New York, New York, United States
I lead Accor’s Premium segment, a portfolio of 540+ hotels and 290+ pipeline properties across 95 countries, generating more than €2.7B in annual revenue. My background started in operations and brand. Over time, my focus has shifted toward something broader: how to turn a brand into a system that drives performance, consistency, and long-term value. I built that conviction over two decades at Starwood & Marriott, leading W Hotels globally as VP of Brand Management for one of the most distinctive luxury lifestyle brands, and scaling AC Hotels from concept to more than 250 properties across two continents. My role spans the full value chain: building brands that owners choose to invest in, teams are proud to deliver, and guests actively seek. That requires translating strategy into operating standards, commercial discipline and measurable performance at scale. I have run hotels as a General Manager in Hong Kong and Mexico City, led transformations across multiple regions, and worked directly with owners on development and capital decisions. This combination of operational, commercial, and strategic experience shapes how I approach growth and performance. Growth is never one-size-fits-all. Having led hotels and portfolios across four continents, I have seen how brand, distribution and operating models must adapt to very different market dynamics while keeping a clear and consistent core. That is one of the most underestimated disciplines in this industry. The question I keep returning to: what makes a brand genuinely irreplaceable, not differentiated on a slide, but harder to substitute in the mind of someone who has the choice?
Accountable for the strategic direction, performance and value creation of Accor’s Premium segment, overseeing 540+ hotels and 290+ pipeline properties across 95 countries, generating €2.7B+ in annual revenue. • Re-architected the Premium portfolio strategy and operating model, sharpening brand segmentation and reallocating resources toward higher-yield growth to strengthen differentiation and long-term asset value • Shifted development mix toward higher-quality assets, with Premium consistently representing 28–30% of total rooms signed, increasing portfolio value density and fee accretion • Elevated pricing power and guest perception across the segment, increasing Premium Review Performance Score from 86.7 to 89.9 between 2022 and 2025, reinforcing pricing power • Delivered brand-level performance acceleration, with Pullman RevPAR increasing by +30% over 2 years, confirming successful repositioning and stronger market competitiveness • Implemented a data-driven commercial and marketing governance model across regions, reducing CPM by 74% (€2.7 to €0.7) and increasing paid search ROI from €25 to €29 per €1 invested • Strengthened execution discipline at scale, increasing audit coverage from 30% to 80% and achieving 70%+ compliance across Premium brands, aligning 2,000+ standards under a unified quality framework • Regularly invited to speak at global forums including ILTM, ITB Berlin and Skift Forum, as well as private leadership sessions, on brand strategy, growth, performance, and the future of luxury and premium hospitality
Transformed all aspects of Brand and Consumer Experience to reposition the brand as product-market fit for new Luxury and Gen Z customers, offering sophisticated experience and design, combined with social conscience, playfulness and audacity, supported by unique culture. • Led brand transformation strategy, spearheading 17 renovations with over $200M in investment; opened 7 new hotels and formulated a new global positioning for the brand • Drove the consumer insights research strategy through multiple global focus groups, influencers and customers interviews, data analytics to identify unmet consumer demands and market whitespace • Crafted the brand strategy from end-to-end, including developing a new Consumer Profile definition, updating brand DNA and new brand story, new visual identity, communication and roll-out plans through global collaboration with continents and multiple worldwide agencies management • Developed and implemented global design strategy, portfolio, asset management and growth / go-to-market strategies, restaurants and bars strategy, based on newly gained consumer insights and renewed brand positioning • Owned and managed key stakeholder relationships, garnering trust and investments from owners and investors in the brand and products, with 25% of global portfolio already impacted and pipeline up 17% • Oversaw a $17M annual brand budget, directing investments across brand, marketing and continent initiatives; highly experienced in initiative management to drive business model improvements
Expanded the business globally successfully merging the Spanish company into the Marriott International portfolio, building a design-forward business traveler brand with an understated presence. Led full implementation of brand culture across all disciplines, while driving operational excellence and profitability. • Drove buy-in and trust of global multi-cultural stakeholders and financial partners (under a JV agreement with franchises), through strong interpersonal and business skills, delivering ROI in record time (Ramp process to 100 REVPAR for new hotels decreased from one year to four months) • Grew the portfolio from 60 to 200+ hotels while achieving highest level of guest engagement (from 50.9 to 64.4 in 16 months) • Led long-term brand strategy with a clear globally relevant positioning, delivering an in-depth analysis of the consumer insights (including shifts in consumer behavior), competitors, and macro trends. • Shaped and rolled out comprehensive marketing platform (partnerships, SM, campaign, activations, digital, media) to drive brand awareness, leading to increased budget from 1M to 9M within three years
Rejuvenated, repositioned and transformed Latin American flagship property to exemplify the ultimate in “W” brand values, satisfying demand for a premiere 272,000 sq. ft. lifestyle luxury hotel. • Met challenge to achieve ROI in only three years while creating the best product in the largest, most competitive Mexican market; aligned all operational processes to customer needs, ensuring guest satisfaction, while improving EBITDA from 31.3% to 38.6% with premium pricing. • Launched new sales/marketing/online/PR strategy to “refuel the cool” with comprehensive marketing strategy, extended to all properties in Latin America; achieved #1 rank in online customer interaction locally I am not sure what locally means here
Introduced and customized global brand to accommodate to local Asian culture; tailored phenomenal US-based category into a successful Asian concept of flagship Asian hotel, with 393 rooms, 4 outlets, spa, retail store and 430 employees. • Grew annual revenue to US $52 million, ranked 1st in occupancy among competitive set four months after opening; flow through margin reached 45% vs. 30% • Led changes for cutting edge design, construction and operational details generating recognition and awards by major industry and media trendsetters such as Conde Nast “Best New Hotel of the World”
Pre-opened, opened and transformed two flagship properties (Krakow, Casablanca) through innovative concepts and design, incorporating Six Sigma process. Assumed responsibility for quality measures, customer engagement and financial performance becoming the largest EDITDA contributor in the regions and leading customer satisfaction.