There is a lot of noise around hospitality AI right now. Every week brings a new interface, a new demo, a new promise that the “experience” will be revolutionised. But when you listen closely to Daniel Doppler, the founder behind Quinta (formerly Quicktext), the story becomes far less theatrical and far more useful. Daniel Doppler has spent years building AI for hotels, but with generative AI now everywhere, the advantage is no longer the interface. In this executive interview with Simone Puorto, Doppler explains why the company rebranded from Quicktext to Quinta, and why this rebrand is a positioning statement about what matters now. Creating a chatbot today, it is quite very easy,
he says. You can scrap the data from the website. You plug ChatGPT on it. Bing, bam, boom, it is done.
The real question is what sits behind the answers.We totally focus on the knowledge because intelligence is a commodity,
he says. And what is the knowledge? The knowledge is the data.
From Quicktext to Quinta: the “quintessence of data”
Doppler frames Quinta as a response to a market reality: the AI layer is becoming interchangeable, but hotel information is not. In his view, hotels have been trying to solve the wrong problem by obsessing over conversational polish rather than content quality. When intelligence becomes easy to access, the strategic value shifts to the underlying knowledge.
That is where the name comes in. Because we are managing the quintessence of data, we have decided to change the name of the company,
he explains. If you take quintessence of data and if you shrink it, you have Quinta.
The point is not branding cleverness. It is about declaring what the product really is: a system for collecting and maintaining hotel knowledge so it can power every guest touchpoint, human or machine.
Quinta’s work, Doppler says, can be described in four verbs. It is an acronym CUPS, C-U-P-S. Collect, update, process, and share the data. That is our job.
The emphasis, repeatedly, lands on the second word. People frequently forget about the importance of the update,
he says. The reason is obvious the moment you look at a hotel as a living organism rather than a static product. Prices change. Opening hours shift. Renovations happen. Seasonal services come and go.
He puts a number to it. Fifteen or twenty percent of the data of a hotel has to be updated every year.
Restaurants change even faster, he notes, with menus moving three or four times a year.
If a system is not designed for that reality, then the hotel is not building a knowledge base. It is building an archive. Your system will be obsolete very quickly,
he says.
One of the most revealing moments in the conversation is when Doppler talks about distribution. He argues that the next phase of hotel commerce depends on consistency across channels.
Share (S), that means you are going to distribute the data everywhere,
he says. That means the same data can be updated into the OTAs, the bedbanks, the meta search, et cetera.
He extends this beyond traditional distribution into the new reality of AI powered search and planning. This data can be accessible for LLM like ChatGPT, Perplexity, Glock, Gemini, you name it.
And yet, he says, hotels are still not set up for this. It seems logical. It is so logical that it does not exist. It does not exist at all.
The industry has spent years optimising the booking path while leaving the underlying facts scattered across PDFs, departmental habits, supplier brochures, and someone’s memory. His conclusion is deliberately memorable: Data is king. Data distribution is King Kong.
Why does this break down inside so many organisations? Doppler’s answer is that a large portion of hotel knowledge is not documented in a usable way. The problem is that sixty percent of the data of a hotel is absolutely not formalized,
he says. That means it is nowhere. It is only maybe in the head of the people.
He uses a striking example: minibar fridge temperature. A guest asks about minibar fridge temperature, not for a drink, but for medication storage, under five degrees Celsius. Believe me, this information does not exist anywhere,
he says. Or the internal dimensions of a safe, because a laptop has to fit. Hotels often do not have these answers readily available, not because they do not care, but because they never built the habit of treating such details as structured, shareable knowledge.
These are not edge cases in a world where travellers increasingly expect precise answers immediately. In the moment a hotel cannot answer, confidence drops. The future guest does not see internal complexity. They see uncertainty.
Doppler’s most consequential point is about what happens next, when the primary “guest” asking questions is no longer a human. He outlines a progression: We have human-to-human interaction like we have today.
Then “human-to-AI,” which is the chatbot era. The next step is “agent-to-AI,” where a user sets a goal and an assistant goes off to execute it.
Then comes the big shift: In the future, you will have agent to agent.
In his framing, a traveller will have a personal assistant, and the hotel will have its own agent that can respond. And they will have a conversation,
he says. That is crazy.
It is also logical. If a traveller can ask their phone to plan a London weekend, compare options, and book with stored payment details, then a hotel’s discoverability becomes a data problem before it is a branding problem. Hotels that cannot provide clean, current, machine readable information risk being excluded by default, not because the product is poor, but because the product is unknowable.
This conversation is not a call to chase shiny tools. It is a call to do the unglamorous work that makes every tool meaningful.
Doppler’s view is that the hospitality AI race will not be won by whoever has the most charming interface. It will be won by whoever is most reliable when asked specific questions, at scale, across channels. When intelligence is a commodity,
the competitive advantage is the discipline to own, maintain, and distribute hotel knowledge.
Or, to borrow his language, the future is not just about being smart. It is about being knowable.
 Quicktext Becomes QuintaMonday 19 January 2026 |
Organization
Quinta (former Quicktext)
https://www.quicktext.im/
64, Rue Jean-Pierre Timbaud
Paris, 75011
France
Phone: 33 1 85 54 00 49
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