Mircea Lechaciu
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Hospitality consultant Β· Writer

Better hotels begin with better leadership.

Helping independent hotels fix operational problems and build stronger teams.

  • 6properties led
  • 4,000+beds across 3 countries
  • ~500team members
  • EUR 30Mannual portfolio revenue
  • 20+years leading teams
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Mircea Lechaciu in a navy suit

01 / Story

Human first. Commercially disciplined.

From Romania to Prague, my path has taken me through hospitality, general management, regional leadership and an Executive MBA.

I believe better results come from clear standards and people who are trusted to meet them. That belief shapes how I work with hotel owners, managers and teams.

  1. 2003 – 2008Restaurant Manager, PragueLed a 10-person team: scheduling, ordering, guest service.
  2. 2009 – 2015Sales and operations managementStart-up general management, regional sales team lead, then restaurant and camping operations (22-person team).
  3. 2015 – 2018General Manager, hotel operationsLed all core departments (front office, F&B, housekeeping, maintenance) across three European cities.
  4. 2019 – nowRegional Manager, Central EuropeInternational hostel and hotel group. 6 properties, 3 countries, ~500 employees.
  5. 2027 (expected)Executive MBAPrague University of Economics and Business (VΕ E).

02 / Services

Practical help for the work behind the guest experience.

Start with a clear view of the problem. Then decide what kind of support will make a difference.

01

Performance audit

A standalone review of the hotel, its operation and the opportunities to improve. You get a clear starting point before committing to further work.

A written report with prioritised actions, delivered within 5 days.

02

Hands-on turnaround

Focused support to put the agreed changes into practice and help the operation get back on track. A 90-day engagement can be shaped around the hotel's needs.

03

Long-term partnership

Ongoing work alongside owners and managers to strengthen performance, leadership and accountability. Scope and fee are agreed once the audit shows what the hotel needs, so you commit only when you can see the plan.

04

Talks and workshops

Practical sessions for hospitality businesses on leadership, motivation and building teams that can do their best work.

  • Why people really stay
  • Show, try, fail, repeat
  • The 7 habits of great hotel managers
Discuss what your hotel needs

03 / Track record

What the work has delivered.

Since 2019, I have led a six-property hospitality portfolio across Czechia, Austria and Poland: more than 4,000 beds, around 500 employees and roughly EUR 30 million in annual revenue, managed through six General Managers. I have opened new properties in Prague and Budapest, and before moving into regional leadership I ran every core department myself as a hotel General Manager, from front office and F&B to housekeeping and maintenance.

My largest single property: 440 rooms, about 55 employees, about EUR 7 million revenue.

Under 5.07.0+

Booking.com score (out of 10)2024 to 2026

From under 5.0 to over 7.0 on Booking.com in two years

Turnaround of a multi-building property

Situation

In 2024 I took over a property with a Booking.com score below 5.0. The problems showed up across the guest experience, but the root cause was team attitude. The General Manager had little motivation and no clear scope for the role, and guests could tell.

What I did

  • Replaced the General Manager with a leader who took ownership, followed the standards and acted on my recommendations.
  • Made guest feedback part of daily management, and stayed open to the team's ideas.
  • Fixed a recurring guest frustration, finding the room, with a colour-coded route of red, yellow and green on the walls and floors, one colour per building.

Result

The score rose from under 5.0 to over 7.0 in about two years. The General Manager is still in the role and the team is stable.

Takeaway for owners: the problem was rarely the building. It was leadership and mindset, and both can be changed.

04 / Leadership

What I return to when teams need direction.

01

Trust

Given clearly. Earned daily.

02

Respect

The condition for honest performance.

03

Structure

Clarity that lets people do their best work.

04

Motivation

Purpose before pressure.

05

Accountability

Owned openly. Measured honestly.

05 / Publications

Ideas from the floor.

The Grounded Manager is where I write about leadership, hospitality and the human side of performance.

Digital productA practical guide for hospitality managers
The Art of Retention book cover
By Mircea Lechaciu

The Art of Retention

The Hospitality Manager's Guide to Reducing Staff Turnover

View on Gumroad

Contact

Mircea Lechaciu

Hospitality consultant and writer

Good work starts with a conversation.

[email protected] Connect on LinkedIn Book a 20-minute call

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