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Inside Accor’s Roadmap to Global Growth

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Integrator Media had an exclusive interview with Camil Yazbeck, Global Chief Development Officer, Accor.

As Global Chief Development Officer for Accor’s Premium, Midscale & Economy Division, can you share your vision for the global expansion of the Group’s diverse brand portfolio?

Accor is a world leading hospitality group, offering experiences across more than 110 countries in 5,600 properties, 10,000 food & beverage venues, wellness facilities or flexible workspaces. In 2023, Accor realigned its divisional structure into two divisions, unified by one cohesive vision. This new structure has optimized our growth and performance, enabling us to deliver exceptional results globally.

Our portfolio is anchored by our 47 brands, including 23 Premium, Midscale & Economy (PM&E) brands, which comprise nearly 90% of our global properties and account for around 80% of our development signings. Last year was a record year for signings, and we’re looking forward to carrying this momentum into 2024 with positive projections for continued growth.

Within the PM&E division, we are proud to have three very popular and longstanding brands with global name recognition – Pullman (premium), Novotel (midscale), and ibis (economy). We are rejuvenating these brands by aligning investment and resource allocation to strengthen brand equity and brand loyalty. At the same time, with conversion presenting as a key lever for growth right now, we have five well-known PM&E brands that are extremely adaptable and efficient for hoteliers to join: Mövenpick, Mercure, Handwritten Collection, ibis Styles and greet.

How does Accor stay ahead of trends to ensure its offerings align with the shifting demands of guests and hotel owners? 

We believe that hospitality today is so much more than accommodation – we are actively developing and building holistic experiences for our guests as well as forging trusted and supportive partnerships with our owning partners.

Our vision is to create multi-faceted places – with our hotels at the core – where guests and locals can ’live, work and play,’ across the same project. Our pioneering approach to augmented hospitality means our projects can include different elements; hotel brands, extended stay, branded residences, food & drink, wellness and entertainment, all supported by our loyalty program: ALL – Accor Live Limitless. Hotel owners and investors appreciate this approach as an essential way to optimize revenue, unlock value and ultimately compress their cap rate.

“We know that nothing brings people together like sharing drinks and outstanding food together, so our food & beverage offerings are designed to attract local guests along with travelers.”

The new Couqley French Brasserie at Pullman Dubai Downtown is a perfect example of how we partner with high-profile partners to elevate, infuse energy and increase the flow of visitors into our hotels. With its signature central bar, French garden-inspired booth seating, dining tables under olive trees, lights hanging down from triple-height ceilings, and an exterior terrace directly accessible from the promenade of the Dubai Canal, the venue has become a favorite hotspot among the downtown crowd. This is a strategy Accor is successfully using around the world, to not only create more enriching guest experiences, but to also create greater revenue potential for our hotel owners, investors, and the Accor group.

More specifically, what is your vision for the Middle East Region?

This market is thriving, marked by strong RevPAR performance, a robust economy, and favorable policies that encourage responsible tourism development. Accor has ambitious growth plans for the region, with 60 active projects representing close to 12,000 keys that are expected to open under our Premium, Midscale & Economy brands in the next four to five years. We also have a multitude of projects in development across our luxury and lifestyle brands as well. 

Across the Middle East, namely KSA and UAE, the region is showing resilience in the face of rising construction costs for a combination of reasons, including investor profiles in the region, a robust economy and governmental policies and the rise of oil prices. In Saudi Arabia, Accor is one of the most established hospitality developers, having been active in the market for more than 30 years. Since the announcement of Saudi Arabia Vision 2030, Accor has played a key role in the development of tourism, through several diverse projects in key locations across the Kingdom. One of the Vision Realization Programs is The National Transformation Project, which includes development of the tourism and national heritage sectors. There is also a national focus on an identified priority list of 10 destinations by national tourism strategy such as Abha, Hail, Al Jouf, Madinah among others. Accor has a multi-pronged strategy underway to support all of the Kingdom’s objectives for Vision 2030, from expanding our areas of focus with leisure destinations (Red Sea, Al Ula, NEOM), to bringing more brands to second wave cities, to our strategic partnership with the Ministry of Tourism to empower Saudi talents through “Tamayyaz by Accor”.

