You just took on some new responsibilities. It's been quite a while that you've been working with the Accor group. What is your new challenge?

As you probably know, the group has decided to divide the operation into two big divisions: luxury lifestyle with roughly 500 properties, and premium midscale eco, called PME, with 5,000 properties. These 5,000 properties are divided into three big regions. One is Europe North Africa, which we call ENA, and I have the pleasure to lead. I'm talking about 3,000 properties in 46 countries and roughly 15 brands that we are operating in all those countries, from Mövenpick hotel, Mercure hotel, ibis, Hotel F1, etc.

How do you articulate the strategy or the roadmap you want to implement in such a diversified environment?

I have a big responsibility for the group. My first objective was to define the strategy. I decided to split my executive committee in different countries and to internationalize my teams. My second objective was to visit the team. And the third one is to now communicate the strategy that we have defined.

You have quite legacy or historical brands within the portfolio of brands you overlook. What is the idea to revamp or to change something within those brands? What is your roadmap for that?

Yes, we need to reenergize, rejuvenate, modernize those brands. Putting some flavor of lifestyle, F&B, music, fun, sexiness in those brands will be the first target. The first pillar of my strategy is to modernize the network and to focus on quality.

You have almost more than 40 countries to overlook. There is probably a discrepancy in terms of maturity for or even the hospitality industry overall. How do you manage your strategy according to this discrepancy between the areas?

My number one objective is quality...