Latest news with #SouthernEurope
Trade Arabia
27-05-2025
- Automotive
- Trade Arabia
New Head named for Lamborghini Middle East & Africa
Automobili Lamborghini has appointed Alessio Soligo as the new Head of Middle East & Africa, following six years in a similar role in south Europe. In his new position, Soligo will oversee sales, marketing, and after-sales operations across all 13 locations of the brand's MEA dealership network. Soligo joins the Middle East & Africa team following his successful tenure as Area Manager in southern Europe, responsible for Portugal, Spain, Italy, Greece and Turkey. With a background in electronic engineering, he joined Lamborghini as a production engineer in 2015. His decade of diverse technical and commercial expertise gained within the company will play a pivotal role in the brand's further growth across this important region. Francesco Cresci, Regional Director of Europe, Middle East and Africa at Automobili Lamborghini, commented: 'We are delighted to welcome Alessio Soligo as Head of Lamborghini Middle East and Africa. With a strong technical background, and proven track record of successful management in key European markets, he brings a wealth of automotive experience to the role. We are confident that his background, strategic vision and expertise will help us continue to deliver exceptional experiences to our wide range of customers in the MEA region."
Yahoo
22-05-2025
- Business
- Yahoo
Blade Air Mobility to Present at the Jefferies eVTOL / AAM Summit
NEW YORK, May 22, 2025 (GLOBE NEWSWIRE) -- Blade Air Mobility, Inc. (Nasdaq: BLDE, 'Blade' or the 'Company'), a technology-powered air mobility platform, today announced that Rob Wiesenthal, Chief Executive Officer, and Will Heyburn, Chief Financial Officer, will present at the Jefferies eVTOL / AAM Summit on Wednesday, May 28, 2025 at 10:40am ET. A webcast of the event will be available at the link here. A replay will be available shortly after the conclusion of the presentation on the investor relations section of the Company's website at About Blade Air MobilityBlade Air Mobility provides air transportation and logistics for hospitals across the United States, where it is one of the largest transporters of human organs for transplant, and for passengers, with helicopter and fixed wing services primarily in the Northeast United States, and Southern Europe. Based in New York City, Blade's asset-light model, coupled with its exclusive passenger terminal infrastructure and proprietary technologies, is designed to facilitate a seamless transition from helicopters and fixed-wing aircraft to Electric Vertical Aircraft ('EVA' or 'eVTOL'), enabling lower cost air mobility that is both quiet and emission-free. For more information, visit Forward-Looking StatementsThis press release contains 'forward-looking statements' within the meaning of the 'safe harbor' provisions of the Private Securities Litigation Reform Act of 1995. Forward-looking statements include all statements that are not historical facts and may be identified by the use of words such as "will", 'anticipate,' 'believe,' 'could,' 'continue,' 'expect,' 'estimate,' 'may,' 'plan,' 'outlook,' 'future' and 'project' and other similar expressions and the negatives of those terms. These statements, which involve risks and uncertainties, relate to analyses and other information that are based on forecasts of future results and estimates of amounts not yet determinable and may also relate to Blade's future prospects, developments and business strategies. In particular, such forward-looking statements include statements concerning Blade's future financial and operating performance, results of operations, business and capital deployment strategies and plans, customer behavior, competitive position, industry environment and growth opportunities, and the development and adoption of EVA technology. These statements are based on management's current expectations and beliefs, as well as a number of assumptions concerning future events. Actual results may differ materially from the results predicted, and reported results should not be considered as an indication of future performance. Such forward-looking statements are subject to known and unknown risks, uncertainties, assumptions and other important factors, many of which are outside Blade's control, that could cause actual results to differ materially from the results discussed in the forward-looking statements. Factors that could cause actual results to differ materially from those expressed or implied in forward-looking statements include: our continued incurrence of significant losses; the impact of the COVID-19 pandemic and its related effects, failure of the markets for our offerings to grow as expected, or at all; our ability to effectively market and sell air transportation as a substitute for conventional methods of transportation; the inability or unavailability to use or take advantage of the shift, or lack thereof, to EVA technology; our ability to successfully enter new markets and launch new