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Last month at ILTM in Cannes—the annual gathering of the 'who’s who' of the luxury travel world—hertelier sat down with the ever-inspiring Gilda Perez-Alvarado, CEO of Orient Express and chief strategy officer for Accor, to get an update on her first year with the company. Before joining Accor at the end of 2023, Gilda was CEO of JLL Hotels & Hospitality Group, where she spent most of her trailblazing career, leading global investment sales, debt and equity placement, strategic advisory, and asset management services.
In her current role, Gilda is overseeing transformative projects that are redefining Accor’s legacy. For context, Orient Express is part of Accor, the largest hotel company in Europe and the seventh largest in the world. From expanding into new asset classes like luxury trains and yachts to orchestrating multi-dimensional travel experiences, Gilda is at the helm of bold innovation. This year will see the opening of two hotels—the Orient Express La Minerva in Rome and the Orient Express Palazzo Donà Giovanelli in Venice—as well as the first train, La Dolce Vita Orient Express. In 2026, the first of two Orient Express Silenseas ships, the Orient Express Corinthian, will set sail.
Gilda opened up to hertelier about her transition, her reflections on balancing personal and professional priorities, and how she’s adapting her leadership style to thrive in a new cultural and organizational environment.
What was it like transitioning from JLL to Accor?
It’s been exciting, but not without its challenges! When I made the move, everything changed—my company, my role, my country, and even the language. For a start, I’m in the same industry, but on a different side of it. At JLL, I was focused on transactions. Here at Accor, it’s about orchestrating experiences. Of course, my family came with me, which added another layer of adjustment, but they’ve been incredibly supportive and grounding for me as I navigate multiple changes at once.
It’s been a year of learning, finding my rhythm, and realizing that this role is about both listening first and then leading. I know we talk about the famous first 100 days, but the reality is that it’s been the first 365 days, and even now, I’m still learning and adjusting.
Relocating to Paris and stepping into two high-profile roles is a major adjustment. How did you manage this transition?
Yes, it’s been a big change. Moving to Paris from Miami, adapting to a new work culture, and helping my family settle has been a whirlwind. My daughter has been a big inspiration—she’s fearless and has adapted beautifully, picking up the language faster than I have. Seeing her thrive reminds me to approach challenges with the same openness.
The cultural differences have been fascinating. In the U.S., I was used to a fast-paced, more direct work environment. Here, relationships take time, and communication is more nuanced. It’s taught me to be more patient and to really observe before jumping in.
How have you approached leading Accor into new asset classes like trains and yachts?
Leading Accor into new asset classes has been an extraordinary challenge and opportunity. Following the vision of our CEO, Sébastien Bazin, who is deeply committed to the transformational nature of the Orient Express brand, my role has been to orchestrate a complex ecosystem of projects—trains, yachts, hotels, and the team itself—all working in harmony to create something truly exceptional.
One of the most rewarding aspects of this role has been working with such an incredible team. The team includes artists, architects, naval engineers, and professionals from the luxury consumer goods space, alongside seasoned hoteliers. Each person is an expert in their field, and learning from them has been both humbling and inspiring, like a masterclass in each discipline. I had to figure out my “swim lane" to understand my place within this incredible group and focus on how I could add value while ensuring everyone’s contributions were aligned and amplified.
For example, the La Dolce Vita train celebrates the glamour of the 1960s with bespoke itineraries through Italy’s most stunning landscapes. Meanwhile, the Orient Express Corinthian yacht combines cutting-edge engineering with timeless elegance as the largest sailing yacht in the world. These projects honor the brand’s rich heritage while redefining luxury travel for the modern era. This year will see the opening of two hotels—the 93-room Orient Express La Minerva in the heart of Rome, located near the Pantheon and housed in a 17th-century building, and the 43-suite Orient Express Palazzo Donà Giovanelli in Venice, a historic palace originally built in 1400 by architect Filippo Calendario, known for Venice’s famed Doge’s Palace.
At its heart, Orient Express is about journeys—connecting people and cultures through extraordinary experiences. As I’ve often said, no one in the industry has ever done what we’re trying to do, and there’s no blueprint for it. Bringing this vision to life is both a privilege and a remarkable journey in itself.
How do you balance the demands of work with a young family?
This move has been a family effort. My husband and I have always been partners in navigating life’s changes, and having that support system has made all the difference. We’ve moved many times before, so in a way, it’s part of our family’s DNA. But this time, it felt different—I wanted to give my daughter a more international experience and to show her that we’re fearless in the face of change.
My daughter keeps me grounded—she asks me about my day at work just as I ask her about school. Those little moments of connection are so important. I love when she asks me, “Mama, how was work?” It’s a reminder to stay positive and to share good stories with her, just as she does with me.
It’s about integrating personal and professional lives in a way that works–it’s a blend, not a balance. For me, it’s about being present in every moment at work or at home.
How has your leadership style evolved since joining Accor?
When I started, I realized very quickly that the context here was different. At first, I came in very direct––very American––sharing my point of view, but I soon learned that I needed to take a step back. The cultural nuances in Paris require a different approach than what I was used to in the U.S., where leadership is often very forward and fast-paced. I found myself hesitating to speak up at times because I didn’t want to make a mistake or say something that could be taken out of context.
Over the course of the year, I’ve adapted by observing more and finding ways to balance my American style of directness with a more collaborative approach. Here, relationships and communication take more time, but they also build stronger connections and trust. I’ve learned to involve the team more deeply in decision-making, encouraging open dialogue and challenging ideas—including my own.
What’s been fascinating is recognizing that no one-size-fits-all approach works in leadership. It’s about understanding the people and the culture you’re working with and adjusting accordingly. This process has taught me to appreciate the journey and not just focus on the goal or destination.
What excites you most about leading Orient Express into the future?
It’s a once-in-a-lifetime chance to reimagine such an iconic brand for a new generation. This vision is deeply tied to our CEO, Sébastien Bazin. He’s a true visionary who believes in the transformational nature of the Orient Express brand, and I’m thrilled to be leading these innovative initiatives. Whether it’s restoring historical trains and hotels or building the largest sailing yacht in the world, these projects are not only innovative but also deeply rooted in the heritage of travel.
What excites me most is that we’re bringing back the magic of the golden age of travel. Much like Georges Nagelmackers, who founded Orient Express 140 years ago, we’re focused on connecting people and cultures through extraordinary journeys. It’s a privilege to be part of this legacy and to help shape its future.