Venue correspondent Kristyna O’Connell sits down with hotel director of sales and marketing at Accor, David Miguel Marques to talk about his journey through the hotel industry and into ibis London Earls Court, a newly dual-branded property under Accor.
Hospitality roots
Coming from a family rooted in the hospitality industry, David Miguel Marques was no stranger to the world of hotels. His father dedicated 40 years to the hotel business, including 25 years with Marriott, making it a natural path for Marques to follow, starting his own journey at the Marriott Marble Arch, in 2009 having joined the food and beverage department there. Marques says, “I enjoyed connecting with guests, learning mixology, and even co-created a bar menu inspired by the local area with a twist on local middle eastern culture with a colleague, which was very rewarding.”
Marques then joined the Marriott Voyage Graduate Programme and moved to the London Heathrow Marriott, where he spent a year in various F&B management roles, working as a conference and banqueting supervisor, assistant restaurant manager, and bar manager. He says, “I eventually considered moving to rooms division and operations, but I was drawn to sales and marketing as I’m quite outgoing and curious.”
After gaining experience in a cluster sales role with Heathrow Marriott properties, Marques moved to Marriott’s HQ, joining a sales office which would manage the sale of all MICE & Group business on behalf of 22 hotels within distinct brands such as JW Marriott, Renaissance, and Marriott Hotels, where he focused on KPIs, time management, and contracting. Three years later, he joined The Waldorf Hilton as a sales manager for Corporate, MICE & Group, expanding his expertise into Consortia and higher end leisure from the US and Canadian leisure markets. Following roles in luxury and boutique hotels, he briefly left the industry during COVID. Three years ago, he returned, joining Accor.
Returning after Covid
Like many hotels, the property was affected by COVID, remaining open primarily for government business and key workers. However, there was always a plan to reposition and refurbish the hotel. Starting in late 2021 and into 2022, the initial phases began, focusing first on Ibis rooms as it was still branded under Ibis at the time. Most of 2022 was spent navigating these early stages, addressing operational adjustments post-COVID and planning for the refurbishment. In 2023, efforts were dedicated to finalising designs for the Mercure look, including the lobby and public areas, transforming the hotel into a blend of old and new.
Transforming challenges into opportunities
Just like any transformation, the process of becoming dual-branded had its own challenges. Marques mentions that one of the biggest challenges with the repositioning was the management of multiple timelines, transitioning from one brand to two under one roof.
He says, “We’ve been focused on growing our hotel brand perception within Ibis while creating the Mercure experience. This involves handling two property management systems, separate booking channels, and OTA profiles. On the backend, we’re essentially managing two hotels of 508 bedrooms, but for guests, the experience should feel seamless. Maintaining service while growing business and planning for these changes was complex, especially as we stayed operational throughout the refurbishment.”
Nevertheless, the journey was a rewarding one, says Marques. He shares that there were two rewarding aspects of the process:
“Firstly, growing the team and seeing members develop from coordinators to department heads. Many have been with me for over two years, which is rare in an industry where people move frequently. Knowing that we’ve had a positive impact on their careers is very fulfilling.
Secondly, the complexity of this project is something I’m proud of. Few hotels undergo a transformation like ours, going from one brand to two with such intricate logistics. It’s been a unique journey that challenges the norm, and I believe many of our team won’t experience another project quite like this in their careers.”
A vision for growth
Discussing the large multi-million investment which fuelled the repositioning of Ibis and Mercure, Marques says: “The investment has been significant, covering 500 + rooms, three F&B outlets, public areas, and upcoming facilities like a gym and enhancing the meeting offering. Our main goal is to expand our meetings and events business to attract more blue-chip clients and larger residential meetings. We also aim to retain our leisure partners, many of whom have been with us for decades. This property is positioned to be a top-tier hotel under the Mercure brand, which has over 1,000 hotels globally.”
He adds: “We’re positioned well for both MICE and leisure clients. With both Ibis and Mercure under one roof, guests can choose based on style and price point without compromising on the consistent quality across our experiences and Food & Beverage offerings. It’s advantageous for clients to select between a minimalist, industrial-style Ibis room or a premium Mercure room while knowing the dining and service experience will be uniform.”
On his favourite part of the rebrand, Marques says: “We’ve managed to make the hotel feel boutique-like despite its size. As a traveller, I’ve often dreaded long waits and queues in large hotels, but our designers created a lobby with multiple check-in points, giving a more personalised experience. Guests don’t feel like one of 508 rooms; they receive that individual touch. That’s what I think the designers did best, and it’s my favourite space in the hotel.”
From starting his first job at Marriott in 2009 in the food and beverage department to becoming the hotels director of sales and marketing for Accor, Marques’ journey portrays resilience and strength in leadership. As the hotel evolves into a brand-new dual-branded property and the transformation is completed, success is sure to follow.
