Podcasts about Accor

Pascal Visintainer, global chief sales officer for Accor Luxury and Lifestyle, talks with Alan Fine of Insider Travel Report about Accor's long-term strategy, focusing on partnerships with top travel advisor networks like Traveller Made. He shares how Accor is growing its luxury and lifestyle division, with more than 100 new properties in development and continued investment in iconic brands and experiences. For more information, visit hera.accor.com. All our Insider Travel Report video interviews are archived and available on our Youtube channel  (youtube.com/insidertravelreport), and as podcasts with the same title on: Spotify, Pandora, Stitcher, PlayerFM, Listen Notes, Podchaser, TuneIn + Alexa, Podbean,  iHeartRadio,  Google, Amazon Music/Audible, Deezer, Podcast Addict, and iTunes Apple Podcasts, which supports Overcast, Pocket Cast, Castro and Castbox.  

Pascal Visintainer, global chief sales officer for Accor Luxury and Lifestyle, talks with Alan Fine of Insider Travel Report about Accor's long-term strategy, focusing on partnerships with top travel advisor networks like Traveller Made. He shares how Accor is growing its luxury and lifestyle division, with more than 100 new properties in development and continued investment in iconic brands and experiences. For more information, visit hera.accor.com. All our Insider Travel Report video interviews are archived and available on our Youtube channel  (youtube.com/insidertravelreport), and as podcasts with the same title on: Spotify, Pandora, Stitcher, PlayerFM, Listen Notes, Podchaser, TuneIn + Alexa, Podbean,  iHeartRadio,  Google, Amazon Music/Audible, Deezer, Podcast Addict, and iTunes Apple Podcasts, which supports Overcast, Pocket Cast, Castro and Castbox.  

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !Découvrez l'extrait de l'épisode 129 d'Hospitality Insiders sur le parcours de Guillaume Attias.Guillaume Attias est un spécialiste de ces questions : fondateur de la BMO Academy et expert reconnu des sciences cognitives, il est passé maître dans l'art de vulgariser les mystères du cerveau pour en faire des outils concrets au service des entreprises.Ensemble, nous allons voir comment appliquer les neurosciences dans l'hospitalité.Retrouvez l'intégralité de l'épisode ici.Si cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !1️⃣ Présentation de l'invité :Aujourd'hui, nous plongeons dans les méandres fascinants du cerveau humain et découvrons comment la compréhension des neurosciences peut transformer notre manière de manager, de décider et même d'accueillir nos clients.Guillaume Attias est un spécialiste de ces questions : fondateur de la BMO Academy et expert reconnu des sciences cognitives, il est passé maître dans l'art de vulgariser les mystères du cerveau pour en faire des outils concrets au service des entreprises.Ensemble, nous allons explorer les secrets qui influencent nos décisions inconscientes, découvrir comment optimiser notre leadership grâce à la science et surtout apprendre à mieux utiliser nos capacités mentales au quotidien.Guillaume, autodidacte passionné dès l'âge de 16 ans, s'incruste dans les cours universitaires de sciences cognitives et de médecine pour connecter ces deux domaines et créer un modèle puissant de compréhension du comportement humain.Les applications concrètes pour l'hôtellerie et la restauration sont nombreuses :En management : Apprenez l'importance cruciale que l'individu se sente considéré.En relation client et vente : La vente commence bien avant l'argumentaire commercial.La notion d'ego : Découvrez le concept d'"égociateur".Des outils pratiques : Pratiquez cette matière vivante avec le "Jeu de la Sérotonine" !Alors, soyez curieux d'aller à la rencontre de vous-même. Une curiosité qui vous permettra ensuite d'aller véritablement à la rencontre des autres.2️⃣ Notes et références :▶️ Toutes les notes et références de l'épisode sont à retrouver ici.3️⃣ Le partenaire de l'épisode :FERRANDI Paris, Campus de BordeauxPrendre contact avec l'équipe dédiée au partenariat avec les entreprisesDites que vous venez d'Hospitality Insiders !4️⃣ Chapitrage : 00:00:00 - Introduction00:02:00 - Parcours de Guillaume Attias 00:05:00 - Définition des Neurosciences00:15:00 - Connexion entre Neurosciences et Hospitalité00:22:00 - Applications pratiques en Management et Vente00:28:00 - Le Jeu de la Sérotonine 00:34:00 - Manipulation et Éthique 00:40:00 - La BMO Academy00:51:00 - Questions signaturesSi cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !Retrouvez cet épisode dès demain sur votre plateforme d'écoute favorite !Abonnez-vous pour éviter de passer à côté du prochain épisode.Si cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !Présentation de l'invité :Il a passé sa carrière dans l'hôtellerie de luxe, a gravi tous les échelons sur presque tous les continents.Aujourd'hui, il est à la tête d'une collection européenne d'hôtels avec une croissance extrêmement rapide. Je suis enchanté de le recevoir sur Hospitality Insiders, bonjour Laurent Branover ! Notes et références :Domaine de PrimardFrederic Biousse et Guillaume Foucher - Fondateurs du groupe les Domaines de FontenilleJean-Claude Messand - Directeur général du Royal Mansour à MarrakechPierre Jochem - Directeur général de La MamouniaJoël Robuchon - Chef cuisinier françaisLe livre : Bushido, le code du samouraïContacter Laurent : Email : laurent.branover@domainedefontenilles.comSi cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !Découvrez l'extrait de l'épisode 127 d'Hospitality Insiders sur le parcours de Michael Malapert.Michael est architecte d'intérieur, fondateur de l'agence Maison Malapert, spécialisée en hospitality.Ensemble, nous allons distinguer toutes les parties prenantes d'un projet hôtelier et comment améliorer la communication entre elles ! Retrouvez l'intégralité de l'épisode ici.Si cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

INÉDITUne émission présentée par Michel Picot Dans l'actu : - Le navire de croisière à voiles :  "l'Orient Express Corinthian, en construction actuellement à Saint-Nazaire sera livré au groupe Accor au printemps 2026. Les réservations sont ouvertes !- À Paris, la startup TchaoMégot va mettre en service une unité capable de recycler 300 tonnes de mégots !Eco région : Depuis 2020, l'entreprise auboise Métal Rouge connaît une croissance remarquable. Son chiffre d'affaires a doublé tout comme ses effectifs. Un reportage de Canal 32 Eco région : L'écurie Sarthoise Dams se lance dans la formule 3. Un reportage de LMTVEco région : Peut-être une nouvelle molécule pour lutter contre le cancer du poumon ? Reportage 7àLimogesEco Région : Les saucisses végétales bretonnes ! Les Saisissantes. Reportage TébéoEco Région : Clin d'œil : un nouveau restaurant "Bib Gourmand" en Indre et Loire ! Reportage VDL TV Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !1️⃣ Présentation de l'invité :Michael Malapert conçoit des lieux chaleureux et singuliers, où chaque détail raconte une histoire, et il est derrière certaines des adresses les plus inspirantes de l'hôtellerie et de la restauration en France. Aujourd'hui, je reçois un architecte d'intérieur, pour explorer comment l'architecture peut transformer l'expérience client ! Avec des projets à Athènes, Madrid, Nice, Bordeaux, et Paris, Michael et son agence spécialisée dans l'hospitality, visent principalement les établissements 4 et 5 étoiles. Il partage comment son parcours, influencé par un père architecte et une mère dans les médecines douces, l'a mené à combiner la notion d'espace avec le confort du corps, poussé par un besoin vital de créativité.Ensemble, nous allons explorer :Quel est le chemin pour devenir architecte d'intérieur ? Comment une expérience au sein de l'agence de Philippe Starck a marqué ses débuts ?Pourquoi l'architecture d'intérieur est si fondamentale dans l'expérience client ?Quel est le processus créatif de l'agence Maison Malapert, de l'analyse du contexte à la construction d'une histoire forte qui devient la colonne vertébrale du projet ?Quels sont ses exemples concrets de lieux transformés, comme Le Chouchou à Paris, Le Boudoir des Muses, ou encore Renaissance à Bordeaux ?Comment l'équipe jongle avec l'existant pour moderniser tout en respectant l'histoire du lieu tout en intégrant la notion de RSE ?Comment intégrer les besoins des futurs usagers, y compris les collaborateurs de l'hôtel, dès le début du projet ?Quel est son point de vue sur l'intelligence artificielle dans l'hospitalité ?Préparez-vous à repenser la manière dont les espaces hôteliers et de restauration sont conçus pour émerveiller !2️⃣ Notes et références :▶️ Toutes les notes et références de l'épisode sont à retrouver ici.3️⃣ Le partenaire de l'épisode :FERRANDI Paris, Campus de BordeauxPrendre contact avec l'équipe dédiée au partenariat avec les entreprisesDites que vous venez d'Hospitality Insiders !4️⃣ Chapitrage : 00:00:00 - Introduction00:02:00 - Parcours de Michael00:08:00 - L'agence Malapert00:12:00 - Le processus créatif00:18:00 - L'expérience client00:28:00 - Défis spécifiques et durabilité00:44:00 - Questions signaturesSi cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Maud Bailly has the whole world of Sofitel in her hands, and she brings a fresh eye

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !Retrouvez cet épisode dès demain sur votre plateforme d'écoute favorite !Abonnez-vous pour éviter de passer à côté du prochain épisode.Si cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

In this episode of the FHS Podcast, Jonathan Worsley speaks with Maya Ziadeh, Chief Development Officer, Premium, Midscale & Economy Division for Middle East, Africa & Türkiye, Accor. They discuss Accor's expansive strategy in Saudi Arabia, including its 30-year legacy, plans to double its footprint by 2030, and a focus on both Giga projects and secondary cities. Maya shares insights on midscale and economy growth, Accor's “multi-local” development strategy, empowering women in hospitality through initiatives like RISE and She Leads, and how Accor fosters long-term, trust-driven investor partnerships.

Jack McGinn and Sam Jones discuss Saturday's federal election. Plus: Northern Star's $65m camp in limbo; Accor to manage Busselton resort; Chalice sees iron upside at Gonneville.

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !Présentation de l'invité :Il est à la tête de l'une des plus grandes entreprises de conciergerie privée au monde, considérée comme experte dans la relation client et avec un service d'excellence bien sûr !ll réconcilie le digital et l'humain, des sujets qui nous passionnent sur ce Podcast.Je suis heureux de l'accueillir sur Hospitality Insiders, bonjour Olivier Larigaldie ! Notes et références :John Paul - numéro 1 mondial des services de conciergerieACCOR - Groupe hôtelier françaisDirecteur des Services d'Information / CTO : Chief Technology OfficerFuret Company - Éditeur d'applications numériquesThibault Viort - CEO new businesses chez AccorEXCELLENCE by Vendôm, le salon international de recrutement pour le luxeCSR - Corporate Social Responsibility - RSE en françaisLe livre : L'atlantique est mon désert - Jean-François DeniauContacter Olivier : LinkedinEmail : olivier.larigaldie@johnpaul.com Si cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !1️⃣ Présentation de l'épisode :Recevoir des candidatures spontanées qualifiées chaque jour, ce n'est pas de la chance, c'est le résultat d'une marque employeur solide et attractive.Si ce n'est pas votre cas, cet épisode est fait pour vous.Ce sujet de la marque employeur, je l'ai pris à bras-le-corps, car je suis convaincu que c'est la clé pour redorer l'image de notre secteur et attirer enfin les talents que nous méritons.Notre secteur CHR souffre d'une image qui éloigne les talents. Mais pas de panique, il est temps de changer la donne ! Découvrez pourquoi la marque employeur n'est plus une option, mais votre priorité absolue, la vitrine de votre ADN et de vos valeurs. L'époque où les candidats se bousculaient à la porte est révolue. Aujourd'hui, c'est à vous d'aller les chercher en rendant vos métiers séduisants ! Fini les annonces barbantes et les photos impersonnelles sur les réseaux ! Apprenez à raconter une histoire humaine et inspirante, à mettre en lumière vos équipes, à utiliser la vidéo, et à appliquer les stratégies marketing au recrutement. Un épisode rempli d'actions concrètes pour attirer les candidats, particulièrement la Génération Z, touchée par le sens plus que par la seule fiche de paye. Alors, prêt à transformer votre façon de recruter et à redonner ses lettres de noblesse à nos métiers ?2️⃣ Notes et références :▶️ Toutes les notes et références de l'épisode sont à retrouver ici.3️⃣ Le partenaire de l'épisode :FERRANDI Paris, Campus de BordeauxPrendre contact avec l'équipe dédiée au partenariat avec les entreprisesDites que vous venez d'Hospitality Insiders !4️⃣ Chapitrage : 00:00:00 - Introduction00:02:00 - Le problème de l'image du secteur CHR et ses conséquences00:05:00 - La marque employeur, priorité absolue pour redorer le secteur00:08:00 - Comment bâtir et rayonner sa marque employeur ?00:11:00 - ConclusionSi cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Pillages, spoliation d'entreprises, banques à l'arrêt. La guerre a paralysé les activités économiques de l'est de la RDC. Les entrepreneurs espèrent beaucoup des pourparlers en cours à Washington. Le Rwanda et la RDC se sont donnés jusqu'au vendredi 2 mai pour parvenir à un projet d'accord de paix. Près de 90 entreprises qu'il accompagne ont mis la clé sous la porte à Bukavu, dans l'est de la République démocratique du Congo (RDC). Jean-Paul Lokumu, consultant en entrepreneuriat, constate l'abattement et le sentiment d'abandon des patrons dans une région coupée du monde : « Lorsqu'il n'y a plus de liaisons aériennes, lorsque les banques ne fonctionnent plus, on ne peut même pas parler de climat des affaires pour le moment. »Appel aux financements, même sans les banquesJean-Paul Lokumu se fait le porte-voix des patrons des Kivu, qui espèrent une paix rapide. En attendant, ils demandent de l'aide : « Je fais appel aux ONG, aux structures de financement pour venir à notre rescousse. Même si les banques sont fermées, il y a la possibilité de travailler sur la résilience, de trouver une solution pour ces entrepreneurs. En tout cas, ils sont vraiment dans le besoin. » L'amélioration du climat des affaires, c'est un des crédos de l'exécutif congolais ces derniers mois. Lors d'un forum à Casablanca la semaine dernière, le ministre de l'Économie nationale, Daniel Mukoko Samba a invité les entrepreneurs étrangers à investir en RDC.Mi-avril, Thierry Katembwe, conseiller du président de la République Félix Tshisekedi, était, lui aussi, à Paris pour convaincre des entreprises françaises d'investir dans le pays. « La démarche est assez claire quand on sait que le pays va finir par être pacifié. On sait que tout est une question d'économie, tout est une question d'opportunités, insiste-t-il sous les ors de l'ambassade de RDC en France.Accor veut un hôtel à Goma« Aujourd'hui, on dit à tous ces investisseurs "Venez directement en RDC". On est en train de mettre en place une plateforme énorme pour que les différentes multinationales s'y retrouvent. On est très heureux aujourd'hui d'avoir des grosses boîtes françaises, les plus grosses boîtes américaines qui sont déjà engagées et donc on en veut encore plus ».Le Nord-Kivu intéresse toujours le groupe hôtelier français Accor qui a un projet d'hôtel Ibis Style à Goma. « Notre partenaire local a une parfaite lecture des dynamiques de développement que va connaître sa ville dans les années à venir. Il croit fortement à son potentiel et il faut se projeter, assure Réda Faceh, vice-président en charge du développement en Afrique centrale d'Accor. Il est clair qu'à l'instant T, c'est un peu compliqué, mais on est optimiste. La ville va connaître un dénouement heureux et c'est ce qu'on lui souhaite. On espère justement pouvoir développer très prochainement un hôtel, voire plusieurs à Goma, qui reste quand même une ville d'une taille assez importante ». La RDC cherche toujours à diversifier son économie. Mais c'est bien autour de ses précieux minerais critiques qu'un accord avec les États-Unis est en train d'être concoctéÀ lire aussiTrump, les 100 jours: les Grands Lacs et Donald Trump, diplomatie et business intimement liés À lire aussiRDC: début de l'évacuation de militaires et policiers congolais protégés par la Monusco à Goma

