After spending more than 20 years with Langham Hospitality, Bob van den Oord stepped into his role as CEO of the company last year. Hotel Business spoke with him about his first year on the job, its new loyalty program and “The Langham Way.”
—Gregg Wallis
Why did you choose a career in hospitality?
It was very much a case of one thing leading to another. I’ve always loved cooking. This led me to catering college, which, in turn, led to my first job in a restaurant kitchen. I started from the very bottom, cleaning dishes, and eventually managed to secure a cooking role that paved the way for me to go into private catering. Eager to expand my hospitality horizons, however, I soon after moved on to go to hotel management school.
After graduating, I worked in three different hotels in Paris and London. For a time, I was working at the St George’s hotel in London, right across the street from The Langham. I remember looking at what is now The Langham, London with great admiration, hoping to one day work for such an establishment. I fulfilled that dream when I became general manager of the property in 2022.
How has your first year as CEO of the company been?
My first year as CEO has very much centered on learning and furthering some key goals for the business. I’ve had the opportunity to listen to our teams; observe and gather insights on what’s best for the group; and establish a growth strategy that’s already starting to bear fruit. Since I became CEO, we closed out 2023 to record our most profitable year in history, launched our new loyalty experiences platform, made some strategic hires and achieved some important hotel development aims. I look forward to the next 12 months, during which we’ll have some exciting updates to share.
Why did you decide to introduce the company’s loyalty program, Brilliant by Langham, this year, and how have your guests reacted to it?
We launched Brilliant by Langham, a combined loyalty experiences platform, to meet the dynamic and evolving needs of our guests by addressing the growing demand we’ve seen for more rewarding, personalized and captivating hospitality journeys. Upon joining, all members receive immediate special room rates and discounts at more than 100 restaurants. Members also earn status and award points for their stays and use of amenities.
Beyond the loyalty perks, Brilliant also allows for the introduction of personalized experiential offerings, from whimsical excursions and cultural immersions to wellness and culinary delights. We’ll be introducing these later in the year.
As for the response to the platform, we couldn’t be more pleased. We’ve seen steady growth in our member count since launch and fully expect that growth to accelerate as we start to introduce more of our Brilliant features.
What other initiatives have you undertaken since taking the leadership role?
It’s been a busy and exciting year for us. We’ve grown our hotel portfolio; elevated our brands through strategic partnerships and promotions; further digitized our operations through new cloud-based systems; made good on our sustainability commitments through additional energy-saving and waste reduction programs; and enriched our employee experiences and working culture across the company through expanded benefits programs and the launch of our company ethos, The Langham Way.
Can you tell us a little bit about The Langham Way?
The Langham Way is our approach to hospitality, centering on open and genuine interactions with guests, colleagues and the world around us. Rooted in the creation of The Langham, London in 1865, shaped by the customs of our home in Hong Kong and enriched by our presence across four continents, it is our guiding philosophy and the living embodiment of our unique blend of British heart, Asian soul and global mindset.
You have been with the company for more than 20 years. How has the company changed in that time?
The rate of progress over the years has been remarkable. We started with a skeletal team managing just five hotels. We now manage 33 properties across four continents and have over a dozen new hotels in the pipeline. We also have four firmly established brands in place—The Langham Hotels & Resorts, Cordis Hotels & Resorts, Eaton and Ying’n Flo—which are all uniquely positioned to create distinct experiences for each market segment. And while the growth has been tremendous and a joy to witness, I’m glad to say that we’ve managed to stay true to the values integral to our DNA throughout.
Have you had any mentors during your career? What did they teach you?
I’ve been fortunate to have several mentors throughout my career, and they’ve all played pivotal roles in my professional development. One of the biggest things they’ve taught me is the importance of empathy and understanding in leadership. Effective leaders should not only focus on achieving business objectives but also prioritize the well-being and growth of their team. They also taught me that adaptability and continuous learning are key to navigating the ever-evolving landscape of our industry. All these valuable insights have shaped my leadership style and approach to business.