Governments have a target to achieve based on the country’s vision and we are seeing determination in meeting these targets – there is close collaboration between the public sector and private sector to ensure project delivery remains on schedule. In addition, international consultants are partnering with governments to create attractive destinations and accomplish multi projects across either one or numerous markets.

We are confident the region has favorable tailwinds, ensuring projects will continue despite inflationary and cost pressures. There is a high level of spending power in the region to fund domestic travel and we see great potential in Tier 2 and 3 cities with undiscovered natural beauty, evidenced by Accor’s 2023 signing of a master development agreement with Amsa Hospitality to develop 18 premium, midscale and economy hotels across secondary cities within Saudi Arabia over the next ten years.

With over 20 brands under Accor’s Premium, Midscale, & Economy division, how do you ensure each brand maintains its unique identity while contributing to the overall company strategy?

Accor’s strength is in the broad diversity of our brands – the powerful legacy of our core brands, the huge growth potential of our conversion brands, and the unique opportunities among our tactical and regional brands. Our Premium, Midscale & Economy division is structured in such a way that we have the strength to expand our brands with force and scale, maximizing development profitability and increasing operational performance. Organized across four regions: Europe & North Africa; Greater China; the Americas; and Middle East, Africa, Turkey & Asia-Pacific, our regional teams in each market are able to support hotel operational teams and roll out brand standards, maintaining brand continuity around the world, while being close and accessible to our owning partners and remaining nimble to adjust for market specificities.

How does Accor adapt its brand concepts and business models to suit the unique demands of different regional markets?

We prefer to design brands with characteristics that appeal to travelers all around the world. Pullman, for example, is a brand that works as well in Paris, São Paulo, or Bangkok, as it does in Dubai or Makkah. The ibis brand family, celebrating its 50th anniversary this year, has become the world’s best known economy hotel brand, with 2,600 locations in 70 countries. At the same time, we place a high value on infusing our hotels with local culture and flavors – through unique guest experiences, locally-sourced food and drink, local art and design choices.

For example, Novotel offers four distinct design concepts that allow owning and franchisee partners to select an ideal style that best suits the character of the destination. Mercure on the other hand brings a locally-inspired ethos to each of its hotels, as guests of the new Mercure Dubai Deira will discover; while Mövenpick is an ideal brand for hotel conversions, with its adaptable standards that can easily accommodate local market style and guests expectations, as found at Mövenpick Hotel Jumeirah Village Triangle, a multi-property hospitality community in Dubai which also includes a Novotel and an Adagio.

Accor is a market leader in several regions, including Europe, South America, Middle East & Africa, and Asia Pacific. What are the unique strategies employed in these regions to maintain and grow market leadership?

We continue to deepen our leadership position in our historical markets of strength with Novotel and ibis, while expanding the network of Pullman more widely, including markets where we may not have full exposure. We are also keen to explore more untouched leisure destinations where our forward-thinking brands can deliver Accor’s positive hospitality approach to creating eco-friendly and enjoyable holiday experiences. Another key element of our growth strategy is to address independent hoteliers that are looking for the strength and distribution of a global partner, while maintaining the unique character of the hotels they have created. We launched Handwritten Collection in 2023 in response to a market demand for a collection brand in the midscale category and it is already one of world’s fastest growing midscale collection brands. By the end of this year, we should have 30-40 Handwritten Collection hotels opening and operating.

The key to Accor’s leadership however, in my view, is the way we think like an owner – striving to match the right brand to the right project, thereby giving us the clearest route to meeting the owner’s cost of capital and return on equity (ROE) expectations. Our development teams are comprised of people with experience on the owners’ side. Accor itself has first-hand experience in the owner’s seat and although the Group shifted to a fully asset light business model several years ago, one of our core values is that we continue to think and execute like an owner. This means we bring that balanced perspective while delivering a level of strength and capacity more powerful than what an owner can achieve independently. Our local development teams in the Middle East bring on-the-ground market intelligence, coupled with the strength of our global scale and our relationships with 120+ developers around the world. 

