Operational excellence is not a coincidence, but a system: the four principles behind MICE DESK
"90% of what you do, nobody sees." This quote from Jeff Bezos describes a truth that also applies to the hotel industry. The best work happens invisibly. In the end, customers see an offer or an event. What they don't see: How many systems, emails, price agreements and tables are behind it. This is exactly where MICE DESK comes in.
Like Bezos, we believe in a culture that demands four things: radical customer focus, long-term thinking, inventiveness with a tolerance for mistakes and operational excellence based on professional pride. And we believe that this is what makes the difference. These four principles characterize our actions at MICE DESK:
Radical customer orientation instead of competitive focus
Long-term thinking and sustainable architecture
Courage to invent - even if it fails
Operational excellence, supported by quiet professional pride
A radical approach to customer orientation: not benchmark-driven, but demand-driven
Others ask: What are the competitors doing? We ask: Why do 41% of MICE inquiries remain unanswered? (Source: MICE Benchmark Report 03/2025) Why does a quote often take 3 days, even though the customer usually moves on after 24 hours?
For us, everything starts with an analysis of the inquiry process: from the email client to the PMS to revenue management. We look at where people wait for systems and where processes stop people.
Our onboarding doesn't start with PowerPoint, but with a conversation. We want to understand what's really stuck. Only then do we show what our Rocket 2.0 tool can do. Not functions to show off, but solutions for operational friction.
Long-term architecture instead of quick hacks
MICE DESK is not an MVP startup. We are not developing "nice to have" tools, but an operating system for the convention sales of the future. Our architecture is designed to survive, grow and learn.
We invest in interfaces, even if many system providers put obstacles in our way and cooperation with large hotel chains is often a lengthy, complex process in which patience and technical understanding are crucial.
Bezos says: "Willingness to think long-term, longer investment horizons than most of our peers." That's not a quote for us, but practice.
Innovation requires failure. Why we first smiled at RPA and then celebrated it
Innovation is not the result of brainstorming, but of an attitude. When we started with Robotic Process Automation (RPA), it was an experiment. We wanted to outsmart legacy systems for which there were no APIs.
Today, our RPA bots are an integral part of Rocket 2.0. They simulate clicks, retrieve data and transfer availabilities. And they do it in a robust, traceable and scalable way.
We tested hypotheses, rejected them, rethought them. Not every prototype became a product. But every experience has helped us move forward.
Bezos puts it in a nutshell: "Eagerness to invent, which of course goes hand-in-hand with failure."
Invisible excellence. Why we are at our best where no one is looking
Nobody sees most of what we do: our standard operating procedures (SOPs), our data pipelines, our test environments. But they are the foundation of our platform.
Tigran Manvelyan, CTO and co-founder of MICE DESK, says: "We always start manually, but we always think in systems."
Our AI agents operate according to the human-in-the-loop principle: No process is fully automated without a human being involved. It's not about control, but about understanding. Only those who feel responsibility develop quality.
"The only thing that makes you have high standards on the piece of work that nobody sees is professional pride." (Jeff Bezos)
We live this pride. Not for the limelight, but for stable processes that our hotel partners can rely on.
Conclusion: Revolution through attitude
MICE DESK is not just another tool in the hotel industry's tech stack. We are a partner for operational excellence, for data clarity, for sustainable process automation.
If you are wondering why your Convention Sales does not perform better despite having good people: it is not because of the people. It's the system. And systems can be changed. Because whoever decides today how processes will run tomorrow also decides whether people will have time for the essentials again. Or whether they continue to fight against systems.
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Let's discover together what nobody sees but can change everything.