About HoHo Consultancy and Tomislav Rubic

Tomislav Rubic: experience behind the advice

A hotel is both a guest experience and an operating business. Decisions about service, staffing, technology and property commitments affect one another. Tomislav Rubic brings experience from different parts of that business to discussions with owners. The purpose is to connect commercial plans with the people, processes and controls needed to carry them out.

Tomislav Rubic’s published career profile on HotelHospitality records roles in food and beverage, hotel management, group financial leadership and independent consulting. These are career references, rather than a claim that every former employer is a current HoHo Consultancy client.

From food and beverage to hotel management

The career profile includes F&B management at GOLD-INN and hotel management roles in Dresden and Stuttgart. This background matters when a proposed improvement reaches the operating floor: a reporting process must be usable by the manager completing it, and a service standard must fit the people and time available. Practical consulting asks how an idea will work during a real shift, including exceptions and handovers.

On 13 February 2015, DORMERO publicly identified Tomislav Rubic as Hotel Manager of its Stuttgart property when announcing the hotel’s four-star superior classification. The announcement also described his earlier move within the group from Dresden. This is a dated reference to a specific management position and a hotel classification; it is not a personal award or a classification of HoHo Consultancy. Read DORMERO’s announcement.

Financial leadership and development

Tomislav Rubic’s subsequent CFO role at DORMERO is confirmed in the public introduction to an AHGZ interview published in September 2022. Financial leadership adds another perspective to hotel operations: owners need to understand the assumptions behind a plan, the resources it requires and the responsibilities attached to a decision.

For a hospitality project, this means discussing operating requirements alongside the concept. A development proposal may look attractive while still leaving unresolved questions about staffing, reporting, systems and the transition into daily operations. HoHo Consultancy helps structure those questions so that owners can assess the proposal with their appointed professional advisers.

Tomislav Rubic in the hospitality press

AHGZ interview: entrepreneurship and hotel property

On 13 September 2022, the Allgemeine Hotel- und Gastronomie-Zeitung published an interview by Marina Behre with Tomislav Rubic about his move into self-employment and developments in the hotel property market. The public introduction identifies him as a former DORMERO CFO and founder of HotelHospitality. The full article is available through the publisher and may require a subscription. Read the AHGZ interview.

Hotel Am Zault, Düsseldorf

AHGZ’s report of 13 November 2018 on DORMERO’s takeover of Hotel Am Zault names Tomislav Rubic, then DORMERO CFO, alongside Ben Dahlheim in connection with the deal. The report describes a 59-room property in Düsseldorf-Unterbach, scheduled to operate under DORMERO from January 2019. This reference relates to his former corporate role, before HoHo Consultancy. Read the AHGZ transaction report.

These references give owners a way to review the professional background behind the conversation. They do not establish that the publisher endorses HoHo Consultancy, and they do not predict the result of a new assignment. The value of any engagement depends on its scope, available information and implementation.

6 selected professional references

The following examples are drawn from the published experience and reference section of Tomislav Rubic’s German consultancy website. They cover different forms of involvement, including previous employment, advisory work and entrepreneurial activity. They should not be read as six identical consulting mandates or a list of hotels currently operated by HoHo Consultancy.

1. DORMERO Hotels: hotel operations and financial leadership, with separately documented management and CFO positions.
2. YORS Hotel Group: published references describe advice during the group’s development, including operational leadership of individual hotels.
3. Schlosshotel Schkopau: experience connected with hotel operations, organisation and personnel matters.
4. Altenburger Hotelbetriebsgesellschaft mbH: management and entrepreneurial experience in the hotel sector.
5. ADN Capital Berlin: collaboration in business development and hospitality projects.
6. Exo Hotels Deutschland: experience from collaboration with a German hotel business.

Additional historical projects are listed on the HotelHospitality reference page. For a prospective engagement, discuss which previous experience is relevant to your property and what can be shared within confidentiality obligations. A name alone is less useful than understanding the actual role, responsibilities and context.

