His journey began in hotel operations, working hands-on across departments such as Food & Beverage, Housekeeping, and Sales in some of the world’s most prestigious properties. These experiences gave him an insider’s understanding of both service and people management. After honing his HR expertise at Accor and later overseeing large-scale HR operations for Boulangeries Paul in France, he returned to luxury hospitality before embarking on his U.S. chapter.
Now based in New York City, he is deeply committed to fostering inclusion and building a workplace where every individual feels valued. His HR vision is rooted in creating meaningful employee experiences, nurturing talent, and celebrating diversity as a driver of innovation. In this conversation, Guillaume shares how his global career shapes his approach to HR, why diversity is essential for success, and what the future of talent management in luxury looks like.
Hello, could you share with us your professional journey, from your early experiences to your current role as Deputy Head of HR at Printemps New York?
I began my career in operations, gaining hands-on experience across various departments in the hospitality industry from Food & Beverage to both Front and Back of House, as well as in corporate settings. I had the privilege of working in luxury properties in Saint-Tropez, Prague, and Paris, with inspiring people, I was directly exposed to the exacting standards and expectations of the ultra-luxury world. These experiences instilled in me a strong sense of discipline and a deep appreciation for service excellence.
My operational background before transitioning into HR allows me to anticipate challenges and truly understand the needs of my employees.
In the HR field, my journey began with an apprenticeship during my MBA in Paris, followed within the Accor Group. This apprenticeship was a path to excellence, offering comprehensive exposure to all HR areas: labor relations, union, payroll, training, recruitment, and more. It also gave me the opportunity to work across various Accor brands, from economy to luxury segments, providing a broader perspective on the business.
After the COVID-19 pandemic, I decided to broaden my expertise and joined Boulangeries Paul, overseeing HR across all subsidiaries in France around 90 bakeries and over 1,000 employees. This was an incredible learning experience, yet I deeply missed the hospitality industry, the sector I am truly passionate about. I then returned to my calling by joining the luxury hotel group 2L Collection Hospitality, managing all properties within the group. Here, the expertise, magic of luxury, and art of hospitality were at the heart of everything we did.
And then, New York City came knocking at my door, and I began my journey in the U.S. with the InterContinental New York Times Square.
Your career has led you to work in diverse sectors such as luxury hospitality and retail. What common values do you find between these two industries, and how do you apply them in your HR management strategy?
In both luxury hospitality and retail, I’ve learned that what truly connects these industries are strong human values.
For me, it begins with kindness, active listening, and a genuine care for people. I believe that details make all the difference, and that passion for customer service is what creates memorable experiences.
In my HR approach, I bring these same principles by creating unique experiences not only for employees but also for customers. That means always making fair choices in the best interests of the company, while making sure people feel respected and supported.
I am committed to helping talents grow, welcoming them with care, and believing in their potential even the potential they sometimes don’t see in themselves.
I also believe that the true key to success and differentiation lies in diversity. A diverse team, where everyone brings their own personality and strengths, is what allows an organization to innovate, grow, and go beyond its limits. As an HR leader, my goal is to reveal talent, encourage people to push further, and create an environment where diversity is celebrated and everyone can thrive.
Having held various roles such as in customer service, housekeeping, reservations, and sales, how have these experiences shaped your HR strategy?
Those experiences have given me a true 360-degree view of operations, both front and back office. This operational background allows me to fully understand the challenges employees face on the ground and stay connected to the reality of daily operations.
It also helps me anticipate issues before they arise and find practical, effective solutions.
Most importantly, it gives me credibility with employees, because they know I’ve experienced their roles and truly understand what they go through.
In recruitment, this background allows me to be very precise in identifying and targeting the right profiles, ensuring a strong match between candidates, the role, and the company’s culture.
In a dynamic environment like New York, how do you integrate diversity and inclusion into your HR strategy?
Diversity and inclusion are the key to success in a dynamic environment like New York.
Without diversity and differences, a company is bound to fail.
At Printemps New York, we are proud to be one of the most diverse companies in New York, and it’s not just me saying it our local employees can attest to it.
Our team represents many nationalities and communities, and we have a strong diversity and inclusion policy in NYC. Everyone is truly welcome, and we actively celebrate differences.
This approach also reflects our clients, who are equally diverse and seek unique and inclusive experiences. Integrating diversity and inclusion into our HR strategy means ensuring that both employees and clients feel valued, respected, and part of a culture that embraces uniqueness.
As an expert in human resources, how do you see the evolution of employee expectations in the luxury sector, particularly regarding well-being, diversity, and inclusion at work?
Today, as employees, we want to feel respected, heard, and supported with the right tools and training.
We also value recognition, celebrating successes, and regular feedback from managers, through evaluations, check-ins, or seminars.
Work-life balance, fair and competitive compensation, and in the U.S., a solid benefits package especially health coverage are essential.
Another key aspect in luxury, whether hospitality or fashion retail, is networking and visibility. The industry is very close-knit: people know each other, and talent often moves from one luxury house to another.
On top of that, we also need flexibility and an organic approach. The expectations of yesterday are no longer the same as those of today, and we must put the human being at the heart of our concerns.
My HR strategy focuses on helping employees grow, connecting them to the right opportunities, and creating a supportive, flexible environment where they feel valued and inspired.
With your experience in renowned companies, what current trends in talent management do you believe will shape the future of the luxury industry?
First, listening to employees and providing flexibility are key to meeting evolving expectations. Promoting diversity and difference is also essential, as it drives creativity and innovation.
Career growth remains a priority, with promotion opportunities, mentoring, and international mobility helping to develop and retain talent. An open-door policy and regular feedback foster trust and engagement.
In addition, networking and digital tools are becoming increasingly important, enabling employees to connect, learn, and gain visibility across the industry.
While AI is starting to play a role in HR, I believe it’s still a bit early to consider it among the main trends but I am convinced it will become more relevant in our profession in the near future.
To finish on a more personal note, if you were...
A destination: California! I love Southern California. As soon as I have a little free time, I hop on a plane and go to LA, Santa Monica, San Diego…
A fragrance: Trvdon 45 °
A song: “Don’t Stop Believin’” from Journey
A moment of the day: Early in the morning, as soon as I arrive at the office around 7:45, it’s very pleasant. I’m a true early bird
