pace and timelines you set?
Definitely yes. We are an independent, family-run hotel, which brings a lot of flexibility. I can make decisions quickly because I have the trust of the owners - my mum and her partner. The day-to-day operations are up to me, I don't have to wait for approval from five other managers. I can make decisions efficiently and at my discretion.
Does it also give you more responsibility - running a family brand?
I'm sure it does. I feel a lot of responsibility for what my mother has built all her life. It's not just about maintaining the hotel, but also developing it further - ideally for the next generation, like my son.
Could you say what values are most important to you as a director? And how do they translate into day-to-day operations?
Loyalty, time flexibility and passion for the cause. When you decide to do something, you should give it your all - ideally more than 100 percent. I expect the same commitment from my people. As a result, I have managed to build a close-knit management team that works well together.
How do you approach diversity among your employees?
Diversity is key in the hotel industry. We accommodate guests from all over the world, across nationalities and gender identities. A diverse team creates a natural, welcoming environment - for both guests and employees. We don't want to come across as a soulless machine. Culture and atmosphere are important to us.
Do you make any deliberate efforts to balance the representation of men and women?
We try, but it's not easy. For example, I would like to see more balance at the front desk. At the moment it's male-dominated - we only have one woman. I miss the feminine look, the detail and the care. The boys are fine, but the backstage area is often chaotic. I know women naturally have a better feel for these things. But the problem is that after covid it's hard to find quality people in general - let alone with the language skills and the desire to work in the field.
Is it hard for you to run a hotel? After all, the industry is still often male-dominated.
It's much more balanced now than it used to be. Thanks to my involvement in international groups, I often meet women in similar positions, and it's more common abroad too. It's getting better here too. I have never seen my gender as an obstacle - neither in decision-making nor in my career in general.
Your hotel targets a more upscale clientele. What countries do your guests come from most often?
Traditionally, we've had guests from the US. But it's improving with our European neighbours - from Germany, Switzerland, Italy or Austria. Asia has never been our dominant market, but I believe that with the new direct flights from Seoul, for example, this may change. But a more targeted marketing effort would help.
Is the hotel industry doing well after the pandemic? Has everything returned to normal?
This year, we are already starting to not only get to 2019 numbers, but even surpass them. All indications are that this summer will be a record-breaking one - according to reports from associations, airports and the media. But I'll admit, based on current bookings for June through August, things don't look so optimistic yet. I'm expecting more, but I still have a lot to do.
Several new luxury hotels have (re)opened in Prague now - like Fairmont or W Prague. Is that competition for you?
Nice competition. For example, we have been looking for Fairmont for a long time - it is a brand that can attract luxury clientele to Prague. And if they come here, maybe they'll try other hotels. As a result, I think it will raise the bar for the whole market, which is good for us.
What do you think luxury means to the discerning tourist today?
Luxury today is not just about design, a good bed or expensive beauty products. It's more about service and attitude. Personal approach, communication, care before arrival and during the stay. We try to recommend places to guests according to their preferences - restaurants, bars, experiences. It's more demanding on the staff, but that's what sets us apart from other five-star hotels. There are plenty of them in the centre of Prague - location alone is not enough.
However, the aforementioned design plays an important role in the lobby, rooms and conference rooms. How did you choose the style and cooperate with designers?
It started back in 2008 when the hotel concept was being developed. George Prime Steak, which is located in the same building, worked with a Canadian architect - and we were so impressed with her designs that we approached her for the hotel. Together with my brother and mother, we then put together a design team. We also worked with proven suppliers - for example, we ordered the beds from a Slovakian company with whom we have already had excellent experience from another hotel. Guest comfort is essential for us.
Are you planning to expand in the future?
We had big plans before covid. The pandemic put them on hold. We are currently expanding more through restaurants - we have opened other businesses in Prague and Munich. But I could definitely imagine a new hotel. The question is where. A hotel needs a daily presence, and with a small child it would be difficult for me to devote myself fully to that outside of Prague.
Do you have anyone you could trust with that role?
It's more about the opening phase - it can't be done without my presence. Later on, it's possible to assign a manager. But even my closest colleagues have small children, so it would be as challenging for them as it would be for me.
