The essence of hospitality? People make the difference!

Ignace Bauwens: Lifelong learning

From the Belgian coast to the skyline of Dubai, Ignace Bauwens has consistently pushed the boundaries of hospitality in his impressive career. In this interview, he shares his insights on leadership, the evolution of the industry and the human connection that makes hospitality so unique. A story full of passion, guts and valuable lessons for the next generation of professionals.

Anyone who thinks of Ignace Bauwens sees a driven and passionate top entrepreneur in the hospitality sector. But his path to the top started in surprising ways. "I originally studied mathematics," Bauwens says with a laugh. "But life decided otherwise. When my father died, my mother opened a restaurant in Duinbergen on the Belgian coast. I jumped in to serve, at the bar and basically anywhere I was needed. Those first steps in the hospitality industry sparked my interest in hospitality. Moreover, I was constantly asking myself: how can we do this better? That eventually led me to night school, where I studied waitressing and wine knowledge."

It turned out to be a turning point. A trainer advised him to study hotel management. Bauwens enrolled at what is now VIVES - then HTI - and became one of its first graduates. "From then on, things went fast: I started as an F&B manager and worked my way up through hotels such as Sofitel and Holiday Inn."

Leap of faith

Ignace Bauwens' path was marked by crucial choices. One of the biggest leaps came during his time at Sofitel Brussels Airport. "The hotel had to be completely repositioned and renovated. After three successful years, I put myself on the list for expat positions at Accor. They asked if I wanted to go to Dubai. I remember that moment very well. After I finished my on-site interviews, I looked over the skyline and thought: is this my future? Then I jumped."

Dubai in 2002 was not what it is today. The city still had only 35,000 hotel rooms, compared to today's 155,000. Still, Bauwens saw the potential. "It was a huge step. I had just built a house and had a young family. But you have to take risks sometimes, otherwise you keep traipsing on the spot. That period in Dubai was particularly formative: from opening new hotels to working with owners. Because I also got to know that side there."

Teams without borders

A key insight for Bauwens was the transition from manager to leader. "In the beginning, you are mainly concerned with operational details. You control, adjust and are everywhere at once. But to really make an impact, you have to learn to let go and motivate others." He compares his leadership style to preparing a dish. "You have to gather the right people around you, experts in their field. You don't have to make the mayonnaise yourself, but you have to know how the flavours come together. That's leadership."

Bauwens drew a lot of inspiration from his years in the Middle East, where he worked with teams of diverse nationalities, cultures and backgrounds. "I don't look at colour, religion or origin. For me, all that matters is who is the right person for the job." That open mindset has helped him build strong, diverse teams that get results.

Hospitality touches hearts

When Bauwens looks back on his impressive career, a few moments stand out. For instance, he talks about the challenges during the Arab Spring. "During that period, I was responsible for hotels in Egypt, Lebanon and Jordan. While the Middle East was burning, we decided together with the owners to keep the staff cafés open. For many colleagues, that was the only place they could go for a meal."

A touching moment followed when Bauwens later returned with IHG's global CEO. "We gathered a thousand colleagues in the ballroom. Their gratitude and connection was unforgettable. There I realised again: hospitality is all about people. You touch hearts, and that makes all the difference."

The role of technology

The hospitality sector has changed dramatically over the past 35 years, Bauwens observes. "Hotel chains used to be mostly standardised. Today, there is more room for individuality and experience, from economy to ultra-luxury. People no longer expect a simple buffet. They want an experience: the right interior, the right music and top service." Technology plays a big role in this. "Artificial intelligence offers huge opportunities, especially in call centres, marketing and guest research. But we must be careful not to lose the human touch. In the luxury segment, personal contact remains irreplaceable."

In addition, Bauwens sees the line between business and leisure continuing to blur. "People are increasingly combining work and leisure. Hotels respond best to this, with flexible concepts that connect both worlds." 

Another important development is the trend towards 'asset light' models in the hotel industry. "The top five hotel groups almost all operate on this principle," Bauwens explains. "Unlike companies that completely own their buildings, the so-called asset light models are all about the strength of the brand and the loyalty programme. That's where the value is for them. The real estate is sold so the focus is entirely on brand management and guest experience." This model allows those hotel groups to operate more efficiently. 

Embrace the challenge, enjoy the moment

What does Ignace Bauwens give to young professionals who want to reach the top? His advice is clear: "Service, excellence and consistency. Those are the three key words for success. Always be service-oriented, strive for excellence and stay consistent in everything you do." He also urges young people to embrace challenges. "Dare to make a difference. Take on projects that others shy away from. When I went to Dubai, I was terrified. But just those moments shape you." Finally, he stresses the importance of embracing the moment. "Enjoy what you do because it goes by faster than you think. Hospitality is hard work, but it is also the most beautiful industry in the world. People make the difference, every day."

For Bauwens, the passion for hospitality continues to burn undiminished. "I want to continue to share my expertise, for example as a mentor for the new generation. In addition, I remain open to challenges where I can make my mark. Hospitality has given me so much; I would very much like to give something back."