Author
Author

Nicolas Frangos

Forward Thinking Hospitality Executive

Nicolas  FrangosNicolas Frangos is a multi-skilled Hospitality Executive with distinctive knowledge of Luxury Hotel Operations, Development and Asset Management, directing international hotel groups, mixed-use business, multi-unit properties and outstanding luxurious hotels, introducing strategies to drive growth within intensively competitive markets, delivering significant return on equity and invested capitals (ROIC). President Hospitality Division of Hashoo Group, a premium conglomerate with a diversified international portfolio and six core businesses, previously Chief Operating Officer at Al Rayyan Tourism Investment Co. Qatar, a wholly owned subsidiary of Al Faisal Holding, engaged in hotels development, acquisition and leasing with a primary focus on the Luxury hospitality sector and hospitality-related services both in Qatar and overseas. Prior to assuming this role, he was the Chief Executive Officer of Luxury Hospitality Holdings, management & consulting firm servicing Hotels & Resorts, setting new standards in Luxury by blending exceptional concepts with the highest customized quality services, he was also the Managing Director of Lutece, Hediard Hospitality Co. EMEA Food and Beverage services Co. supporting luxury Hotels & Resorts, Relais & Chateaux and exclusive Michelin star restaurants, earlier he was the Managing Director of Frantour Hotels &Resorts, hotels owner and operator. He is a graduate of European Hotel College, Ecole Superieure de Tourisme Paris, and Ecole Hoteliere de Strasbourg, (CRDE) of AH&LA, MBA in Hospitality & Tourism from Edinburgh Napier University.
Insights by Nicolas Frangos (6)

Leadership Agenda for 2020’s Hospitality Industry

Here are the brushes to paint on your own blank canvas:

How you differentiate your leadership style, towards 2020?

What kind of leader are you? Are you bold? Are you creatively explosive? Do you break the rules (whilst explaining why, and creating new better ones) challenging the status quo?

The Magic of Metamorphosis: Organizational Change and Inspirational Leadership

They say that our security can only be found in our ability to adapt and he who rejects change designs his nemesis. Corporate culture has undergone radical change, and the need to align business models with these changes has proved a challenge if the right channels of implementation are not used.

Corporate Social Responsibility: Environmental Management and Sustainability Strategies for Hospitality Organisations

This article aims to evaluate hospitality organisations and how they improve their responsibility of being environmentally sustainable. The report propose strategies, plans, processes and tools, to industry executives and all other stakeholders (employees, local communities, vendors, operators, owners, investors) to make decisions that have immediate impact to triple bottom line (economic, environmental, and socio-cultural sustainability).

The 4CI’s (Contemporary Issues) in the Hospitality Industry

In the recent years, investors and hoteliers have been increasingly made aware of how the environment and social life impacts hotel operations and developments. Factors that have contributed to this awareness include the desires of hotel owners and operators to reduce costs of operations, change required for sustainable development, increased regulations that pay attention to development and operations and the way attitudes of investors are changing towards the environment.
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