Hotel Chamartin The One: two stories of success

In December 2023, Hotel Chamartín The One joined the portfolio of hotels managed by GAT HOSPITALITY. To understand the keys to its evolution and how its trajectory aligns with Madrid’s future as a major European destination, we have spoken with its Commercial Director, Ana Manzanedo Aguilar.

How would you assess the trajectory of Hotel Chamartín The One since GAT HOSPITALITY took over?

It has been a period full of challenges and achievements, in a constantly changing national and international context. Our Strategic Commercial Plan was based on three pillars: boosting direct sales, growing the MICE segment, and increasing international visibility. We focused on improving the guest experience, renovating our facilities for the third time since 2014, and prioritizing the safety and well-being of both our clients and team.

In which areas do you consider GAT HOSPITALITY’s management to have been decisive in transforming the hotel?

Thanks to their expertise, GAT HOSPITALITY has redefined our vision and repositioned the hotel in strategic segments and channels. Four improvements have been particularly key:

1. Operational optimization, improving efficiency and service quality.

2. Commercial transformation oriented towards measurable results.

3. Strengthened digital marketing, expanding visibility and reach.

4. Talent development, fostering professional growth and team development.

And what would you say have been the main lessons learned?

Guest loyalty and direct sales have been crucial for profitability, as well as our ability to adapt quickly and flexibly. We have confirmed that AI and digital marketing are now essential in hotel management, enabling segmentation, efficiency, and connection with the ideal client.

It is also important to recognize other key segments. Differentiation through gastronomy—as GAT HOSPITALITY has done in other projects—MICE, and reputation management have made a significant difference. Above all, we have reaffirmed that the human team is paramount: technology drives progress, but people achieve every success.

From your expert perspective, what are the best strategies to attract and retain clients?

Active listening allows us to understand guests and anticipate their needs. Real differentiation is essential. At our hotel, we focus on a unique combination: strategic location, quality gastronomy, attentive service, versatile spaces, flexibility, and the constant adaptability of our professional team. We like to say we create experiences, not just provide services.All guest touchpoints must be carefully managed, from the first call or email to post-stay or post-event follow-up. Every interaction is an opportunity to build trust and demonstrate excellence. Personalized attention is one of the strongest drivers of loyalty and long-term relationships.

Another key pillar of success at Hotel Chamartín The One is continuous training for a committed team aligned with our strategy. We invest in developing both technical and emotional skills, focusing on improving the guest experience. Our staff does more than meet needs—they surprise, care for details, and leave a lasting impression. As Commercial Director, my role is to inspire, lead, and ensure that every team member understands how directly their work impacts guest acquisition and loyalty.

According to El Economista, Madrid closed 2024 as its best year ever with 11.2 million visitors, 5.5% more than the previous year. Overnight stays increased by 4.7%, and international spending grew by 21% compared to 2023. Do you foresee a similarly positive balance for 2025 for both Madrid and Hotel Chamartín The One?

Madrid continues to consolidate as a competitive urban destination, with strong adaptability and continuous evolution, as reflected in the figures and our experience in the sector. At Hotel Chamartín The One, we are growing in the same direction: we expect a 2025 of sustained growth, with moderate volume but increased profitability and visitor quality. Our strategy focuses on strengthening the MICE segment, enhancing gastronomy, fostering guest loyalty, and continuing to prioritize direct sales with an emphasis on experience, connectivity, and reputation.

We aim to engage the more demanding traveler, who values quality, comfort, and a well-integrated urban and digital hotel experience. We are also expanding our international presence, increasingly important in our client mix, just as it is for the city of Madrid.

What are the main challenges and opportunities facing the capital in the hospitality sector?

Contrary to what one might think, the biggest challenge for hotels in Madrid is not competition, price pressure, or alternative accommodations, but how to differentiate in an oversaturated market and create an authentic, coherent experience that resonates with what today’s guests value: proximity, sustainability, personalization, and brand consistency.

As for opportunities, there is a huge potential to reposition Madrid as a European capital of hybrid experiences: leisure, business, gastronomy, shopping, and culture integrated. Hotel Chamartín The One has its own soul and the opportunity to lead a new approach to hospitality in Madrid, where local, experiential, and authentic elements coexist with an international vision.