routes and services; any adverse publicity stemming from accidents involving small aircraft, helicopters or charter flights and, in particular, any accidents involving our third-party operators; the effects of competition; harm to our reputation and brand; our ability to provide high-quality customer support; our ability to maintain a high daily aircraft usage rate; changes in consumer preferences, discretionary spending and other economic conditions; impact of natural disasters, outbreaks and pandemics, economic, social, weather, growth constraints, and regulatory conditions or other circumstances on metropolitan areas and airports where we have geographic concentration; the effects of climate change, including potential increased impacts of severe weather and regulatory activity; the availability of aircraft fuel; our ability to address system failures, defects, errors, or vulnerabilities in our website, applications, backend systems or other technology systems or those of third-party technology providers; interruptions or security breaches of our information technology systems; our placements within mobile applications; our ability to protect our intellectual property rights; our use of open source software; our ability to expand and maintain our infrastructure network; our ability to access additional funding; the increase of costs and risks associated with international expansion; our ability to identify, complete and successfully integrate future acquisitions; our ability to manage our growth; increases in insurance costs or reductions in insurance coverage; the loss of key members of our management team; our ability to maintain our company culture; our reliance on contractual relationships with certain transplant centers and Organ Procurement Organizations; effects of fluctuating financial results; our reliance on third-party operators; the availability of third-party operators; disruptions to third party operators; increases in insurance costs or reductions in insurance coverage for our third-party aircraft operators; the possibility that our third-party aircraft operators may illegally, improperly or otherwise inappropriately operate our branded aircraft; our reliance on third-party web service providers; changes in our regulatory environment; regulatory obstacles in local governments; the expansion of domestic and foreign privacy and security laws; the expansion of environmental regulations; our ability to remediate any material weaknesses or maintain internal controls over financial reporting; our ability to maintain effective internal controls and disclosure controls; changes in the fair value of our warrants; and other factors beyond our control. Additional factors can be found in our most recent Annual Report on Form 10-K and Quarterly Report on Form 10-Q, each as filed with the U.S. Securities and Exchange Commission. New risks and uncertainties arise from time to time, and it is impossible for us to predict these events or how they may affect us. You are cautioned not to place undue reliance upon any forward-looking statements, which speak only as of the date made, and Blade undertakes no obligation to update or revise the forward-looking statements, whether as a result of new information, changes in expectations, future events or otherwise. We are unable to reconciled forward-looking non-GAAP guidance, including Flight Profit Margin, Adjusted Corporate Expenses, and Adjusted EBITDA, without unreasonable effort due to the variability and low visibility with respect to certain costs, the most significant of which are incentive compensation, transaction-related expenses, and certain value measurements, which may have unpredictable, and potentially significant, impact on future GAAP financial results. ContactsMedia RelationsLee GoldPress@ Investor RelationsMat SchneiderInvestors@
Hospitality Net
22-05-2025
- Business
- Hospitality Net
In Conversation with Christophe Laure: "Born to Serve"
Welcome to the 6th edition of Hospitality's Leading Voices – your gateway to the bold ideas and visionary minds reshaping the future of hospitality! This Month's Game-Changer: Christophe Laure, General Manager of the InterContinental Paris Le Grand and Regional Director for IHG Southern Europe. With over three decades of international experience and a portfolio of nine luxury and lifestyle hotels, Christophe Laure exemplifies modern hospitality leadership. From mentoring the next generation to elevating emotional guest experiences, his philosophy is simple yet powerful: 'Born to serve.' In this exclusive conversation, he shares the values, challenges, and vision behind one of Europe's most storied hotels. Leading Two Roles in Hospitality Christophe, can you describe your current role? I actually wear two hats. First, I'm the General Manager of the Intercontinental Paris Le Grand. And second, I'm Regional Director for Southern Europe, overseeing several properties in the luxury and lifestyle segment – places like the Carlton in Cannes, Intercontinental hotels in Madrid, Amsterdam, Paris