Accor’s Camil Yazbeck on growth, augmented hospitality and authenticity
Accor’s global chief development officer – premium, midscale and economy, explains how its concept of “augmented hospitality” stretches far beyond rooms, spanning branded residentials, food and beverage, co-working, and wellness
05 February, 2026
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In an era where hospitality is evolving beyond traditional hotel stays, Accor stands at the forefront of transformation. With more than 5,680 hotels and around 850,000 keys globally, the French hospitality group is redefining what it means to be a hotel company.
Leading this shift within the premium, midscale and economy division is Camil Yazbeck, global chief development officer, whose background across hotel operations and private equity gives him a distinctly owner-focused perspective on growth.
In this interesting conversation with Gulf Business editor Neesha Salian, Yazbeck explains how Accor’s concept of “augmented hospitality” stretches far beyond rooms, spanning branded residentials, food and beverage, co-working and wellness.
He outlines how an owner-centric, partnership-led model, aligned with national agendas such as Saudi Arabia’s Vision 2030, is shaping expansion across key markets. From the significance of the Treasure Island signing in Las Vegas to the rise of the elevated segment and the growing importance of conversions, Yazbeck shares how Accor is positioning itself for a more experience-driven, authenticity-focused future.
You manage an enormous global remit. How do you stay on top of it all and remain as calm as you seem?
It really comes down to having the right team and trusting that team. Without them, I can’t do anything. I’m very lucky to be supported by people who handle things day in, day out, and that makes a huge difference. Preparation is also key, being well organised and self-motivated.
I always say leadership is about the ability to influence, persuade, and inspire people to get the job done. Teams need to feel inspired. Beyond that, it’s about self-leadership and having strong support at home as well. It’s team, family, and mindset. A positive mindset is incredibly important.
You describe yourself as a global citizen. How does that shape your leadership style?
I love that idea. I’m Lebanese, French, British, and my grandmother was Greek, so I suppose I’m very global by nature. Growing up across different cultures makes you adaptable. You learn to take the best from each culture, and if you do that, you can build strong relationships and win trust. That adaptability helps enormously in a global role like mine.
The Middle East, Africa, and Turkey are seeing strong momentum. How is Accor scaling in these markets while protecting returns?
Globally, Accor has close to 5,700 hotels and a pipeline of around 1,400 properties, representing roughly 240,000 keys. Development is structured regionally, and while I oversee global development, the Middle East, Africa, and Turkey are managed by a dedicated leadership team.
In that region alone, we operate around 350 hotels today, with approximately 150 new openings targeted by 2028. For me, success isn’t just about signing deals, it’s about opening hotels quickly and operating them well so there’s a real win-win for owners and for Accor.
A major factor is alignment with national agendas. Whether it’s Saudi Arabia’s Vision 2030, the UAE Tourism Strategy 2031, or Egypt’s tourism plans, our development strategy maps directly against these frameworks. That alignment builds confidence for investors and helps ensure long-term support.
How important is diversification across segments to that growth?
It’s critical. We have more than 45 brands, which allows us to capture demand across luxury, lifestyle, premium, elevated, and essential segments. Some of the fastest-growing areas right now are branded residentials, extended stay, and mixed-use developments.
Hospitality used to rank much lower as an asset class, but today it’s firmly among the top choices for investors. The reason is diversification. A mixed-use development can include a hotel, branded residences, extended stay, food and beverage, and wellness. That spreads risk and strengthens asset value.
Branded residentials, for example, typically commands a 30 to 40 per cent premium over non-branded residential. We created Accor One Living specifically to focus on this space, bringing in industry specialists to scale it properly. Owners can sell units early, generate cash upfront, and reinvest in the asset.
You often describe Accor as an “augmented hospitality” company. What does that mean in practice?
It’s not a buzzword. It reflects the fact that we go far beyond hotels. We operate across hotels, extended stay, branded residential, food and beverage, co-working, and wellness. We manage or franchise around 12,000 restaurants and bars globally, and we have multiple food and beverage brands that can be integrated into hotels or mixed-use projects.
On top of that, we have Accor Live Limitless, with around 100 million members. What’s different is that members can earn and use points not just in hotels, but across restaurants, bars, events, concerts, and other lifestyle experiences. From the customer side, it creates a much richer ecosystem. From the owner’s side, it drives revenue across multiple channels.
How does your background influence the way you work with owners?
I come from hotel operations and private equity, so I’ve sat on the owner side. I understand the importance of considering the cost of capital, investment criteria, holding periods, and return expectations. That’s why our approach is partnership-led.
We adapt deal structures to the owner, whether they’re private equity, family offices, or sovereign funds. We have master development agreements in markets like the UAE, Saudi Arabia, and across Africa to accelerate growth. We’re asset-light, we own our brands, and our focus is always on return on equity for our partners.
Today, about 50 per cent of our signings are conversions, which reflects market realities. Conversions allow faster entry, lower capex, and reduced risk, especially in a high-inflation environment.
Looking ahead to 2026 and beyond, what excites hoteliers the most?
I prefer to talk in practical terms. Take Treasure Island in Las Vegas, part of our Handwritten Collection. It’s nearly 2,900 keys, one of the largest deals we’ve done, and it shows how the market is shifting.
Owners want access to distribution, loyalty, procurement, and global systems, but they also want to preserve the identity and authenticity of what they’ve built. Our role isn’t to erase that, it’s to enhance it while connecting the property to a global ecosystem.
Travellers today are looking for authenticity. They want to feel the neighbourhood, experience local culture and food, and stay somewhere that feels unique. At the same time, they expect safety, comfort, loyalty benefits, and consistent service. Brands need to be flexible enough to deliver both.
What major trends will define hospitality over the next five years?
One big trend is the rise of the elevated segment. It sits above essentials and below traditional luxury, and it’s growing fast as the global middle class expands. India is a great example. That’s why we’ve partnered with InterGlobe to open hundreds of hotels and focus on tier-two and tier-three cities.
Another key trend is conversions. They offer speed, lower risk, and allow owners to retain authenticity while benefiting from international systems. We’re also investing heavily in technology, particularly AI, to remove repetitive tasks for our teams so they can focus on genuine service.
Sustainability and ESG are no longer optional. Conversions often improve ESG performance immediately, and we’ve created clear frameworks for owners, from quick wins to long-term improvements.
Finally, which markets are you most optimistic about?
The Middle East and North Africa remain strong, but India is a major growth engine. Europe continues to perform well, and in the US, we’re very selective, focusing on key gateway cities and specific brands.
Globally, we sign around 70,000 keys a year, and this year (2025) will be another record. Growth comes from discipline, focusing on the right markets, the right partners, and the right brands. When you combine that with diversified revenue streams and strong owner partnerships, hospitality becomes a truly mainstream asset class.
