Willy Youbessi on Building Consistency at Novotel Lubumbashi

In this edition of CHIC Talks, we feature Willy Youbessi, General Manager of Novotel Lubumbashi, who has been instrumental in strengthening operational discipline and service consistency in one of the DRC’s most commercially driven cities.

Under Willy’s leadership, Novotel Lubumbashi has reinforced its position as a trusted hospitality benchmark, earning the “Leading Hotel of DRC” award in 2025. His approach is rooted in structure, presence, and team accountability — focusing less on spectacle and more on delivering reliable, repeatable guest experiences.

In this conversation, Willy reflects on operating in the Lubumbashi market, building strong local teams, embedding sustainability into daily operations, and sustaining performance once recognition has been achieved.

Name: Willy Youbessi

Role: General Manager, Novotel Lubumbashi

Joined: 2024

Experience: 15+ years in hotel operations and leadership

Highlights:

• Novotel Lubumbashi – Leading Hotel of DRC (2025)

• Operational turnaround and stabilization

• Strong local team development

Focus Areas: Operational discipline, guest experience consistency, team development, local market positioning, sustainability

Q&A

Q1: What were your immediate priorities when you took over Novotel Lubumbashi?

A: The priority was stability and structure. Lubumbashi is a demanding market, and a hotel cannot perform without clarity in execution. I focused on aligning teams, tightening operational controls, and ensuring that service delivery was consistent across every department. Once discipline is established, performance follows.

Q2: Novotel Lubumbashi was recognized as “Leading Hotel of DRC” in 2025. What did that achievement represent for your team?

It was a strong validation of the work done on the ground. The award reflected collective effort — from housekeeping to front office, F&B, engineering, and administration. More importantly, it set a benchmark. Recognition is not the destination; it raises expectations internally and externally. Our responsibility now is to sustain that level every day.

Q3: What distinguishes operating a hotel in Lubumbashi compared to other cities?

Lubumbashi is commercially driven and very relationship-focused. Guests value reliability, responsiveness, and familiarity. Many are repeat guests, which means consistency matters more than spectacle. The opportunity here is to become the default choice — the hotel guests trust without hesitation. That trust is built quietly, through execution.

Q4: How do you approach leadership and team development in this environment?

Leadership is about presence and fairness. Teams perform best when expectations are clear and leadership is visible. I spend time on the floor, listen carefully, and invest in training. When people feel respected and supported, they take ownership. That ownership shows in guest satisfaction.

Q5: Sustainability is becoming a priority across CHIC. How is that reflected at Novotel Lubumbashi?

Sustainability is about responsible operations. We focus on reducing waste, managing energy and water consumption, and engaging teams in small but consistent actions that make a difference. The objective is not certification alone, but embedding sustainable habits into daily operations — in a way that makes sense for our market.

CHIC Lens

At CHIC, leadership is measured by consistency, discipline, and long-term value creation. Under Willy Youbessi’s stewardship, Novotel Lubumbashi has strengthened its operational foundation, earned national recognition, and positioned itself as a reliable benchmark in a key commercial city.