About
Fifteen years in hospitality, from both ends of it. Now I help other people run theirs better.
I was Chief Executive of Olala for a decade. We took it from a few hundred units to nearly 2,000 across eight countries: rental buildings, automated mini-hotels, full-service hotels, restaurants and bars.
What made it unusual is that we owned the buildings and built the operating company on top. One roof covered the deal, the capital, the licensing and the day to day. Most companies pick one side. We did both.
Before that, five years as co-founder and CEO of Romania360, a tour operator and DMC. So I've seen this industry from both ends: filling other people's buildings, then developing and running my own. Few people have done both, and it shows.
The part I'm proudest of came after the growth. I led Olala's shift to a leaner operating model, putting AI to work across the business. Not slideware. A real change in how people worked. That's what I left the CEO seat to do independently.
Investing
I don't only advise. I back and develop real estate directly, as a general partner and as the operating partner who then has to run it. Not an ambition: I hold a stake in a Madrid property investment business.
On conflicts of interest
Advising owners while investing in the same market is a real tension, so you should hear it from me. I won't take a position in an asset I'm advising you on, or in a competing one in that market, without telling you first. I already hold a position in Madrid, so that disclosure starts here.