"Ready for expansion": Club Med NA CEO Carolyne Doyon on leadership, strategy & growth in Tremblant

The wheels are in motion at Club Med as the pioneer in all-inclusive vacations has initiated discussions to open a new resort in Quebec’s Tremblant region.

But we’re not calling it a “resort" just yet.

Carolyne Doyon, Club Med’s president and CEO for North America and the Caribbean, prefers the term “potential project” when speaking about the concept, which, if the stars align, could result in an upscale, all-inclusive mountain resort in a popular region of Quebec.

Club Med is still in the early stages of opening a second property in Canada. The fate of "Club Med Tremblant" depends on several factors, including financing and permits.

Still, the team can dream.

“It’s extremely important – to the Greater Toronto Area, to Canada, and to our group and business units – that we grow,” Doyon told PAX at a business function in downtown Toronto recently.

The proposal is to build a 300-room, high-end property on the Versant Soleil side of Tremblant, on a part of what’s known as the “L’Hymne-des-Trembles” site.

The development is spearheaded by Brivia Group, a real estate developer, and the idea is for Club Med to lead the hospitality side while Brivia builds residential units.

READ MORE: Club Med in talks to develop resort on Versant Soleil side of Quebec’s Tremblant

The project, which could be completed by December 2028, would build on Club Med Québec Charlevoix, Canada’s first all-inclusive mountain resort, which, since opening in 2021, has welcomed over 130,000 guests in four years, with an average occupancy rate of 75 per cent. 

“We are getting ready for expansion"

It also adds to Club Med strategy of gaining market share outside of Quebec, in English Canada, which (in Ontario specificially) has advanced with the opening of a boutique storefront in downtown Toronto.

Jacinda Lowry, last year, was also promoted to associate vice-president for Canada, relocating to Toronto, from Montreal, to help grow Club Med’s presence among affluent families and couples in the GTA, which is where Doyon sees potential.

“We've done a big study and it shows that people in Ontario travel twice a year, they go to all-inclusives, and they go to our destinations,” she said. “There's tremendous potential from the Ontario market.”

Skiing families in Ontario are visiting Club Med Québec Charlevoix and then will typically visit the European Alps after, she said.

It's why expanding into Mont Tremblant is “very important,” Doyon said, noting how Charlevoix, “a great success story,” has doubled Club Med’s Canadian business volume since 2019. 

“[Charlevoix] has had a halo effect on our resorts outside of Quebec,” she said. “We are getting ready for expansion.”

So, why Tremblant? The ski and hiking region is a little different from remote Charlevoix, which, prior to getting a Club Med, was limited to a few boutique hotels. 

Tremblant, an established ski destination, with multiple lodging options, “doesn’t necessarily need a Club Med,” Doyon admitted.

But when a prime location becomes available – on an empty hillside plot, ideal for skiing in, and skiing out (and beside a casino, no less) – you’ve got to act fast.

“[The land] was already projected to become a hotel,” Doyon said. “We were looking at potential projects in Canada and the U.S., but we found this beautiful parcel of land. We already had a great relationship with Mont Tremblant and Brivia, so everything was aligned.”

READ MORE: On Location: Club Med marks 75 years with party in Dominican, reports Ontario growth

Doyon, the day before our interview, was in Tremblant to meet with stakeholders – “and it went very well.”

Is she optimistic? “I’m always optimistic,” she said. “There’s obviously a lot to do, but it’s advancing well. Time will tell.”

Tremblant was one of many topics Doyon addressed during her visit to Toronto, where she participated in a fireside chat on June 26 as part of the France Canada Chamber of Commerce’s monthly CXO Rendez-vous series.

The candid conversation, led by Riva Walia, founding managing director of the chamber (ON, MB), and in front of a diverse group of business leaders, focused on Doyon’s vision for Club Med, which recently celebrated its 75th anniversary, and the strategy behind staying relevant in a competitive all-inclusive landscape.

From beach huts to luxury resorts

The conversation started with some background info about Club Med, which was founded in 1950.