What trends do you anticipate will have the most impact on the hospitality industry in the coming years, and how is Accor preparing to address them?

One of the most impactful trends is hotel conversions – the growing desire among independent hotel owners to find a global hospitality partner that can help them grow their business in an increasingly competitive market. Another factor is the current lending environment, which is making access to capital more challenging for developers.  In both cases, Accor has emerged as the partner of choice, thanks to our adaptability and commitment to innovation, our seamless transition process, our unmatched spectrum of brands, and our welcoming culture that celebrates authenticity, diversity and entrepreneurialism. Opportunities to convert exist across all of our brands, however we expect certain brands such as Mövenpick, Handwritten Collection, and Mercure, to continue being significant growth drivers in this space.

Second, the trend toward branded residences is expanding beyond luxury and lifestyle – segments which Accor also leads with brands including Orient Express, Raffles, Fairmont, Sofitel and more – into the premium and even midscale categories. Recent examples include Swissotel Doha Corniche Park Towers; Movenpick Resort & Residences Teuta Bay, Montenegro; Novotel Residences Makkah, Saudi Arabia; Pullman Residences Newtown Singapore; and Swissôtel Cesme, Turkey.

Apartment-style, extended stay accommodations are also increasingly attractive to younger generations of travelers who enjoy mixing business trips with leisure pursuits and who want to experience destinations more authentically when they travel. Developers and hotel investors are keen to develop extended-stay properties given the segment’s attractive business model – with lower breakeven occupancies, higher operating margins, and strong returns on investment. Fortunately, Accor has developed an expertise as one of the world’s largest operators of extended stay and serviced apartment properties, with a diverse portfolio that includes 13 brands ranging from economy to luxury, including longstanding market leader Adagio; the refreshingly modern Mercure Living and Novotel Living; and the innovative premium offerings of Swissôtel Living and Pullman Living.

Finally, Accor is also leading the way in sustainable hospitality – a shift that is more than a trend, it is essential for the future of the travel industry. Accor’s development team is committed to creating positive impact – economically, socially & environmentally. We collaborate and engage with our investors, hotel owners, employees, suppliers and guests to undertake the journey together towards net-zero carbon. All our brands operate in line with Accor’s ESG commitments, as well as their own brand-led strategies and initiatives in fostering positive hospitality and environmental action – such as Novotel’s new international partnership with WWF (World Wide Fund for Nature) that will see Novotel champion the protection and restoration of the ocean through science-based action and conservation projects. Another one of our brands, Mantis, recently unveiled plans for three new properties in Bahrain, Saudi Arabia and the UAE. Renowned for its lush, eco-resort experiences and commitment to preserving the communities, wildlife and the environment.

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The Shift to Unified Content Workflows Is Redefining Enterprise Media!

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By: Srijith KN


Walk into any modern content setup today, whether it’s a podcast studio, a corporate webinar room, or a hybrid event environment, and you’ll see a familiar pattern, one that reflects how fragmented the content production stack has become.

A microphone connected to an interface.
An interface connected to a laptop.
A laptop running multiple layers of software to mix, switch, stream, and record.

It works, but it’s rarely seamless.

Because the biggest challenge in content creation today isn’t access to tools, it’s understanding how they all fit together.

The Real Problem: Too Many Tools, Too Little Clarity

The rise of podcasting and video content has created a new kind of friction. Users are no longer asking what they can create; they are asking how to make the tools work together.

Recording audio separately, syncing video later, transferring large files to high-end machines, and relying on multiple software layers have become the default workflow. It works, but it is inefficient, expensive, and prone to failure.

The expanding ecosystem of devices, features, and formats has made even basic setup decisions unnecessarily complex.

When it comes to products from RØDE, users & creators already recognize the product’s potential to simply clarify and help elevate the overall workflow experience.

From Tools to Unified Systems

This is where the shift begins to stand out.

What we are seeing is not simply the addition of new features, but the consolidation of functions.

Mixer. Recorder. Audio interface. Video switcher. Stream encoder.

What traditionally required a stack of hardware and software is now being brought into a single console environment.

For creators, that simplifies production.

For enterprises, it changes how content infrastructure is designed.