of course, and others in Marbella, Mallorca, and Barcelona. All in all, it's a portfolio of nine hotels. How do those two roles differ? In Paris, I'm hands-on – I'm fully responsible for the hotel's day-to-day operations. In the regional role, I work more as a strategic partner to hotel GMs, helping them reach their goals and supporting owner relations. Over the past five years, I've especially been focused on opening new hotels across the region. The Iconic Intercontinental Paris Le Grand Let's talk about the Intercontinental Paris Le Grand, which many would call iconic. What makes it so unique? I like to say that we're not just a palace in Paris – we are Paris in a palace. The Grand Hôtel opened in 1862 under Napoleon III, during a peaceful and prosperous time. He wanted a place where he could host royalty and diplomatic delegations, to strengthen international ties and promote trade. He turned to the Pereire brothers for financing, Haussmann to reshape the city, and Charles Garnier – yes, before the Opéra – to design what is now our Salon Opéra. It was a meeting of visionary minds that gave birth to this extraordinary hotel. So it's deeply tied to the city's history… Absolutely. The Opéra, just next door, opened seven years later. The Grand Hôtel has evolved over time, with major transformations – the latest was in 2021 after three years of renovation. Today, our positioning is so strong that I truly believe the Grand Hôtel embodies the pinnacle of luxury: top-tier accommodation and gastronomy under one roof. A Diverse and International Clientele What kind of guests do you welcome? We have 450 rooms and suites. Our clientele is incredibly diverse – business and leisure, individual travelers and groups – and very international: North and South America, Asia, the Middle East, Europe… Our location is a huge asset, just steps from the Opéra, Place Vendôme, and the Grands Magasins. The Intercontinental brand gives us global appeal, and the renovations have taken our luxury offering to the next level. Anything else that stands out? If you just came out of hotel school and you're wondering where you can apply everything you've learned – look no further. The Grand Hôtel touches every discipline. Whether your path is in operations, finance, marketing, revenue, or distribution – this hotel is like a living, breathing university. Career Journey and Sense of Vocation How did you get into hospitality? I grew up in a small village in the south of France, between Monaco and Menton. Every morning, I'd walk past the iconic Hôtel de Paris and Hôtel Hermitage. I was fascinated. At 15, I enrolled in the brand-new hotel school in Monaco for my CAP/BEP, and later graduated from the École Hôtelière de Lausanne. For me, it was a calling. How strong was that sense of vocation? I was born to serve. I love what I do and wouldn't trade it for anything. It's a demanding career – you know this, Philippe – and it requires a good deal of self-sacrifice. But it's absolutely worth it. Shaped by Global Experience Tell me more about what shaped your view of hospitality. I lived in Central Africa with my father from age 10 to 14. That experience gave me a passion for travel, for discovering new cultures, adapting, stepping out of my comfort zone. It laid the foundation for everything that followed. That human and cultural dimension seems central to your leadership. Completely. And when you combine that with both academic and professional leadership development, it becomes a powerful tool – to serve owners, drive profitability, support team growth, and create long-term value. Evolving Luxury Expectations Has the luxury guest changed over the years? There's definitely a pre- and post-Covid reality. But fundamentally, luxury guests still expect excellence. They want to feel cared for, heard, understood – and not just functionally, but emotionally. Emotional experience – that's something you emphasize. It's everything. It's what makes a guest choose one hotel over another. When there's soul, when teams serve with heart – guests feel it. Our job is to leave them enchanted, like they've just lived something extraordinary. Changing Travel Trends What about travel habits? Are they changing too? People travel less frequently but stay longer. Leisure has overtaken business. Luxury prices have increased significantly, so expectations are higher than ever. That's why consistency and service excellence are non-negotiable. How do you meet those expectations? Through ongoing investment – in product, in training, in talent. That's the only way. Team Culture and Emotional Connection So, mindset is everything. Your staff must be fully aligned. Absolutely. In a hotel, everyone is a hotelier. You have to know why you're here. What's your purpose? If you love serving and do it with authenticity, you'll enjoy it too. It's demanding, but incredibly rewarding. And that's why team spirit is so essential. What do you mean by that? It's the inverted pyramid. The first people guests meet are the doorman, bellman, front desk, concierge – not me or