In this episode of STR Daily, we dive into the growing consumer awareness of travel's environmental impact, as highlighted by Booking.com's 2025 Travel & Sustainability Report. We also discuss the latest hotel industry trends, including Accor's steady bookings and KHP Capital Partners securing $300 million for hotel renovations. Tune in for insights into how sustainability and investment are shaping the future of the travel industry.Are you new and want to start your own hospitality business?Join our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook group⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow Boostly and join the discussion:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Want to know more about us? Visit our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Stay informed and ahead of the curve with the latest insights and analysis.

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !Chers Insiders, C'est l'été, mais l'excellence de service ne prend pas de vacances. Et j'ai à cœur de continuer ce voyage qui nous emporte vers des invités toujours plus inspirants. Connaissez-vous The Vendôm Company ? C'est le nouveau partenaire exclusif d'Hospitality Insiders. Vendôm, c'est d'abord un incubateur de talents spécialisé dans le luxe avec un réseau qualifié de 16 000 candidats et plus de 300 recruteurs. Mais Vendôm, c'est surtout une entreprise dont je partage les valeurs humaines, j'ai d'ailleurs croisé leur chemin à de nombreuses reprises et je vous les recommande vivement pour vous accompagner dans vos recrutements. Dites-leur que vous venez de ma part et recrutez les talents du luxe que votre entreprise mérite. Je suis Maxime Blot, artisan hôtelier, et vous êtes sur Hospitality Insiders. Elle est cheffe patissière, mais aussi entrepreneuse ainsi que Youtubeuse. J'ai eu l'occasion de goûter certaines de ses créations et croyez-moi elle sait régaler nos papilles. Aujourd'hui ce sont nos oreilles qui vont être gâtées par cet entretien avec Muriel Aublet-Cuvelier ! Notes et références : ENSP : École Nationale Supérieure de la Patisserie Christian Camprini, Meilleur Ouvrier de France patisserie Eric Rava, chef patissier Julien Alvarez, champion du monde de patisserie en 2011 L'auberge Saint Gabriel à Montréal Marc Bolet, patron de l'auberge Guy Laliberté, co-fondateur du cirque du soleil Garou, chanteur québécois Des gâteaux et du pain, patisserie fine à Paris Lilian Bonnefoi, chef patissier à Hôtel du Cap Eden Roc Antibes Jimmy Mornet, chef patissier au Park Hyatt Paris Vendôme Saison 1 du meilleur pâtissier : les professionnels Philippe Conticini, chef patissier Pierre Hermé, chef patissier Frédéric Bau, directeur de la création chez Valhrona Youtubeur LinksTheSun Le Grand Colbert, brasserie parisienne Barbara Pravi - chanteuse finaliste de l'Eurovision Contacter Muriel : Lessecretsdemuriel.com">Lessecretsdemuriel.com Instagram : muriel_aublet_cuvelier Youtube : Les secrets de Muriel Si cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Oser la Reconversion, le Podcast, épisode #166Oser La Reconversion est le podcast numéro 1 sur la Reconversion.** Préparez votre retraite sur https://bit.ly/osercaravel et bénéficiez de 3 mois offerts avec le code OSER **Aujourd'hui, j'accueille dans Oser la Reconversion, Marie. Après avoir été gérante de l'Épicerie Créole, une marque d'épicerie fine créole haut de gamme, Marie a co-fondé Caravel, la première pension de retraite durable en France.Après une école de commerce et une alternance au sein du groupe Accor, Marie passe quelques mois dans les Antilles où habitent ses parents. Elle découvre la gastronomie créole bien loin des clichés qu'on peut avoir. Marie décide alors d'importer des produits d'épicerie fine haut de gamme dans l'hexagone, c'est la naissance de l'Epicerie Créole. Trois ans plus tard, l'Épicerie Créole a bien grandi car elle est maintenant distribuée au Printemps ou encore chez Monoprix. Finalement, les problèmes de logistiques ont raison d'elle et Marie décide de fermer l'Epicerie Créole. Ce sont des amis de prépa commerce qui lui parlent du projet Caravel, une pension de retraite durable qui finance uniquement des entreprises à impact, une pension de retraite simple à comprendre à destination des trentenaires. Marie décide de rejoindre le projet et co-fonde Caravel avec ses deux amis en 2020. Aujourd'hui, Caravel est la première pension de retraite durable en France. Elle a été rachetée il y a 5 mois par Indexa, un groupe espagnol spécialiste des pensions de retraite. La force de Caravel ? 60% de ses clients sont des femmes ! Et c'est très rare dans le milieu car les femmes peu éduquées sur le sujet épargnent moins que les hommes. D'ailleurs, un chiffre effarant : les femmes retraitées perçoivent en moyenne 39 % de revenus de moins que les hommes retraités. Avec Marie, on a évoqué ses début avec l'Epicerie Créole, comment rien ne la prédestinait à devenir entrepreneur, comment elle est passée de vendre des produits alimentaires à des produits financiers, sa motivation première d'éduquer les femmes à la nécessité d'investir et de réduire les inégalités Homme / Femme et par où commencer lorsqu'on veut préparer sa retraite lorsqu'on y connait rien aux PER et Assurance Vie. Retrouvez Oser la Reconversion sur Instagram : https://www.instagram.com/oserlareconversion/Télécharger le cahier d'exercices d'Oser la Reconversion pour se reconvertir : https://oserlareconversion.com/Notes & Références : - Linkedin de Marie Janoviez : https://www.linkedin.com/in/marie-janoviez-6362a184/- Site internet de Caravel : https://bit.ly/osercaravelContactez-moi ! Si le Podcast vous plait, le meilleur moyen de me le dire, ou de me faire vos feedbacks (et ce qui m'aide le plus à le faire connaître), c'est simplement de laisser un avis sur Apple Podcast, un commentaire sur Youtube et d'en parler autour de vous. ça m'aide vraiment alors n'hésitez pas.Pour me poser des questions, participer au podcast ou suivre mes aventures, c'est par ici :- Sur Instagram @clervierose : https://www.instagram.com/oserlareconversion et @clervierose : https://www.instagram.com/clervierose- Sur Linkedin : https://www.linkedin.com/in/clervie-rose-boennec-a09065102/- Sur Youtube https://www.youtube.com/channel/UC7Qzm4HrS5OdmdXoY344vqA- Par mail : partenariats@oserlareconversion.com

Booking Holdings CEO Glenn Fogel topped online travel executive compensation in 2024 with a $126.4 million pay package, while Expedia CEO Ariane Gorin received $37.3 million, boosted by Expedia's stock surge. Former President Donald Trump addressed the U.S. tourism decline, attributing it partly to nationalism abroad and suggesting a weaker dollar might reverse the trend, though Skift Research found political climate to be the top deterrent for travelers. Despite global economic concerns, Accor reported a strong first quarter and optimistic booking trends for April and May, even as European travel to the U.S. dipped in March. Online Travel Pay Roundup: Booking CEO Leads With $126 Million Accor Says April Bookings Have Rebounded: No ‘Cracks in Demand' Trump Comments on U.S. Tourism Decline – Travelers Cite Trump's Policies Connect with Skift LinkedIn: https://www.linkedin.com/company/skift/ WhatsApp: https://whatsapp.com/channel/0029VaAL375LikgIXmNPYQ0L/ Facebook: https://facebook.com/skiftnews Instagram: https://www.instagram.com/skiftnews/ Threads: https://www.threads.net/@skiftnews Bluesky: https://bsky.app/profile/skiftnews.bsky.social X: https://twitter.com/skift Subscribe to @SkiftNews and never miss an update from the travel industry.

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !Découvrez l'extrait de l'épisode 125 d'Hospitality Insiders sur le parcours d'Alexandre Waquier. Alexandre est un expert en vente et animateur du podcast Les Héros de La Vente. Ensemble, nous allons creuser avec lui tous les avantages du podcast dans son processus de vente ! Retrouvez l'intégralité de l'épisode ici.Si cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Luis Benguerel, analista independiente, analiza el escenario de las europeas Michelin, Safran, Accor, Saint Gobain, Zalando y MTU Aero.

Luis Benguerel, analista independiente, analiza el escenario de las europeas Michelin, Safran, Accor, Saint Gobain, Zalando y MTU Aero.

Luis Benguerel, analista independiente, analiza el escenario de las europeas Michelin, Safran, Accor, Saint Gobain, Zalando y MTU Aero.

Wall Street, Cac 40… Europe 1 fait le point sur la situation de la Bourse.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !1️⃣ Présentation de l'invité :Alexandre Waquier est le fondateur du podcast "Les Héros de la Vente", où il décrypte les meilleures pratiques commerciales avec des experts de la vente. Fort d'une expérience riche en business développement et en formation commerciale, il partage ses connaissances et celles de ses invités pour aider les vendeurs à exceller. Est-ce que la vente et le service sont opposés ? Sont-ils les eux revers d'une même pièce ?Alexandre a commencé sa carrière dans la vente de logiciels d'analyse de performance dans le sport de haut niveau. Puis, il a basculé du côté entrepreneur, avec la création de son propre logiciel pour des secteurs aussi variés que les pompiers et les militaires, avant de se consacrer pleinement au podcasting B2B.Quelles sont les 3 tendances clés qui redéfinissent la vente aujourd'hui :L'hyperpersonnalisation pour sortir du lot des emails automatisés qui finissent dans le dossier "Promotions".L'irruption de l'IA comme allié pour gagner du temps dans la prospection et le suivi client.Le "content based prospecting" ou comment transformer vos interactions sur LinkedIn, vos webinars et vos podcasts en opportunités de vente concrètes.Quelles sont les stratégies d'upsell et de cross-sell adaptées à différents secteurs, avec une analyse des spécificités de l'hôtellerie ?Quel est le pouvoir sous-estimé du podcast comme outil de vente B2B et de marque employeur ?Comment transformer des auditeurs passifs en clients fidèles ?D'ailleurs, saviez-vous que YouTube est la 1ère plateforme de podcast aujourd'hui ? La chaine du podcast est disponible ici !Toutes les réponses a ces questions sont dans notre conversation.2️⃣ Notes et références :▶️ Toutes les notes et références de l'épisode sont à retrouver ici.3️⃣ Le partenaire de l'épisode :FERRANDI Paris, Campus de BordeauxPrendre contact avec l'équipe dédiée au partenariat avec les entreprisesDites que vous venez d'Hospitality Insiders !4️⃣ Chapitrage : 00:00:00 - Introduction00:02:00 - Parcours d'Alexandre Waquier00:08:00 - Tendances et stratégies actuelles dans la vente00:22:00 - Le podcast comme outil de vente00:45:00 - Questions signaturesSi cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !Retrouvez cet épisode dès demain sur votre plateforme d'écoute favorite !Abonnez-vous pour éviter de passer à côté du prochain épisode.Si cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

In this episode, cybersecurity, privacy and hospitality attorney Robert Braun from JMBM talks about an online invasion of privacy lawsuit filed against Accor and how it comes down to the use of tracking pixels on websites.