As this shift gains momentum, it is also being acknowledged at a leadership level.

“Real innovation isn’t about adding more; it’s about removing friction and enhancing workflows.

With the introduction of platforms like the RØDECaster Video, we’re starting to see audio and video unified in one system, unlocking faster, more focused creative output.”

Kalinda Atkinson,
Global Marketing Director, RØDE

Why This Matters Beyond Creators

This shift is not limited to podcasters or streamers. Enterprises are increasingly building in-house content studios, executive communication channels, internal video platforms, and hybrid event capabilities as part of their broader communication strategy.

In these environments, complexity quickly becomes a bottleneck. Multiple tools often translate into longer setup times, increased points of failure, and a growing dependency on technical operators to manage what should ideally be straightforward workflows.

A unified system begins to reduce that friction, allowing teams to focus less on managing the process and more on the output itself.

The End of the Laptop-Centric Setup

One of the most significant changes is subtle: the laptop is no longer central.

With recording, streaming, and switching built directly into the console, content can now be produced without relying on external software or intermediary platforms. Audio and video routing happens natively within the system, removing the need to manage multiple layers of tools.

This, in turn, reduces reliance on tools like OBS Studio and lowers the need for high-performance machines in the production chain.

Broadcast Capabilities, Simplified

Features that were once limited to broadcast environments are now being integrated directly into compact systems. Capabilities such as multi-camera switching, ISO recording with separate tracks for each input, audio-based automatic switching between speakers, and network-driven video workflows like NDI are no longer confined to high-end production setups.

For enterprise teams, this translates into professional-grade production without the need for dedicated control rooms or complex broadcast infrastructure.

Modularity Signals Long-Term Thinking

Another important shift lies in how these systems evolve over time.

With expansion options such as adding video capabilities to existing audio consoles, RØDE is enabling a more modular approach to production. Instead of replacing entire systems, users can extend them based on their needs.

This becomes particularly relevant for organizations that may begin with audio-first content using consoles such as the RØDECaster Duo or RØDECaster Pro II, gradually expanding into video production with consoles such as RØDECaster Video, RØDECaster Video S, or even the RØDECaster Core, and scaling internal media capabilities over time. The result is a more flexible investment model that reduces upfront costs while supporting long-term growth.

A Shift in the Competitive Landscape

On the surface, this still appears to sit within the audio hardware category. In practice, however, it competes with something far broader.

As these systems begin to handle capture, processing, and output within a single environment, they start to overlap with production software ecosystems, video switching platforms, and content workflow tools.

The implication is clear: when orchestration happens within the system itself, the need for external layers begins to diminish.

The Opportunity Ahead

As the layers of complexity fade, creators will have more time for creative storytelling and less time worrying about the setup.

The new products and technology from RØDE not only remove setup barriers, but they also enable creators & enterprises to operate at a full professional standard, accelerating both the creativity and innovation ecosystems.

Srijith KN covers enterprise technology, media infrastructure, and digital transformation across the Middle East.
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Cloud waste isn’t about Visibility it’s about Timing, says Atmoz CEO

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“Cloud waste isn’t created by bad engineers. It’s created by systems that show problems too late. Once I saw that, it became clear, the solution wasn’t better reporting. It was prevention.” – Atmoz CEO Yael Shatzky

Yael Shatzky didn’t set out to build a company around cloud costs. What she noticed, after more than 25 years across enterprise technology, product marketing, and growth at organisations including Amdocs and Microsoft’s R&D ecosystem, was a pattern.

Not just rising cloud spend, but a deeper structural disconnect in how it’s managed.

If you were introducing yourself and Atmoz to someone outside tech, where would you begin?

I’d say I’m building a company that changes how people think about waste—specifically cloud and AI waste.

Imagine a house where electricity prices constantly change depending on what you use and when, but no one knows the cost. Lights stay on, AC runs all day, and while you know you’re wasting about 30%, you have no way to prevent it. The only signal you get is last month’s bill.

That’s how companies operate in the cloud today.

Atmoz changes that by bringing cost awareness into the moment decisions are made, helping teams make smarter choices without disrupting how they work. The result is simple: waste is prevented before it happens.

