VP, Brand Performance

VP, Brand Performance & Planning – Premium, Midscale & Economy Brands F/M/X

Les informations suivantes donnent un aperçu des compétences, des qualités et des qualifications nécessaires pour ce poste.

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• Full-time
  
• Job-Category: Marketing
  
• Job Type: Permanent
  

Join Accor – a professional journey at the heart of a committed, international and transforming group

Accor, a global leader in hospitality, present in more than 110 countries with 5,500 hotels, welcomes you to its offices located in Issy-les-Moulineaux.

This is where the Group’s global expertise comes together: strategy, finance, human resources, legal, technology, marketing, sustainability, communication, audit, procurement, etc.

Joining Accor means actively contributing to defining, structuring, and supporting the transformation of an international group, in direct connection with operational teams around the world.

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

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• 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.
  
• Budget orchestration & performance translation: in close partnership with Finance, orchestrate the budgeting process across its three levels (individual brand budgets, consolidated portfolio budget, regional execution budgets); build the portfolio-level vision and narrative for the Executive Committee and the Board; translate strategies and roadmaps into quantified financial impact; support trade‑off discussions with evidence and option sets, without owning budget execution.
  
• Consumer insights leadership: lead the consumer insights capability at portfolio level through a dedicated Consumer Insights Lead; define the insight agenda in support of performance objectives, uphold methodological rigor, and ensure insight is systematically connected to brand positioning, performance drivers and commercial outcomes; evolve the capability, including through AI‑enabled approaches.
  
• Transversal initiatives: lead portfolio‑level initiatives that improve decision quality (brand and consumer knowledge management, performance tools, insight platforms, best‑practice sharing) and drive their adoption, without duplicating execution owned by other teams.
  
• Team leadership: build, lead and develop a small, high‑impact Brand Performance & Consumer Insights team; recruit and develop a number two with strong quantitative and financial capability; set clear priorities, ways of working and standards of analytical excellence; represent the function with credibility in senior governance forums.
  

Your playground: a role at the crossroads of Brand Leadership, Commercial, Digital & Tech, Global Sales & Distribution, Finance, Corporate Strategy, the regions and the Global Bra