Welcome to the 6th edition of Hospitality’s Leading Voices – your gateway to the bold ideas and visionary minds reshaping the future of hospitality!
This Month’s Game-Changer: Christophe Laure, General Manager of the InterContinental Paris Le Grand and Regional Director for IHG Southern Europe. With over three decades of international experience and a portfolio of nine luxury and lifestyle hotels, Christophe Laure exemplifies modern hospitality leadership. From mentoring the next generation to elevating emotional guest experiences, his philosophy is simple yet powerful: “Born to serve.” In this exclusive conversation, he shares the values, challenges, and vision behind one of Europe’s most storied hotels.
Leading Two Roles in Hospitality
Christophe, can you describe your current role?
I actually wear two hats. First, I’m the General Manager of the Intercontinental Paris Le Grand. And second, I’m Regional Director for Southern Europe, overseeing several properties in the luxury and lifestyle segment – places like the Carlton in Cannes, Intercontinental hotels in Madrid, Amsterdam, Paris of course, and others in Marbella, Mallorca, and Barcelona. All in all, it’s a portfolio of nine hotels.
How do those two roles differ?
In Paris, I’m hands-on – I’m fully responsible for the hotel’s day-to-day operations. In the regional role, I work more as a strategic partner to hotel GMs, helping them reach their goals and supporting owner relations. Over the past five years, I’ve especially been focused on opening new hotels across the region.
The Iconic Intercontinental Paris Le Grand
Let’s talk about the Intercontinental Paris Le Grand, which many would call iconic. What makes it so unique?
I like to say that we’re not just a palace in Paris – we are Paris in a palace. The Grand Hôtel opened in 1862 under Napoleon III, during a peaceful and prosperous time. He wanted a place where he could host royalty and diplomatic delegations, to strengthen international ties and promote trade. He turned to the Pereire brothers for financing, Haussmann to reshape the city, and Charles Garnier – yes, before the Opéra – to design what is now our Salon Opéra. It was a meeting of visionary minds that gave birth to this extraordinary hotel.
So it’s deeply tied to the city’s history…
Absolutely. The Opéra, just next door, opened seven years later. The Grand Hôtel has evolved over time, with major transformations – the latest was in 2021 after three years of renovation. Today, our positioning is so strong that I truly believe the Grand Hôtel embodies the pinnacle of luxury: top-tier accommodation and gastronomy under one roof.
A Diverse and International Clientele
What kind of guests do you welcome?
We have 450 rooms and suites. Our clientele is incredibly diverse – business and leisure, individual travelers and groups – and very international: North and South America, Asia, the Middle East, Europe… Our location is a huge asset, just steps from the Opéra, Place Vendôme, and the Grands Magasins. The Intercontinental brand gives us global appeal, and the renovations have taken our luxury offering to the next level.
Anything else that stands out?
If you just came out of hotel school and you’re wondering where you can apply everything you’ve learned – look no further. The Grand Hôtel touches every discipline. Whether your path is in operations, finance, marketing, revenue, or distribution – this hotel is like a living, breathing university.
Career Journey and Sense of Vocation
How did you get into hospitality?
I grew up in a small village in the south of France, between Monaco and Menton. Every morning, I’d walk past the iconic Hôtel de Paris and Hôtel Hermitage. I was fascinated. At 15, I enrolled in the brand-new hotel school in Monaco for my CAP/BEP, and later graduated from the École Hôtelière de Lausanne. For me, it was a calling.
How strong was that sense of vocation?
I was born to serve. I love what I do and wouldn’t trade it for anything. It’s a demanding career – you know this, Philippe – and it requires a good deal of self-sacrifice. But it’s absolutely worth it.
Shaped by Global Experience
Tell me more about what shaped your view of hospitality.
I lived in Central Africa with my father from age 10 to 14. That experience gave me a passion for travel, for discovering new cultures, adapting, stepping out of my comfort zone. It laid the foundation for everything that followed.
That human and cultural dimension seems central to your leadership.
Completely. And when you combine that with both academic and professional leadership development, it becomes a powerful tool – to serve owners, drive profitability, support team growth, and create long-term value.
Evolving Luxury Expectations
Has the luxury guest changed over the years?
There’s definitely a pre- and post-Covid reality. But fundamentally, luxury guests still expect excellence. They want to feel cared for, heard, understood – and not just functionally, but emotionally.
Emotional experience – that’s something you emphasize.
It’s everything. It’s what makes a guest choose one hotel over another. When there’s soul, when teams serve with heart – guests feel it. Our job is to leave them enchanted, like they’ve just lived something extraordinary.
Changing Travel Trends
What about travel habits? Are they changing too?
People travel less frequently but stay longer. Leisure has overtaken business. Luxury prices have increased significantly, so expectations are higher than ever. That’s why consistency and service excellence are non-negotiable.