What is the core problem Atmoz is solving—and where has the market gone wrong?

The market has focused on visibility, dashboards and reports that explain what already happened.

But the problem isn’t visibility.
It’s timing.

By the time companies see the data, the money is already spent and systems are already in production. Even with perfect visibility, nothing changes.

Atmoz works at the moment engineers are building, engaging them with immediate, simple recommendations that don’t slow them down. That’s where prevention becomes possible.

What does ‘AI-first’ product development look like at Atmoz?

We built a data foundation that reconstructs cost signals as resources are created, before billing data exists. That’s the hard part.

On top of that, we use AI where it matters most: interaction and execution. Our AI agent takes accurate, contextual data and delivers actionable recommendations directly within developer workflows.

Because the system is grounded in precise data, the guidance isn’t just intelligent, it’s reliable and immediately usable.

What are the biggest challenges in getting engineers to trust AI-driven recommendations?

Interestingly, it’s not trust in AI, it’s the belief that prevention is even possible.

For years, companies have been told they can reduce costs, yet around 30% of cloud spend is still wasted. That’s because most tools analyse waste after it happens, they don’t stop it.

Once engineers see an issue flagged in real time, with clear context and a simple fix, the skepticism disappears. It becomes tangible.

What is one leadership mistake that fundamentally changed how you operate?

Focusing too much on the product, and not enough on marketing early on.

Great products don’t speak for themselves, especially when you’re creating a new category. Marketing isn’t something you layer on later; it shapes how the product is understood and adopted. Starting early makes a significant difference.

Where do you see the biggest inefficiencies today?

The biggest inefficiency is the disconnect between engineering decisions and their financial impact.

Every time a developer deploys infrastructure or triggers an AI workload, they’re making a financial decision, without visibility into its cost implications.

AI is amplifying this. Costs are more volatile, and traditional feedback loops can’t keep up.

Atmoz brings cost awareness into that decision point, making efficiency part of the engineering discipline, much like security became over time.

At this stage, how do you define success?

Success isn’t a single milestone, it’s a series of moments.

Signing a new customer. Launching a capability that impacts spend. Getting a call from a customer excited because they just saved $30K on something they didn’t even know was happening.

Those moments are what drive us forward.

You’re defining a new category. What does it take to change long-held assumptions?

It starts with conviction. You’re asking people to question something they’ve accepted as normal.

But conviction alone isn’t enough, proof is everything. Category change happens when someone sees it working in their own environment and has that “aha” moment.

That’s why we focus on immediate, tangible value. When waste is prevented in real time, the mindset shift follows naturally.

Resilience also matters. When you challenge established models, you will be dismissed. The key is to stay grounded in the problem and keep showing evidence.

Has the industry been solving cloud waste the wrong way? Why hasn’t it changed?

I wouldn’t say wrong, FinOps tools solved the problem they were designed for. They brought visibility and governance, which was critical.

But they were built on the assumption that cost is something you analyse after it happens.

Today, cost is created instantly, when infrastructure is provisioned or AI workloads run. But feedback still comes later. That gap is the issue.

What’s changed is the pace of engineering. With AI, decisions are faster and costs are more dynamic. What used to be inefficient is now unsustainable.

That’s why prevention isn’t just an improvement, it’s becoming essential.

How will engineering teams work differently in five years?

Cost will no longer be treated as something external, owned by finance. It will become part of the engineering feedback loop, like performance or reliability.

Atmoz brings that awareness into everyday workflows, guiding better decisions without adding friction.

Over time, this shifts behaviour. Waste isn’t something you detect and fix later, it simply doesn’t get created.

The result is not just lower cost, but faster teams, better decisions, and more room to innovate.

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Huawei MatePad Mini: A Tablet That Feels Like a Real Notebook

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Huawei’s compact tablet feels less like a gadget and more like a thoughtfully designed digital notebook, blending portability with everyday productivity.

I have been using Huawei’s MatePad 11.5 S for a while now for writing, editing, and most of my day-to-day journalistic work. It has turned out to be a surprisingly capable productivity device. So, when the MatePad Mini arrived, I was curious to see how Huawei would translate that experience into a much smaller form factor.

