As Chief Commercial Officer for Accor’s Premium, Midscale & Economy Division across the Middle East, Africa and Asia Pacific, Kerry Healy oversees some of the most diverse and fast-evolving hospitality markets in the world. In this exclusive interview, she discusses how Accor is harnessing data and AI to deliver hyper-personalised experiences at scale—without losing the human touch. From redefining loyalty beyond points and perks to embedding emotional connection and cultural relevance into every stay, Healy shares how Accor’s vision for hospitality blends innovation with authenticity to create meaningful, lasting relationships with guests.
Hyper-Personalisation & Guest Engagement
Q: How is Accor leveraging data and AI to deliver truly personalised guest experiences across such diverse markets as the Middle East, Africa, and Asia Pacific?
At Accor, we see AI as a way to remove friction so our teams can deliver hospitality at its best. It’s not about replacing people, it’s about empowering them. When technology takes care of the complexity behind the scenes, our Heartists can focus entirely on creating those meaningful, personal moments that define a great stay.
We’re building what we call a connected guest identity; one live profile that unifies our PMS, CRS, app, web, and ALL Accor loyalty signals across markets. That means we can recognise a guest instantly, wherever they are in the world, and anticipate their needs in real time.
The impact is already tangible. Across the region, we’ve seen a 30% uplift in direct engagement rates and a 20% improvement in conversion from personalised campaigns, thanks to AI-driven decisioning and predictive modelling developed by our digital and CRM teams. In Asia, for example, our hyper-personalised campaigns across Southeast Asia and Japan have delivered double-digit growth in direct bookings and significant increases in repeat-stay intent, showing how cultural nuance and local data can combine to create truly resonant experiences.
This creates a seamless experience end-to-end. Before arrival, guests see room options and benefits that reflect their previous stays and travel preferences; no forms, just one tap. On property, our teams have access to preferences like dietary needs, language, or room location, right at their fingertips. And post-stay, we can design service-recovery journeys that feel personal and relevant to the guest’s experience and future travel intent, rather than relying on one-size-fits-all promotions.
We’re already seeing results: faster recognition at check-in, higher uptake of relevant add-ons, and quicker closure of service issues.
By 2026, our ambition is that most stays will be guided by one-to-one decisioning, with a significant reduction in “unknown guest” interactions.
In regions as diverse as MEA APAC, that level of intelligence helps us deliver truly personalised hospitality, powered by data, elevated by AI, and brought to life by people.
Q: With such a wide brand portfolio, how do you ensure that personalisation remains consistent while still respecting the unique character of each brand?
With such a diverse brand portfolio, our goal is to make personalisation feel seamless and authentic, consistent in recognition, yet distinctive in expression. We centralise the understanding, the data, guest identity, and loyalty intelligence, and we localise the expression through brand playbooks.
That means every guest is recognised in the same way across Accor, but how that recognition is brought to life flexes by brand in accordance to their brand dna. At Mövenpick, it might be a warm, uplifting touch that celebrates family moments or a love of food. At ibis, it’s about fast, functional simplicity for guests on the move. And at Pullman, it’s performance-lifestyle cues, like fitness routes or productivity perks, that align with our guests’ mindset.
The result is one Accor brain, but many authentic voices. Each brand uses the same intelligence to connect with guests, yet stays true to its personality and promise.
By 2026, our ambition is that every brand within the portfolio will operate with a defined set of signature personalisation moves, specific, measurable interactions that are reviewed and refined monthly. That’s how we ensure personalisation remains not just consistent, but continuously evolving, always true to the spirit of each brand.
Q: What do you see as the biggest opportunities—and challenges—in turning guest data into meaningful, human-centric engagement?
The real opportunity in data lies in emotional loyalty, where intelligence is used to deliver relevance, not volume. When we apply data and AI thoughtfully, we move beyond transactions to relationships built on recognition and trust. Guests shouldn’t feel targeted; they should feel understood.
The challenge, of course, is trust. People will only share data if they see a clear value exchange, if what they receive back feels genuinely helpful, personal, and respectful of their time. That’s why every personalisation initiative at Accor starts with transparency and choice.
We’re leaning into what we call choice orchestration, allowing guests to select benefits like room location or late checkout pre-arrival, and ensuring those preferences persist across stays. We’re also focusing on micro-moments, surfacing useful, time-sensitive offers that fit naturally into a guest’s day. Our respect signals also help us adapt to low-contact preferences without friction, particularly for business travellers and long-stay guests.
We’re already seeing the impact. Across MEA APAC, opt-in rates for personalised communications have increased by over 25%, while the volume of irrelevant messages has decreased by nearly a third as we refine our decisioning processes. Recognised guests are also reporting higher satisfaction scores and stronger intent to return.
By 2026, our ambition is clear: to materially reduce generic sends and grow qualified, meaningful engagement with our members. Because in the end, it’s not about having more data, it’s about using it to make every interaction feel more human.
