BOLD

Nadja: Hello everybody and welcome to BOLD, a RoomRaccoon showcase series where we shine a light on independent hoteliers rewriting the rules of hospitality. I'm your host, Nadja.

Today, we are joined by Arlette, a seasoned hotelier who began her journey in restaurants before taking on the well-known Hotel Truida. In 2024, she and her husband Pedro boldly reimagined the property, reopening it as Beachfront Boutique Hotel. From operating a receptionless hotel after 6:00 PM to using automated upsells for everything from parking to pet-friendly stays, Arlette has built a model that proves automation and personal hospitality can go hand in hand. 

Arlette, welcome to BOLD. Let's kick it off. Why don’t you introduce your Beachfront Hotel to me a little bit and tell me what is so special about it? 

Because the location certainly is—it's in Vlissingen right at the Boulevard.

Arlette: That's correct. Well, it's a small hotel with 21 rooms and suites, in a very nice location. 

What makes us special is the location on the Boulevard, but also the shipping traffic, which is very unique. I’ve read it’s the only place in the world where ships pass by so close. That makes it a very unique location. All those things in combination with the hotel make it a good place.

Nadja: Absolutely. I saw you have beautiful balconies where you can see the ships passing by. That is quite special indeed. As I understand, you and your husband Pedro took over Hotel Truida in 2018, and after years of operating it, you boldly decided to completely rebrand it and make it very much your own. Tell me about that.

Arlette: Yes. We were already there in 2006 when we started a restaurant in the building, at the request of the then-owners of Hotel Truida. We took that chance because we thought maybe one day we could take over the hotel. It became a kind of mission for us. We already had a restaurant elsewhere but moved here in 2006, not knowing that it should take a lot of years till the moment come that we could take over the hotel.

That happened in 2018. From the start we felt the building needed more—like balconies, which were missing. We also didn’t like the name. It wasn’t good internationally. So we decided very early on that if we could take it over, we’d change everything. In our opinion, it was the only logical decision.

Nadja: It looks gorgeous, and I love that you held onto that vision for so many years. It's a great decision to update the name because if you are at the Boulevard Vlissingen, you have a lot of international guests. Speaking of guests, have you noticed changes in their behavior or expectations over time?

Arlette: Yes. People are very busy these days and under a lot of stress. More and more, they want quiet environments in combination with a nice location, some luxury if possible, and some surprises. When I see something special at another place, I always write it down or take a picture to maybe use later in my own hotel.

Nadja:I completely relate to this. When I had my hotel, I also picked up little ideas from boutique hotels I stayed in. I even remember one specific thing: I went to a small boutique hotel and they made this little leaf on the toilet paper and attached it with a pin. Not just folding it neatly into a square, but adding a real leaf. I also started doing that. It’s just small things, but I’m sure other people take pictures of it too. And that’s really what it’s all about.

Let’s talk about your hotel software — especially since your reception closes after 6 PM.

Arlette: That’s correct. We decided to only work during the day because restaurants had been too much for us. Times are changing, and staff is difficult to find. So, when we reopened, we wanted as little staff as possible. One shift instead of two. With self-check-in after 6, it’s essential to inform your guests properly, whether a few days before or even hours before with late bookings. If you do that, nothing goes wrong.

Nadja: Exactly. I also moved from 11 PM to 6 PM for the same reason — too often staff would sit around waiting for one guest. Guests usually don’t mind. Many hoteliers are afraid of receptionless models, but I think guests are more used to it now. You can always welcome them at breakfast the next morning.

Arlette: A lot of guests don’t care, that’s what we found too.

Nadja: And then your online check-in—you're not only using it for extra revenue, but also to ask about things like breakfast times. That helps you plan better and gives guests a better experience. How did that idea come about?

Arlette: The idea grew when we decided to rebuild everything in the hotel. We also decided to give up our restaurant and create two rooms instead. Then you don’t have a restaurant anymore, but we still wanted to serve breakfast. Without a breakfast space, room service was the only option.

We wanted to make it as comfortable as possible, so we offered three different kinds of breakfast. We also kept the prices lower than you’d normally expect, because room service is usually more expensive.

We thought carefully about the times too. Some guests want breakfast early, others enjoy having it in their room so they can stay in bed a little longer. So we created half-hour time slots starting from 7:30 until the last one at 11 to 11:30. That way, guests reserve in advance and we can plan our schedule better.

There was also the logistics — we have four floors, and what if all 20 rooms chose the same time? It can happen. We use big trolleys with baskets to deliver everything, and we present it in a special way to surprise the guests. They’re very excited about it. Even guests who first said they weren’t sure, because they preferred a restaurant, later came back to say how much they loved it.

Nadja: It really makes the experience unique. Sitting on those balconies with breakfast sounds perfect. What kind of tips can you give other hoteliers who might be thinking about fulfilling their dream and purchasing or taking over a hotel — maybe building their own? Especially in terms of automation, or what guests remember most, or what’s most important for a hotel to have?

Arlette: I can only speak for myself, but in our case it was very important to turn the dream into a plan. Don’t be afraid — start thinking about how you want to do it, whether it’s possible, and then talk with other people, read, or look at other hotels for inspiration. Even if it’s something new and you don’t know if it will work — like breakfast for us — you can still find little pieces of a puzzle. Those pieces can help you put together your own plan or concept.

Nadja: I always find a hotel isn’t only the building, or how it looks — it’s also the people. When I took mine over, it wasn’t in great shape and I didn’t have the money to renovate everything. You have to be creative, and guests notice when you put effort into making their stay special. Then they’re more forgiving. That’s important. You’re a great role model of this. You had challenges, but you thought creatively about how to offer a great service and experience — and your guests loved it.

Arlette: That’s correct. When we started with the hotel as Truida, we ran it for five or six years, but it was still a rental. We couldn’t rebuild or rebrand it, even though it really needed change. We just had to work with what we had. And there are always small things you can do, even with less money. What matters most is that you put a soul into your hotel.

Nadja: Yes.

Arlette: Personality, friendly staff — even though we had a lot of old things back then, we had a very friendly team, and it was personal. That, combined with the good location, kept people coming.

Nadja: Exactly. And maybe to finish it off: even with a fully receptionless hotel, you can still put a soul into it. Small details and personal touches in the room can go a long way, even if you aren’t there physically to welcome guests. It’s about creativity and thinking about what they really want and expect, and making a whole concept that reflects that. You’ve done this so well. Thank you for your time and for sharing this with me.