Redefining the codes of hospitality in Europe
During a visit to the 5-star Quinta Da Comporta hotel, Sophie Debode, Head of the real estate offering at Societe Generale Private Banking France, met with Romée de Goriainoff, co-founder of Experimental*. The discussion provided an opportunity to revisit his entrepreneurial journey, to explore the DNA of the Experimental* brand — now a benchmark in the “Luxury Lifestyle” universe — and to outline the group’s development ambitions in the European and international hospitality markets.
Romée de Goriainoff
A tireless traveler, Romée de Goriainoff is the co-founder of Experimental*, conceived as a collection of distinctive lifestyle destinations combining high standards, pleasure and an acute sense of detail. A graduate in finance and economics from leading European and North American universities, he embodies a spirit of constant curiosity and a strong entrepreneurial vision.
In 2007, he made the bold decision — alongside his partners Pierre-Charles Cros and Olivier Bon — to launch the Experimental* Cocktail Club in Paris, at a time when the concept of the “American Bar” was still virtually unknown in the French capital. This founding project marked the beginning of an international expansion, from bars to restaurants and then into hospitality, with the group now operating across seven countries. More recent years, shaped by fatherhood and the post-Covid crisis, have deepened his reflection on long-term value creation and resilience. Constantly on the move, he draws inspiration from his travels to anticipate changing lifestyles and continually refine the group’s DNA.
Romée, your career path is rather unique. Could you take us through the key stages of your journey and the experiences that shaped your entrepreneurial vision?
Experimental* is above all a shared entrepreneurial adventure with my partners, Pierre-Charles Cros and Olivier Bon. It all began eighteen years ago. We were the first to import the American “craft culture”(1) of cocktails into France — at the time booming in the United States but still almost non-existent here.
After opening several bars in Paris, we expanded internationally, first to London and then to New York. Our project then followed a logic of upward diversification within the hospitality value chain: from cocktail bars to restaurants, beach clubs and wine bars. Hospitality entered the picture about ten years ago, driven by a clear ambition — to bring together all our areas of expertise under one roof, that of a “home”. Today, we operate sixteen hotels across seven European countries.
The group started with bars that have since become iconic. How did the transition to hospitality take place, and when did diversification become an obvious next step?
It was a natural evolution over seven or eight years, although we first needed to reach a certain level of maturity and financial credibility to acquire our first hotel asset. At the time, faced with the rise of Airbnb, we were convinced that experience had to outweigh the mere concept of a room. For us, staying in a hotel should offer more than just a bed — it must deliver a unique and immersive experience.
The worlds of spirits, wine and gastronomy are integral to this vision. What was truly innovative is that we operate all services ourselves: the restaurant, the bar, the spa and the rooms. This end-to-end management allows us to deliver a highly curated and genuinely differentiating offering.
The “Luxury Lifestyle” segment is experiencing strong growth. Is this a passing trend or a structural shift?
It is a deep and decisive movement that began ten years ago. At Experimental*, we are not the pioneers of “Luxury Lifestyle”, but we are certainly one of the most clearly identified players in this hotel segment.
“Luxury Lifestyle” is the promise of a carefully designed destination coupled with a powerful experiential offering — bar, restaurant, wine list, spa — located in iconic settings. Achieving this balance requires considerable expertise to deliver a differentiated, high-end experience.
I even believe that our products are starting to capture market share from ultra-luxury. That segment has, in some cases, become unreasonable in terms of pricing relative to the actual experience delivered. By contrast, we offer an experience with soul — one that truly resonates with guests — for prices that are certainly premium, but justified. This is not a fad; it is a fundamental trend that will reshape hospitality over the next twenty years, driven by evolving client expectations.
What distinguishes the European hotel market from other regions of the world?
Europe remains the world’s leading tourist destination. Its strength lies in its geography, transport networks, but above all in its traditions, culture and iconic landscapes. Added to this is the “French-style service” — a particular attention to detail, to what is on the plate or in the glass. This is the signature we offer our international guests: an Experimental* service experience in Europe’s most beautiful destinations.
Your hotels are currently located exclusively in Europe. Is that a deliberate choice?
For now, we are prioritizing European expansion through what we call an “octopus strategy”, focusing on specific areas to ensure operational excellence and full control of the product. That said, 25% to 30% of our clientele is American, and they are already familiar with our New York venues (wine and cocktail bars). Establishing a hospitality presence in the United States one day would create a very natural virtuous circle.
The key challenge for the future is reassuring clients regarding the level of service through a strong brand like Experimental*, while ensuring that each destination remains unique. Unlike large hotel chains that replicate the same model everywhere, we cultivate a strong local identity for each location.
What are the group’s next challenges and ambitions? Can we expect new destinations or formats?
Our ambition is to be present in all major European cities. Spain is a key focus, with Madrid and Barcelona high on our radar, as well as Lisbon. In Italy, following the opening in Rome this coming June, Milan remains a priority target.
On the resort side, after Ibiza and Menorca, we are considering Mallorca, Andalusia or Tuscany. We are also strengthening our presence in mountain destinations: following Val d’Isère and Verbier, we are now looking at resorts such as Courchevel, Zermatt or Kitzbühel. Lastly, we are closely watching the growth of Nordic capitals such as Oslo, Copenhagen and Stockholm, which are emerging as major hubs for cultural and culinary tourism.
And in terms of format, are you exploring specific developments?
No — we do not intend to multiply ranges from budget to ultra-luxury. Our “sweet spot”, where we create the most value, is the high-end hotel with 80 to 100 rooms. While we remain highly flexible in adapting formats from a technical standpoint, we will never compromise on the core of our DNA: unique and exceptional destinations, driven by an extremely strong restaurant and bar offering, complemented by wellness facilities when operating in a resort format.
Ultimately, our ambition is to continue cultivating the Experimental* signature — one that reassures guests while continually surprising them, whatever the destination. This consistency, between bar expertise and hotel excellence, will remain our guiding compass in the years ahead.
Sources
(1) Craft culture: a movement that originated in the United States, valuing traditional craftsmanship, quality ingredients and product authenticity (cocktails, beers, coffee), as opposed to mass industrial production.
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