How do you meet those expectations?
Through ongoing investment – in product, in training, in talent. That’s the only way.
Team Culture and Emotional Connection
So, mindset is everything. Your staff must be fully aligned.
Absolutely. In a hotel, everyone is a hotelier. You have to know why you’re here. What’s your purpose? If you love serving and do it with authenticity, you’ll enjoy it too. It’s demanding, but incredibly rewarding. And that’s why team spirit is so essential.
What do you mean by that?
It’s the inverted pyramid. The first people guests meet are the doorman, bellman, front desk, concierge – not me or someone from the executive committee. The guest experience begins with them. That’s where impressions are made.
Leadership and Talent Development
Is that your lens as a leader when hiring?
That’s the secret. Spotting that drive, that talent. Because one day I’ll be gone – and it’s my job to instill a culture that outlives me. A spirit that’s shared across the whole hotel.
And how do you recognize that spark?
Experience helps. Sometimes it’s just a feeling – a subtle something between the lines. Even if a candidate is shy or inexperienced, if I sense the desire to serve and to grow in this world, that’s enough. The rest will come.
Recruiting in a New Landscape
Is hiring still a challenge today?
It’s better than just after Covid, but yes – we’re always looking for talent. Today’s candidates have different expectations: generational, cultural, and even philosophical. They want to know who we are as a company – what we stand for, our culture. And they want to understand what growth opportunities we’ll offer.
Do you still get many applications?
We used to get 10 solid applications per role. We’d shortlist two and choose. Now we get maybe three or four, and we pitch ourselves to them just as much as they pitch themselves to us. The balance has shifted.
A Day in the Life of a GM
What’s a typical week like for you?
There’s no such thing! My day starts with what I call the “operational vacuum” – you get pulled right in from 7am until late at night, whether it’s 8pm or 11pm. A thousand things happen – some planned, some not. But typically, I start with a debrief with my Director of Operations, then alternate between team matters, finance, commercial, marketing. I always make time for client interaction – sometimes over lunch. And of course, I spend quality time with our owners.
Advice to the Next Generation
What advice would you give a young person considering hospitality?
It’s a fantastic industry. It’s global. Just look at IHG: 6,000 hotels, 20 brands, 140 countries. Whether you’re in operations or corporate, there are so many ways to grow – at home or abroad.
One last tip?
Yes – get out of your comfort zone. Early in your career, take the tough posts. Choose the challenging markets. They build character, confidence, and credibility.
Final word?
Love yourself. Love others. And love to serve. That’s the heart of it.
About Philippe Roy: He’s a contributor of HSMAI Europe and the founder of Red Yucca, an Advisory Services firm helping companies and merchants reduce their cost of accepting payment cards. It has a deep expertise on Influence Strategies, Complex Negotiation, Value Propositions and Relationship Management. It operates both locally and globally. Philippe is also a new member of the upcoming HSMAI Europe France Advisory Board. This interview was conducted by Phillipe Roy.
About Christope Laure: Born on November 19, 1964, on the French Riviera, Christophe Laure spent part of his childhood in Africa, where he developed a lifelong passion for travel. He studied hospitality, including at the prestigious École Hôtelière de Lausanne, and began his career at the Société des Bains de Mer in Monaco before joining InterContinental Hotels in 1992. His international journey has taken him to Spain, Oman, Jordan, Egypt, and Malta. For over 15 years, he has served as General Manager of the InterContinental Paris Le Grand, while also acting as IHG’s Regional Director for Southern Europe, overseeing nine luxury and lifestyle properties for the past decade.
Since returning to Paris in 2011, Laure has actively supported causes including Mécénat Chirurgie Cardiaque—helping save over 15 children’s lives—Make-A-Wish, the Dialogo association for Franco-Spanish relations, and the Un Avenir Ensemble Foundation. He has received the National Order of Merit from both France (2015) and Spain (2019), and was awarded the Palme d’Or for Heritage Hospitality in 2023. President of UMIH Prestige since 2014 and a patron of the arts, Christophe Laure is widely respected in both diplomatic and hospitality circles. His four decades of service reflect a deep commitment to excellence, empathy, and purpose—guided by his personal motto: “Born to serve.”
About HSMAI Europe
HSMAI – Hospitality Sales and Marketing Association International – is a global organisation founded in the US in 1927. HSMAI Region Europe is the European arm of the organisation. HSMAI Europe aims to be a key influencer, pioneer and the go-to industry resource for professional development, commercial strategies and sustainability in the hospitality, travel and tourism industry. With a strong focus on education, HSMAI has become the industry champion in identifying and communicating trends in the hospitality industry while operating as a leading voice for both hospitality and sales, marketing, and revenue management disciplines.