someone from the executive committee. The guest experience begins with them. That's where impressions are made. Leadership and Talent Development Is that your lens as a leader when hiring? That's the secret. Spotting that drive, that talent. Because one day I'll be gone – and it's my job to instill a culture that outlives me. A spirit that's shared across the whole hotel. And how do you recognize that spark? Experience helps. Sometimes it's just a feeling – a subtle something between the lines. Even if a candidate is shy or inexperienced, if I sense the desire to serve and to grow in this world, that's enough. The rest will come. Recruiting in a New Landscape Is hiring still a challenge today? It's better than just after Covid, but yes – we're always looking for talent. Today's candidates have different expectations: generational, cultural, and even philosophical. They want to know who we are as a company – what we stand for, our culture. And they want to understand what growth opportunities we'll offer. Do you still get many applications? We used to get 10 solid applications per role. We'd shortlist two and choose. Now we get maybe three or four, and we pitch ourselves to them just as much as they pitch themselves to us. The balance has shifted. A Day in the Life of a GM What's a typical week like for you? There's no such thing! My day starts with what I call the 'operational vacuum' – you get pulled right in from 7am until late at night, whether it's 8pm or 11pm. A thousand things happen – some planned, some not. But typically, I start with a debrief with my Director of Operations, then alternate between team matters, finance, commercial, marketing. I always make time for client interaction – sometimes over lunch. And of course, I spend quality time with our owners. Advice to the Next Generation What advice would you give a young person considering hospitality? It's a fantastic industry. It's global. Just look at IHG: 6,000 hotels, 20 brands, 140 countries. Whether you're in operations or corporate, there are so many ways to grow – at home or abroad. One last tip? Yes – get out of your comfort zone. Early in your career, take the tough posts. Choose the challenging markets. They build character, confidence, and credibility. Final word? Love yourself. Love others. And love to serve. That's the heart of it. About Philippe Roy: He's a contributor of HSMAI Europe and the founder of Red Yucca, an Advisory Services firm helping companies and merchants reduce their cost of accepting payment cards. It has a deep expertise on Influence Strategies, Complex Negotiation, Value Propositions and Relationship Management. It operates both locally and globally. Philippe is also a new member of the upcoming HSMAI Europe France Advisory Board. This interview was conducted by Phillipe Roy. About Christope Laure: Born on November 19, 1964, on the French Riviera, Christophe Laure spent part of his childhood in Africa, where he developed a lifelong passion for travel. He studied hospitality, including at the prestigious École Hôtelière de Lausanne, and began his career at the Société des Bains de Mer in Monaco before joining InterContinental Hotels in 1992. His international journey has taken him to Spain, Oman, Jordan, Egypt, and Malta. For over 15 years, he has served as General Manager of the InterContinental Paris Le Grand, while also acting as IHG's Regional Director for Southern Europe, overseeing nine luxury and lifestyle properties for the past decade. Since returning to Paris in 2011, Laure has actively supported causes including Mécénat Chirurgie Cardiaque—helping save over 15 children's lives—Make-A-Wish, the Dialogo association for Franco-Spanish relations, and the Un Avenir Ensemble Foundation. He has received the National Order of Merit from both France (2015) and Spain (2019), and was awarded the Palme d'Or for Heritage Hospitality in 2023. President of UMIH Prestige since 2014 and a patron of the arts, Christophe Laure is widely respected in both diplomatic and hospitality circles. His four decades of service reflect a deep commitment to excellence, empathy, and purpose—guided by his personal motto: 'Born to serve.' About HSMAI Europe HSMAI – Hospitality Sales and Marketing Association International – is a global organisation founded in the US in 1927. HSMAI Region Europe is the European arm of the organisation. HSMAI Europe aims to be a key influencer, pioneer and the go-to industry resource for professional development, commercial strategies and sustainability in the hospitality, travel and tourism industry. With a strong focus on education, HSMAI has become the industry champion in identifying and communicating trends in the hospitality industry while operating as a leading voice for both hospitality and sales, marketing, and revenue management disciplines. Read More HSMAI Europe HSMAI Europe View source
The Sun
20-05-2025
- General
- The Sun
Five flowers to plant that are perfect for lazy gardeners – they barely need watering
