What drew you to the H4 Hotel Wyndham Paris Pleyel Resort, and why now?
Stig Castoe: For me, the opportunity to be here was the primary draw, meaning the job opening that the owners of the hotel needed to fill. As for why this hotel and not another, I’ve worked across five continents and in many hotels, including in Paris. While I’ve seen many projects, this one stands out as unique. We are located in Saint-Denis, Paris, currently the most developing area, offering space for new buildings and offices. This hotel played a central role during the Olympic Games, and it has a promising future. The building itself is iconic. Everyone recognizes it because it once served as an office building, stood empty for years, and then underwent a major transformation, with millions invested to turn it into a hotel. Now, it’s a beautiful structure again.
For me, it’s always the challenge that excites me. We are a large hotel in an area that’s not used to this scale of operation. We have to grow the business, compete with the rest of Paris, and ensure both a good guest experience and a great work environment for our team.
From Sheraton and Le Méridien to consulting for luxury properties. How has your leadership style evolved over the past 25 years?
Stig Castoe: When you transition from working for the same hotel brand to consulting for luxury properties, you step into various situations with different properties. Often, you come into environments where others have left for different reasons, so my leadership style has evolved with that. I don’t believe in walking into a hotel and imposing my ideas. I believe in empowering the team and working alongside them. At every hotel I’ve worked, whether it’s housekeeping or waitstaff, I try to make decisions that positively impact service recovery and improve guest satisfaction.
I also believe in being transparent. It’s important for me to know the people working in the hotel, and for them to know me beyond just my title as the general manager. It’s not just about the roles, but about understanding each other as people. And of course, we all have a job to do, so it’s not all fun and games. But the more we smile and laugh, the better we perform. I see myself more as a conductor these days, like a football coach managing a team. I have talented individuals in every department, and my job is to make them play in harmony. The goal is to empower everyone, which brings me satisfaction.
What key lessons from your global experience are you bringing to the management of this hotel?
Stig Castoe: Having lived in France for many years, the biggest lesson I’ve learned is that when you work around the world, you are a guest of that country. It’s essential to listen, observe, and adapt to the culture. Whether it’s working in places like Mauritius, Poland, the Seychelles, Mexico, or any other country, people behave differently, and their customs vary. What I’ve learned from these experiences is to fit in with the team rather than make the team fit around me. A good atmosphere, solid work ethics, and delivering excellent experiences to the guests are key.
You’ve overseen many renovations and openings. What’s unique about launching or managing a property like this one in a transforming neighborhood like Pleyel?
Stig Castoe: We’re one of the largest hotels in Paris, and certainly one of the largest in Europe. This isn’t something new, but what’s crucial to me is our role in the local community. We’re engaged with local events, working with local suppliers, and listening to what the local authorities want to do. We’re creating jobs and building something new for people living in this area. Unlike established hotels in central Paris, we’re a new hotel, till in our early stages, and as I often say in staff meetings, “We’re just giving birth to a baby.” Our hotel will be here for the long term, and we’re fortunate to be part of its journey. Opening a hotel like this comes with challenges, such as filling 700 rooms with guests who are staying elsewhere, but we’re committed to providing exceptional service and offering something special to stand out. It’s like a newborn, and every day we discover something new as we grow.
Do you see any opportunities for the hotel to partner with local initiatives, artists, or institutions in the neighborhood of Pleyel?
Stig Castoe: We are already involved in the community, sponsoring events and using local suppliers for things like pastries in our restaurant. Since the hotel’s opening, much of the focus has been on the Olympic Games, but our mission is to rebuild business and integrate into the neighborhood. We have a philosophy that we only consider sponsorships for local initiatives because we believe it’s part of our responsibility to help the community grow. We are fortunate to operate such a significant business in an area where this hasn’t been done before.
With the Olympic Games just behind us and all eyes turning to the Saint-Denis area, how can the hotel leverage this momentum to attract international visitors and long-term business partners?
Stig Castoe: The Olympic Games were a great opportunity for us. There were many important guests here, including the Chinese delegation, athletes, and their families. It was a unique moment for the hotel, and the opening coincided with the brand-new metro line. In just 12 minutes, guests can be in central Paris. This development, along with the area’s redevelopment, is helping us attract attention. Many buildings are under construction, with 6,000 people expected to move into the area in the next year and a half. This period has given a boost to the area’s transformation, and we’re benefitting from this increased visibility.
In an age of digital transformation, how is the hotel incorporating innovation into guest services or operations?
Stig Castoe: Being a new hotel, we’re also very modern. We’re ahead of the curve with some of the technology we’ve implemented. For example, there are no buttons in the elevator. Instead, guests scan their key cards, and the system will tell them which lift to take and remember their floor. We’ve embraced technology quickly, and with the size of our building, it’s essential to have the latest equipment. If something malfunctions, we can immediately see and fix the issue, thanks to our extensive use of screens and digital systems.
Is sustainability part of your vision for the hotel’s future? And if yes, what actions do you plan to take?
Stig Castoe: As a new building, we’ve met all the demands for sustainability certification, in line with both local authorities and national regulations. Being a new hotel, we’ve ensured that we are up to date with all the environmental standards and certifications. Of course, there are many priorities as we continue to grow, but sustainability is certainly a part of our vision for the future.
With a few words, how would you describe the experience guests should expect at H4 Hotel Wyndham Paris Pleyel Resort?
Stig Castoe: This hotel caters to all types of guests. Whether you’re here for a romantic weekend, a business trip, or a large conference, there’s something for everyone. We recently hosted over 1,100 guests on a Saturday and over 1,000 on Friday, but the hotel is designed in such a way that you don’t feel overwhelmed by the size. It has a modern, minimalist feel with spacious areas, and we strive to offer a vibrant experience for all guests, from hosting events with DJs to providing a place for relaxation and enjoyment. The hotel is designed to offer unique experiences for everyone. For me that is the most unique from all the hotels i’ve worked with. There is a space for everybody. And everybody can have a different experience.