Gilda Perez-Alvarado, Chief Executive Officer of Orient Express and Group Chief Strategy Officer at Accor, shares her insights on the broader applications of technology and innovation in the hospitality industry.Also, see our other episodes with Gilda:Reinventing the "Art of Travel": Inside Orient Express's Quest to Redefine Luxury HospitalityLVMH and Orient Express: How Luxury Leaders Navigate Legacy in an Era of ChangeLeading Through Change: Adaptability in a Turbulent World  A few more resources: If you're new to Hospitality Daily, start here. You can send me a message here with questions, comments, or guest suggestions If you want to get my summary and actionable insights from each episode delivered to your inbox each day, subscribe here for free. Follow Hospitality Daily and join the conversation on YouTube, LinkedIn, and Instagram. If you want to advertise on Hospitality Daily, here are the ways we can work together. If you found this episode interesting or helpful, send it to someone on your team so you can turn the ideas into action and benefit your business and the people you serve! Music for this show is produced by Clay Bassford of Bespoke Sound: Music Identity Design for Hospitality Brands

Gilda Perez-Alvarado, Chief Executive Officer of Orient Express and Group Chief Strategy Officer at Accor, shares her insights on leadership, adaptability, and innovation in the hospitality industry today.Also, see our other episodes with Gilda:Reinventing the "Art of Travel": Inside Orient Express's Quest to Redefine Luxury HospitalityLVMH and Orient Express: How Luxury Leaders Navigate Legacy in an Era of Change A few more resources: If you're new to Hospitality Daily, start here. You can send me a message here with questions, comments, or guest suggestions If you want to get my summary and actionable insights from each episode delivered to your inbox each day, subscribe here for free. Follow Hospitality Daily and join the conversation on YouTube, LinkedIn, and Instagram. If you want to advertise on Hospitality Daily, here are the ways we can work together. If you found this episode interesting or helpful, send it to someone on your team so you can turn the ideas into action and benefit your business and the people you serve! Music for this show is produced by Clay Bassford of Bespoke Sound: Music Identity Design for Hospitality Brands

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !Chers Insiders, Notre voyage dans l'expérience et l'excellence de service continue et je me réjouis de rencontrer des invités toujours plus passionnants. Ce Podcast n'en est encore qu'à son commencement, mais les retours que vous me partagez m'encouragent à continuer ce beau projet. Si vous souhaitez que j'aille à la rencontre de personnalités remarquables, dites-le moi sur mes différents réseaux et partons ensemble à leur rencontre. Je suis Maxime Blot, artisan hôtelier, et vous êtes sur Hospitality Insiders. Mon invité du jour est un expert du Marketing et de la communication, quoi de mieux pour compléter notre vision de l'expérience client ? Il a également une longue carrière dans l'entrepreneuriat et je peux dire sans me tromper que le développement durable est une valeur forte que nous partageons. Je suis heureux de l'accueillir et je me languis d'en savoir plus sur son parcours, bonjour Olivier Dufit. Notes et références : La coopérative The Originals, Human Hotels & Resorts Travelclick, fournisseur mondial de solutions pour les hôteliers OTA : Online Travel Agency GDS : Global Distribution System LMS : Learning Management System RSE : Responsabilité Sociétale des Entreprises PMS : Property Management System Livre : les quatre accords toltèques de Don Miguel Ruiz Linkedin : Olivier Dufit Email : olivier_dufit@yahoo.frSi cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Josh Mansour has chatted directly to Jai Arrow who sets everyone straight on what actually happened with the Bulldogs fan at the game last night at Accor. We welcome Millie Elliott to the co-host chair this week and the guys give us their thoughts on the Lachie Galvin and Tigers situation and we open up the phone lines to see what the listeners have to say about it. Plus, your favourite segments "Maroons Deadset Dummy Spit" & "Maroons Trivia" are back by popular demand!See omnystudio.com/listener for privacy information.

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !Découvrez l'extrait de l'épisode 124 d'Hospitality Insiders sur le parcours de Joël Darfeuille. Joël Darfeuille a remporté le Trophée David Campbell, le prestigieux concours organisé par l'AICR. Ensemble, nous allons creuser avec lui les clés de ce succès ! Retrouvez l'intégralité de l'épisode ici.Si cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !1️⃣ Présentation de l'invité :Mon invité est Meilleur Réceptionniste de France 2024 et Meilleur Réceptionniste du Monde 2025.Joël Darfeuille a remporté le Trophée David Campbell, le prestigieux concours organisé par l'AICR.Ensemble, nous allons creuser avec lui les clés de ce succès !Joël est passionné, depuis son enfance bercée par l'hôtellerie familiale à Menton jusqu'aux stages dans de prestigieuses maisons comme l'Hôtel de Paris à Monaco et l'Hôtel du Cap-Eden-Roc. Son passage par Londres au Café Royal et son surprenant Tour de France culinaire des marchés couverts ont façonné une expérience unique.Mais le clou du spectacle, c'est son récit haletant de la préparation et du déroulement du concours. Accrochez-vous, car vous découvrirez :Les épreuves exigeantes du concours national et international.Son audacieuse épreuve d'éloquence où il a défendu une position contraire au code vestimentaire avec... un tour de magie !Les anecdotes marquantes de sa carrière, de rencontres avec des célébrités à la surprise de sa grand-mère face à son tour de magie.Les secrets de sa préparation mentale et physique pour affronter ce marathon de l'excellence.Ses mentors et les soutiens qui l'ont aidé à atteindre le sommet.Son émotion et les retombées de sa victoire.Sa vision de l'avenir et son désir de transmettre sa passion.Que vous soyez un professionnel de l'hôtellerie, un étudiant aspirant ou simplement curieux de percer les secrets d'un champion, cet épisode est un témoignage exceptionnel d'un talent français qui brille sur la scène mondiale !2️⃣ Notes et références :▶️ Toutes les notes et références de l'épisode sont à retrouver ici.3️⃣ Le partenaire de l'épisode :FERRANDI Paris, Campus de BordeauxPrendre contact avec l'équipe dédiée au partenariat avec les entreprisesDites que vous venez d'Hospitality Insiders !4️⃣ Chapitrage : 00:00:00 - Introduction00:02:00 - Parcours de Joël00:08:00 - Le Trophée David Campbell : Déroulement et épreuves00:19:00 - La préparation intensive de Joël pour le concours 00:32:00 - Les réactions à la victoire et ses perspectives00:39:00 - Questions signaturesSi cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

In this episode, Gilda Perez-Alvarado, Chief Executive Officer of Orient Express and Group Chief Strategy Officer at Accor, reveals how luxury leaders are successfully preserving legacy brands in today's rapidly evolving world. She provides an inside look at the strategic partnership between Orient Express and global luxury powerhouse LVMH, exploring why history, authenticity, and meticulous craftsmanship are essential ingredients for thriving amidst uncertainty. A few more resources: If you're new to Hospitality Daily, start here. You can send me a message here with questions, comments, or guest suggestions If you want to get my summary and actionable insights from each episode delivered to your inbox each day, subscribe here for free. Follow Hospitality Daily and join the conversation on YouTube, LinkedIn, and Instagram. If you want to advertise on Hospitality Daily, here are the ways we can work together. If you found this episode interesting or helpful, send it to someone on your team so you can turn the ideas into action and benefit your business and the people you serve! Music for this show is produced by Clay Bassford of Bespoke Sound: Music Identity Design for Hospitality Brands

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !Retrouvez cet épisode dès demain sur votre plateforme d'écoute favorite !Abonnez-vous pour éviter de passer à côté du prochain épisode.Si cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Gilda Perez-Alvarado, Chief Executive Officer of Orient Express and Group Chief Strategy Officer at Accor, takes us behind the scenes of the iconic brand's revival in this episode recorded Friday, April 11, 2025 - exploring how they're reinventing luxury hospitality. Discover the strategy behind their ambitious launch of Orient Express's first hotel, train, and yacht—and learn what the new 'art of travel' truly means. A few more resources: If you're new to Hospitality Daily, start here. You can send me a message here with questions, comments, or guest suggestions If you want to get my summary and actionable insights from each episode delivered to your inbox each day, subscribe here for free. Follow Hospitality Daily and join the conversation on YouTube, LinkedIn, and Instagram. If you want to advertise on Hospitality Daily, here are the ways we can work together. If you found this episode interesting or helpful, send it to someone on your team so you can turn the ideas into action and benefit your business and the people you serve! Music for this show is produced by Clay Bassford of Bespoke Sound: Music Identity Design for Hospitality Brands

Tu peux en mettant 5⭐️ sur Apple Podcasts ou Spotify !Thomas Vidal est Head of Design chez Thiga, en mission dans le groupe Accor.Après son bac, Thomas passe une licence en informatique. A la sortie de l'iPhone, souhaite se réorienter dans l'UX Design, dans la création d'interface homme-machine (IHM). Étant basé à Toulouse, il rentre à l'école nationale d'aviation civile pour faire une master d'ergonomie IHM.Pour son stage de fin d'études, il travaille sur un écran tactile à destination des pilotes et des co-pilotes d'avion pour simplifier les interactions dans le cockpit.Par peur de faire les mêmes choses pendant 40 ans, Thomas décide de rejoindre le cabinet Exakis, à la fin de son stage, afin de travailler sur différents projets dans le temps. Il y travaille pour des entreprises comme Airbus ou Total. Cependant, il se voit confronter à un problème d'agence : il répond à un brief, prototype énormément, discute avec de nombreux utilisateurs, livre des maquettes qui, au final, ne seront jamais développées par le client.Thomas travaille, via Exakis, à l'uniformisation de la plateforme des SAMU de France en tant que Designer. En travaillant sur ce projet, il vient souvent à Paris et doit travailler avec des Product Managers du cabinet Thiga. Cabinet qu'il rejoint à la fin de sa mission, en tant Product Designer.Sa première mission sera au sein de l'incubateur d'AXA : l'Accélérateur. Où, pendant 1 an, il fait toutes les semaines un Design Sprint pour tester de nouveaux projets au sein de l'assureur. Même si l'exercice est intellectuellement stimulant, il est extrêmement intense, ce qui fait que Thomas change de mission au bout d'un an.Il passe ensuite chez Splio, en tant que Lead Product Designer. Une mission “classique” de Product Designer au cours de laquelle Thomas commence à manager une équipe et à monter en compétence sur ces sujets. Une montée qui est également suivie et mise en place du côté de Thiga.Par la suite, Thomas rejoint Doctolib en tant que Design System Manager. Il nous explique comment il fait pour mettre en place un Design System dans une structure de plus de 30 designers où la cohérence graphique commençait à manquer.Ensuite, Thomas occupe le rôle de Head of Design chez Leetchi, puis VP Digital Design chez Décathlon, puis Head of Product Design chez Accor. Dans cet épisode, on revient sur ces 3 aventures, afin de comprendre comment bien structurer une équipe et s'assurer qu'elle va dans la bonne direction. Pour ça, Thomas à 3 piliers sur lesquels il revient :Création d'une vision designMise à plat de l'organisation et de l'équipe designVéhiculée une culture design dans les équipes et l'entrepriseIl nous explique comment il a mis en place ces 3 piliers dans les entreprises dans lesquelles il y a travaillé et comment n'importe quelle entreprise ou même équipe design peut s'en saisir pour l'adapter à son contexte et ses besoins.Les ressources de l'épisodeThigaPour contacter ThomasLinkedInHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Send us a textWelcome to What's Up in Business Travel for Week 14 of 2025.  This is a weekly podcast where we update you on what's up this week in the world of business travel.  This podcast is great for those who need to know what's happening all in under 15 minutes.Topics covered during this podcast -Airfares Fall Over 5%Delta leads in On-Time performanceTariff whiplash favors travel stocksReal ID deadline approachesDelta lowers expectations for 2025Virgin Australia refunds 61,000 over flubForeign visits into the US declineRegional Airlines Republic & Mesa mergeIndiGo & Accor link loyalty programsDuetto acquires HotStatsDelta Air Lines opens 6th Sky Club in AtlantaHyatt expands to 50 hotels in IndiaAir India Express moves to become an economy only airlineAmerican Airlines eliminates international re-checkKayak launches new AI toolHilton enables Conferma via APIYou can subscribe to this podcast by searching 'BusinessTravel360' on your favorite podcast player or visiting BusinessTravel360.comThis podcast was created, edited and distributed by BusinessTravel360.  Be sure to sign up for regular updates at BusinessTravel360.com - Enjoy!Support the show

