I took control of the only guesthouse in Osturňa in 2015 and, during an entire year, spent thousands of dollars transforming a poorly designed and constructed building into a semi-functional space. There remained a multitude of deficiencies that I, as a renter, could not justify correcting. The shared bathroom situation was off-putting for many guests, and the room layouts made for difficult furniture placement. But it was what it was, and we made the best of it that we could.
In spite of these deficiencies, we made Penzión Európa a wonderful small hotel. Super comfortable beds with expensive linens, fresh flowers in the room, a warm and welcoming salon, and extraordinary food offerings helped make the guesthouse what it was. Moreover, it was the staff that made it successful. I am forever indebted to Štefánia and Lucia for their hard work and their sense of detail that made the guests feel at home.
After the initial hectic and, at times, chaotic activities that are expected at a new business, we found a rhythm that made for a smooth workflow. Little surprises that would pop up on occasion were no longer disruptive to the flow, but were simply accommodated. In short, we had found our groove.
Still, there remained issues that could not be fixed. Chief among them was the fact that the guesthouse lost money each month. There was little jiggle room in the rates, as we were limited by what we could offer in the location we found ourselves. Our rates were already high in comparison to similar guesthouses in the region, but justifiable by our superior comfort and care. Had I been willing to dumb down the service, perhaps I could have saved a euro here and there. But that would not have increased our competitiveness. So, I accepted the fact that I was operating a money pit of an enterprise, and was thankful that I had a flourishing business in the U.S. whose profits from which I could draw.
Another issue was simply that of stress. It is difficult work to run a guesthouse, rising before everyone to prepare breakfast, and going to sleep last to ensure everything would be ready for the next day. My back began hurting significantly and my gait is painful, making it difficult to walk even short distances. In addition to the physical demands, the need to mind all aspects of the guesthouse has been very taxing.
What kept me going were the guest compliments, the ultimate reward for a job well done. I cannot express the pride I felt when a guest sincerely thanked me for a wonderful stay. I can still hear that Czech man rave about my boeuf bourguignon, and I retain countless pictures of guests who insisted on my inclusion in their family photos. This is the reason I operate the guesthouse: to make people happy.
But what I have discovered is that I am not happy. The physical and mental stress of running a business that will never see a profit has taken its toll. The only way I know to solve this problem is to stop. I have therefore made the decision to close the business after three years.
My original intent was to promote the village as a tourist destination. I indeed promoted Osturňa through my numerous blog posts on Slovak Spectator over the years. I met people who came to the village specifically due to this promotion.
But did it have a lasting effect? Besides the one family who liked the village so much that they purchased a cottage here, I would have to say “no.” One person cannot do it alone. A truly successful promotion requires coordination on many levels, the infrastructure for which is absent.
I have no regrets. This undertaking was a huge personal success, if not a financial one. I have met so many lovely people (and a few bad apples, as well), and have enough wonderful memories to last me forever. I hope the next proprietor of this place has equal success.