Behind the renovation of the Mercure Paris Bastille Marais, there is a name still discreet for the general public but well-known to professionals: HOSPYA. This manager operates the establishment in the 11th arrondissement, one of the twenty-seven hotels it runs in Paris and its immediate surrounding areas. On the occasion of this reopening, the network unveiled its new identity and roadmap. A portrait of a family player that focuses on management rather than brand.
From Oréa to HOSPYA: Forty Years of Family Hospitality
The story is not new. Under the name Oréa, the company has patiently built a Parisian hotel portfolio since the late 1980s, hotel after hotel. In 2026, the group turns a page and adopts the HOSPYA brand, a name that blends hospitality and energy to embody a new stage after four decades of experience. The change is more than aesthetic: it marks a rise in visibility for an operator long remaining in the shadow of major brands, and the affirmation of a profession, that of managing hotels on behalf of their owners.
Twenty-Seven Hotels, Three Ways to Manage Them
The network currently operates twenty-seven establishments, mostly 3 and 4-star hotels spread across Paris and its immediate surrounding areas, employing nearly five hundred staff members. Its uniqueness lies in a three-tiered ownership model: about fifteen hotels held with majority stakes, six with minority stakes, and six others managed under mandate, on behalf of third-party owners. This mechanism makes HOSPYA as much an investor as a management service provider, capable of taking over the operation of an asset without necessarily owning the premises.
Management Over Location
This is at the heart of the strategy unveiled by the group. While part of the sector chases after locations and rapid expansion, HOSPYA asserts a hybrid model, combining the rigour of large networks with the agility of a human-sized structure. The operator presents itself as a comprehensive manager, capable of activating all performance levers for a hotel: daily operational management, cost optimisation, recruitment, revenue management, marketing, and renovation project management, as exemplified by the work carried out at the Mercure Bastille Marais. A simple promise: to make existing assets perform better rather than accumulating new openings.
Sara Brami, a Succession and a Measured Course
At the helm of the group since January 2024, Sara Brami has succeeded her father, Salim Nazaraly, who built the company alongside his wife. Having spent eleven years in marketing in the pharmaceutical industry, the new General Manager embraces a deliberately cautious growth, targeting around thirty hotels by 2030. “We don’t see ourselves managing eighty hotels. We want to remain close to our teams and preserve our values,” she summarises. A way of asserting solidity rather than speed, in a pressured Parisian hotel market.
Our Perspective
In a Parisian hospitality sector torn between mega-groups and isolated independents, HOSPYA occupies an interesting niche: that of a local manager, solid enough to professionalise establishments, yet flexible enough to preserve their uniqueness. The renovation of the Mercure Bastille Marais offers a convincing showcase, where the upgrade is evident in both the rooms and the common areas. To get a concrete idea, we recommend rereading our full review of the renovated Mercure Paris Bastille Marais. It remains to be seen if this measured course, against the race for size, will endure in the long term. The gamble is worth following.
