WorldHotels Says Independent Hotel Owners Should Never Have to Choose Between Identity and Growth

Monday, September 14, 2026

The hotel industry across Europe, the Middle East and Africa is entering a decisive period for independent luxury and lifestyle properties, as owners look for ways to expand their global reach without losing the character that sets their hotels apart. For BWH Hotels, that tension is creating a major opportunity for WorldHotels, its soft-brand platform built around distinctive independent properties.

Wytze Van Den Berg has been working in the BWH Hotels family for 20 years. As a member of the WorldHotels executive committee, Van Den Berg oversees WorldHotels activities in the EMEA region and leads the head office in WorldHotels’ hometown of Frankfurt, Germany. He is Vice President, EMEA of WorldHotels and Vice President International Operations, EMEA of BWH Hotels. Prior to his role with BWH Hotels, he was responsible for the Best Western Hotels & Resorts brand in Belgium and The Netherlands where he started as CEO of Best Western in The Netherlands in 2006. During his employment he also held various positions in international committees, he was the Chair of the European Function Team and member of the European Executive Committee.

Prior to joining Best Western, Van Den Berg held leadership positions in Marketing & Revenue Management with Accor.

Van Den Berg obtained a Bachelor’s degree in Hotel Management at the prestigious hotel school, The Hague. He resides with his wife and 3 children in the greater Amsterdam area.

With two decades of experience within the organisation, the executive leading WorldHotels’ operations from Frankfurt is focused on a strategy that prioritises quality, individuality and commercial performance over simply expanding the portfolio. The proposition is straightforward: independent hoteliers can retain their own identity while gaining access to BWH Hotels’ global distribution, revenue expertise, commercial technology and loyalty ecosystem.

The strategy comes as European markets such as France and Italy continue to present significant opportunities, while emerging segments including wellness retreats, glamping and luxury lifestyle hotels reshape the region’s hospitality landscape. At the same time, guest expectations are becoming increasingly regional, with travellers seeking authenticity, personalised experiences, sustainability and, in some markets, greater privacy and family-oriented services.

For independent owners, however, growth brings its own challenges. Keeping pace with technology, distribution and changing consumer behaviour can be difficult without the resources of a major hospitality network. WorldHotels is positioning itself as the bridge between independence and international scale.

In this interview, the BWH Hotels executive explains how the group is approaching soft-brand growth, supporting owners across EMEA, responding to evolving traveller preferences and helping independent hotels compete globally without compromising what makes them unique.

1. Having spent two decades with the organization, how are you driving BWH Hotels’ soft-brand momentum across EMEA to attract independent luxury and lifestyle properties to WorldHotels?

Independent hoteliers increasingly want global reach without sacrificing their individuality. That is exactly where WorldHotels creates value. Our strategy focuses on attracting distinctive luxury and lifestyle properties that offer authentic experiences and strong local character. We provide owners with access to global distribution, advanced commercial tools, revenue expertise, and a powerful loyalty platform through the broader BWH Hotels network, while preserving the unique identity of each hotel. Growth is not about adding volume; it is about curating the right hotels and helping them compete successfully on a global stage while remaining true to what makes them special

2. How do you balance leading WorldHotels’ executive operations from Frankfurt with your broader oversight of BWH Hotels’ international operations across Europe, the Middle East, and Africa?

The two roles are highly complementary because both are centered on helping hotels succeed. My focus is ensuring strong alignment between strategy, commercial performance, and operational excellence across our portfolio. Success comes from empowering talented regional teams, maintaining close relationships with hotel owners, and ensuring that decisions are informed by local market realities. Whether supporting a luxury hotel within WorldHotels or a broader BWH Hotels property, the objective remains the same: deliver value for owners, exceptional guest experiences, and sustainable growth across our EMEA markets.

3. With strong hotel growth across key European markets like France and Italy, what operational strategies are you deploying to support regional owners and boost revenue generation?

Our priority is helping owners improve profitability through a combination of revenue optimization, distribution strength, and targeted demand generation. We leverage data-driven pricing strategies, digital marketing initiatives, loyalty-driven business, and enhanced visibility across global channels. Equally important is our hands-on approach to owner engagement through regular business reviews and market-specific support. European markets are highly competitive, so success depends on agility, local expertise, and the ability to convert demand into higher-value business. Our role is to ensure owners have the tools, insights, and support to maximize performance.

4. As WorldHotels expands its portfolio into wellness retreats, glamping, and luxury lifestyle properties, how are you tailoring these emerging travel concepts for European and Middle Eastern guests?

Travelers increasingly seek experiences that are personal, authentic, and memorable. While wellness, lifestyle, and experiential travel are growing globally, guest expectations vary by region. European travelers often prioritize sustainability, authenticity, and immersion in local culture, while many Middle Eastern guests place greater emphasis on privacy, personalized service, and family-oriented experiences. Our approach is to support hotels in delivering these unique concepts while maintaining their identity. By combining local relevance with global exposure, we help these properties appeal to modern travelers seeking something beyond traditional hospitality.

5. What do you see as the biggest opportunities and challenges for independent EMEA hoteliers looking to retain their local identity while leveraging a global platform?

The greatest opportunity is combining authenticity with scale. Travelers increasingly value unique, locally inspired experiences, which gives independent hotels a significant advantage. The challenge is keeping pace with rapidly evolving technology, distribution, marketing, and guest expectations. A strong global platform helps bridge that gap by providing access to commercial expertise, international visibility, and sophisticated tools that would be difficult to develop independently. The most successful hotels are those that preserve their individuality while leveraging global resources to strengthen performance. At WorldHotels, we believe owners should never have to choose between identity and growth.

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