In today’s blog post, I’m excited to share a great conversation I had with Matthijs Welle, CEO of Mews, a leading provider of cloud technology solutions for the hospitality industry. We talked in depth about Mews' journey, discussing the challenges and successes of growing a company quickly. Matthijs offered valuable insights on leadership, innovation, and how important culture is in a rapidly expanding business.
Daria Rudnik: Thank you, Matthijs, for joining me today. I’m really looking forward to our conversation about your journey with Mews and the company’s remarkable growth. To start, can you tell me what led you to join Mews? What was your journey like in the beginning?
Matthijs Welle: I joined Mews 12 years ago, about a year after Richard, the founder, had started the company. My background is in hospitality—I’ve always loved hotels, and I studied hotel management before working at Hilton for about a decade. However, by 2012, I was disillusioned with the state of technology in the industry. We were still using DOS systems, and the way sensitive data, like credit cards, was handled was terrible. Then I met Richard, and he’s such a visionary; he made me realize I hadn’t taken any real risks in my life. I was 30, had no mortgage, no kids, and thought, “Why not take a risk now?” Worst case, I could go back to Hilton. It was a great bet, though the first three years were awful. We had very little money, struggled to make payroll, and raising funds in the Czech Republic was tough. But the freedom to do whatever we wanted and the fact that every day was different made it all worth it. In the 12 years I’ve been at Mews, I’ve never had a day where I felt bored.
Daria Rudnik: That’s amazing. I can see from your LinkedIn posts how passionate you are about serving customers and continuously innovating for them. What drives this passion?
Matthijs Welle: I think a lot of people in tech focus too much on pushing technology rather than understanding the “why” behind it. For me, it’s about enhancing the hospitality experience. I love travel, and I’m always excited about staying in beautiful hotels. But I also notice when things aren’t great, and I imagine how technology could improve those experiences. Connecting technology to real-life experiences is challenging, but when you get it right, it’s incredibly powerful.
Daria Rudnik: What do you think spurred the extensive growth of Mews?
Matthijs Welle: Honestly, I’m not sure. Richard and I were very loud and controversial in the early years about the state of technology in hospitality. But at some point, you have to build a platform that’s genuinely better than the legacy systems. We were fortunate to have a team that didn’t have a legacy mindset. Most of our team hadn’t worked in hospitality before, and they pushed us to focus on solving problems rather than just building features. This shift in narrative was crucial. Although we didn’t have funding initially, this lack of resources forced us to focus and make sure we were solving the most important problems. Once we started raising money, the core of our idea was so strong that it scaled really well.
Daria Rudnik: Collaboration seems to have been a key part of your growth. How do you maintain that culture of collaboration now that your team is much larger?
Matthijs Welle: It’s really hard. There’s a saying, “The fish stinks from the head,” and I believe it’s vital that I lead by example. I’m a deep listener, and I make it a point to be the last to speak in meetings. I want to hear everyone’s opinions before I share mine because I don’t want to set the tone too early. This approach encourages everyone in the room, especially the quieter voices, to be heard. Moving to a remote-first environment has been challenging in this regard because it’s harder to notice who’s not engaging. But we’re finding ways to ensure all voices are heard, whether through asynchronous communication or other methods.
Daria Rudnik: Looking back, or even now, what are the main challenges of leading a fast-growing company?
Matthijs Welle: One of the biggest challenges is recognizing when people hit their ceiling—when their ambition or capabilities can no longer keep up with the company’s growth. Mews is very ambitious, and we grow faster than most companies, which pushes the limits of everyone’s capabilities. Leaders need to recognize when they’ve reached their ceiling and decide whether to push it higher or step back. It’s a difficult conversation, but it’s crucial for the company’s continued growth.
Daria Rudnik: You mentioned that Mews is growing through both organic growth and mergers & acquisitions (M&A). How do you integrate teams after these acquisitions?
Matthijs Welle: Integration is tough. We spend a lot of time with the founders of the companies we acquire to ensure alignment on culture. Richard and I often get involved in this process, even though we have a ventures team. Once we bring them in, we onboard them in Prague and try to integrate them into our culture. Some people don’t make it because the shift is too big, but we focus on finding the key talent we want to keep. It’s intense, but necessary for a high-growth company like ours.
Daria Rudnik: As your company grows, how do you ensure that your organizational processes and structure remain scalable?
Matthijs Welle: It’s a lot of debating and being deliberate with changes. In the early days, we could just make quick decisions and implement them, but now, with 1,200 people, we have to be much more careful. We’ve been debating for almost a year about whether to have a weak or strong matrix structure because our teams need to work closely together, and the current structure isn’t perfect. I struggle with this sometimes because I miss the days when we could just make a change and move on. But now, the implications of getting it wrong are too significant.
Daria Rudnik: How do you balance transparency with the need to keep some things confidential, especially during times of change?
