owners to keep YOTEL moving forward. My ultimate priority is to cultivate a culture where every team feels supported, inspired and equipped to succeed. One mentor who has had a lasting influence on me is an old boss from Marriott: Liam Brown, who was president of EMEA for a time. I’ ve always admired his transparency, clarity of direction and the trust he places in people. He leads with genuine support and charisma, and during some of my most challenging moments, his guidance and encouragement helped me push through and grow as a leader. |
Entrance at YOTEL New York Times Square. |
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HOTELS: What are the biggest challenges now facing the hospitality industry, and how is YOTEL positioned to face them? Andreopoulos: The hotel industry is navigating rising costs, labor shortages and rapidly shifting guest expectations. Travelers now demand more flexibility, convenience and sustainable practices. YOTEL is being built for this moment through smart design, an efficient operating model and early adoption of automation. Innovation is in our DNA, and that positions us to thrive in today’ s evolving travel landscape. |
YOTEL was one of the first brands to introduce self-check-in kiosks and in-room smart controls. |
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HOTELS: YOTEL was one of the first brands to push the envelope on technology. Where is it now and what is the strategy going forward on the tech front? Andreopoulos: Technology |
has always been at the core of YOTEL, from being one of the first to introduce self-check-in kiosks to pioneering in-room smart controls. Today, we’ re building on that foundation to make the entire guest journey |
more seamless, personalized and efficient. Looking ahead, our ambition is that YOTEL remains an innovator in the industry. That means continuing to deliver meaningful guest experiences and driving |
operational efficiency while testing and learning in new ways. At the same time, we know human connection matters just as much and striking that balance will continue to shape the experience. |
November 2025 hotelsmag. com 63 |