"Many people think the founder, Gérard Blitz, was French," Doyon began. "But he was actually Belgian. After WWII, he saw people needed to relax, to connect. That’s how Club Med was created."

From its earliest days, Club Med was about more than vacationing—it was about shared experience. Blitz’s vision of communal harmony lives on, but the company’s approach has evolved dramatically.

Initially offering basic accommodations (huts) without locks on the doors, Club Med became known for its active, social atmosphere.

Over the years, the brand, headquartered in Paris, France, has pivoted to cater to families and upscale travellers – of course modernizing its accommodations, but without losing that sense of joy and inclusivity.

Today, 45 per cent of Club Med guests are repeat visitors. “We have become the reference for family vacations,” Doyon said.

The premium pivot

A turning point came in 2004, when Club Med undertook a major repositioning.

“We were mid-range, with three-star resorts. We knew we couldn’t stay there. It was either stay mid-range, lower our prices, or go upscale,” Doyon explained.

The decision was bold and long-term. The company began investing in renovations and reimagining the guest experience.

READ MORE: “A real opportunity”: Jacinda Lowry unpacks Club Med’s bold push in English Canada

With room categories like “deluxe,” and “superior,” and its high-end Exclusive Collection, Club Med is now positioned in the upscale segment. All of its 70+ resorts are either four or five-Trident properties (Club Med’s term for stars).

As of April 2024, Club Med closed its last three-star resort—solidifying its commitment to premium vacations.

And the strategy is paying off, with 2022 marking a record year in business, with continuing momentum.

From uncertainty to expansion in North America

The transformation extended to North America, where Club Med once debated whether to maintain a presence at all, Doyon explained.

Back in the early 2000s, the company had over 18 resorts, and some villas, spread thin across the continent and was questioning the region's viability.

Fast-forward 25 years later, North America is one of the brand’s most profitable markets. With commercial offices in Miami, Montreal, Mexico, and Arizona, and operational oversight of resorts from the Bahamas to Québec-Charlevoix—the region is thriving, Doyon said.

Club Med Québec-Charlevoix, in particular, is a stand-out case study. Opened in 2021, it marked Club Med’s entry into Canada and the first all-inclusive mountain resort in the country.

The launch of Club Med Michès Playa Esmeralda, an Exclusive Collection resort in the Dominican Republic, in 2019, also pushed the brand further into the luxury space.

Leading sustainability & people

Doyon, with more than 25 years in hospitality, who has been with Club Med since 2008, is not just focused on profitability—she is committed to sustainability and people-first leadership.

“Being based in France helped us start a sustainably strategy very early on,” she said, noting the cultural differences between Europe and the United States.

Since 2018, all new Club Med resorts are built to “BREEAM” standards, ensuring responsible construction, she said. Existing properties are evaluated through the “Green Globe” certification, a rigorous process involving 300 criteria.

Currently, all North American resorts are Green Globe certified, with the goal of 100 per cent certification globally. “It’s a certification you need to earn year over year. It pushes you to evolve,” she said.

Sustainability, however, is not just about buildings. It’s also about implementing energy-saving tools, like thermostats that respond to guest movements, she said.

Embracing AI without losing human touch

As a global brand with 70+ resorts (and counting), and over 40,000 job opportunities yearly, Club Med has turned to digital tools to streamline operations while keeping its human-centric ethos alive.

Doyon reviewed three AI-driven tools are helping Club Med stay ahead.

There’s GM Copilot, a sales assistant integrated into WhatsApp, that allows Club Med to respond to customer inquiries around the clock in a personalized manner.

G.O. Match, a talent-matching tool for its Gentle Organizers (G.Os), which helps place staff at resorts based on their skills and preferences, automating 40 per cent of matches and reducing placement time by 25 per cent

There’s also a marketing language platform, akin to a "Club Med-specific GPT," ensuring brand consistency across digital campaigns and messaging.

The tools are supporting both efficiency and employee satisfaction—key themes in Doyon’s leadership approach.

