EU remote
VP, Brand Performance & Planning – Premium, Midscale & Economy Brands F/M/X
About this role
🧭 This is where your greatest challenge awaits Twenty-one brands, three segments – Premium, Midscale and Economy – and five regions: Accor’s PME portfolio is one of the broadest and most diverse in global hospitality. To give its leaders a clear, comparable and shared view of performance, the Brand Performance & Planning function has a central role to play: becoming the single point of reference for brand performance across the portfolio.
Reporting jointly to the two Brand Presidents, you will lead a function that needs rebuilding as much as running: the leadership positions are currently vacant and the team composition will evolve. This role does not own brand strategy or execution – it shapes the quality, rigor and impact of brand decisions, at both brand and portfolio level. Your mission Daring to make an impact here means turning financial, commercial and consumer data into clear recommendations that Brand Leaders and both Brand Presidents rely on to make decisions.
You act as both an enabler and a constructive challenger to brand teams, ensuring alignment, comparability and coherence across the portfolio. Your key responsibilities Brand performance & decision enablement: decompose performance movements and explain what drives them (RevPAR and RevPAR index vs. competitive set, occupancy and ADR, channel and segment mix, like-for-like vs. ramp-up and renovation effects, brand vs. market and asset contribution); provide structured analysis, quantified scenarios and ranked recommendations; constructively challenge assumptions, priorities and trade-offs – including how a metric is constructed when the construction is driving the conclusion; support the assessment of strategic initiatives and investments.
Portfolio governance & planning rhythm: own and orchestrate the brand performance and planning cycles (Strategic Marketing Plans, Quarterly Business Reviews, multi-year brand plans, budget cycles); define and maintain common frameworks – KPIs, definitions, templates, standards – so that numbers reconcile and comparisons hold; consolidate a coherent portfolio-level view and act as guardian of performance discipline, including with the regions.