Matthijs Welle: I don’t have much of a filter, which is something I’m learning to manage. I believe in sharing as much context as possible because it helps people make better decisions. However, there are some things, like cash flow, that need to be handled carefully because sharing them without proper context could cause unnecessary panic. But for the most part, I believe in transparency. I want my leaders to have the same context I do so they can make decisions in my absence.
Daria Rudnik: You’ve been through a lot of personal growth as a leader. How have you had to change as Mews has grown?
Matthijs Welle: I’ve had to recognize my own limits. I used to want to be the smartest person in the room, but I’ve learned that it’s better to hire people who are smarter than me in specific areas. They lift me up and help push the company forward. In the early days, I wanted to be involved in everything, but now I’ve embraced the idea that I don’t need to be the expert in everything. It’s about trust—hiring the right people and trusting them to do their jobs.
Daria Rudnik: Looking back, are there any decisions or strategies you would approach differently?
Matthijs Welle: Sometimes, it’s the micromanagement. I’ve worked with a coach to recognize when I’m slipping into that mode. Through these conversations, I’ve learned to identify my behaviors and whether they’re intentional or not. It’s been eye-opening to realize how my actions can affect others, and I’m working on being more mindful of that.
Daria Rudnik: What advice would you give to a CEO who’s about to experience rapid growth in their company?
Matthijs Welle: I’ve never been one to follow advice blindly. It’s important to hear other perspectives, but only you know what’s right for your business. Listen to your instincts. If you’ve got what it takes, you’ll make it. If you don’t, then the best thing might be to hire someone who does. Transitioning from an early-stage entrepreneur to a leader is a massive shift, and not everyone can make it. But if you can, it’s incredibly rewarding.
Daria Rudnik: As you look into the future, what’s the next challenge for Mews?
Matthijs Welle: We’re growing at an insane pace—50-60% this year—and maintaining that while continuing to innovate is a challenge. We’re focused on rethinking what a modern tech stack for hotels looks like and investing in innovation. It’s tough when your customers are getting bigger and have more demands, but we always set aside part of our budget for innovation. We’re also expanding beyond hotels into areas like student living and possibly senior living in the future. The next few years will be exciting as we continue to push the boundaries of what’s possible in hospitality and beyond.
Daria Rudnik: That sounds incredible. Is there anything else you’d like to share with our audience?
Matthijs Welle: One thing we’ve recently done is move away from the traditional value structure. We wrote a constitution for Mews, which outlines the behaviors and what “good” looks like in much more detail. This allows us to avoid misinterpretations that can happen with traditional value frameworks. We’re excited to see how this evolves, and we’ll be sharing it publicly soon.
Daria Rudnik: I love that approach. I’m looking forward to reading it. Thank you so much for this conversation, Matthijs. It was a pleasure speaking with you.
Matthijs Welle: Thank you, Daria. It was great to be here.
Matthijs Welle: I joined Mews 12 years ago, about a year after Richard, the founder, had started the company. My background is in hospitality—I’ve always loved hotels, and I studied hotel management before working at Hilton for about a decade. However, by 2012, I was disillusioned with the state of technology in the industry. We were still using DOS systems, and the way sensitive data, like credit cards, was handled was terrible. Then I met Richard, and he’s such a visionary; he made me realize I hadn’t taken any real risks in my life. I was 30, had no mortgage, no kids, and thought, “Why not take a risk now?” Worst case, I could go back to Hilton. It was a great bet, though the first three years were awful. We had very little money, struggled to make payroll, and raising funds in the Czech Republic was tough. But the freedom to do whatever we wanted and the fact that every day was different made it all worth it. In the 12 years I’ve been at Mews, I’ve never had a day where I felt bored.
Daria Rudnik: That’s amazing. I can see from your LinkedIn posts how passionate you are about serving customers and continuously innovating for them. What drives this passion?
Matthijs Welle: I think a lot of people in tech focus too much on pushing technology rather than understanding the “why” behind it. For me, it’s about enhancing the hospitality experience. I love travel, and I’m always excited about staying in beautiful hotels. But I also notice when things aren’t great, and I imagine how technology could improve those experiences. Connecting technology to real-life experiences is challenging, but when you get it right, it’s incredibly powerful.
Daria Rudnik: What do you think spurred the extensive growth of Mews?
Matthijs Welle: Honestly, I’m not sure. Richard and I were very loud and controversial in the early years about the state of technology in hospitality. But at some point, you have to build a platform that’s genuinely better than the legacy systems. We were fortunate to have a team that didn’t have a legacy mindset. Most of our team hadn’t worked in hospitality before, and they pushed us to focus on solving problems rather than just building features. This shift in narrative was crucial. Although we didn’t have funding initially, this lack of resources forced us to focus and make sure we were solving the most important problems. Once we started raising money, the core of our idea was so strong that it scaled really well.
Daria Rudnik: Collaboration seems to have been a key part of your growth. How do you maintain that culture of collaboration now that your team is much larger?