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !"Le vin c'est la preuve que Dieu nous aime et aime nous voir heureux." Pour ce premier épisode du Podcast, j'ai souhaité recevoir un invité que j'estime beaucoup. Il est non seulement un grand professionnel, que j'ai eu l'occasion de côtoyer en tant que collaborateur, mais aussi comme client et j'ai pu apprécier l'étendue de son art. Je le considère comme un ami professionnel qui m'inspire beaucoup et avec qui je partage énormément de valeurs, je suis donc honoré de l'accueillir aujourd'hui comme invité d'honneur, bonjour Xavier Thuizat ! Notes et références : Marc Raffray - Directeur général de l'hôtel de Crillon Paz Levinson - Chef sommelière exécutive du groupe Pic Kura Master - Le grand concours des sakés japonais de Paris Benjamin Franklin : "Le vin c'est la preuve que Dieu nous aime et aime nous voir heureux." François Delahaye - CEO Dorchester Collection Franka Holtmann - Directrice Générale Hôtel Le Meurice Sandrine Garbay - Maître de Chai Château d'Yquem Yannick Alléno - Chef multi-étoilé Livres : Savoir goûter le vin - Enrico Bernardo Anthologie de la poésie Chinoise - Editions La Pléiade Si cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !1️⃣ Présentation de l'épisode :Vous croyez que devenir manager, c'est juste une question de titre et de salaire ? Détrompez-vous ! Ensemble, on décortique ce qui fait VRAIMENT un bon manager, bien loin des clichés du chef omniscient et contrôlant. Êtes-vous prêt à endosser ce rôle pleinement ?Les secrets d'un management réussi : de la remise en question à l'art du feedback bidirectionnel, en passant par l'écoute active et la présence sur le terrain. Je déconstruis les fausses idées et vous partage des clés essentielles comme la confiance, la congruence et l'exemplarité pour inspirer et engager vos équipes.Ici, on parle de l'expérience du terrain, de l'importance de "manger du terrain" pour gagner en crédibilité.Que vous soyez un aspirant manager, un leader en quête de perfectionnement ou simplement curieux de comprendre les dynamiques du management, cet épisode est une source d'inspiration incontournable pour devenir le manager que votre équipe n'oubliera jamais. Alors, prêt à transformer votre approche et à propulser votre équipe vers le succès ?2️⃣ Notes et références :▶️ Toutes les notes et références de l'épisode sont à retrouver ici.3️⃣ Le partenaire de l'épisode :FERRANDI Paris, Campus de BordeauxPrendre contact avec l'équipe dédiée au partenariat avec les entreprisesDites que vous venez d'Hospitality Insiders !4️⃣ Chapitrage : 00:00:00 - Introduction00:02:00 - Définition et déconstruction de l'image du bon manager00:04:00 - Les clés et pratiques essentielles du management efficace00:07:00 - Le développement des compétences managériales et les ressources disponibles00:10:00 - ConclusionSi cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Special Monday Edition: Global travel stocks suffered steep declines on Monday, with major markets in Asia, the Middle East, and Europe seeing significant selloffs due to mounting fears over global tariffs and economic instability. The Hang Seng index dropped over 13%, its worst fall since 1997, while travel-linked stocks like Trip.com and Alibaba plunged by double digits. European airlines and hotel giants also took hits, with IAG, Lufthansa, Accor, and IHG all posting substantial losses amid concerns about falling transatlantic travel demand and trade war impacts. In the Middle East, markets continued a downward slide, compounded by plunging oil prices and significant losses in companies like Saudi Aramco, adding to fears about tourism investment in the region. Read the full story on Skift. Connect with Skift LinkedIn: https://www.linkedin.com/company/skift/ WhatsApp: https://whatsapp.com/channel/0029VaAL375LikgIXmNPYQ0L/ Facebook: https://facebook.com/skiftnews Instagram: https://www.instagram.com/skiftnews/ Threads: https://www.threads.net/@skiftnews Bluesky: https://bsky.app/profile/skiftnews.bsky.social X: https://twitter.com/skift Subscribe to @SkiftNews and never miss an update from the travel industry.

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !Découvrez l'extrait de l'épisode 122 d'Hospitality Insiders sur le parcours de Malene Rydahl. Malene est autrice, conférencière et coach de dirigeants.Dans cette partie de notre conversation, Malene nous partage une réflexion profonde sur la nécessité de faire évoluer le leadership pour favoriser la sécurité psychologique et libérer les talents.Retrouvez l'intégralité de l'épisode ici.Si cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Cet épisode est le premier d'une série avec des patrons de sociétés du CAC 40.Sur GDIY nous recevons habituellement uniquement des personnes qui se sont lancées par elles-mêmes : des entrepreneurs, artistes, sportifs…Dans cette série, j'ai pour ambition de découvrir et comprendre comment s'opèrent de tels mastodontes depuis l'intérieur, sur du temps long. Au-delà des éléments de langage, au-delà de la politique, au-delà des clichés.Pendant ses études, Sébastien Bazin est veilleur de nuit dans un petit hôtel parisien. Il observe les arrivées tardives, prépare des club-sandwichs, veille aux départs matinaux. Un premier contact avec l'hôtellerie, qu'il s'impose sans réel besoin financier, par simple soif d'aventure.C'est sûrement cette soif qui le définit le mieux.Celle qui le poussera à multiplier les casquettes avant d'arriver à la tête d'un géant du CAC40. Broker à Wall Street, directeur de banque d'investissement, président du Paris Saint-Germain.. 8 métiers qui ont forgé une carrière prestigieuse mais aussi une forte personnalité.Brillant pour certains, glaçant pour d'autres, son exigence est parfois peu confortable pour ses collaborateurs.Il l'admet lui-même :“J'ai une confiance en moi qui est presque inébranlable, donc ça fout la trouille à tout le monde.”Aujourd'hui, il dirige Accor, premier groupe hôtelier mondial hors États-Unis et Chine. 6 000 hôtels et 12 000 restaurants qui emploient au total 350 000 personnes dans 120 pays différents.En 10 ans, il a transformé le groupe avec un pari risqué : se séparer de 180 milliards d'actifs immobiliers pour se concentrer sur l'exploitation des établissements.Un virage à 180 degrés vers une stratégie “asset light” sans laquelle le groupe n'aurait pas survécu au Covid.Malgré une croissance stable de 200 nouveaux établissements par an, Accor doit sans cesse se réinventer, diversifier ses activités, pérenniser sa cotation en bourse, faire de la croissance externe…Un échange passionnant et à bâtons rompus qui nous plonge dans l'univers merveilleux (et impitoyable) de l'hôtellerie à très grande échelle :Comment gérer 120 000 recrutements par anBooking, Airbnb : comment sortir vainqueur de la bataille qui bouleverse l'hôtelleriePourquoi toujours écouter son instinct avant son cerveauLes difficultés à se réinventer pour une multinationale de la taille d'AccorPourquoi avoir un ancien Président de la République dans son conseil d'administrationDécouvrez une discussion sincère, sans détour, avec un homme avant tout guidé par son instinct.TIMELINE:00:03:00 : un passage “violent” à la direction du PSG00:18:49 : comment maintenir une culture d'excellence quand on a 120 000 recrues par an00:31:01 : le pari qui a sauvé Accor pendant le Covid00:43:40 : multiplier son panel de marques par 3 en 10 ans00:55:50 : 120 pays mais un seul tronc commun01:02:35 : le paradoxe entre celui qui paye et celui qui sert01:14:12 : les difficultés qu'ont les grands groupes à se réinventer01:19:21 : les facteurs clé de succès en hôtellerie01:22:46 : ce que AirBnb et Booking ont changé pour toujours01:35:22 : écouter son instinct, peu importe l'enjeu01:41:33 : diriger sans ordinateur01:50:44 : tenir la barre même à travers la tempête01:58:24 : masterclass de leadership02:07:16 : “j'ai hâte de ne plus appartenir aux autres”Les anciens épisodes de GDIY mentionnés : #374 - Laurent de Gourcuff - Paris Society - Confessions et secrets du roi de la nuit#422 - Inoxtag - Vidéaste - Casser YouTube et rebattre les cartes de l'audiovisuel#420 - Stanislas Niox-Chateau - Doctolib : derrière la plus grosse marque de la French tech#250 - Alain Ducasse - Chef - Faire de sa cuisine un apprentissage, une passion et une marque mondiale#441 - Arthur Benzaquen - Masada, réalisateur - Qui a dit que le business n'était pas artistique ?#107 - Jean-Philippe Cartier - CEO H8 collection - Du bon sens et de l'instinct pour réussir big time#145 Jonathan Anguelov - Aircall - La force intérieure. Tout casser alors qu'on part de rienNous avons parlé de :Le groupe AccorPaul Dubrule et Gérard Pélisson : créateurs du groupeJean-Charles Naouri, ex-PDG du groupe CasinoLa stratégie “Assets Light” - DéfinitionLes marques du groupe AccorJoël de RosnayNotion de temps large - Joël De RosnaySoho HouseHypermnésie - DéfinitionMistral AIProgramme de soutien d'Accor auprès de ses salariés pendant le CovidTom Barrack, le mentor de Sébastien pendant presque 20 ansSacerdoce - DéfinitionLes parachutes dorésLes recommandations de lecture : The Courage To Be DislikedVersion FR : Avoir le courage de ne pas être aiméLa dernière vague - Charles BiétryVous souhaitez sponsoriser Génération Do It Yourself ou nous proposer un partenariat ?Contactez mon label Orso Media via ce formulaire.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

In Episode 114 of the Award Travel 101 podcast, Angie Sparks and Mike Zaccheo take listeners behind the scenes of what it's like running a large Facebook community dedicated to points and miles travel. They kick things off with a viral post about Tampa International Airport's humorous rebranding inspired by its iconic flamingo statue, Phoebe. The episode covers major updates in the travel and credit card world, including widely disliked changes to United's credit card portfolio, the return of National Car Rental's One Two Free promo, and various hotel promotions from Hyatt and Accor. Angie shares her recent Atlanta trip booked with points and previews plans for a fall leaf-peeping road trip.The heart of the episode focuses on the daily grind (and occasional chaos) of moderating a massive Facebook group. While most members are helpful and enthusiastic, the hosts explain the challenges of dealing with repeat questions, Facebook's finicky search and tagging systems, and limitations placed by certain banks that restrict how their products can be discussed. They also talk about how the group earns money—mostly through affiliate links and AT201 memberships—and encourage members to support the group by using their links and participating more actively. They wrap up with a reminder not to rely too heavily on autopay and to always double-check credit card payments.Links to Topics DiscussedUnited Airlines Card Portfolio OverhaulNational Card Retnal One, Two, free promotionHyatt 777 Bonus and other current promotionsAccor Live Limitless bonus point promotionWhere to Find Us The Free 110k+ member Award Travel 101 Community. To book time with our team, check out Award Travel 1-on-1. You can also email us at 101@award.travel Our next meetup will be May 16-18, 2025 in Chicago! Tickets are SOLD OUT and the waitlist is exhaused but stay tuned for news about our next meetup! Our partner CardPointers helps us get the most from our cards. We love being able to automatically add all of our offers and quickly seeing the best card to use for every purchase. Signup today at https://cardpointers.com/at101 for a 30% discount on annual and lifetime subscriptions! Lastly, we appreciate your support of the AT101 Podcast/Community when you signup for your next card!

Découvrez ma formation en ligne sur les fondamentaux de l'accueil !1️⃣ Présentation de l'invitée :Et si le bonheur au travail était la clé d'une hospitalité d'exception ? Comment mieux manager, mieux communiquer et surtout, mieux comprendre les autres pour créer un environnement où équipes et clients s'épanouissent ? Aujourd'hui, nous partons au Danemark. Pour parler d'hôtellerie, d'empathie et de leadership. De confiance, de bien-être et de ce qui fait vraiment la différence dans le management. Malene Rydahl a exploré ces questions en profondeur, du monde de l'hôtellerie aux neurosciences du bonheur.Malene est une experte franco-danoise aux multiples casquettes : de directrice de la communication chez Hyatt à conférencière et coach de dirigeants (même au sein du CAC 40 !).Ensemble, nous allons explorer :Le modèle danois de bien-être et comment il influence le management.L'empathie, bien loin des clichés, comme un véritable outil de leadership et de résolution de conflits. Malene vous explique concrètement comment l'empathie s'apprend et se met en pratique en entreprise.Des conseils actionnables pour les managers qui veulent créer des équipes engagées et performantes, en commençant par un travail essentiel sur soi.L'expérience fascinante de l'introduction de cours d'empathie à l'école française, inspirés du Danemark, et comment ces apprentissages peuvent transformer nos interactions.Une réflexion profonde sur la nécessité de faire évoluer le leadership pour favoriser la sécurité psychologique et libérer les talents.Des insights précieux pour les leaders de l'hôtellerie, avec des recommandations spécifiques pour mieux comprendre leurs clients et leurs équipes.Un aperçu de la méthode MR développée par Malene, fruit de son accompagnement auprès de milliers de dirigeants.Préparez-vous à remettre en question vos perceptions et à découvrir des outils concrets pour transformer votre approche du management et de la relation à l'autre. Si vous croyez que le bien-être des équipes est indissociable de la performance, cet épisode est fait pour vous !2️⃣ Notes et références :▶️ Toutes les notes et références de l'épisode sont à retrouver ici.3️⃣ Le partenaire de l'épisode :FERRANDI Paris, Campus de BordeauxPrendre contact avec l'équipe dédiée au partenariat avec les entreprisesDites que vous venez d'Hospitality Insiders !4️⃣ Chapitrage : 00:00:00 - Introduction00:02:00 - Parcours de Malene00:08:00 - Son approche et ses activités actuelles 00:15:00 - L'empathie en long et en large00:35:00 - Le leadership et son évolution nécessaire00:42:00 - Conseils spécifiques pour les leaders de l'hôtellerie00:48:00 - Questions signaturesSi cet épisode vous a passionné, rejoignez-moi sur :L'Hebdo d'Hospitality Insiders, pour ne rien raterL'Académie Hospitality Insiders, pour vous former aux fondamentaux de l'accueilLinkedin, pour poursuivre la discussionInstagram, pour découvrir les coulissesLa bibliothèque des invités du podcastMerci de votre fidélité et à bientôt !Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

U.S. tariffs introduced by President Trump may indirectly affect the travel industry by increasing costs and strengthening the dollar, potentially deterring international visitors and raising expenses for hotel owners. Travel leaders like United Airlines and Accor have already reported declines in international travel to the U.S., citing negative perceptions and rising tensions as contributing factors. Meanwhile, vacation rental company Vacasa has endorsed a lower buyout offer from Casago and Roofstock over a higher bid from hedge fund Davidson Kempner, leading to legal scrutiny and an upcoming shareholder vote. Tariffs Won't Be a Direct Hit on Travel - But They Can Still Hurt Europeans Are Cutting U.S. Summer Trips Due to 'Bad Buzz', Accor CEO Says Inside the Vacasa Bidding War — The Unfolding Battle Connect with Skift LinkedIn: https://www.linkedin.com/company/skift/ WhatsApp: https://whatsapp.com/channel/0029VaAL375LikgIXmNPYQ0L/ Facebook: https://facebook.com/skiftnews Instagram: https://www.instagram.com/skiftnews/ Threads: https://www.threads.net/@skiftnews Bluesky: https://bsky.app/profile/skiftnews.bsky.social X: https://twitter.com/skift Subscribe to @SkiftNews and never miss an update from the travel industry.

