Accor's Abel Castro celebrates expansion in the Americas with records and new projects in Brazil and abroad

With a degree in tourism and hospitality, Abel Castro has built his entire career in the sector. "I started in consulting, then worked at the beginning of FOHB and Roland Bonadona, and I've been at Accor for 20 years," Castro said.

Over the course of these two decades, he assumed increasing responsibilities, spanning the South, Southeast, North, and Northeast regions of Brazil until he became development leader throughout the Americas—from Canada to Argentina. Today, he is responsible for the company's Premium, Scale, and Young brands in the Americas.

Accelerated growth and historic milestones

The past year has been particularly significant for Accor. "Last year, we signed 28 contracts—more than one hotel per month. And this year, we're going to accelerate that pace," Castro stated.

Among the milestones, he highlighted the signature project in Las Vegas: the conversion of the legendary Treasure Island into the Handwritten Collection, which will become Accor's largest hotel in the world, with 2,884 rooms.

Additionally, Accor closed a deal in Mexico that adds 22 new contracts in countries such as Brazil, Puerto Rico, and Argentina. "These hotels have already started operating and will be converted to our brands in the coming years," he explained. The brands involved include Ibis Styles, Mercure, and Swissôtel.

Another highlight is the arrival of the Handwritten Collection brand in Brazil, with its first store in João Pessoa, and the launch of the first Tribe store in the country. "I'm in love with this brand. It's cool, with great design, music, and style. It has everything to do with Brazil," commented Castro, who also announced a second Tribe store in Maringá, scheduled to open within the next three years.

The work of strategizing and connecting investors

As Chief Development Officer, Castro's mission is to define Accor's growth direction in the Americas. "My role is to outline the strategy: where and how we will grow, which brands and business models—whether franchising or management—will be implemented," he explained.

To execute these plans, he relies on a team of 16 people spread across countries including the United States, Mexico, Colombia, Argentina, and Brazil. "The team goes into the field to implement what we decide," he emphasized.

Investor acquisition is one of the most delicate stages of the process. According to the executive, investors come from a variety of backgrounds—from American private equity firms to farming and industrial groups. "Our challenge is to demonstrate that the hotel industry is an excellent investment option, a profitable and long-lasting business that generates value and returns through professional operations," he stated.

The pleasure of seeing a dream come true

Among his many responsibilities, what motivates Castro most is seeing a project come to life from scratch. "When I arrive at an empty lot and envision the hotel, the restaurant, the operation, and then come back a few years later and see everything working—that's the most enjoyable part of my job," he revealed.

For him, hospitality is more than just a business: it's also a way to boost local economies. "We think about how many people will work there, the income, and the impact on the community," he added.

The success of SAHIC and the return to Brazil

Abel Castro also celebrated the success of SAHIC, an international hotel industry event held this year at the Fairmont Rio de Janeiro, one of Accor's iconic properties. "I can say without a shadow of a doubt that it was the most interesting SAHIC ever. It had a unique energy and audience," he stated.

The event's performance was so positive that organizer Arturo García decided to repeat the event at the same location—a first. "I think we did our job very well. It will be a pleasure to host the event again in Copacabana," said Castro.

Strategic plans for the coming years

Accor continues to expand, but with a focus on quality. "We want to grow with good hotels, good locations, and good partners," Castro summarized.

The executive explained that the franchise model will continue to predominate in Brazil—currently, 90% of contracts follow this format. "We prefer to manage large hotels in capital cities and franchise in secondary cities," he explained.

The Ibis family will continue to be the main growth driver. "We have more than 100 cities mapped out with potential for Ibis," he stated. But premium brands are also in the plans. "We have Pullman, Grand Mercure, and we want to bring Swissôtel back to Brazil as soon as a good opportunity arises."

Report: Mary de Aquino.

Photo: Divulgação Accor.