BAFA consulting experience in Germany

Tomislav Rubic also works as a BAFA consultant in Germany, advising small and medium-sized businesses in the context of the German government’s business consulting support programme. His German advisory offer focuses on sales, marketing, digitalisation and organisation. You can review the service and its scope at BAFA-Beratung-KMU.

This is independent business consulting within a public funding framework. BAFA is the Federal Office for Economic Affairs and Export Control. Consulting services are provided to businesses; funding decisions remain with the responsible authority. This background should not be interpreted as government employment, a government endorsement of HoHo Consultancy or an automatic funding entitlement for a Cyprus project.

If support funding is relevant to your assignment, establish the applicable programme, applicant, contracting entity and conditions before proceeding. Keep the funding decision separate from the decision about what work your business needs. Consult the official BAFA programme information for Germany. HoHo Consultancy does not promise a subsidy as part of this profile.

How Tomislav Rubic approaches a Cyprus hospitality project

Start with the owner’s decision

An engagement starts with a specific question. You might need to decide whether to replace a system, prepare a property for opening, clarify management responsibilities or explore an external operator. Stating the decision first helps distinguish necessary work from an attractive but unrelated list of services.

Describe the property, its current stage and the deadline that matters. Explain who will approve the work and who will use the result. An owner, a general manager and a development team may need different outputs from the same discussion. Agreeing those needs early makes the scope more useful.

Connect information with operating reality

Before recommending a change, identify the information on which it will rely. A management report needs consistent definitions and an owner for each figure. A workflow needs a clear starting point, a responsible person and a way to handle exceptions. An opening plan needs dependencies, rather than a list of unrelated dates.

Tomislav Rubic’s approach is to examine the connection between the planned process and the people carrying it out. That includes the handover between departments: who passes information, what the next person needs and how an unresolved issue is escalated. These details turn a recommendation into work that a hotel can actually organise.

Agree responsibilities and boundaries

A consulting scope should identify what will be reviewed, what will be delivered and which decisions remain with the client. Where legal, tax, engineering, licensing or other specialist input is necessary, involve the relevant qualified adviser. Hospitality consulting coordinates operational and commercial questions; it does not replace every specialist discipline.

The same clarity applies to implementation. Establish whether the assignment ends with recommendations or includes agreed support for rollout and handover. Confirm the client’s contribution, access arrangements and approval process. This helps prevent a useful proposal from becoming an unowned task after the initial discussion.

Three priorities for hospitality owners in Cyprus

Digitalisation that follows the workflow

Digitalisation is useful when it helps a defined process. Start with the task that creates delay, duplicated work or unclear information. Map how it currently moves between people and systems before selecting a replacement tool. A smaller improvement may be more practical than introducing another platform without resolving ownership.

For example, a room-status process needs agreement between reception and housekeeping about the meaning of each status, who updates it and how exceptions are communicated. The technology supports those decisions. It cannot resolve an ambiguous responsibility on its own. Our hotel digitalisation and AI workflow service explains the related scope.

Development with operations in mind

A hotel concept needs an operating plan as well as a physical setting. Before opening, owners need to connect the intended guest experience with staffing, systems, departmental responsibilities and readiness checks. Missing dependencies can become difficult to resolve once a launch date has been announced.

Tomislav Rubic welcomes discussions about hospitality developments, pre-opening preparation and repositioning. The aim is to make operating requirements visible while decisions can still be coordinated. Our hotel development consultancy sets out how this support relates to the wider project team.

A clear model for hotel operations

Owners considering an external operator need to understand how authority, reporting and commercial responsibilities will work. A management arrangement and a lease are different propositions. Before discussing terms, establish the property’s condition, operating requirements, available information and the owner’s objectives.

HoHo Consultancy is interested in suitable hotel operating opportunities in Cyprus. An enquiry is the beginning of an assessment, rather than an acceptance of a property or a commitment to guaranteed returns. Review our white-label hotel operator service to frame the conversation.

