Barbara Muckermann isn’t afraid to shake up tradition.
Nearly two years into her role as CEO of Kempinski Hotels — the first woman ever to lead the 128-year-old luxury brand — she is making sure the company’s legacy doesn’t become a liability.
“Luxury has become a sea of sameness, and if you want to stand out, you need a strong point of view,” Muckermann says.
A Legacy Brand with Fresh Energy
Kempinski Hotels, founded in 1897, is synonymous with heritage and gravitas. For Muckermann, the emotional weight of stepping into the CEO role was immediately clear. She recalls her German aunt crying when she told her she would be leading the brand.
“That’s Kempinski,” she reflects. “It carries a mystique that takes more than a century to achieve. To be a custodian of that legacy is an incredible privilege.”
Yet she is equally clear: Longevity alone is not enough.
“If you want to stand out, you need a strong point of view on luxury,” explains Muckermann. “That means having the ability to influence the product, not just manage it.”
Strategy: Elevation, Assets, and Expansion
First at the International Luxury Travel Market (ILTM) in 2024, Muckermann laid out three pillars that underpin her vision for Kempinski: relaunching and elevating the brand, adopting an asset-heavy approach, and expanding into key destinations.
Today, Kempinski counts 76 hotels across 33 countries, and under Muckermann’s leadership, the portfolio is being reshaped for quality and consistency.
“In the past year, we’ve confirmed more refurbishments than in the last decade combined,” she notes. “Owners are responding because we’re coming to them with a clear strategy to elevate the product.”
Part of that effort includes building a dedicated product team, something surprisingly absent from Kempinski’s structure until recently. Now led by Rasha Lababidi, the company’s chief product and experience officer, the team is tasked with refining everything from design details to guest experience.
“Coming from the cruise industry, where every inch of a ship is designed with precision, I found it strange that hotels didn’t have the same rigor,” says Muckermann. “Now we do.”
Growth Priorities
While Kempinski’s global development is central to its future, Muckermann is deliberate about where and how the brand grows. She stresses that the goal isn’t to “chase keys for the sake of growth” but to strengthen Kempinski’s footprint in the right places. That means filling gaps in key European capitals, building greater density in Germany, the brand’s home market, and continuing to expand in regions where Kempinski is already strong, such as the Middle East and Southeast Asia.
The overall development plan is ambitious, she admits, though she smiles and adds that she doesn’t want to “jinx it” by giving too much away before announcements are ready.
For the luxury traveler, expect more options in both established hubs and emerging destinations. And with Kempinski’s asset-heavy approach, where the company invests alongside owners, guests can expect a level of consistency and influence over product that pure management companies may not deliver.
“It’s about having skin in the game,” Muckermann says. “That’s how you maximize both guest experience and profitability.”
Hotels That Define the Brand
Muckermann is quick to highlight Kempinski’s properties as the real stars of the show.
“Some of the best hotels in the world carry the Kempinski name,” she says.
She points to recent openings and renovations that underscore the brand’s direction: Hotel Taschenbergpalais Kempinski Dresden, reopened after a major renovation blending baroque elegance with modern touches; the Grand Hotel des Bains Kempinski St. Moritz, a classic alpine icon refreshed to appeal to new generations of luxury travelers; and Kempinski Muscat, where Nadine Al Bulushi recently became the first female General Manager in Oman.
These examples reinforce Kempinski’s commitment to heritage properties and culturally rooted experiences — hallmarks of authenticity and luxury.
The Secret Sauce: People
Beyond bricks and mortar, Muckermann insists Kempinski’s enduring strength lies in its people. The company employs more than 20,000 staff worldwide, and she describes a culture of genuine hospitality that transcends geography.
“I wanted to mystery shop before joining, because once you’re the CEO everyone knows who you are,” she recalls. “What I found was extraordinary service even when no one knew me. That’s the Kempinski secret: the blood of hoteliers runs through the brand.”
That culture is being strengthened by a leadership team that is increasingly female. Along with Lababidi, recent appointments include Karin Raguin as chief human resources officer and Hoda Tahoun as chief talent officer.
“It was striking. In a recent leadership call, our CFO Gordon Drake was the only man on screen,” Muckermann says with a laugh. “How refreshing.”
Leadership and Lessons
Asked about her leadership style, Muckermann is direct: “Transparency and trust. My job is to make sure the team has the resources they need and to protect them from interference. That is the role of the CEO.”
But she adds a sharp caveat: “Of course, the CEO must also set the vision. But vision without execution is meaningless. If people cannot deliver on it, then it is nothing more than an expensive PowerPoint. The real measure of leadership is getting the right people in place, giving them the tools to succeed, and holding everyone accountable for results.”
Her advice to women in hospitality echoes that pragmatism: Focus on your strengths, develop coping strategies for weaknesses, and be prepared to work harder than your peers.
“Chasing success by focusing on weaknesses alone is an uphill battle,” she says.
Looking Ahead
For Kempinski, the next chapter blends respect for legacy with an appetite for growth.
With refurbishments accelerating, new markets on the horizon, and a sharper product identity, Muckermann is determined to ensure the brand’s relevance for the next generation of luxury travelers.
As she puts it: “Heritage is our foundation, but evolution is our future.”
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