In the often decorous world of global tourism networking, revolutions don’t usually arrive with fanfare and fortissimo. But then again, Skål Europe isn’t in the habit of playing by the old hymn sheet anymore.
On 22 May 2025, with a €500,000 financial black hole smouldering in its rear-view mirror — courtesy of a collapsed IT development — Skål Europe pulled the handbrake on business as usual. It launched what many are now hailing as a historic grassroots-led movement to reform the very structure of Skål International.
And not a moment too soon.
The Catalyst: A €500,000 Loss, and the Silence That Followed
It was the kind of cock-up that would make most corporate treasurers weep into their quarterly spreadsheets. A string of failed digital platform projects—Odoo, Omnigo, and the like—culminated in the abrupt cancellation of an IT contract for the Skål website. The final bill? A staggering €500,000 gone, with little more than a digital paper trail and mounting frustration among member clubs across Europe and beyond.
But unlike many cautionary tales, this one didn’t sink quietly beneath the waves. Instead, it set off a tidal surge of member-driven activism that has morphed into a full-blown call for institutional reform.
From Rome With Resolve
Convened under the cool, steady leadership of Skål Europe’s President Franz Heffeter and expertly orchestrated by Vice President Paolo Bartolozzi, the landmark online summit brought together more than 60 Skålleagues from Monte Carlo to Munich, Cape Town to Croatia — not forgetting the ever-passionate Italians. Held across time zones, cultures and language barriers, the session was a logistical masterpiece, co-helmed by Tito Livio Mongelli and Stefan Pettersson.
But more than a scheduling feat, it was a revelation.
“This is your mandate,” Heffeter declared in his opening address. “It must come from the Clubs — not from the top down.” In Skål, that’s not just rhetoric. That’s revolution.
Hard Truths and Clear-eyed Vision
Two sharply written documents formed the backbone of the evening’s discussion—one addressed the past, the other defined the future.
The first tackled the elephant in the room: the half-million euro financial sinkhole. But rather than wallow in blame or bureaucratic finger-pointing, the focus was refreshingly grown-up. The document proposed a suite of structural remedies: ESG certification, cost-centre-based financial reporting, transparent tender processes, and — crucially — accountability.
“We must turn pain into structure, and confusion into a model of clarity,” Bartolozzi offered, channelling equal parts strategist and sage.
In short, it’s not about flogging the old horse but building a sturdier cart.
The second document was nothing short of visionary. Skål it argued, must transform itself from a legacy institution into a global service platform that doesn’t just talk about sustainability, visibility, and youth engagement, but bakes these ideals into its operational DNA.
Among the proposals: enhanced visibility at tourism bodies, upgraded digital infrastructure (presumably one that doesn’t implode), a rethink of Congress formats, and meaningful club promotion at trade expos and industry showcases.
The Reform Chorus Grows Louder
And the feedback? Think less “mild applause” and more “standing ovation”.
From Austria to South Africa, voices rose not in anger but in resolve. Delegates shared frustration, yes, but also solidarity. Germany’s delegates were succinct but razor-sharp. The Croatians? Fiery and unflinching. And the Monte Carlo contingent, with their signature blend of elegance and edge, said what needed saying: modernisation isn’t optional. It’s overdue.
What emerged was a rare consensus in these arenas—not just about what went wrong but about what needs to happen next. Skål, they said in no uncertain terms, must do more than regroup. It must grow up.
No More Top-Down Tango
If there was a unifying thread, it was this: leadership must evolve, authority must be earned, and reform must rise from the membership, not descend like a memo from head office.
Luigi Sciarra, President of Skål Roma and the evening’s final speaker, offered a fitting coda by quoting former Skål International President Annette Cardenas: “Annette said we must build bridges. But to build bridges, you need bricks and iron. This reform gives us both. It is time to build.”
No slogan. No ego. Just conviction.
Eyes on Cuzco, Feet on the Ground
The Strategic Survey will remain open until 3 June 2025, and all member clubs are urged to participate. The final reform proposal will be unveiled at the Annual General Assembly (AGA) during the World Congress in Cuzco, Peru, from 25 to 30 September 2025.
That’s not just another date in the Skål calendar. That’s where the future gets its first real vote.
What began quietly in Rome—in Zoom calls and cross-border WhatsApp threads—has now bloomed into a European-led, global momentum shift. One that speaks less about hierarchy and more about humanity, less about holding office, and more about holding each other accountable.
A New Mandate for an Old Friend
Skål International, at its best, is about camaraderie, connection, and integrity. It’s a club built not merely on membership but on mentorship, not just networking, but legacy.
After decades of rituals and ribbons, it’s undergoing the most meaningful rite of all: rebirth.
For once, the real mandate hasn’t come from a convention centre stage or glossy brochure. It has come from the grassroots—from the people who cared enough to speak up and stay up past midnight on a Thursday to do it.
The future of Skål, it turns out, won’t be led by those who shout the loudest — but by those who listen the best.
By Andrew Wood
BIO:
Andrew, a seasoned travel writer and former hotel General Manager, has been a leading expert in Thailand’s hospitality and tourism scene since 1991. With over 40 years of industry experience, he is a Napier University, Edinburgh graduate in Hotel and Hospitality. Originally from Yorkshire, UK, he gained valuable experience with Thistle Hotels, Hilton International in Paris, and Sheraton Hotels in London before moving to Thailand. Andrew has managed some of the country’s top hotels and is a dedicated Skålleague, having served in leadership roles within Skål International. A respected lecturer and writer, his insights are widely followed in the industry.
