Start with the guest
Decide what the guest should feel, then work out where time, money and attention will actually make a difference. Not the other way round.
Meet the founder
Sixteen years running hotel operations on river ships. Now I help other teams make their guests feel properly looked after.
Looking after a guest’s time is what has kept me in hospitality for sixteen years. It is still what gets me out of bed.
Twelve of those years were with Uniworld, where every ship has its own character and the service has to match it. Then a year and a half with Viking, where the promise is the opposite: whichever ship you board, you know exactly what you will get. And then Transcend, where I helped build a hotel operation from the drawings up, alongside the designer, the yard and the suppliers.
Three very different ideas of a good stay. What they had in common was the question I ended up asking every day: what should the guest feel here, and does the operation actually make that possible?
More often than not, the answer was in the details nobody had written down. The handover between departments. How a new crew member was welcomed in their first week. Whether the pantry was in the right place for the way the restaurant really ran.
I started Custom Hospitality to work on exactly those things, with operators who want their guests to feel looked after and their teams to feel capable of delivering it. I listen first, I am honest about what I see, and I stay involved until the change holds without me.
I am based in Haarlem, in the Netherlands, and work on board and on site across Europe and the United States, in English or Dutch.
Experience in practice
Twelve years, a season and a half, and a newbuild.
Each taught me something the others couldn’t.
Twelve years making an all-inclusive promise feel personal, on ships that each have a character of their own.
Read the chapterRunning a hotel team within a fleet where guests should know exactly what to expect, ship after ship.
Read the chapter
Turning a private-charter concept into the spaces, service and routines that could support it.
Read the chapterWhat guides my decisions
Four things I believe about this work.
And what they mean in practice.
Decide what the guest should feel, then work out where time, money and attention will actually make a difference. Not the other way round.
The crew knows things about your operation that no report will tell you. Involve them early, and test changes in real service rather than in a meeting room.
“Good” is not a standard. Say what it looks like, why it matters and how to do it, then check that it is possible with the people and the hours you have.
The best outcome is that you don’t need me any more. Supervisors who can keep the work going are worth more than any report.
Beyond the ship
I like to keep the theory alongside the practice.
From a guest
Uniworld River Countess
2017
Her direction was always warm, informative and clear to the passengers and her employees.
“As a guest on the Uniworld River Countess, I had the great pleasure as a recipient and witness of Carmen Mladenovic exceptional customer service and staff management. All times throughout our journey she demonstrated her professionalism with her detailed knowledge of the operations of the ship, its crew (@ 40) and the needs of the passengers (@ 140). Her direction was always warm, informative and clear to the passengers and her employees. I would most definitely recommend Carmen for any role she decided to accomplish.”
Carmen Mladenovic
Independent hospitality consultant
Let’s talk about your operation
A clear brief or a half-formed idea.
Both are a good place to start.
No pitch, no obligation.
Just an honest conversation.