There's a spa in the hotel. Are these additional services important for your guests?
They're very important. I see the spa as an integral part of a five-star hotel. We have a spa, massages and fitness. Plus, it's on the roof, not in the basement, which is a great benefit for guests. The hot tubs overlooking the castle are also popular, and we also offer private hire with a terrace. We have a new collaboration with the Codage brand and are expanding our range of skin treatments. Guests praise it.
The hotel isn't just about sleeping in, according to you. For example, do you help foreign guests find their way around Prague and avoid tourist traps?
The front desk has precise instructions on what to recommend and what to avoid. I myself alternate my life between Prague and London and I know very well what typical tourist traps look like. We offer guests our own online concierge with recommendations for restaurants, bars or experiences. We also work with Prague City Tourism and offer unusual experiences - such as the historic tram 42, a tour of the astronomical clock from the inside or a visit to the Baroque library in Klementinum. We want guests to experience something authentic that they would otherwise miss.
And what about Czech guests? Are they staying in your hotel?
The majority of our Czech guests are corporate clients or guests who come for events like Fashion Week or concerts. Guests from Slovakia come to stay with us for the weekend more often. We would certainly like to reach more Czech clients, but so far the foreign interest is predominant.
Do you plan to reach out to them more, perhaps through targeted marketing?
Yes, we have recently joined Amazing Places and we are trying to build offers aimed at the domestic market as well. In collaboration with Codage cosmetics, we are developing wellness packages - for example, weekend getaways for women with skincare. We also want to appeal to local clientele who are looking for an exceptional experience without having to leave the city.
You've been in the hotel business for a long time. Can you assess how guest expectations have changed in that time?
Significantly. I've been in the hotel industry since 2006 and the changes are huge. Today, guests have higher expectations, not only in terms of service and amenities, but also in details that they used to overlook. The emphasis is on quality, care, renovation. The change is felt especially after the covid - the demands are higher and I also perceive a greater unwillingness to forgive mistakes. Unfortunately, I feel that people in general tend to be more negative nowadays and look for things to criticize. That's a challenge.
What sets you apart from your competitors is your own Emblem Collection - a curated concept of art. How did this idea come about?
It was part of the concept from the very beginning. We wanted the hotel to be not just about accommodation, but also a meeting place - for artists, academics, business people. We started with exhibitions that changed regularly, but over time it became logistically challenging. Then we teamed up with curator Zuzana Bloch from ARE Events and created a permanent collection - today we have around 70 works, both in the hotel space and in about half of the rooms. The goal is to have one piece in each room.
So guests will be able to choose a room based on the artist?
That's the plan. Once every room has a piece, we'll allow guests to choose by artist. The paintings are not for sale - they have been chosen specifically for a particular room or space. But if a guest is interested in the artist, we can connect them directly with the artist through the curator.
So do exhibiting artists have the opportunity to get more exposure through the hotel?
Absolutely. Some of them are established - they exhibit abroad, like at the Guggenheim or MOMA. Others were still at the beginning of their careers at the time of the collaboration. We select the collection together with the curators. Sometimes they'll talk me into pieces I wasn't sure about - and in retrospect I'm glad we have them.
Are the works open to the public? Do you organize exhibitions?
Yes, for example at M Lounge or other public spaces. We have an opening of new works every quarter. In the past we were part of Artmap and regularly opened the space to the public. I would like to go back to that.
Would you say it is your goal to make the hotel part of the cultural scene in the city?
Yes, that's exactly what I would like. I want the hotel to be a place where people across professions and interests meet - and where new ideas and collaborations are born.
What are your plans for the future, apart from the possible opening of a new hotel?
To keep Emblem as a strong luxury hotel, to further strengthen the brand, to increase the quality of service and awareness. And thus increase the average price per stay. But most importantly to keep growing and doing things with integrity.
And finally - what advice would you give to women who would like to start working in the hotel industry?
Realise that it's not a Monday to Friday, eight-hour-a-day job. It interferes with personal and family life. For me, the key is having a supportive partner who understands and tolerates it. It's not easy - for example, my son has been in daycare since he was a year and a half and with a nanny since he was four months old. Sometimes I feel remorse, but I hope that one day he will see that it was all worth it.
