From Munich Airport to Budapest: A Career with Purpose

In December 1993, Stephan Interthal accepted his first Kempinski GM position at Munich Airport. Some four years later he moved to Budapest for his first tenure to take over as General Manager of the Kempinski Hotel Corvinus Budapest – a role he held until mid-2004.

In late 2014, he returned as Area General Manager to the post, reaffirming both his commitment to the Kempinski brand and his deep attachment to the Hungarian capital.

Budapest’s transformation – from volume tourism to quality experiences
When Stephan Interthal returned to the Hungarian capital in 2014, he found a dramatically transformed city. Infrastructure had improved, the culinary scene had flourished, cultural life was vibrant, and a wave of architectural renewal was reshaping the urban landscape. Over time, this evolution helped Budapest emerge as one of Central and Eastern Europe’s most compelling destinations.
Today, Interthal believes the key challenge is not increasing visitor numbers, but shifting toward quality tourism: delivering premium, memorable experiences tailored to discerning travelers rather than focusing solely on volume and occupancy.

Kempinski’s staying power: a culture rooted in people
From its opening, Kempinski Hotel Corvinus has maintained a leading position in Hungary’s luxury hotel market. Its resilience – despite changing consumer expectations and increasing competition – is no accident. The foundation, Interthal says, is continuous renewal and a strong, people-centered organizational culture.
Kempinski was one of the first international hotel brands to enter Budapest in the early 1990s, and its influence on the development of Hungary’s hospitality workforce has been significant. Many former colleagues rose to leadership roles across the industry. Staff retention at Corvinus remains exceptionally high: several team members have been with the hotel for decades, while new generations bring fresh energy.
For Interthal, especially in the post-pandemic era, leadership sets the direction – but collective effort delivers success.

Renewal in the face of growing luxury competition
Started already in 2018 but more after Corona during the years 2022 to 2025, Kempinski Hotel Corvinus underwent a comprehensive EUR 30 million renovation. Every room and suite was stripped down to its structure and rebuilt, the Spa saw a full renovation and so other public areas within the hotel, all hotel kitchens are currently being modernized, and a redesign of the signature restaurant ÉS is now underway.
For Interthal, this was far more than refurbishment – it was a strategic investment to safeguard competitiveness as Budapest’s luxury hotel market expands.
Despite the rapid arrival of new high-end properties – sometimes within walking distance – Corvinus remains a benchmark. Interthal views the growing number of luxury beds not as oversupply, but as a sign of increasing investor confidence in the Budapest hospitality market.

Capturing high-end travelers – what Budapest still needs
To attract more luxury guests, Interthal argues the sector must adopt confident pricing strategies and position itself boldly within the premium segment. Large international events are critical drivers: last year, concerts by global stars filled every hotel bed in the city.
While Budapest now competes with cities like Prague and Vienna in terms of gastronomy, culture and hotel quality, it still lags in one crucial area: high-end retail. For many Asian travelers – particularly from Japan, China and Southeast Asia – luxury shopping is a core element of the travel experience. Improving retail offerings, Interthal stresses, is primarily a matter for private investment rather than public-sector intervention.

Living the Kempinski brand: people, culture, values
In a European hospitality landscape marked by chronic staff shortages, Kempinski Hotel Corvinus stands out for its stability and team cohesion. During the most difficult months of the pandemic, the hotel retained 165 employees on payroll for 18 months. Every staff member – including Interthal – accepted a 20% salary reduction to preserve the team. This solidarity paid off: when demand returned, many employees came back and today, the hotel operates with a stable team of 300 and an experienced executive committee.
For Interthal, the formula is simple: “Happy staff, happy guests.” Guest satisfaction begins with employee satisfaction, and he considers it the highest compliment when returning visitors tell him they “just feel good” about the hotel – even if they cannot fully explain why.
Art is another defining aspect of the Kempinski identity. Since its opening, the hotel has supported Hungarian contemporary artists. Over the years, the collection has grown to more than 1,000 works – 600 of which are on display – complemented by rotating exhibitions refreshed four times a year. The result is a living, evolving cultural environment unique among Budapest’s hotels.

A personal commitment to Budapest
For Interthal and his wife, Budapest is more than a workplace – it is home. The city’s climate, culture, convenience and charm offer everything they need. As General Manager, Interthal sees his role not merely as management, but as brand ambassadorship: upholding the heritage of Europe’s last independent luxury hotel group through unwavering service, authentic hospitality and a continuous focus on the guest journey.