Orchestrating a success story

“I’m often introduced as the adoptive father of B&B HOTELS,“ jokes Georges Sampeur.

When he took over the company in 2003, Georges Sampeur inherited a relatively unknown brand. 13 years later, he passed on a structured, fast-growing group with an international presence. Most importantly, he left a lasting personal mark on the company. “I’m proud to have introduced a new vision of budget hospitality, which broke away from previous standards and preconceptions that I found somewhat demeaning.”

This vision took the form of “selected services hospitality”, a world away from the “limited service” approach trending at the time. He also expressed this vision through a mandate management model. “For the relationship with guests to be multi-faceted and long-lasting, we needed hoteliers who were responsible, autonomous and truly committed.”

George Sampeur’s management style can be encapsulated in 3 words: responsibility, autonomy and trust. “At B&B HOTELS, we don’t execute orders, we do what we think is beneficial for the company. We act as adults.” The result? A strong entrepreneurial spirit at every level. “Some of the hotel managers have developed great relationships with guests and even receive postcards from them. The connection is genuine.”

Driven by this momentum and energy, Georges Sampeur steered the company as it grew: acquiring Village Hotels and expanding internationally in Europe and beyond, particularly in Brazil. Always with the same desire to be close to customers. “I remember a German customer once told me he was convinced that B&B HOTELS was a German brand. That’s when I knew we’d accomplished our mission.”

As he reflects on his career, Georges Sampeur isn’t looking to take centre stage. “What matters most is passing on the flame, not being in the spotlight.”

His motto, you don’t need to be big or strong, you need to be up to the task, sums up his entire journey and continues to inspire those who will write the chapters in this adventure.