Ever felt like you're driving full-speed through life with no brakes?That's exactly how I felt talking to Marta—from racing cars to racing through 30 years of senior leadership, she's done it all. In this episode, we talk about how she's learned to balance intensity with inner calm. Marta shares her personal journey of growing up fast (managing 80 people at 16!), leading with fire, and learning how to slow down just enough to breathe.And yes, she really does wear red and drive like a Ferrari!IN THIS EPISODE(00:00) How to stay strong under pressure with simple self-discovery tricks(04:50) The simple secret to staying calm every day(07:26) What stress and fevers have in common (and how to cool down)(09:44) Are you stuck in life's rat race? Here's a new way to think about it(11:26) The unexpected leadership lesson from racecar drivers(13:06) Why knowing when to stop is your superpower(14:17) The real reason self-mastery is so hard(16:36) Struggling to lead? This mindset shift can help(18:43) A quick tip to clear your mind when everything feels loud(22:00) Want better mental health? Start by moving your body(24:07) How to turn pressure into real joy(31:09)  Concluding RemarksMarta PardoMarta is an internationally recognised expert in customer experience, leadership, and motivation, with over 30 years of experience in hospitality and corporate management. Starting her career at just 16, she has led global teams, managed heritage hotels, and worked with industry giants like Disney, Marriott, and Accor. A sought-after keynote speaker and author of *On the Road to Motivation*, she created the P-ROAD method to help leaders inspire trust and drive results in times of change. Recently named Best Live Speaker 2024 and ranked among the Top Global Management Gurus, Marta continues to break new ground at 52.https://www.martapardo.com/en/YANA FRYYana is the founder of the Timeless Teachings Podcast. She is a global speaker, impact coach, wellness retreats facilitator, spiritual teacher, co-author of three books, award-winning poetess, and truth illuminator who inspires, empowers, educates globally.Since 2012 Yana has been helping global leaders to realise their full potential through private coaching, group workshops, soulful retreats, bespoke keynotes, online immersions and public teachings. Yana is a former mentor at Singapore's Council of Women Organisations (SCWO), former Co-Chair for Speakers Academy at Asia Professional Speakers Singapore (APSS), current Golden Door Ambassador and current Community Chair on The Leadership Team of Eco-Societies. She has also been professionally interviewing thought leaders and change makers all over the world since 2015 . CONNECT with YANA ►Linktree: https://linktr.ee/yanafryLinkedIn: https://www.linkedin.com/in/yanafry  Instagram: https://www.instagram.com/yanafryYana is also a founder and a host of YanaTV - Singapore's number #1 independent talk-show that amplifies the voices of impactful and conscious people of Asia.==► YanaTV : https://youtube.com/@yanatvsg—-Timeless Teachings by Yana Fry has been ranked among top 3 podcasts in Singapore. We talk about consciousness, human advancement, self-mastery and achieving full potential.

Jeannette talks to Fabien Chesnais, the General Manager of the General Manager of Mövenpick Resort Al Marjan Island. Fabien shares his journey in the hospitality industry, discussing the evolving role of a general manager and the importance of understanding operations, technology, and team dynamics. He reflects on the challenges of opening a hotel, the significance of creativity in food and beverage offerings, and the changing demands of customers, particularly regarding sustainability and dietary preferences KEY TAKEAWAYS The role of a general manager in hospitality has shifted from primarily being a PR representative to requiring a diverse skill set that includes commercial acumen, technological proficiency, and a deep understanding of operations across all departments. Effective general management involves not only operational knowledge but also strong people management skills. Motivating and developing a team is crucial, as the hospitality industry is fundamentally a people-centric business. Opening a hotel is a complex process that involves meticulous planning, team hiring, system implementation, and navigating regulatory requirements. Successful openings often require flexibility and proactive problem-solving to meet deadlines and expectations. Modern customers are increasingly focused on sustainability, health, and unique experiences. This shift necessitates that hotels adapt their offerings, including food and beverage options, to meet diverse dietary needs and preferences. BEST MOMENTS "To become a good general manager, you need to understand the operation. You need to understand each department in depth. And this takes time." "I think there is definitely a sense of care. When customers choose a hotel, they want to make sure that this hotel is sustainable and takes care of its people." "Food is a non-ending story. We sleep one time, we eat three times." "I think there is a lot of, you know, let's try it, let's be different, let's be aggressive. But there is no fear here." This is the perfect time to get focused on what YOU want to really achieve in your business, career, and life. It’s never too late to be BRAVE and BOLD and unlock your inner BRILLIANT. Visit our new website https://brave-bold-brilliant.com/ - there you'll find a library of FREE resources and downloadable guides and e-books to help you along your journey. If you’d like to jump on a free mentoring session just DM Jeannette at info@brave-bold-brilliant.com. VALUABLE RESOURCES Brave Bold Brilliant - https://brave-bold-brilliant.com/ Brave, Bold, Brilliant podcast series - https://podcasts.apple.com/gb/podcast/brave-bold-brilliant-podcast/id1524278970 ABOUT THE GUEST Fabien Chesnais is a seasoned hospitality leader and the General Manager of Mövenpick Resort Al Marjan Island. Since overseeing the resort’s pre-opening in 2021, he has played a pivotal role in its rapid success, achieving profitability within just three months. Under his leadership, the resort has earned over 18 prestigious awards, solidifying its reputation as one of the UAE’s top luxury destinations. With a strong background in luxury hospitality, Fabien has held key leadership roles across Accor and Hilton properties in the Middle East, including as Cluster General Manager for Mövenpick properties in Dubai. His expertise spans revenue management, project execution, and guest experience innovation. As a member of Accor’s elite Alchemist Project, he also contributes to shaping F&B strategies across the GCC. A champion of sustainability and inclusivity, Fabien has implemented eco-friendly initiatives such as in-house glass bottling, grey water reuse, and local sourcing. He has also enhanced family-focused experiences at the resort, introducing creative kids’ programs and entertainment options. Fluent in Arabic, he continues to push the boundaries of excellence in the hospitality industry. @movenpickalmarjan (Instagram, Facebook, Tiktok) Youtube & LinkedIn Movenpick Resort Al Marjan Island ABOUT THE HOST Jeannette Linfoot is a highly regarded senior executive, property investor, board advisor, and business mentor with over 30 years of global professional business experience across the travel, leisure, hospitality, and property sectors. Having bought, ran, and sold businesses all over the world, Jeannette now has a portfolio of her own businesses and also advises and mentors other business leaders to drive forward their strategies as well as their own personal development. Jeannette is a down-to-earth leader, a passionate champion for diversity & inclusion, and a huge advocate of nurturing talent so every person can unleash their full potential and live their dreams. CONTACT THE HOST Jeannette’s linktree - https://linktr.ee/JLinfoot https://www.jeannettelinfootassociates.com/ YOUTUBE - https://www.youtube.com/@braveboldbrilliant LinkedIn - https://uk.linkedin.com/in/jeannettelinfoot Facebook - https://www.facebook.com/jeannette.linfoot/ Instagram - https://www.instagram.com/jeannette.linfoot/ Tiktok - https://www.tiktok.com/@brave.bold.brilliant Podcast Description Jeannette Linfoot talks to incredible people about their experiences of being Brave, Bold & Brilliant, which have allowed them to unleash their full potential in business, their careers, and life in general. From the boardroom tables of ‘big’ international businesses to the dining room tables of entrepreneurial start-ups, how to overcome challenges, embrace opportunities and take risks, whilst staying ‘true’ to yourself is the order of the dayTravel, Bold, Brilliant, business, growth, scale, marketing, investment, investing, entrepreneurship, coach, consultant, mindset, six figures, seven figures, travel, industry, ROI, B2B, inspirational: https://linktr.ee/JLinfoot

