Overview
Bridge Development is part of a group working in real estate development, hospitality, energy and software. In 2025 I worked there as a project-based technical lead on a time-limited, strategic project: the technical takeover, modernisation and digitalisation of a hotel with around 200 rooms.
The goal was to take work off the front desk and modernise the hotel’s IT, without disrupting a running hotel.
- Front-desk workflow
- Guest identification
- Room assignment
- Existing hotel systems
- Server and infrastructure
- External technology partners
- Staff handover
What sits behind one check-in.
My role
I was the central point between management, departments and external partners.
- Analysis of front-desk workflows
- Solution concept with hotel management
- Documenting existing IT systems
- Server migration and infrastructure modernisation
- Self-check-in workflows
- Selecting and onboarding external partners
- Pitches and decision papers for management
- Risk assessment and regular reporting
- Leading an interdisciplinary project team
How I approached it
Start at the front desk
I analysed how check-in actually worked before deciding what to automate, then worked out the solution concept with hotel management.
Buy, integrate, then build
I evaluated and selected external service and technology partners and integrated them into the existing system landscape rather than building everything from scratch.
Decisions on paper
Pitches, technical solution architectures and decision papers gave management a clear basis for each choice, including its technical and commercial risks.
Key decisions
- Modernise the foundationThe server migration and infrastructure work came alongside the new workflows, so the hotel wasn’t building new tools on old systems.
- Self-service where it helpsSelf-check-in for guests who want it, so staff can focus on the guests who need them.
Outcome
The hotel went live with mobile self-check-in, and front-desk effort dropped by around 30%. The project also modernised the hotel’s technical infrastructure and made its operation more efficient.
What I learned
In an operation that never closes, the technical work is only half of it. The other half is getting management, staff and partners to agree on what changes, when, and who owns it afterwards.