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,