Entrepreneurial experience.
Operational excellence.
An understanding for people.
For more than 25 years, I have been shaping and leading companies and teams in the high-end hotel and spa industry. I am familiar with both corporate structures and owner-managed luxury hotels, and have held responsibility for staff, quality, budgets, turnover and profits for many years.
For ten years, as director alongside my husband Frank Nagel, I have been deeply involved in the development and positioning of WEISSENHAUS Private Nature Luxury Resort. Previously, I was responsible for developing the spa facilities at A-ROSA Resorts for many years, managing teams of up to 150 staff across three countries and achieving spa turnover of up to €8 million.
My specialized spa expertise remains the foundation of my professional expertise even today. At the same time, holding overall responsibility in the hospitality industry has taught me to view a business as a whole – from people and service culture right through to budget, turnover and profit.
Today, I combine entrepreneurial mindset with operational experience and a deep understanding of people – from the strategic overview to the details that determine success in day-to-day operations.
My Expertise at a Glance
More than 25 years
of leadership, hotel and spa experience
Up to 150 employees
Management responsibilities across three countries
10 years at WEISSENHAUS
Management, development and positioning of one of Germany’s leading luxury resorts
600 hotels in 60 countries
An international perspective gained through many years on the board of Relais & Châteaux
Sometimes it has long been clear that something needs to be changed.
Many business owners and entrepreneurs have a very clear instinct for their business. They often know when things are off track long before the cause can be clearly identified or backed up by figures.
That's where I see one of my most important roles: identifying what's behind that instinct, testing assumptions and drawing clear conclusions and concrete actions from them.
From my own experience, I am familiar with many of the thoughts, doubts and emotions associated with entrepreneurial responsibility. This enables me not only to analyse situations from a professional perspective, but also to understand them in depth and, as a sparring partner, to provide clarity on even difficult decisions.
And once a decision has been made, I can also assume responsibility for its implementation. Particularly when it comes to difficult changes, it can be a relief to have an independent sparring partner at your side who conducts discussions, implements measures on site and ensures the necessary consistency in the process.
The owner retains the final authority, but does not have to take every difficult decision into the business themselves.
Awards
Relax Guide
2006-2024
The hotels and spa facilities overseen by Natalie Fischer-Nagel in the spa and hotel management division have achieved top ratings in the independent RELAX Guide over many years – including, on several occasions, the highest rating of 4 lilies
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Spa Personality of the Year 2011
Personal award for Natalie Fischer-Nagel for her work at the A-ROSA Sylt
Multi-award-winning spa concepts
During her operational responsibility, the hotels and spa concepts managed by Natalie Fischer-Nagel received numerous awards – including Wellness Aphrodite and Gala Spa Award.
Award for
Hotelier of the Year 2024
for Natalie Fischer-Nagel and Frank Nagel
by the ahgz -
Allgemeine Hotel- und Gastronomie-Zeitung
Since 1990, the ‘Hotelier of the Year’ industry award has been presented to individuals who have made an outstanding contribution to the hotel industry. The award recognises personal entrepreneurial achievement that has had a significant impact on the development of the hotel industry, raises the industry’s profile and is set to ensure long-term success.
What continues to characterise my work to this day
Throughout my professional career, I have experienced a wide variety of situations: extraordinary successes as well as difficult decisions, changes and periods when things have not gone entirely to plan. These experiences have influenced my perspective on organisations and people.
I know that lasting change rarely stems from a single, grand idea. Often, it is clarity, consistency and many well-made decisions that, combined, make the difference.
That is where I intend to support my clients: with experience, an independent perspective and a commitment to taking responsibility for implementation.