I have been looking forward to talking with our guest, Louise Baxter, for several months. I met Louise through one of our regular podcast guest finders, accessiBe's own Sheldon Lewis. Louise has always lived in Sydney Australia although she has done her share of traveling around the world. She attended some college at night although she never did complete a college degree. Don't let that prejudice you, however. Her life experiences and knowledge rival anyone whether they have a college degree or not.   While attending college Louise worked in clerical positions with some marketing firms. Over time she attained higher positions and began working as a brand or product manager for a number of large well-known companies.   At some point she decided that she wanted to bring a more human-service orientation to her work and left the commercial world to work in not for profit organizations. Part of her work was with the Starlight Foundation in Australia, but she didn't feel she was challenged as much as she wanted to be. So, in 2007 she left Starlight, but in 2009 the Starlight board convinced her to come back as the CEO of the organization.   Louise has brought an extremely positive thinking kind of management style to her work. Starlight in general has to be quite positive as it works to ease the burden of sick children in hospitals and at home. You will get to hear all about Captain Starlight and all the many ways the foundation Louise directs has such a positive impact on sick children around Australia. The life lessons Louise discusses are relevant in any kind of work. I am certain you will come away from this episode more inspired and hopefully more positive about your own life and job.       About the Guest:   LOUISE BAXTER is Chief Executive Officer, Starlight Children's Foundation. Louise has significant experience in senior roles in the commercial and NFP sectors and is described as an “inspiring and authentic leader”. In 2009 Louise returned to the NFP sector as Starlight's Chief Executive Officer and Executive Director. Louise's focus on exceptional experiences and relationships has seen improved metrics across all areas of Starlight. Louise is regularly asked to speak on topics such a positivity, organisational resilience, diversity, and innovation. She is passionate about the creation of organisational purpose and believes this is key to delivering maximum impact through people. She practices positive leadership and has been successful in developing high performing teams within a culture where change is embraced, and innovation is embedded.   Always thinking like a marketer…. Louise's personal journey and reasons behind the shift from corporate to the For Purpose sector. After more than 20 years in marketing and advertising in roles at ARNOTTS, Accor & Johnson & Johnson & in agencies such as Leo Burnett working on brands from Mortein to Coco pops, Louise's journey and the insights she brings as CEO are unique. The very first time Louise became aware of Starlight was actually doing a promotion for one of her clients (when she was in sales/marketing) who was partnering with Starlight. Just seeing the work of Starlight, made her feel so pleased that there was now something that changed and reframed the hospitalization and treatment experience for families like a family she knew as a child with a child suffering from leukemia.    The business acumen needed to thrive and succeed in the For Purpose sector. Often the perception is NFP is a step into the slow lane. Far from it. Louise refers to leading Starlight as if it is in ‘eternal start up mode' and bringing business acumen, finding ways to be efficient and driving growth.     Our business… is the business of brightening lives…. The business growth and success of Starlight since she began from 65 people & 120,000 positive experiences delivered to children, to a team of more than 300 delivering over 1million++ positive Starlight experiences to seriously ill children including more than 13,000 children's Starlight wishes granted.   Louise has lead Starlight through some of the most challenging times. Her positive impact has seen Starlight grow from strength to strength. Starlight enjoys a tremendously creative and innovative culture. Including ‘Most Innovative Company' accolade - an achievement which was achieved under Louise's Leadership.   Starlight Programs growth will be stronger over the next 3 years than it would have been without Covid as programs which Transform and Connect rebuild and programs which Entertain grow. As does fundraising as we layer our face-to-face events back over our digital innovations which have taken off.  We have our creative/innovative culture to thank for this. Stories of personal connections made with Starlight children & families who began their journey more than 20 years ago and flourished thanks to the work of Starlight, including now adults Nathan Cavaleri and Dylan Allcott OAM.   Over the years Louise has been personally involved in many of Starlight's fundraising campaigns, once literally putting her body on the line as she flew over the handlebars and was carried away from the cycling course injured on Great Adventure Challenge.     Storytelling is at the heart of Starlight's success, growth & behind the organisations' ability to connect its stakeholders to its purpose. Louise's has largely led this approach to drive advocacy, differentiation & brand recognition – now one of Australia's most recognised children's charities Passionate about DEI: One of the first things Louise did as CEO was to deliberately approach diversity at Starlight and this continues today. To effectively support the people & families we support, our team members need to reflect this. DEI is addressed at every level.. Inc Board & Exec split to Captains in SER.    Louise considers herself very lucky – her birthday is actually on International Women's Day: IWD, 8 March. She is an active member of Chief Executive Women, an advocate for female empowerment & equity and in incredible role model.   Ways to connect with Louise:   Starlight Children's Foundation Australia Website: www.starlight.org.au Louise Baxter's LinkedIn: www.linkedin.com/in/louisebaxter   About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/   https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hi everyone. Welcome once again to unstoppable mindset where inclusion, diversity and the unexpected meet. It's a fun thing to say I am your host. Mike Hingson, our guest today is the CEO of the starlight foundation in Australia, Louise Baxter, we met Louise through Sheldon Lewis and accessibe, which is always fun. Sheldon is a good supplier of folks, and we can't complain a bit about that. It's a good thing. And so today we're going to learn about Starlight Foundation, and we're going to learn about Louise, and we'll see what else we learned. That's why it's often called the unexpected. Meet anyway, Louise, welcome to unstoppable mindset. We're really glad you're here.   Louise Baxter ** 02:04 Thank you, Michael, it's lovely to be here.   Michael Hingson ** 02:08 Well, why don't we start the way I love to start. Why don't you tell us kind of about the early Louise growing up and some of those sorts of things and adventures you got into, or anything that you want to divulge? Okay,   Louise Baxter ** 02:20 alright. Well, I live in Sydney, Australia, and have done my whole life I've traveled a lot, but I've remained here in Sydney. And so life in Sydney was just blissful. And I think what I remember most is just having fun with my friends. It was back in the day where, as a child, you'd leave home on your bike early in the morning, and nobody expected you back till later, often in the afternoon, before dinner, and we had Bush nearby. I can remember catching tadpoles I sailed from the age of eight. My father was a skiff sailor here in Australia and and I had my first time in a Sabo at age eight, we went to the beach a lot, so there was surfing and fun in the sun. I played a lot of sports. So I'm a netball player, which is kind of similar to basketball, but a bit different. I played squash, so a lot of things happening, a very busy life, and I grew up. And I think this is the important thing with parents who were not well off themselves, but were, I mean, we were. We had a lovely life, but they were always raising funds, and our house was a center for raising funds for people who were less fortunate, or that helping out with the local netball club and things like that. So, so I grew up with parents who were very committed to working hard but always giving back, even though they weren't, you know, high net worth people themselves. So I think that's, you know, a great basis for for who I am today.   Michael Hingson ** 04:18 So you went to school and and all those sorts of things like everybody else did. How did your attitude about dealing with people who were probably less fortunate than many and so on really affect what you did in school? Or did you really sort of hone that found that that that spirit later? No,   Louise Baxter ** 04:42 no, I was always involved at school and raising funds. And even, you know, it took us a couple of busses to get to the beach back in the day. So I was in a local youth group, and we made a decision to raise the funds so that we could have one of the fathers, so that we could. Buy a bus, have one of the fathers drive the bus and get us to the beach on Saturday in quick time. So always looking for ways to never taking no or that's hard for an answer, I suppose, always being able to be part of the solution and get things done. So that was happening while I was at school as well.   Michael Hingson ** 05:21 That's kind of cool. So you bought a bus so that everybody could get to the beach. How many people were there that had to get there and use the bus? We   Louise Baxter ** 05:28 had about 40 or 50 people. And during the school holidays, we convinced one of the, a couple of the parents to take us on a trip through far west into, I'm supposing, what into our outback. So we went into kind of desert type lands, and we camped and a shearing a sheep station let us sleep in the shearing sheds overnight. So that was quite an adventure as well. And we did that for one school holidays on that bus.   Michael Hingson ** 06:02 So was the the bus? Well, who owned the bus was it? Was it a school bus, or who owned it   Louise Baxter ** 06:09 the youth group that we, the group did fundraising? Yeah,   Michael Hingson ** 06:13 cool, yeah. That's pretty unique.   Louise Baxter ** 06:17 I have great memories of that with, you know, green tree frogs in the toilets. Whenever you went to use a bathroom, they were always there looking at you and all of those kind of funny things that you remember, you know, watching and learning farm life and seeing some of the animals sitting on the fence while they were being branded and castrated and all kinds of things, but from as a city kid that was that was really valuable,   Michael Hingson ** 06:47 pretty and unique, but certainly the experience was well worth it, as long as you embraced   Speaker 1 ** 06:53 it. Yes, exactly, yeah. So   Michael Hingson ** 06:57 does that bus still exist today? Or does the youth group still exists now with new youth, that's a very long time ago. Michael, well, I didn't know whether it might have continued with new youth,   Louise Baxter ** 07:07 no. And I, you know, moved locations in Sydney, so I'm not quite sure what's happening there. Now, it'd   Michael Hingson ** 07:14 be exciting if new youth came along and took it over, but yeah, things happen and things evolve.   Louise Baxter ** 07:22 I'm just gonna say their parents probably drive them everywhere now. Yeah, it's   Michael Hingson ** 07:26 gonna say probably the adventure isn't quite the same as it used to be. No   Louise Baxter ** 07:30 exactly,   Michael Hingson ** 07:31 and, and that has its pluses, I suppose, and its minuses, but there, there are also more scary things in one sense in the world now than there used to be. Don't you think,   Louise Baxter ** 07:43 yeah, there are, well, there could be, or maybe, maybe we know more about it now because of our media and communications. So you know, all the kind of predators that impact you as children were around then, I suppose the accidents in cars are up because use of cars has increased. So, yeah, there are. There are different things that impact people nowadays. But us human beings, we're pretty resilient and and we always work out a way through, yeah, well, there's also, there's also a story from my childhood that I think is very relevant for what I do at Starlight, and that story is that you know how you have those family friends, who you grow up with, and you go on holidays with, etc. Well, that family for us, their eldest son was diagnosed with cancer, and back then, survival rates for cancer were very different to what they are today, and much lower. And he died when I was about 12, but as a child, I observed him suffering the pain of the treatment, and there was nothing like Starlight back then. And I saw also the impact that his illness had on his family. And I often think back to him, to those moments now that I'm at Starlight, because Starlight would have changed that situation and made it very different and far more positive for that boy and his family, and I think about about him and what they went through kind of regularly. So it's one of those things that's a childhood. It's a lived experience from my childhood, which, you know still kind of resonates with me today.   Michael Hingson ** 09:44 Well, yeah, and you know, we're, we're constantly evolving. So you can, you can think about that, and you can think about what might have been, but at the same time, the the real issue is, what have you learned? And. How can you now take it forward? And I think, as I said, that's all about embracing the adventure,   Louise Baxter ** 10:04 absolutely, absolutely and so absolutely take that forward,   Michael Hingson ** 10:09 yeah, which is really what you have to do. So you went to college, I assume, yeah.   Louise Baxter ** 10:15 And I actually went part time at night, so I actually went straight into a work environment. And for an organization, and was in the marketing team, just doing basic clerical work, and then I studied part time at night, so did a bit differently.   Michael Hingson ** 10:33 Yeah, well, did you end up eventually getting a degree? No,   Louise Baxter ** 10:37 I have no degree. Which is, which is something that's not, is very unusual in the United States. I know, oh, I don't know   Michael Hingson ** 10:49 that it's that unusual. But the the other side of it is that what you learn and how you put it to use and how you evolve is pretty significant. And that's, of course, part of the issue. Not everyone has a college degree, and sometimes the people with college degrees aren't necessarily the the brightest spots in the constellation either. Absolutely, it's,   Louise Baxter ** 11:13 yeah, there's a lot through lived experience, but I have, yeah, I've studied at various times, and most recently, I was awarded a scholarship. And I've had the experience of doing two short courses at Stanford University in the States, and I'm now on the board of the Stanford Australia Foundation, and so that's been a wonderful experience as a mature age student.   Michael Hingson ** 11:42 That's fair. Yeah, I just recently was inducted into Phi Beta Kappa, which formed the chapter at my university the year I was leaving, so I was able to go to the organizing meeting, but that was it, because then I got my master's degree and left and through circumstances, it was learned that all that happened. So last year, I was called and asked if I wanted to become an alumni member. So I got to be so I finally got to be a member of fraternity. Well, there you go. Congratulations. Well, it's a lot of fun, yeah, and I, and I treasure it and honor it a great deal, and spent a day down at my old university. I haven't really spent a lot of time there since graduating, well, back in 1976 with my master's degree in some business courses. So it's been 48 years. So there you go. Time flies. Well, so what did you do? So you you were working in the marketing world, in a clerical sort of thing, and what did you do from there? I   Louise Baxter ** 12:55 then became an assistant brand manager, a brand manager or product manager, whatever you want to call it, and I worked at Reckitt and Coleman. I worked at Johnson and Johnson and at Arnot snack foods. And Arnot snack foods was interesting because it was a joint venture with Pepsi foods from the US, because they were interested in the biscuit technology from Arnott's, and Arnot was interest interested in their snack food technology. And so what we had was a situation where we were sharing our expertise, and as a result, I was on the team, and we launched Cheetos, Fritos, Doritos into Australia, so they didn't exist here prior to that. Obviously Johnson and Johnson also, you know, big multinational, as is reckoned and Coleman. And then, after a number of years working on client side, I decided I wanted to move to the agency world. And I moved to Leo Burnett advertising agency, where I stayed for a decade. I was on the board there. I managed accounts like the Proctor and Gamble and kill on businesses as well as local businesses like tourism businesses and and wine so hospitality businesses here in Australia, very big wine company and and also the United distillers business back then. So had a lot of experience from both the client and agency side of working on big brands and growing big brands, which I absolutely loved, and we had a lot of fun, you know, along the way, in those days at all of the organizations where I worked, I made a lot of friends, and it's always important to have great friends from those experiences. And then I considered I actually left after i. Left Leah Burnett, I started an agency with two other people that's called Brave New World, which still exists to this day. I haven't been part of that for a long time, and then I had this moment of considering that I could potentially do something more worthwhile with my skills than than selling the products I'd been selling for all those years, and that's when I first made the decision to move to the what I referred to as the profit for purpose sector, and moved to Starlight in a role, and at that time, that was just a six month maternity position role. And I did that because I had great experience of brands from the client and agency side and promotions, so above and below the line. Promotions. I had worked on promotion supporting charity so cause related marketing campaigns. And I felt that the one thing I was missing if I wanted to go back into a corporate, into a corporate social responsibility role. Was that experience of working in a charity, and so I thought at that stage that my, my of journey was going to be back to a corporate because at that time, if you think this is over 20 years ago, triple bottom line was, and the third sector was really becoming important to organizations and to corporates. And so I thought I'd take my skills and go back to a corporate what I did instead was I went to starlight, as I said. It was a six month contract, but after three months, then CEO came out and said, What would it take to keep you here? I loved what I was doing, and I stayed at Starlight. I did stay for six, seven years. I then left and went back to corporate world, and I came back to starlight. So I left at the end of, what am I of? I left at the end of 2007 I came back in 2009 so I had that experience of back in the corporate world, and I came back as a CEO. It's   Michael Hingson ** 17:20 interesting. You started out in, as you said, in clerical work, but you started out in marketing, which, which you liked, what, what caused you to do that? Why marketing? Why marketing and sales, if you will?   