Guest Experience as the Real Currency of Loyalty
Q: Loyalty in hospitality is often framed around points and discounts. How is Accor redefining loyalty to focus more on experiences and emotional connection?
At Accor, loyalty isn’t just about points; it’s the currency of trust and emotional connection. We’ve moved beyond measuring success purely through NPS and are developing what we call a Guest Connection Index. This takes a more holistic view: in-stay sentiment, service recovery speed, return rate, direct booking share, engagement depth, and value growth. Emotional loyalty isn’t earned in one campaign; it’s built through a thousand small, consistent interactions that make guests feel seen, valued, and remembered. That could be anticipating a guest’s room preference, curating a local experience, or simply getting the little details right, every time.
Q: In your view, what does “loyalty” look like for the next generation of travellers in Asia Pacific and beyond?
For the next generation, loyalty is less transactional and more relational. Guests want authenticity, sustainability, and seamless digital convenience. They are looking for brands that reflect their values, make life easier, and deliver meaningful experiences that are locally rooted. Loyalty is about trust and relevance, not just points. When a brand consistently delivers on these expectations, guests naturally return—and become advocates.
Q: How do you balance the rise of digital engagement tools with the timeless value of human connection in hospitality?
Digital tools are an enabler; they help us understand our guests at scale and anticipate their needs, but they don’t replace human connection. By using technology intelligently, our teams are freed to focus on empathy-driven, face-to-face interactions. The best guest experiences happen when smart, seamless tech meets the warmth, attentiveness, and creativity that only people can provide. That’s what turns a stay into a memory, and a guest into a loyal advocate
Commercial Impact & Brand Equity
Q: Can you share examples where hyper-personalisation or experience-led initiatives have directly strengthened brand equity or boosted commercial results?
Hyper-personalisation is central to both guest satisfaction and commercial performance. For example, in Singapore, our Novotel and Pullman hotels implemented “Choice Orchestration”, allowing guests to select room preferences, in-stay services, and loyalty benefits before arrival. Hotels using this system saw a 12–14% increase in direct bookings and 10% growth in ancillary revenue, while guest satisfaction scores on our Guest Connection Index improved by over 20 points.
In Thailand and Vietnam, Pullman properties have introduced curated wellness and cultural experiences for business-leisure travellers, such as private cooking classes or guided local excursions. These initiatives contributed to an 18% increase in repeat bookings and a 22% rise in positive social engagement metrics. These examples demonstrate that combining personalisation with unique, local experiences strengthens brand equity and drives tangible commercial outcomes.
Q: With shifting consumer behaviours across APAC and MEA, what new expectations are shaping the way Accor positions its brands?
With shifting consumer behaviours across MEA APAC, guest expectations are evolving rapidly, and Accor is positioning its brands to respond proactively. Wellness is increasingly seen as a baseline expectation, with travellers seeking fitness and spa services, in-room wellness amenities, and health-conscious dining options. Sustainability has become a key factor in hotel choice, with eco-conscious guests looking for visible initiatives such as waste reduction and energy-efficient practices.
The rise of hybrid business-leisure travel, or “bleisure,” is also shaping our offering, prompting the development of flexible meeting spaces, co-working zones, and curated local experiences for professionals blending work and leisure.
At the same time, guests are seeking authentic, culturally immersive stays. Our MGallery and Pullman properties in destinations such as Bali, Bangkok, and Tokyo are responding by partnering with local artisans and offering culinary experiences that bring the destination to life. By embedding these insights into both brand positioning and operational execution, Accor continues to meet evolving expectations while remaining a preferred choice for travellers across APAC.
Innovation & Human-Centric Hospitality
Q: As AI and virtual technologies grow more influential, how can the industry ensure that hospitality remains personal and emotionally resonant?
As AI and virtual technologies grow more influential in hospitality, it is essential to ensure that human connection remains at the heart of what we do. At Accor, we see technology as a powerful enabler that enhances rather than replaces the emotional engagement between guests and our teams. Predictive AI allows us to anticipate guest needs before arrival, while virtual assistants handle routine queries, freeing our colleagues to focus on the moments that truly matter—welcoming guests by name, recognising milestones, and crafting memorable experiences that build lasting loyalty. Storytelling, empathy, and genuine service remain the defining elements of hospitality, and these cannot be automated.
Q: Looking ahead, what innovations are you most excited about that will transform how Accor engages with its guests?
Looking ahead, the innovations that excite me most are those that combine technology with human-centric design. Our connected guest identity initiative, for example, allows us to integrate multiple systems into a single profile, providing seamless and consistent service across brands and properties from Tokyo to Ho Chi Minh City. We are also developing tools for real-time micro-personalisation, adapting room settings, dining recommendations, and wellness offerings dynamically to each guest’s preferences during their stay. Beyond the hotel, we are curating experience-led ecosystems that bring the destination to life, from temple tours in Bali to street-food journeys in Bangkok, powered by both partnerships and technology. Together, these innovations enable Accor to deliver highly relevant, emotionally resonant experiences at scale, strengthening both loyalty and measurable commercial performance.
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