Preparing a useful first conversation

You do not need a polished presentation to contact Tomislav Rubic. A concise account of the property and the decision you face is often a better starting point. Avoid sending personal guest data, employee records or confidential transaction documents with a first enquiry. Relevant documentation and appropriate sharing arrangements can be agreed later.

• Property: location, accommodation type and approximate scale.
• Stage: established operation, planned opening, acquisition review or repositioning.
• Decision: the one issue you most need to resolve.
• People: the owner, manager or project lead involved in the decision.
• Systems: the main tools or reporting arrangements relevant to the issue.
• Timing: any opening, contract or operating deadline.
• Output: what you need to be able to do after the assignment.

Use this checklist to identify gaps rather than manufacture precision. If a figure is an estimate, describe it as an estimate. If responsibilities are unsettled, say so. An honest starting point makes it easier to propose a proportionate scope.

Questions owners ask Tomislav Rubic

Does HoHo Consultancy only work with existing hotels?

No. The service is relevant to operating hotels as well as owners and developers preparing hospitality projects. The starting point differs: an established property may need workflow or reporting improvements, while a development needs operating requirements and opening preparation. The scope should match the stage rather than assume that every project needs the same package.

Can we discuss taking over hotel operations?

Yes. Tomislav Rubic welcomes enquiries about suitable operating opportunities. An initial conversation should cover the property, owner objectives and potential structure. Any proposal depends on assessment and agreed terms. Consulting, management and lease arrangements should be discussed distinctly so that both parties understand the responsibilities involved.

Are the references all HoHo Consultancy projects?

No. This page describes Tomislav Rubic’s wider professional experience, including previous positions and work associated with HotelHospitality and his German consultancy offer. Each reference needs to be understood in that context. Historical experience is relevant to assessing the person, but it should not be presented as the operating portfolio of a different business.

Does German BAFA experience mean our Cyprus project is funded?

No automatic funding entitlement follows from a consultant’s background. Any proposed support must be checked against the programme and applicant concerned. Discuss the commercial scope on its own merits, and establish any applicable funding route separately before making commitments based on a possible subsidy.

What should we expect after the first discussion?

The next step is to clarify whether the enquiry fits, what further information is needed and which scope could be useful. A proposal should make the deliverables, responsibilities and boundaries understandable. The first discussion is not a substitute for reviewing the property or the documents necessary for a detailed recommendation.

How should we assess whether the support is suitable?

Ask how the proposed work addresses your decision, who will use the outputs and what the handover includes. Review relevant experience rather than relying only on a job title. Agree how progress will be discussed and what would trigger a scope change. Those questions help both sides make a realistic commitment.

Working with Tomislav Rubic: defining a useful handover

A good handover makes the agreed work understandable to someone who was not present at every meeting. For a workflow assignment, that might mean a process description, named owners, exception handling and an agreed review date. For opening preparation, it might mean a readiness list showing the responsible person, dependencies and the evidence needed to close each item.

When discussing a project with Tomislav Rubic, explain who will maintain the result after the engagement. A document that requires constant outside interpretation may be less useful than a simpler tool that your managers can confidently update. Discuss training, access and version control where these are relevant to the deliverables.

Also agree how changes will be handled. A new system, a revised opening date or a different operating model can alter the original scope. Record the decision, its consequences and any revised responsibilities. This gives the owner and operating team a shared point of reference instead of relying on assumptions made at different stages of the project.

Speak with Tomislav Rubic

If you own, operate or develop a hospitality business in Cyprus, send HoHo Consultancy a project enquiry. Tell us where the property is, what stage it has reached and which decision you want to move forward. You can also compare our hotel consulting services before arranging a conversation.

For a more detailed framework, read our guide to assessing the scope and value of hospitality consulting. It can help you prepare questions about deliverables, responsibilities and the practical value of an engagement.