José Rodríguez: "We have to break the myth that hotels have low productivity and pay little"

BarcelonaSercortel has surpassed the barrier of one hundred managed hotels this 2026. It works to invoice 360 million in 2029, compared to the 200 with which it will close 2026. José Rodríguez (Barcelona, 1967) is the CEO of this company, which is in the hands of the Landon society, belonging to the Gallardo family, main shareholders of Almirall. It has no debt thanks to the management contract model, enjoys high occupancy rates all year round, and in 2027 will study expanding abroad. Rodríguez explains to ARA the keys to growth since before the pandemic – since then it will have multiplied turnover by 4.4 – and analyzes the challenges and strengths of the current tourism industry.

Tourism in Catalonia is at historic highs, but last year's summer season indicated a certain slowdown. Does it worry them?

— In a context of international uncertainty, the fact that Spain is a safe territory will bring 4.4% more tourists, while the balance between disposable income and the increase in the CPI will subtract 1.7%. Therefore, it is most likely that the influx of international visitors will rise above 2%.

Tourism generates many criticisms in some sectors of society.

— We all know that there are places that are overcrowded, and not just in cities, but also on beaches. Whoever doesn't see it or doesn't want to see it has a problem. Therefore, administrations have work to do.

And what should we do?

— Two things: de-seasonalize and, above all, de-concentrate the flow of visitors from the most popular spots.

Are they working to specialize in the first ring of Barcelona?

— We have three magnificent hotels in the city center that achieve over 90% occupancy throughout the year and, in parallel, we also have establishments in Baix Llobregat, Garraf, and Vallès Oriental and Occidental. Many times we think that the manna is Barcelona, but it is not only the center, but the entire conurbation, where there is a lot of industry and services.

In recent years Sercotel has grown a lot.

— We do not own our hotels, we make management and rental contracts. In Spain in 2020 there was a growing and very atomized market, and it still happens today: between 45% and 50% of the city's hotels are in the hands of individual owners and this is our fishing ground. We specialize in 4-star or 3-star superior hotels, where 80% of the population goes.

They have just launched a strategic plan with a horizon of 2029. What objectives do they want to achieve?

— Last year we closed with 98 hotels, now we are at 100 and the turnover was 170 million. We expect to finish 2026 with a range of between 112 and 115 establishments and 200 million. The objective for 2029 is to reach 160 hotels and 360 million euros in turnover.

What are the essential elements of the strategic plan?

— Our two levers of competitiveness are talent and technology. We have both productivity and price ratios superior to those of the competition.

Do you plan to work abroad?

— We have a hotel in Andorra, but operating outside of Spain is not the objective. The numbers in the strategic plan are without going abroad. In 2027 we will open a debate in the company, but the atomization of the Spanish market means we do not need to leave it. Even so, obviously, it is convenient for companies to internationalize from a certain level. If we do, it will be country by country.

Reaching 100 hotels is just a matter of volume or does it move up a division?

— There is no kind of division change, but the company's profile changes completely. Billing 200 million allows you to do infinitely more things than you could do with the 45 million before the pandemic. The talent we can attract right now has nothing to do with what we attracted before.

When low productivity in the country is discussed, the tourism and hotel sector is pointed to, and it is stated that they offer low wages.

— Of the 1,500 employees we have, 110 work in the central services we have in Barcelona, one of the main cities where talented people want to come to work. They are computer engineers, economists, marketing specialists, etc. Hotels are another world. One part that weighs heavily in terms of labor qualification are the room attendants, who in Barcelona earn about 1,500 euros, 20% or 30% above the interprofessional minimum wage (SMI). And this remuneration is widespread in industries that are not precisely the hotel industry. We must break the myth that hotel companies have low productivity and pay little.

Do you find it hard to find talent?

— Yes, but many times the war is not for salary. If you offer receptionists a shift schedule with two free weekends a month, your offer, with the same salary, will be absolutely unbeatable. And if you provide them with the calendar for the next three months, they will be able to plan their lives. These are measures that seem very simple, very related to organization, and that often have a direct impact on people's quality of life.

Do you use AI?

— We've been researching it for two years. The philosophy is very clear: either the numbers add up or there's no artificial intelligence agent. The goal is not to reduce costs or personnel but to increase sales. We use it to manage group reservations, for example.

But with this tool, are they saving on staff?

— No, we are multiplying group turnover by 2.5 because we have managed to reduce global response times.

How is summer hiring progressing?

— In June we are 8% above the same date of the previous year, although it should be noted that reservations are being brought forward. Hotels have had to offer cancellable rates up to 24 or 48 hours in advance. My estimate is that the summer will be 6% above last year's.