LEADER – GILLES CRETALLAZ, COO OF DUSIT INTERNATIONAL: "WE FAVOR A CLUSTER LOGIC" (Thailand)
The Frenchman at the head of the Thai group's operations is pursuing a strategic international expansion to develop Dusit from East to West.Category: Asia Pacific - Thailand - Hotel projects Career - Interviews
Interview made by Vanessa Guerrier-Buisine on 2025-05-02
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 Gilles Cretallaz has been Chief Operating Officer of Dusit International since 2022
This hospitality enthusiast earned his spurs by joining Sofitel in Polynesia. He quickly experimented with team management, comparing theory with reality in the field, and discovered Tahiti, “paradise on earth”, a land on which he still dreams of opening hotels. This slice of Polynesian life shaped his vision of the profession.
It was in Asia that his career really took off. First within the Accor group, where his extraordinary ability to adapt propelled him to become the group's youngest general manager in Asia, managing the legendary Metropole in Hanoi, opening the So Bangkok... Before joining the regional headquarters in Bangkok. Three decades later, the man who had the “honor of being an ambassador of the French art of living” at Sofitel and Accor took on a daring challenge: leaving the comfort of a well-established career to join a Thai family-owned group undergoing major transformation. “I wanted to challenge myself, erase everything I had built, and start from scratch,” he told the Journal des Palaces. In 2022, the professional was appointed Chief Operating Officer of Dusit International.
In this rich interview, Gilles Cretallaz discusses his transition to Dusit, his ambition to reposition the group on a global scale, his vision of luxury hospitality, and shares his advice for young professionals and talents seeking an international career.
Why did you join Dusit International after such a successful career at Accor? What is your mission today?
It was a decision that surprised even me. Objectively speaking, I had no reason to leave Accor. I had a very good relationship with the directors, a great network of hotels, a great team in Bangkok. But deep down, I felt that after 33 years of loyalty, it was time to do something else.
I didn't want to build my professional life on a single experience. I also wanted to challenge myself, to erase a little of everything I had acquired with Accor, or all the credit I had built up, to start from scratch.
So, was it a good decision? Today, I can say yes, without any hesitation. But it was a risky, necessary gamble.
You left your comfort zone...
Completely. When I started at Dusit, the teams didn't know me, nor did the hotel managers. I had to prove my skills very quickly and, above all, make the company evolve. And that's when I felt good: I had a lot of space around me, a lot of freedom, and trust.
We were able to build a great team with existing talent, which was very competent, but also by making changes. I brought my knowledge, a methodology and above all a culture of performance that has proven itself after three years. This freedom to make decisions, this opportunity to develop the company not only in Asia, but also in the Middle East and Europe, has given me a more global vision, which I did not necessarily have with Accor, where I was more focused on Southeast Asia.
Today, I have global coverage, which allows me to discover new cultures, meet new people, and rediscover a spirit of conquest. But at the same time, I am more exposed: I make decisions, and I assume the consequences. That's what makes this job so exciting. We are entrepreneurs. And today, I truly feel like one.
You just mentioned a methodology that you brought with you. Can you elaborate?
The methodology is first and foremost about managing the women and men in the organization: the way we operate, communication, data management, KPI analysis, digital tools, and so on.
A key element has been the implementation of a digital revolution, particularly in communication with our guests, via our mobile applications or on the web. We have also developed an entire structure around “business intelligence”, i.e. data management and decision-making based on this data.
We created a digital lab. It was one of the first things I did. This lab is made up of young, very young talent—generally under 25—who don't necessarily come from the hotel industry but who have an in-depth knowledge of digital technology and the behavior of young consumers, and who know how to give our brands a boost.
And it has paid off: in two years, we have quadrupled our revenue from digital channels - social networks, digital distribution, etc. We have tripled direct sales. Admittedly, we were starting from a very low base, but the progress is spectacular.
We also launched a new loyalty program three months ago, which is developing very quickly.
What specific tasks were you given when you arrived?
When I arrived, Dusit had just gone through the Covid crisis. There was almost nothing in place. It was like a start-up. And that's what motivated me: to build an efficient structure in two years. I told my teams: what others do in five or six years, we will do in two.
There were doubts and concerns, but we succeeded. Today we have an operational structure, a digital ecosystem, and marketing and sales that work. Not everything is perfect yet, but we are able to face the competition.
Our image was that of a somewhat dated Thai company. We repositioned our brands to attract new guests.
My mission was to optimize the results. I had carte blanche - and a blank page - to achieve this. I worked first on the human side: supporting the directors, recruiting experienced talent. Then on communication, KPIs, management tools. Then digital, revenue management, the pricing structure.
And finally, brand image. We needed to strengthen the brand equity. And that's what we did!
How did you strengthen the brand equity?
The perception of the Dusit brands, especially among a new generation of guests, was that they were a bit sleepy. But what we absolutely want is to strengthen the perceived value of our brands, their visibility, their evocative power. We want our brands to be identified, recognized and valued at their true level, so that guests are naturally inclined to stay with us.
Image work began during the Covid period, with a team that had started to reconceptualize our brands. When I arrived, this process was already well underway, with the new identities almost finalized. My role was therefore to optimize this work, to bring these redesigned brands to life, to enhance the quality of our products and, above all, to bring consistency to the guest experience. It's not just about having a nice hotel here or there, but about guaranteeing a promise, a common signature, whatever the country.
What is particularly interesting is that the perception of Dusit brands varies enormously from market to market. For example, in the Philippines, the brand equity is extremely strong. Why? Because we have an iconic hotel in Manila, which opened over 30 years ago, and which is well-known, loved and almost institutionalized. It embodies the brand on its own.