Reviewed By: Srijith KN, Senior Editor, Integrator

Design and Accessories

The first thing that stood out during the unboxing was not just the device, its accessories! Huawei has clearly put thought into the overall experience. The tablet ships with well-designed cases, including a transparent option and a diary-style booklet cover.

The diary cover, in particular, immediately felt right to me. It makes the tablet feel less like a gadget and more like a compact notebook you would carry every day. There is a certain familiarity to it, almost like picking up a journal rather than a device.

Huawei also continues to include a charger in the box, and this one comes with a 66W unit, a thoughtful touch at a time when many brands have moved away from bundling one altogether.

Everyday Portability

The 8.8 inch tablet immediately feels comfortable in the hand. It is extremely light and compact, measuring just 5.1 mm thick and weighing around 255 grams. That portability is noticeable right away.


In many ways, it feels closer to carrying a paperback than a traditional tablet. I currently use the Nothing Phone 3 as my daily device, and at times even that feels heavier than this. The MatePad Mini, on the other hand, almost disappears in your hands.


Huawei is also using a magnesium alloy body here, which keeps the device light without compromising on rigidity. Given how thin it is, that added structural strength feels reassuring.

A Paper Like Experience That Works


Last night, I found myself reading long articles on it for hours without feeling any strain. That is where the device really begins to make sense.


It genuinely feels like a digital paper booklet, built for reading, note-taking, writing, or quickly catching up on work while on the move. The green variant, in particular, features Huawei’s PaperMatte display, and it is easily one of the most distinctive aspects of this device.


Huawei claims the display reduces up to 99 percent of ambient light interference, and in real-world use, that translates into a noticeably glare-free experience. Even under indoor lighting, reflections are minimal, and the screen remains comfortable to look at for extended periods.


At the same time, it does not compromise on performance. With up to 1800 nits of brightness, a 120Hz refresh rate, and a wide color gamut, the display manages to balance readability with visual richness, something that is not easy to get right in smaller devices.


There is also an eBook mode that shifts the display into a black and white, paper like view, along with other settings designed to reduce eye strain during longer reading sessions. Additional options like eye comfort and sleep mode further support extended use.


Writing and Creativity


I also spent some time using the M Pencil for quick notes, and the experience feels surprisingly close to paper. Coming from the MatePad 11.5 S, Huawei continues to deliver one of the better stylus experiences in this space.


The M Pencil Pro adds more depth to the experience than expected. With different tip options and subtle haptic feedback, writing feels more tactile and intentional, rather than just tapping on glass.


Paired with the updated Huawei Notes app, the experience becomes more refined. Features like handwriting enhancement subtly improve legibility without taking away the personal feel of your writing, making it especially useful for quick notes and longer-form thinking.

Hardware and Performance


The MatePad Mini packs a 6400 mAh battery with support for fast charging, capable of going from zero to full in about an hour. On paper, it looks promising, though I will reserve judgment until I have spent more time with it.


On the hardware side, it includes a 50MP rear camera and a 32MP front camera, along with stereo speakers, Wi-Fi 7, USB-C 3.0, and a fingerprint sensor, something I wish Huawei had included on the MatePad 11.5 S as well.

Editor’s Perspective

Whenever I am seen using a Huawei device, the first question that comes up from people around me is usually about the ecosystem, particularly about Google services.

I too had similar concerns earlier, but having used Huawei devices for a while now, the experience has been smoother than expected. HarmonyOS feels clean and fluid, and tools like GBox make it possible to access most essential apps. Even for someone deeply tied to Google services, it has been more manageable than I initially thought.


What becomes clearer over time is that this is not just a smaller tablet. It sits somewhere between an eBook reader and a productivity device, built for focused, everyday use.

The MatePad Mini does not feel like Huawei shrinking a tablet. It feels like a refinement of how a compact device should actually be used. Its notebook-like form, paper-inspired display, and practical accessories make it easy to carry, pick up, and use throughout the day.

It is still early days, but the first impressions are strong. In a crowded tablet market, this feels like one of the more purposeful and interesting form-factor than the other compacts that we have seen in a while.

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