In a context of accelerating transformation across the hospitality industry, Hyatt is reinforcing its strategic footprint in Southern Europe, driven by a diversified brand portfolio and a strong commitment to operational excellence, sustainability, and human capital. Manuel Melenchon, Managing Director for South EMEA, shares insights into Hyatt’s regional priorities, the group's growth strategy in emerging and mature markets, the role of technology, and how a purpose-driven culture centred on care is shaping the future of the company. With more than 80 hotels under his responsibility and a clear ambition for balanced expansion, he offers a pragmatic and inspiring perspective on what it takes to lead with resilience in today’s evolving hospitality landscape.
You have more than three decades of experience in the hospitality industry. How has your professional journey evolved?
Manuel Melenchon: “It’s been 31 years that have literally flown by.” I started as a night receptionist and have been fortunate to develop my career across multiple countries, working with teams of various nationalities. I remained loyal to one company for 29 years, until Hyatt captivated me with a truly exciting project. For the past two years, I’ve been leading the Southern Europe region for Hyatt, overseeing around 80 hotels across 11 countries.
In your view, what have been the most significant changes in the hotel sector?
Manuel Melenchon: “Technology has undoubtedly been transformative — both in how we operate and in how guests engage with us.” We’ve also seen a shift in guest expectations, a rise in leisure travel, and an increasingly diverse and enriched multiproduct hotel model.
How important are people in your leadership philosophy?
Manuel Melenchon: “I’ve always seen myself as a hotelier, someone whose calling is to make people happy.” I enjoy staying close to teams and guests, understanding the business from the ground up. For me, “the people I’ve met along the way” have been the most enriching part of this journey.
How would you describe Hyatt’s growth strategy in Southern Europe?
Manuel Melenchon: Our ambition is to grow “in a balanced and intelligent way.” Hyatt’s new organisational structure across EMEA enables us to be more agile and more focused on local needs — both operationally and in terms of our relationships with owners and partners. We see substantial potential, especially in the Inclusive Collection segment, where “we already operate more than 55,000 rooms worldwide” and are market leaders in many leisure destinations.
Which geographical areas are your current priorities?
Manuel Melenchon: We aim to strengthen our presence in key cities like Madrid, Barcelona, and Lisbon, while also expanding into emerging destinations such as Albania, Romania, Greece, Turkey, and Morocco. Our approach is to match our brands to what each destination and its source markets truly demand.
How is Hyatt addressing sustainability challenges?
Manuel Melenchon: “We don’t just want to meet industry standards — we aim to be a reference point.” Sustainability is fully embedded in our operational model. It’s both a personal commitment and a growing expectation from our guests.
How does brand segmentation support your strategy?
Manuel Melenchon: Our portfolio is structured around five brand collections: Luxury, Lifestyle, Inclusive, Essential, and Classic. “This reflects the increasing diversity of travellers,” and helps us tailor our offering not just to guests, but also to owners and destination stakeholders.
Could you highlight some key upcoming openings?
Manuel Melenchon: This year we are launching Destination by Hyatt Arena de Muro on the beautiful island of Mallorca — one of the Mediterranean’s finest beaches; LUA Soul Sunny Beach in Bulgaria, a major Black Sea resort; and Andaz Lisbon in Portugal, a unique addition to our Lifestyle portfolio.
What personal values continue to drive you?
Manuel Melenchon: One of the main reasons I joined Hyatt was its care philosophy. “We want to be the best version of ourselves so we can offer our guests unforgettable experiences.” I can genuinely say I’m proud of my decision — I’m exactly where I want to be, and I want everyone I work with to feel the same way.
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