The future of hospitality according to Thomas Dubaere

Thomas Dubaere, born in Kortrijk, began his career modestly at the Novotel in Bruges. Today, as CEO, he leads Accor's entire Americas division - one of the world's largest hotel groups. From São Paulo, he manages hundreds of hotels and tens of thousands of employees. But he doesn't do that with spreadsheets and dashboards alone. "People are the heart of this business," he says firmly, "and no artificial intelligence comes between them."

Anyone speaking to Dubaere will quickly notice: his story is as international as it is personal. "When I lived in Barcelona for seven years as a child with my parents and two sisters because my father had a similar ambition, I got a taste for discovering other countries and cultures. Like him, I also involved my own family in this adventure," he says of the decision to leave Belgium behind. First London for ten years and then finally Brazil. "You run a hotel with your gut, not with a manual. You have to feel what people need."

And it is precisely this human side that is the common thread running through his career. "I got into this sector because I love people. I work with people and for people. When I see that someone grows because of our environment, it gives me satisfaction. That is my 'why'." He has therefore never forgotten his humble West Flanders roots. "I often say it: the little Belgian is everywhere. And he makes a difference everywhere."

Bleisure and 'gig tripping'

Where once there were strict dividing lines between business travel and leisure, today these have become completely blurred. Bleisure = business + leisure. "After the pandemic, everyone thought travel would diminish. On the contrary. We just do things differently. People now combine work with leisure more often. They take some longer leave, discover the city they are in anyway for work. That offers huge opportunities for our sector."

In addition, he sees a new trend emerging: 'gig tripping'. Fans travel especially to concerts or sporting events, but also stay longer in the city. "We respond to this with targeted offers. No more mass mailings, but personalised suggestions. Do you like Coldplay? Then you'll get an invitation when they perform in Rome."

Technology as freedom, not replacement

Dubaere is outspoken about the role of technology. "There is no AI in the world that can replace human service," he says. "But technology can help us free up time to be more human." Accor is therefore investing heavily in digital solutions that take away the 'hassle'. From contactless check-in to digital keys, customers choose how much interaction they want. "Sometimes you just want to go straight to bed after ten hours of flying, without explanations or formalities. That should be possible."

The School of Change: ongoing training for 350,000 employees

Essential to this, according to Dubaere, is training. "The biggest mistake companies make? Thinking you're done with one new tool. Without proper training, AI doesn't make sense. That's why we are investing massively in education, from the front desk to the boardroom." To keep up with the rapid changes, Accor launched the 'School of Change' - a training programme rolled out globally every year. Those training courses focus on Corporate Social Responsibility (CSR) and Environmental, Social and Governance (ESG). There, it is stated that an employee is always best to address 'The Why' first, before taking action. This way, all the changes in the world, such as AI, are addressed in the right way. "After all, change is the only constant," says Dubaere. "That is why we invest in continuous education. Each of our 350,000 employees receives training every year on current topics, from digitalisation to sustainability. Not top-down, but with a clear explanation of why."

Leadership across borders: communicating and connecting

With hotels across North, Central and South America, Dubaere manages teams from hundreds of nationalities. His key? Simple, understandable communication and structure. "I organise a virtual 'town hall' every three months, each time from a different country. No corporate blabla, but real stories: successes, challenges, inspiration. People need to know what is going on in their organisation, wherever they are." He also travels to the hotels themselves as much as possible. "You only really feel the vibe when you are among the people. No PowerPoints, but conversations at the table, with a glass of wine. Openness, humour and respect: that's what it's all about. By the way, those conversations always take place before formal meetings with local headquarters, owners, press or governments. Always in that order. Because this sector is all about relationships."

The power of culture and diversity

Dubaere does not see cultural differences as obstacles, but as a wealth. "South America is not a country, it is a continent. Argentines are not Chileans, Colombians are not Peruvians, Brazilians speak Portuguese and not Spanish, and Mexicans drink tequila and Brazilian caipirinha. You have to show respect for every identity." When he moved to Latin America, it was a conscious decision. "People here are incredibly resilient. Despite political chaos or economic uncertainty, they just keep going. They are flexible, hospitable, full of life. That gives me energy."

Diversity is therefore not a buzzword for Dubaere. "It's not just about gender or origin. It's about mentality, about ways of thinking. A diverse team brings more creativity, more innovation. Full stop."

Hospitality remains a people's business

Despite all the technological innovations, Dubaere firmly believes that hospitality is always about people. "I didn't get into this business to sit behind a screen. And that applies to everyone in our industry. A smile, a warm welcome, a sincere chat: no machine can replace that."

He also gives that message to the new generation. His 19-year-old daughter recently chose the same direction. His advice to young people? "Take your time. Find your passion. And learn languages. Language literally and figuratively opens doors. And above all: be curious. Be open to other cultures."

"Never forget from whence you came"

Dubaere ends his talk with a wink. "I am Belgian, and I always will be. I still often come to Kortrijk, to my parents' house. But at the same time, I also feel a bit Brazilian. Cultures mix, enrich each other. That's what makes our world so incredibly fascinating."

And perhaps that is at the heart of his leadership philosophy: being rooted in who you are, but open to the world. "The little Belgian is everywhere," he says with a laugh. And sometimes... at the top of a global player in hospitality.