Anders Nissen

CEO at Pandox AB

NissenAnders Nissen has an extensive background in the hotel and hospitality industry, with 30 years of experience. This includes ten years as a public CEO, CEO for several other companies, as well as senior management assignments in the Scandinavian and in the international hotel market. Mr. Nissen has also been appointed chairman as well as member of the board of directors in several companies in the private and the public sector. His career started with operating experience as director of several hotels in Scandinavia. During 1985-1992, Mr Nissen held a number of executive positions within the RESO organisation, at the time the leading Swedish hotel operator. In 1993, Mr Nissen was employed as CEO of Securum Hotel & Turism AB to structure Securum's hotel property portfolio. The portfolio included hotel operating companies, such as hotel properties, several golf courses and ski lift companies. Mr Nissen was one of the initiators of Pandox and has been the CEO of Pandox since the start in 1995. Pandox was the first hotel property company in Europe to be listed on the stock exchange. Today Pandox is one of Europe’s leading hotel property companies with a portfolio value for more than 3 billion Euro which has increased 22 times since the start. To date, Pandox has executed transactions worth 2 billion euro, corresponding 180 hotel properties or operations. Pandox portfolio includes thirteen own operations and 120 hotels with 25.000 rooms in ten countries.
Insights by Anders Nissen (2)

Is the wolf scratching at the door? Lessons learned so far from the COVID era...

My experience is being successful has an ability to constantly develop its strategy and adapt business development and skills. Like a sports team how every day tries to improve. Therefore, the wolf rarely comes to visit.

Management agreements – blocking the road to value growth for hotel property owners

The traditional fee structure of management agreements can be a large stumbling block for value growth in a hotel property and should be phased out to be replaced by incentive based agreements. The nature of the management agreements has led to hotel operators prioritising gross revenues and brand issues, while neglecting operations and productivity issues.