Louise Baxter ** 17:33 Well, I love, I love marketing. I love brands, and I love the fact that, you know, brand is a living and breathing thing, and you can grow and change a brand. And I love, I love all the learnings around consumer insights. That was my specialty within marketing. So actually understanding that consumer behavior, and what I say about marketing is it's, it's hardly rocket science, because if you look at a young child, they recognize that they speak differently and use different language and words, etc, when they're speaking to their friends, when they're speaking to their grandparents, when they're speaking to their teachers, when they're speaking to their siblings, and so already, the concept of I have a different consumer in front of me, and I need to change my language and what I'm saying and my communication skills. Need to tweak. A child understands that from a very early age. So when I think about marketing, that's what you're doing the whole time. You're changing what you're the what you're saying and the way you say it, so that you engage more strongly with your consumer, and that's what I love about it, because communication is just so powerful, and you can take people on a journey. I'm also you know you can change behavior before you change the attitude, but ultimately you can move people and kind of change their thinking and their their their habits.   Michael Hingson ** 19:11 What's a really good example that you participated in of that I love a marketing story, loving sales and marketing as I do, I'd love to hear a good marketing story. Um,   Louise Baxter ** 19:22 well, there's, there's, there's quite a few. And I'll, I'll give you one. There was, I used to work on all the roads and traffic authority business, and at that stage, we were responsible for handling all the campaigns, from speeding to seat belts to drink driving, etc. And what was really powerful about those was your results were that every day you came into work and the road toll was there, and the road toll was, you know, up or down. And to work on campaigns which, over years, reduced the road toll because of the messages that you would keep. Communicate to people about speeding, etc. So whether people believed that they should be going, if you know, 10 kilometers slower in that particular zone or not, the messages of you know of penalties being caught, whatever the messaging you used to slow them down in that moment worked, and that saved lives. So, you know, that's, that's an example. I also worked on brands such as Special K, you know, and and for me, seeing, we created a fantastic campaign here that ran for about 20 years, and it was based on the the traditional Special K ads where women would wear clothes that they had years ago. And this one was about a mini skirt, but it was done in such a way that the woman was Stuart was the strength in the TV commercial. She was the lead. And that grew the business, and grew Special K at that time, at like, three times the market average for any, you know, product growth. So to see those things, and what I love is the results. And you you get it very strongly in those moments and and it's exciting.   Michael Hingson ** 21:17 You mentioned having been involved with working with Fritos and so on, which strikes a nerve when I lived in New Jersey, somewhere along the way, ranch flavored Fritos came into existence, but they didn't last very long, and I miss ranch flavored Fritos   Louise Baxter ** 21:34 we used to do when I worked on those snack food brands. We did so much testing and to to create tastes that are suitable, because tastes do change significantly, you know, region to region, and so ensuring that we had exactly the right flavors that would resonate and and sell here was really important to us. But along the way, we had some shockers, and we did have a lot of the specialist from FRITO lay in the states out working with us to craft those flavors. So we eventually got ones that worked here and for this region.   Michael Hingson ** 22:13 Yeah, and I'm sure that that must be what what happened that ranch flavored Fritos just didn't sell enough. In   Louise Baxter ** 22:20 cell Michael, you didn't have enough friends,   Michael Hingson ** 22:23 I guess not. Well, we didn't know enough people in New Jersey. What can I say? But, but we contributed as much as we could. My wife and I both loved them, and we we bought ranch flavored Fritos every chance we got. But unfortunately, that really probably wasn't enough to keep it going. So we, we mourn the loss of ranch flavored Fritos. But you, you did that, and it's interesting, because if I were to bake this observation, in a sense, although part of your job has changed, part of your job hasn't changed, because it's still all about marketing and educating people. Of course, now you're on the not for profit side, but that's okay, but what you're doing is teaching and educating, and now you're doing it for more of a social cause than a profit cause.   Louise Baxter ** 23:21 You're exactly right what we're doing every day because is, we're marketing our organization, and it's all about communication, and that communication might be very different with, you know, high net donors to community groups who support us in terms of how they connect with us. The impact stories are the same, although you also learn that certain individuals might prefer programs that support children, or might support prefer programs supporting older people, older children, or might support programs that support our Aboriginal and Torres Strait Islander children. And so you learn that through all your discussions. So it's all about hearing, because marketing is about really listening and and so I am still, you know, everything we do is about really listening and really hearing from the kids and the young people we support. You know, we need to listen to their situation and what, from our program's perspective, is working for them. So I feel it's very, very similar to what I did, because I was a product manager, so I was always listening to our customers to create more relevant products, and then communicating to people so that they we could sell those products. And the difference here is, back then they were the same people, so you would listen to your customers, then you'd be selling to them. And now what happens is our customers are the children and young people who are seriously ill and hospitalized, and our customers, the people where we're getting the funding from, are the donors who. Support those programs. So you break it into different groups, and we have far more stakeholder groups that you're managing in the profit for purpose sector than you do in the for profit sector. But that keeps it   Michael Hingson ** 25:14 interesting Well, so what is in in what you're doing today? And I'd be interested to to hear a contrast. But what does what does success mean to you today, and what did success mean to you when you were in the marketing world?   Louise Baxter ** 25:30 I think that that's always, you know, being the best you can be, and achieving the the metrics you need to achieve. So that's not changed, and always having really positive relationships with, you know, and partnerships. So for me, none of that's really changed. And I think that, you know, authenticity is very, very important. And so I constantly say, you know, with me, what you see, what you get, I'm the same person, no matter if you're a friend, a colleague at work, whatever, and I think that makes life much easier than if you were different people in different spaces. So I think there's a there's something that's very consistent about that. And I, I am that kind of person who doesn't take no for an answer. It's just okay. That's that's a bit trickier, but how can we get that done? So I'm always, always been solution focused, and I think that's been that's really important. And I think, you know, Obama has made comments about the type of people he wants to employ, people who get stuff done, and that's that's exactly me, and who I look to work with. So none of that has changed, but for me, it's now incredibly important. We're changing lives every day, and I think that what Starlight does in this country is we believe that that happiness in childhood matters, because happiness in your childhood is the strongest determinant of how you perform in your education, your employment, and with long term healthy life behaviors, children who are seriously ill have their ability to be happy significantly impacted. And so what we do is we sort support them with a whole range of programs. And I can talk about our theory of impact, but it builds their well being and resilience. And I know that that that you talk a lot about, you know about fear, and I think resilience is that thing that that gives you the strength to move through those things that may be frightening to you at some stage, and kids who are seriously ill are going through so much that is unfamiliar and frightening to them and painful. And so Starlight has been creating programs which are all about positive psychology and built on the tenants, if we can build, if we can distract a child by something that's positive help them to look forward to something positive. On the other side of treatment, it changes their engagement with their health care, and it changes their health outcomes for a positive and so that's incredibly important, and we were using this a decade before Martin Seligman even coined the phrase positive psychology and and now as as clinicians recognize, and they've recognized this for a long time, but are increasingly recognized the ways this this can be used to create improved health outcomes. And let's face it, you know, healthcare is one of the most innovative, fast moving sectors you can possibly work in, and clinicians have changed and improved health outcomes for every illness and disease you can possibly think of, and that's amazing. And so Starlight has been part of that improvement in healthcare, but the recognition that your mental health and well being is completely connected to your physical health and well being. And so while the doctors and nurses the clinicians look after the physical Starlight is engaging with the child within the illness and helping to lift their spirits, support their well being, resilience, giving back that joy of childhood. Because, you know, a clinician once said to me, Louise, in treating their illness, we steal their childhood. And so what we're about at Starlight is giving those kids back their chance to simply be a child and have that fun of childhood, which is where we started this conversation. You know, childhood should be about fun and having no inhibitions and not worrying, not a care in the world. And children who are seriously ill live in a very kind of adult world where they're dealing with concepts such as life and death. And that's not where any child should really be.   Michael Hingson ** 30:05 So when you're when you're dealing with a child, what, what? What do you do to bring the child back to the child, if you will, as opposed to all the the challenges that they're going through? Because certainly, when you're dealing with a disease like a cancer or whatever, it is, a very tough thing. So how do you bring that child back to being able to be a child at least for part of the time?   Louise Baxter ** 30:32 And that's, that's, you're absolutely right. It's about moments, because, and we talk about moments which matter. You can't do it for 100% of the time, but if you can lift that child and distract them and take them away from that, even if just for a moment, it changes everything. And I, I we have a whole range of programs that cater for this, in hospital and also in community. And last year, we created nearly 2 million so it was 1.9 million positive Starlight experiences for children. And that's the way we talk about it, because they're all so different. But we work in three general areas, and that is, we transform, we work in partnership with the clinicians to transform the healthcare experience, and we even build physical spaces in the hospitals, all the children's hospitals in Australia, which are manned by a character called Captain starlight. So we employ nearly 200 Captain starlights, who are all professional performers, and they work with the children, and they engage. They don't perform, but they use performance skills to engage with the child and the child's imagination, because a couple of things about children is that they are in they have incredible imaginations, and they are also easily distracted. And one of the things about most parents is they they try to work out how they keep their child focused? Well, we use the fact that children can be intensely distracted for good. So, you know, for example. So talking about that transforming the healthcare experience, some of our captain starlets will actually work in a treatment space with the clinicians, and they know how the treatment is going to unfold. Not so they could ever perform the treatment, but be so they know when to distract the child, when to keep the child very calm, etc, throughout that procedure. But let's say it's a burns dressing change that to a child. The pain of having a burns dressing change is like having your skin removed every time the dressing has changed, and what we do is we have our captain starlights there, and children don't have the psychology of pain in their mind. They will be intensely distracted, and their pain threshold then increases by up to 75% by simply distracting them, which means then they don't need to have an anesthetic for their treatment, which means that that child may not have to stay in hospital overnight because of that anesthetic and etc. So by using the power of a child's mind engaging with them, we can change that scenario. They won't feel the pain. Now, for an adult, that sounds weird, because if we were having that burn stressing changed on an arm, even if someone was distracting him, we'd be waiting for the pain, whereas a child just gets absorbed in the distraction and is not waiting for the pain. And so that's the difference. So we transform the healthcare experience, we provide opportunities for children to connect, because social isolation is one of the key issues associated with serious illness and treatment. They're pulled away immediately from their local friends and family, often into, you know, a hospital that's in the city, and that's the way our healthcare system works. The big children's hospitals are in the cities. The kids come out of regional areas and into that so they're away from everything, all their friends that their bedroom, everything that's familiar, and so that social connection is really important. That's part of what we do in our Starlight Express rooms, which are in every Children's Hospital. They also are TV stations within those hospitals and broadcast to the bedside of the child. So if the child's too sick to come into the Starlight Express room, they can be part of that and have that social connection from their bedside. So quizzes, for example, are really important for us, and we run a quiz every day, and sick children have lost that ability to compete in so many ways and have fun and have that little banter that you have with people when you are competing. Yet a quiz brings that all together. And we often have, we always have prizes, but it means a child in their bed who can't physically come into another space with another child for issues in terms of their illness and and. Um and infections and cross infections, etc, they can still be involved, and they can win the quiz, and, you know, be on television and chat with the other kids. So those things are very important. And we also promote entertainment, because entertainment is a great way of of distracting children. And so we talk about what we do. We transform the healthcare experience. We provide social connection that's so missing, and moments of entertainment. And our program sometimes deliver all three, but they're created for one specific reason, and so we're all about having fun. And for me, when I see a child come into a Starlight Express room, especially a child who's recently been diagnosed, you can see they're often in a wheelchair. They're holding an IV drip. They have their head down, their shoulders down, they have the weight of the world on their shoulders. They're looking like no child should ever look and you see this child come into our space and start to lift because a Starline Express room is a haven away from the clinical nature of the ward. They start to lift. They see the space. They see the captain starlights, and for me to observe that same child, 510, 15 minutes later, roaring with laughter, completely forgetting where they are and why. That's the power of starlight, and that's what we do through all our programs every day. And that moment lifts that child and gives them, builds their resilience and gives them the ability to go back into that next round of treatment, surgery, etc. So it is in that moment, and it changes everything.   Michael Hingson ** 36:40 How does the starlight experience differ in America and our healthcare model here as opposed to in Australia? Do you have any idea?   Louise Baxter ** 36:52 Yeah, well, we have, we man all of the spaces in our hospitals. So the hospital, when a new hospital is being built, they they they allocate a section that is the Starlight Express room space. We then build the Starlight Express room, and these are quite large spaces, and then we man it with our own paid team members and volunteers that would never happen in your healthcare system, just with legal issues and liability, etc, you'd never see that happening in in America. So that's, I think, the key, the key difference from things that we do in Australia, we also are a wish granting organization, and we are the largest wish branding organization in Australia, and we have programs called we have a program called Live Wire, which supports young people, so teenagers and up to the age of 20, and that is in hospital. So we then don't have Captain starlights. We have live wire facilitators, and then we have live wire online. We also have a virtual Star LED Express room, which we created and trial during COVID. Because obviously everything around the world and definitely in Australia, was in lockdown, and our programs were an essential service in the children's hospital, but we were restricted, and so we'd been toying with the concept of a virtual Starlight Express room for a long time, and so we used COVID as that opportunity to trial that, and we trialed it. It was very successful, and we're now rolling planet Starlight into every hospital across Australia. All people need there is a QR code. And so we put up beautiful posters, which are also games that kids can play that has a QR code, and they can go directly to Planet starlight. And planet Starlight is set up has live shows of Captain starlights during the day, but also games kids can play directions, how to do art. So if a child's seriously ill, but at home or in another hospital, they can do all of this stuff. And it's it's not that you need a full tank kit. We do it and understanding that children will be able to work with what they have that's near to them. We even have things like I spy for an emergency room space so that kids can stay distracted, no matter what part of a hospital they're in. We also now support families who are in at home palliative care, because 70% of children in this country who are in palliative care are at home. That's not necessarily end of life palliative care, but palliative care can go on for a number of years, and those families are incredibly alone and isolated, and so our Starlight moments program delivers things to uplift that family and have them know that someone's thinking of them during this time. And. Again, it is those moments which really, truly matter.   