GARDENING experts have revealed the flowers that can transform a garden with minimal effort and upkeep. These vibrant plants, best planted in spring and summer, are adapted to thrive with minimal water, having originated in hot, dry regions like southern Europe and south America. 6 1. Globe amaranth The globe amaranth is 'a lazy gardener's dream', according to Southern Living. These round-shaped flowers, which can be spotted by their striking bright hues of magenta, purple, red and pink, do not require deadheading. They are also heat and drought tolerant, meaning they grow well in full sun and can thrive even in poor soil. Once established, they require little watering and are generally pest-free. 6 2. Summer snapdragon As their name suggests, these flowers are happy basking in the sun in hot weather conditions, where other plants would struggle. Not only are they highly heat tolerant, they are also resistant to most pests and diseases. They are known for their tall flower heads that come in blue, pink and purple. This plant only requires occasional deadheading. Though Summer snapdragons appreciate regular watering, they can handle dry spells well. 6 3. Blanket flowers These blood-orange flowers, native to north and South America, are frequently found growing by beaches. The vibrant, daisy-like plants are known for being drought-resistant and sun-loving. They are also easy to grow, requiring little or no fertiliser. When caring for them, all they require is occasional watering and that for their old flower heads to be trimmed from time to time to allow new growth. They are also not prone to pests and typically bloom continuously through the warmer months. 6 4. Dianthus These pink flowers each have five petals with a frilled or pinked margin. Their flower stems have a distinctive spicy fragrance which calls to mind clove and cinnamon. This plant is also perennial, meaning it will come back every year. Dianthus is compact in size, tolerates cooler temperatures, and can thrive even in containers, requiring only minimal upkeep beyond the removal of spent blooms. 6 5. Ornamental purslane These delicate, brightly coloured flowers require minimal maintenance and prefer less water. Purslane grows best in full sun and well-drained soil, and it tolerates heat and drought well. The plant's succulent leaves store water, making it highly adaptable to dry conditions. It spreads quickly, making it effective for ground cover, and does not require fertiliser or pruning beyond occasional trimming to manage growth. 6
Skift
19-05-2025
- Business
- Skift
Room00 Raises $450 Million to Expand Its Urban Hotels and Hostels Across Europe
With new funding secured, Room00 plans to expand quickly, but it says it won't forget its niche. Madrid-based Room00, known for its hostels and compact hotels, has secured €400 million (about $450 million) to accelerate its European expansion and buy properties outright for the first time. "This capital changes our business model a little bit," founder and CEO Ignacio Requena told Skift. 'At the beginning, we were an asset-light company. With this capital, we have the opportunity to buy properties.' Room00 has relied on leases and hotel management agreements to expand across Southern Europe. Requena said the company can now acquire 30 to 40 properties with the new funding and potentially more from banks. Room00 operates several brands aimed at urban travelers, including Room00 Hostels, TOC Hostels, Room Select Hostels, and Letoh Letoh, ranging from budget-friendly design hostels to boutique hotels. London Expansion London will be Room00's first expansion beyond Southern Europe, with a goal of year-end for its first property in the city. "Our goal is to reach 20 assets and around 1,000 rooms in London in the next three years," said Requena. Despite London's crowded hospitality scene of global brands, hybrids, and independents, Requena sees an opportunity to target millennials and Gen Z travelers, a demographic he believes is underserved. Growing from 50 properties to over 200 in four years will require more than capital. Requena said the challenge is maintaining consistency while adjusting to each market. Requena said the company has no plans to broaden its appeal or reinvent itself. Instead, it wants to replicate its early success across new locations. "We don't want to change a lot," Requena said. "When you check our customer, they are growing the demand for authentic, design-oriented experiences that larger hostel chains, independents, and hybrid operators like us are better suited to meet." In Italy, Room00 is working with local real estate firm Kryalos SGR to launch a property investment vehicle, a model it could replicate in other markets as it grows. The company will continue expanding through selective acquisitions. "Our segment is really fragmented," he said. That includes Room00's 2024 acquisition of TOC Hostels for €20 million (about $22 million), a move that added 30 properties and another 20 under development across Spain, Portugal, and Italy. The fresh capital comes from U.S. investment firm King Street Capital Management.