And in the case of a new hotel?
When we open a new hotel, as we recently did in Nairobi, Kenya, we start from scratch. We have to build brand awareness and win over both guests and partners. This is also why we avoid opening a single hotel in a country. We favor a cluster logic, which allows us to pool marketing efforts, strengthen our knowledge of the local market, and create synergies between properties.
And this is where our organic expansion strategy comes into its own. The projects often come to us. They are owners looking for an alternative to the big international chains. They want something different, a direct, human, personalized relationship. In some very competitive markets, such as Paris or the United States, where there are sometimes fifty hotels operating under the same brand, some owners want to get away from this logic. And that is precisely what Dusit offers them.
We opened our first hotels in India and Malaysia in December, and before that, in Athens a year and a half ago. We are developing quickly, but with the aim of consolidating our foundations. It is not a question of spreading ourselves too thin. Managing a multitude of destinations without consistency would be counterproductive. Expansion, yes, but with rigor.
What kind of relationship do you have with the owners of your hotels?
Thai hospitality and brands in general are attracting growing interest. For many owners, they represent an opportunity to clearly position themselves on strong values such as well-being, refinement, and unique sophistication of service.
At Dusit, it's almost a tradition: we have very strong, long-lasting relationships with the families who own our hotels. They are protective of their brand, proud to be part of our world. In Egypt, Kenya, Dubai... These families have “appropriated” the Dusit brand to some extent, and this creates an extremely valuable emotional attachment.
This makes our work easier, of course, but above all, it makes it deeper, more human. This is also why we lose very few hotels. Our partners are loyal, they trust us, they give us opportunities for development.
Our hotel in Athens is a perfect illustration of this. The owner also owns the Dusit Thani LakeView in Cairo. This organic growth, based on the quality of the relationship, is the best form of development in my opinion. It is based on trust, commitment and a shared vision.
France is now part of this expansion strategy. What can you tell us about it?
We have just signed a joint venture with a French group, SYDEL, based in Paris. It is a family office active in real estate and the medical world. This new structure will enable us to develop and manage Dusit hotels in France.
We already have a few projects under discussion, particularly involving castles to be renovated, and we are looking for a differentiating brand. Our ambition is to develop a dozen or so hotels in France over the next five years.
Most will operate under Dusit Collection, our brand dedicated to boutique hotels - historic residences, heritage sites - positioned at 4 to 5 stars. It is still a young brand, which could be compared to Relais & Châteaux in its spirit, with a strong dimension of authenticity and local roots.
As a Frenchman at the head of the operations of a Thai family group, how do you feel about this position?
What is important in the professional world is the ability to adapt. I call it the chameleon spirit. You have to adapt to your environment.
In its early days, Accor was also a very family-oriented group, with Mr. Dubrule, Mr. Pélisson, etc. Then the company evolved and became a multinational. At Dusit, the family spirit has remained very strong.
For example, the founder's son, who manages development, is part of my team. We have an excellent relationship. There is no restrictive family hierarchy. My CEO is not a family member: she is Thai, has a background at IBM, and has managed a satellite company...
I don't feel any pressure related to the family structure. On the contrary, I see the advantages: strong values, an intimate relationship with the owners. It's very valuable.
You have been living in Thailand for a long time. What do you like most about this country?
I have been living there for over twenty years. I really like Bangkok. It is a mixture of traditional Asia and modernity, with a great cultural openness and incredible gastronomy.
But above all, there is a feeling of peace. People are respectful, there is very little aggression. You feel good. It is a place where it is possible to have a balanced life: relax at the weekend and be highly productive during the week.
I am fortunate to be able to contribute to promoting Thai hospitality internationally. It is a real source of pride for me, as Thailand has been my adopted home for over twenty years. Being able to support this country that has given me so much feels completely natural.
What advice would you give to a hotel industry professional wishing to come and work in Thailand?
Firstly, don't be fooled by appearances. It's a peaceful country, but very demanding professionally. You have to perform.
Secondly, you need to have real added value. There are many local talents who are well trained, particularly thanks to Dusit Thani College, our hotel school which trains 5,000 students.
Thirdly, it is essential to have a sponsor in order to obtain a work visa. And the sponsor must be able to demonstrate that you bring skills that the locals do not have.
Finally, you have to be mobile. Thailand is an excellent base, but you shouldn't stay there for too long. You have to evolve, move around, avoid confining yourself to a single destination.
And for a young person wishing to pursue a career in the luxury hotel industry?
You have to master the fundamentals, because every detail counts in luxury. Have a keen eye. Be attentive to everything.
Getting out of your comfort zone is fundamental. International experience is a real added value. You also need to be empathetic and understand the needs of your guests. Luxury is about creating unique and memorable experiences.
You have to remain humble and curious, and constantly challenge yourself. A degree is a key that opens a door. But it's only the beginning. The field is where talent is truly revealed.
And yes, I strongly recommend work-study programs and internships abroad. But internships must last at least six months to be really useful - there has to be a real balance between what society expects of the intern and what the intern expects of the company.
How do you perceive French applicants in your hotels abroad?
Nationality is not important. What counts is experience, training, but above all passion. The passion to please, the desire to serve.
Obviously, French profiles are often associated with a culinary culture, a sense of service, and an appreciated creativity. But that's not what makes the difference in my eyes. What counts is energy, enthusiasm, the will to make things happen.
And when I talk about education, I'm talking about training - not education in the parental sense. The curriculum, internships, hotel school are a good starting point. But what counts is what you make of it.
 The Dusit Thani Bangkok is the most iconic hotel in Dusit International |
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