Bernold Schroeder sees the hotel business much like a football club. Success is never down to a single moment or individual – it’s built on discipline, passion for the craft, teamwork and consistency. Newly arrived at Corinthia as a consultant after more than three decades at the top of global hospitality, he sees himself less as a figurehead and more as a coach focused on getting the basics right. Day in, day out.
Why are you working with Corinthia?
I’ve known Corinthia for over a decade, and I really came to appreciate the group through its London hotel, its owner-led mentality under the stewardship of a strong chairman, and my connection with CEO Simon Naudi who did an incredible job when he chaired the Global Hotel Alliance. When I was approached, it felt like a natural fit.
My career has always been about seeing the business from every angle: operator, owner, developer. Corinthia does that in a very authentic way. It reminds me more of an Asian company than a European one in its mindset: very focused, very hands-on, family-oriented, and deeply committed to each asset. There’s also a humility about the Group that’s rare in luxury. That combination – entrepreneurial thinking with a strong sense of ownership – was a big attraction for me.
Corinthia has strong heritage but a smaller footprint than some competitors. Where does it sit in the luxury market?
Corinthia’s strength is that it doesn’t try to be everything to everyone. Each hotel is treated like an individual asset, almost like a child. You don’t have hundreds running around; you focus on a smaller number and look after them properly. That’s how you protect long-term value. Owners choose Corinthia as an operator because it thinks like an owner, even when acting as an operator. That mindset is quite unique, and it’s why you see high-quality partners coming in.
You’re known for delivering strong guest experiences. Where can luxury brands improve?
The industry has overcomplicated guest experience. It’s not theoretical, it’s very practical. It comes down to people and very simple principles: how you greet a guest, whether you recognise their name, how consistent you are. That’s where you win. In football terms, it’s not about fancy tactics; it’s about training harder, having the right attitude, and communicating well as a team. If you get that right every day, you’ll outperform others. Too much focus is placed on hardware: design, materials, concepts. But the real differentiator is people. Training is not a cost; it’s an investment in what I call human capital.
Do you see Corinthia moving more towards an asset-light model?
There’s room for both approaches, but what matters is maintaining the ownership mindset. Even if you’re asset-light, you have to think long-term: about returns, about the asset, about the owner’s perspective. That’s where many operators fall short. Corinthia’s strength is that it understands the full picture. That shouldn’t be diluted.
What is luxury hospitality about, for you?
It’s about consistency and authenticity. Luxury isn’t marble everywhere or expensive finishes. It’s about how people feel when they stay with you, and whether that experience is delivered consistently. There’s also an element of humility. Some of the best operators I’ve worked with don’t even like the word ‘luxury’ – they focus on doing the basics exceptionally well.
You’ve worked across Europe and Asia. What mindset is needed to compete at the top level?
A mix of both. Europe brings heritage and structure. Asia brings discipline, humility and an ownership mentality. The strongest organisations combine those. You also need to stay grounded. In luxury, it’s easy for people to become arrogant. That’s dangerous. The best teams remain hungry and focused.
Do you have a favourite Corinthia hotel?
London stands out because it created a destination. That takes courage. It has a strong sense of place, excellent food and beverage, and one of the best spas in the business. But what impresses me most is the consistency behind it. Running a hotel is one of the most complex businesses there is. Once standards drop, it’s very hard to recover. Corinthia understands that and stays close to the detail.
How would you describe yourself?
Simple and disciplined. I start the day early, read, think, and keep learning. I spend time on sport, reading, and mentoring. I believe a lot in resilience. In this industry, things can go wrong – It’s part of the job. Too many people give up too quickly. If you stay focused and keep moving, you can go very far. At the end of the day, it’s like football again: talent matters, but attitude and consistency matter more.