Navigating disruptions & lessons learned

Club Med, like the entire travel and tourism sector, faced unprecedented disruptions during the COVID-19 pandemic. Reflecting on this, Doyon emphasized the importance of financial preparedness and clear communication.

“When we entered COVID, our financials were very strong,” she recalled. “But we still had to shut down our resorts. The lesson? Cash is king. You need to have cash to survive.”

It’s one reason why Club Med survived the COVID crisis and “came through stronger,” she said.

Doyon also championed transparent leadership during this time. “Over-communicating was vital. What I learned during COVID is that people have a lot of imagination – and not always a good imagination. So, it’s always better to over-communicate during a crisis. People need to be reassured.”  

Club Med’s global footprint has also proved to be a stabilizing factor during turbulent times.

“Having two, three, or four markets feeding into one destination allows us to continue growing, even when one region struggles,” Doyon explained, noting how the Brazilian market heads to Club Meds when the North American season slows.

A wellness-driven future

Today’s travellers are also seeking more than relaxation—they’re prioritizing wellness, which is no longer a buzzword, but “a way of living,” said Doyon.

Club Med has responded with Wellness Fusion, a comprehensive program blending yoga and meditation, spa relaxation, and a reconnection to nature, she said.

The initiative includes a global partnership with plant-based chef Chloe Coscarelli, whose menus now appear in resorts around the world. Yoga is also booming, with global ambassador Jonah Kest leading classes at Club Med Québec-Charlevoix and training staff across properties.

While foie gras and oysters used to be in-demand items at Club Med (they still are), today, “people want other options,” Doyon told the room.

“Plant-based is now available – and it’s here to stay.”

Growing with the brand 

Doyon also took time to discuss her leadership style.

Now based in Miami, Doyon began her Club Med journey in 2008 as sales director based in Montreal, QC. She rose through the ranks, becoming president and CEO in 2019.

She said her style is grounded in empathy, collaboration, and treating people with respect and kindness.

“I’d never ask someone to do something I wouldn’t do myself,” she said. “And when giving hard feedback, I do it with kindness. That’s how people grow. I always say, “Don't take kindness for weakness.’…I know for myself, when I operate in fear, I don't operate well.’”

She also emphasized the importance of creating an inclusive work culture where people feel supported.

“Your employees are your best asset,” she said. “I always say, ‘You can have the most beautiful resorts, in the most amazing places, but if you don’t have people to sell it, or run it, you will not go anywhere.”

She also underscored the importance of giving employees responsibilities, early on, so they can grow.

“I am an example of that. I started as a sales director in Montreal, made my way to VP of Canada, took on Mexico City, and now my current role,” she said.

New partnerships in the works  

With big players like Marriott entering the all-inclusive space, competition is fierce. But Doyon sees this as motivation, not a threat.

“It makes us better,” she said. “It also confirms the things we're doing well.”

She recognized that Club Med, being a global brand, isn’t able to compete with Marriott Bonvoy, for example. But the current landscape is pushing Club Med to get creative.

READ MORE: On Location: PAX unpacks Club Med’s €51M facelift at Buccaneer’s Creek & strategy for Canada

Doyon revealed that Club Med is pursuing partnerships with other brands to strengthen its brand position.

“I can’t make any announcements now, but we're working on something that will make us stand out in this very busy landscape,” she said.

Club Med is also leveraging its latest marketing campaign, "That's l'Esprit Libre,” which encapsulates the brand’s spirit of freedom and joy—a message aimed at standing out.  

Advice for future leaders

Asked what wisdom she would share with aspiring leaders, Doyon was clear: “Be true to yourself. Lead with integrity. Surround yourself with the best people—and make sure they work together.”

When in doubt, or if something doesn’t feel right, “trust your gut,” she added.

And don’t be afraid to make mistakes. “When you fail, or get out of your comfort zone, you grow and learn the most,” she said.

Speaking with PAX later on, Doyon thanked travel advisors for supporting Club Med over the years.

“We’ve always been pro-travel advisor…and that will continue,” she said. “They are an extension of our sales team and the best way to gain market share and develop new product lines. They are our best ambassadors.”

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