Michael Hingson ** 40:05 So, um, how did what? What do you know about how it works here, or what actually happens in America? Do you have any real notion about that? I mean, I understand all the legalities and all that, but how does it differ what? What do they do here to be able to foster that same kind of climate. Yeah,   Louise Baxter ** 40:22 they're still about happiness matters, right? Which is fantastic, and they do that with, I'm trying to think of the name now Fun, fun boxes that they have delivered into hospitals with toys, etc, for kids. In some hospitals, they are able to do a refresh of a playroom to make it a starlight space. But it's then not like ours are manned every day with team members. They have little carts that help kids transport round the hospital. So yeah. So they have a whole range of things that they can do within the limitations of the different health system. It   Michael Hingson ** 41:06 must be a real challenge to keep up the spirits of all the people who work for starlight. How do you keep a positive work environment and keep everyone moving forward and hopefully reasonably happy in what they're doing, because they they have to see a lot of challenges. Obviously, yeah,   Louise Baxter ** 41:26 we we're authentic with our commitment to positive psychology. And so getting close to 15 years ago, we started working with a group here in Australia called the positivity Institute, and we started training all of our team members. So every team member who joined Starline is trained in the tools of positive psychology, because you're absolutely right. And I use the airplane analogy, you know, if the plane's going down, you're always told that you put your you have to put your oxygen mask on yourself, because if you don't put it on yourself, you're of no use to anyone else, and POS, psychs like that, you have to care for yourself. And self care is so important, because if you are not caring for yourself, and if you are not topping topping up your own cup, then you're of no use to support and coach and help other people, and so we have positive psychology is the one authentic thing that, just you know, moves right through our organization. It's at the heart of everything we do for the children and young people. And importantly, every question we ask ourselves about every business decision is, will this improve the way we support the seriously ill children and young people, yes or no, and then what we do is we carry that through, because for us to be able to provide the support we do, and you're absolutely right, working often in very challenging situations, we need to know how we can look After ourselves. So POS site flows through the whole organization, and we are an organization that is a great place to work in Australia, there's actually, you know, a survey that's done annually, and corporates and other organizations are ranked, and we're always in the top group of performers there. So it's, it's also very critical to maintain a high performing team, because we need to be sure of able to have our team bring their best self to Starlight every day. And that's what post psych does for us. How does   Michael Hingson ** 43:37 that work? What? What do you do? I mean, you, you obviously have people who go into situations and they get hit with so many sad sorts of things, but obviously you're able to bring them out of that. How do you do that? Well,   Louise Baxter ** 43:52 as I said, Everybody's trained up front and recognizes the tools or has the toolkit for prossite, but we don't just leave it there. So the people who are working in hospitals have daily debriefs. They have a support crew from an employee assistance organizations who work with them. That's the same person who works with those teams. So they then have weekly debriefs, monthly, quarterly. So we're onto it. It's, it's, it's a, May, it's a, it's a, it's very strategic in the way we support them, and it's very considered. And so that support is there for people on a daily basis. So   Michael Hingson ** 44:35 you, you, I'm just thinking of a question I'm going to ask, you're doing a lot with children and all that, which I think is really great. Is there any chance that this kind of approach could also work for older people, adults and so on?   Louise Baxter ** 44:57 Absolutely, and it. It would also work. I mean, we're working with seriously ill, right, and hospitalized children, but it would also work with group, other groups of vulnerable children. So, you know, happiness and positive psychology is something that works for everyone, quite frankly. And so one of the things that's a side benefit of starlight being in a hospital is it lifts the morale of the whole hospital team. So the hospital, the hospital team, is happier. Because if you think of working in a children's hospital, if Starlight was not there, it can be a pretty dour place, and the challenges are every day, but with starlight, they're lifting the spirits, having fun, being silly. It changes everything for the clinicians I know, I've been at the door of a lift, an elevator, as you would say, and and before the lift, the doors open. A doctor who's been waiting there, notices that two captains walk up to hop in the elevator and and the doctor will say, I'm taking the stairs. I never know what those guys make me do between floors, but laughing. So you know, our captain starlights are about that fun. And the thing about Captain Starlight is they come from Planet starlight. So there's a mythology around them, and they fly to planet earth every day in an invisible rocket ship that lands on the roof of the Children's Hospital. And the great thing about this is that the children are then in the gun seat in because they understand everything about Planet Earth, and the captains don't. So the planet the captains will do silly things like pick up a pen and use it like a telephone and go, Hello, you know. And the children will go, No, not that. So it's that merge of slapstick and kind of vaudeville and the child engaging with the child. But they will, can they? Our captain? Starlets will do that silliness with doctors and nurses too, which is also hilarious. And that's the comment from the captain from the doctor. So Right? It keeps the morale of the entire hospital, because, you know, it changes from having children who are crying and distressed and frightened to children who are roaring with laughter, um, despite the fact that they're seriously ill, that's great.   Michael Hingson ** 47:25 How can we bring that to adult patients?   Louise Baxter ** 47:29 Well, do you know what I've been working or I've been walking with our captain starlights as they've had to move through an adult part. You know, some of our hospitals are adults and children's and then the youth are on the other side. As we've walked through, an elderly person stopped and said, Hey, captain, could you sing me a song? And so they had their ukulele there, and they launched into, you are my son. I think he might have requested, You are my sunshine. And you can see immediately the change in the person. So it, it is something that definitely works, but at the moment, we don't have the funding to meet all of the need that we have for children and young people. So while it's, you know, potentially a great concept, it's, it's not something that we can move into in the the immediate future. Yeah,   Michael Hingson ** 48:24 and you can only do what you can do, but it would certainly, it would seem to me be exciting if people would bring more of those programs to adults too, because adults could could use it. And I'm sure you know that I'm not saying anything magical at all, but I would think there are ways to bring a lot of this to adults that would help lift their spirits. I know when my wife was in the hospital, it was very boring for her. Now she was in a wheelchair, so she was in a chair her whole life. So she had other challenges being in the hospital when she needed to use a restroom or have help with a bedpan, sometimes it took a while and so on. So just a lot of things that could have been better for her, that I think would have made her experience better. And I realized that she was probably, in a sense, a harder case than some, but still, it would just be so nice if we could do more to help all of the different kinds of patients in hospitals and make it a better experience for them.   Louise Baxter ** 49:23 Yeah, that's that's what we're doing about, about changing that healthcare experience,   Michael Hingson ** 49:29 yeah. What about the whole concept of diversity, equity and inclusion and so on? How do you deal with a diverse population? So for example, in all the things that you're talking about, what if you discover that one of the children that you're dealing with is blind in the hospital? How do you adapt so that they get as included as other people in the things that you're doing? Yep,   Louise Baxter ** 49:53 we have. All of our team are trained in dealing with. Children who are blind, who are deaf. We actually recently had training, and we had our captain starlights. They were all blindfolded, and they were going through sensory experiments to teach them how they can better use sound and other things to work with children. So So our team is trained across all of those different areas, because you're right every day, we do deal with children who are deaf, who are blind, who are in wheelchairs, who are non verbal, who are on the autism spectrum, but all of those things. So we have to have teams trained. Our team is trained to understand how they can deliver an exceptional experience to those children, as well as children who don't have those differences. So   Michael Hingson ** 50:56 clearly you have a we got to get it done. Got a really positive attitude to get things done. Where did you learn that attitude? Because that's a very positive thing that I think more companies and more people in general ought to learn. The whole concept of, we're going to get it done no matter what it you know, I don't want to say no matter what it takes, but we're going to get it done, and we're very positive about that. Yeah,   Louise Baxter ** 51:25 I'm not sure that I learned it, but I think that there are people in life who you see that way. I always, I always jokingly call it waiters with their heads up, because, you know, you see when you're in a restaurant often, there's those people who walk past your table and don't pick up the dirty plates, who aren't looking for things to do. And then there are those other ones who you can see are going from table to table, doing stuff everywhere. And I always say they're the people I want to employ, the waiters with their heads up. So I think it's an attitude you have in life. And you can either kind of say, well, that's a challenge, and that's difficult, but how can I get that done? Or you can say, well, that's difficult. I just won't do that anymore. And and, you know, we need people who want to get stuff done and who always have a pot and having a positive attitude just makes you feel so much better than dwelling in the negative. And you know, I hate people who are always who those negative Nellies or nets or whoever they are, and they bring you down. So positivity is something that I think helps all of us every day. And why wouldn't you choose to be positive? Yeah,   Michael Hingson ** 52:37 and it is a choice. And the reality is that no matter what goes on, I think we can choose to be positive. One of the things that I've been saying for many years, that I learned because of the World Trade Center, basically, is don't worry about what you can control. Focus on what you can let the rest take care of itself. We're so worried about every little old thing in the world that we don't tend to be positive about anything, and that doesn't help any of us. No,   Louise Baxter ** 53:07 I think that being positive is so incredibly important. It makes you feel better and happier, makes everybody around you feel better and happier. So why wouldn't you do it? And I actually use this at Starlight too, because sometimes team members like you reach a point in your in your work life, and I did. I left Starlight because I needed a new challenge, and Starlight didn't have that challenge for me. So why hang around and become that disgruntled person in the corner who's just trying to pull everybody else into their negative little corner and finds fault with everything the organization does. Why would you stay? You know, and if you leave in that instance, you go to somewhere where you can contribute, and you feel great. You're doing a great job. The organization gets someone into your role who really wants to be there, and all that negativity stops. So in positive psychology, the end game is flourishing. And so I jokingly say at my team all the time, if you don't want to be here anymore, if you're not feeling challenged, please go flourish somewhere else. Don't stay here and become that negative person who tries to bring everyone into their negative corner. It's just not good for you or anybody else. So, yeah. So, so the Go flourish somewhere else is a bit of a joke that people say they're going to have printed on my coffee mug at some stage.   Michael Hingson ** 54:30 Well, you went away, but you also came back. That's   Louise Baxter ** 54:34 right, that's right. And so I went away because I needed a new challenge at that stage. And that challenge, potentially, was the CEO role that it wasn't available then. So I went and I did something else that I loved. And then, you know, the board came back to me some time later and said, Would you come back as CEO now? And I said, Yes. So there you go. And then I'd had a different experience, which actually helped. Me to be a better CEO. So as you say, if you're always moving forward, if you don't get hung up about things, and if you choose positivity, that really can set you up for a much better life. What   Michael Hingson ** 55:13 are some of the challenges that Starlight is facing in Australia today?   Louise Baxter ** 55:19 I think that for us it's a nice challenge, because as clinicians recognize the power of positive psychology and the power of the mind in improving health outcomes, they're very creative, and they're coming up with more and more ideas as to how star lack could be used, but we can only deliver if we increase our funding. And obviously, I think globally, communities are under pressure financially, and so those things kind of don't work together. And that's that's a challenge for us. I think we live in a world of increasing complexity and compliance and and we need to within that, ensure we meet the requirements and the criteria, but we do it in the simplest possible way, because simplicity is better for your mental health. It's more effective and efficient. And so sometimes within the the complexity of compliance, people are on making things even more bureaucratic than they need to. So really keeping things simple, I think, is is important against the backdrop of what's happening. And the exciting thing is we work in the sector of health care. And health care is always changing, always improving and and that's a great thing to be part of. What   Michael Hingson ** 56:48 do you think are well, what would you tell somebody from, let's say, one of your former jobs in marketing and so on, what kind of advice would you give them based on what you now know as being the CEO of starlight, for, my gosh, what? For 15 years, 14 almost? Well, 15 years, yes, almost 16 years. Yeah,   Louise Baxter ** 57:10 I think that. I think people have to be true to themselves. You know, you have to be authentic. Choose positivity is something that I would always give advice around, because, as you said, it is a choice, and I fail to understand why everyone, anyone would choose the negative, yeah, side of that equation and really focus on getting stuff done. So never sit back and be lazy. Always be working to be that, that person who thinks about themselves others and cares and gets it done,   Michael Hingson ** 57:55 yeah, we we spend way too much time, because I think we're taught so much to be negative when we don't get taught nearly as much about being as positive as we can be. I know that my parents were always encouraging to me and my brother. I'm not sure my brother always got it quite as much as I did in terms of understanding it, but we were, we were taught that positivity was a choice. We were taught that being innovative and moving forward was a choice. And we also were encouraged to make that the choice that we made too, which is part of the issue, yeah,   Louise Baxter ** 58:37 excellent. And the other thing is, I would say, Do not be a perfectionist. I'm an anti perfectionist. Yeah, I agree. It gets you nowhere. Doesn't exist. And you know, especially in this day, where we can move, and we're very agile, kind of, I say 70% out, because if you say 70% and out, it means people will probably go to 80 or 90% but those people who, if anyone in a in an interview, proudly tells me they're perfectionist, they're gone because all they do is drive themselves and everyone around them crazy. So I don't want to have them in the organization. It   Michael Hingson ** 59:17 seems to me that the thing to say is that I will always do the best that I can do, and I will always give at least 100%   Louise Baxter ** 59:25 Absolutely.   Michael Hingson ** 59:28 Yeah, perfection is something I don't think most of us understand anyway, but if we give it our best, probably we'll achieve perfection, in a sense,   Louise Baxter ** 59:37 yeah, and get it done and get it out, get it happening, right? Because the thing is, if it's not, if it's, you know, if it's not, if it's not perfect, you get it out and you get to use it, and you learn so much more. So you got actually a better shot at getting it towards it. You can tweak it after,   Michael Hingson ** 59:55 yeah, well, well, market, well. And what you do. Do is you do the best that you can do, but you're if you're wise and good leaders. Know this. You also work with a team, and sometimes somebody else on the team can take the lead and enhance what you're doing, which is always a good thing.   Louise Baxter ** 1:00:15 Absolutely, you've got to have way smarter people all around you? Yeah,   Michael Hingson ** 1:00:22 I don't think there's anything wrong with having smarter people around you. Your your smarts is in bringing the team together.   Louise Baxter ** 1:00:29 Yes, that's right. So   Michael Hingson ** 1:00:33 what can you think other regions and countries learn from the challenges that you're facing?   Louise Baxter ** 1:00:40 I think we have, I think the world is so consistent in this day and age more than it's kind of ever been. You know, when you travel, you know, you seek out those places where we're different. Of course, we're different, but there's a lot more that's the same in this day and age than there ever has been and, and, you know, in some instances, I think that's quite sad, yeah, but there's much more consistency. So I think that there's, and there's always something that we can learn from each other, always. And that's what I look for. I'm excited by up learning things and you know, and and something that doesn't go according to plan is fabulous, because you learn so much more from that than something that just smoothly goes along and does everything you thought it would do.   Michael Hingson ** 1:01:35 Nothing wrong with learning from things that don't go well. I don't like the term failure and even mistakes, I'm not a great fan of but I think that what happens is that things don't always go as we plan. And the real question is, what do we learn from it? Absolutely which is, which is so cool? Well, Louise, this has been absolutely fun to be able to spend all this time with you. Now it's 10 in the morning where you are, so we should let you go do other things and get something done today. But I want to thank you for being here, and I want to thank all of you who are listening for being a part of our podcast today. I'd love to hear your thoughts about what Louise had to say, and I hope that you will communicate with her. And that's a good point. Louise, how can people reach out to you if they'd like to talk with you and maybe learn more from you, and what you have to say, I'm   Louise Baxter ** 1:02:27 on LinkedIn. So if, if those listening are on LinkedIn, you can find me. Louise Baxter, Starlight, Children's Foundation, Australia and or you can go to starlight.org.au, we if you're looking for us, our website, and you'll find me through that as well. Cool.   Michael Hingson ** 1:02:47 Well, I hope people will reach out. And if you'd like to reach out to me, and I hope you will, you may email me at Michael, H, I m, I C, H, A, E, L, H, I at accessibe, A, C, C, E, S, S, I, B, e.com, and you can also, of course, go to our podcast page, w, w, w, dot Michael hingson.com/podcast, and Michael hingson is spelled M, I, C, H, A, E, L, H, I N, G, s, o, n.com/podcast, you can listen to all of our podcasts there. You can reach out to me. There lots of things you can do on the web. It's an amazing thing to be able to do things on the web. I also would really appreciate it if when you are thinking about us, if you'll give us a five star rating wherever you're listening to us or watching us, we really appreciate your ratings and your comments. So please do that. If you know of anyone who you think might be a good guest, and Louise, you as well. If you can think of anybody else who we ought to have on unstoppable mindset, would definitely appreciate you introducing us. We're always looking to have more people to come on and tell their stories and talk about what they do. That's the best way to learn, is learning by listening to other people and them telling their stories. So hopefully you'll all do that and again, Louise, I want to thank you for being here.