Matthijs Welle: It’s really hard. There’s a saying, “The fish stinks from the head,” and I believe it’s vital that I lead by example. I’m a deep listener, and I make it a point to be the last to speak in meetings. I want to hear everyone’s opinions before I share mine because I don’t want to set the tone too early. This approach encourages everyone in the room, especially the quieter voices, to be heard. Moving to a remote-first environment has been challenging in this regard because it’s harder to notice who’s not engaging. But we’re finding ways to ensure all voices are heard, whether through asynchronous communication or other methods.
Daria Rudnik: Looking back, or even now, what are the main challenges of leading a fast-growing company?
Matthijs Welle: One of the biggest challenges is recognizing when people hit their ceiling—when their ambition or capabilities can no longer keep up with the company’s growth. Mews is very ambitious, and we grow faster than most companies, which pushes the limits of everyone’s capabilities. Leaders need to recognize when they’ve reached their ceiling and decide whether to push it higher or step back. It’s a difficult conversation, but it’s crucial for the company’s continued growth.
Daria Rudnik: You mentioned that Mews is growing through both organic growth and mergers & acquisitions (M&A). How do you integrate teams after these acquisitions?
Matthijs Welle: Integration is tough. We spend a lot of time with the founders of the companies we acquire to ensure alignment on culture. Richard and I often get involved in this process, even though we have a ventures team. Once we bring them in, we onboard them in Prague and try to integrate them into our culture. Some people don’t make it because the shift is too big, but we focus on finding the key talent we want to keep. It’s intense, but necessary for a high-growth company like ours.
Daria Rudnik: As your company grows, how do you ensure that your organizational processes and structure remain scalable?
Matthijs Welle: It’s a lot of debating and being deliberate with changes. In the early days, we could just make quick decisions and implement them, but now, with 1,200 people, we have to be much more careful. We’ve been debating for almost a year about whether to have a weak or strong matrix structure because our teams need to work closely together, and the current structure isn’t perfect. I struggle with this sometimes because I miss the days when we could just make a change and move on. But now, the implications of getting it wrong are too significant.
Daria Rudnik: How do you balance transparency with the need to keep some things confidential, especially during times of change?
Matthijs Welle: I don’t have much of a filter, which is something I’m learning to manage. I believe in sharing as much context as possible because it helps people make better decisions. However, there are some things, like cash flow, that need to be handled carefully because sharing them without proper context could cause unnecessary panic. But for the most part, I believe in transparency. I want my leaders to have the same context I do so they can make decisions in my absence.
Daria Rudnik: You’ve been through a lot of personal growth as a leader. How have you had to change as Mews has grown?
Matthijs Welle: I’ve had to recognize my own limits. I used to want to be the smartest person in the room, but I’ve learned that it’s better to hire people who are smarter than me in specific areas. They lift me up and help push the company forward. In the early days, I wanted to be involved in everything, but now I’ve embraced the idea that I don’t need to be the expert in everything. It’s about trust—hiring the right people and trusting them to do their jobs.
Daria Rudnik: Looking back, are there any decisions or strategies you would approach differently?
Matthijs Welle: Sometimes, it’s the micromanagement. I’ve worked with a coach to recognize when I’m slipping into that mode. Through these conversations, I’ve learned to identify my behaviors and whether they’re intentional or not. It’s been eye-opening to realize how my actions can affect others, and I’m working on being more mindful of that.
Daria Rudnik: What advice would you give to a CEO who’s about to experience rapid growth in their company?
Matthijs Welle: I’ve never been one to follow advice blindly. It’s important to hear other perspectives, but only you know what’s right for your business. Listen to your instincts. If you’ve got what it takes, you’ll make it. If you don’t, then the best thing might be to hire someone who does. Transitioning from an early-stage entrepreneur to a leader is a massive shift, and not everyone can make it. But if you can, it’s incredibly rewarding.
Daria Rudnik: As you look into the future, what’s the next challenge for Mews?
Matthijs Welle: We’re growing at an insane pace—50-60% this year—and maintaining that while continuing to innovate is a challenge. We’re focused on rethinking what a modern tech stack for hotels looks like and investing in innovation. It’s tough when your customers are getting bigger and have more demands, but we always set aside part of our budget for innovation. We’re also expanding beyond hotels into areas like student living and possibly senior living in the future. The next few years will be exciting as we continue to push the boundaries of what’s possible in hospitality and beyond.
Daria Rudnik: That sounds incredible. Is there anything else you’d like to share with our audience?
Matthijs Welle: One thing we’ve recently done is move away from the traditional value structure. We wrote a constitution for Mews, which outlines the behaviors and what “good” looks like in much more detail. This allows us to avoid misinterpretations that can happen with traditional value frameworks. We’re excited to see how this evolves, and we’ll be sharing it publicly soon.
Daria Rudnik: I love that approach. I’m looking forward to reading it. Thank you so much for this conversation, Matthijs. It was a pleasure speaking with you.
Matthijs Welle: Thank you, Daria. It was great to be here.
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