The GINTO Model: Boutique Hotel Substance Meets Scalable Growth | By Henri Roelings

In a hospitality industry where boutique often means niche and scale often means compromise, GINTO Hotels is quietly proving that the two can coexist. On a recent trip to Paris, I had the opportunity to meet with Brice de Puymorin, Julien Kiefer and Emmanuelle Pochat, the visionary trio behind GINTO, and to experience their philosophy firsthand during a stay at PILGRIM, their bold Left Bank property. What emerged from our conversation was more than a brand story—it was a blueprint for a new kind of urban hospitality: one that preserves the charm and substance of a neighbourhood hotel while delivering a business model designed for growth across Europe.

Founded in 2016, GINTO has taken a deliberate path in building a portfolio of boutique properties in Paris, Bordeaux, Biarritz, Marseille, and Nice. Rather than chasing scale, the brand has focused on creating “elegant neighbourhood houses” that combine the sophistication of luxury hospitality with the conviviality of a contemporary guesthouse. This strategy has positioned GINTO not just as a boutique brand but as a blueprint for modern urban hospitality with solid B2B potential.

The story of GINTO’s founding reflects the same sense of intimacy and conviction that defines its hotels. Brice, Julien, and Emmanuelle, all in their forties, were seasoned veterans of luxury hospitality when they first met, having worked side by side for five years at a prestigious hotel on rue de Castiglione. After pursuing separate ventures, they remained close, often discussing how the industry might evolve. One evening, over several rounds of gin and tonics—the drink that would later lend its name to the brand—they realised they shared a vision for a new kind of hotel experience. They imagined urban properties that blended the aspirational qualities of high-end hotels with the empathy and ease of a neighbourhood guesthouse. In 2015, they began advising independent hotels on repositioning, but quickly recognised a larger gap in the market. Their conviction led them to acquire their first property, the Hôtel Gambetta in Bordeaux, in 2018. From there, the GINTO adventure truly began.

The GINTO Model: Boutique Hotel Substance Meets Scalable Growth (L to R) Ginto co-founders Brice de Puymorin, Emmanuelle Pochat and Julien Kiefer (source: Ginto Hotels)

At the heart of GINTO’s philosophy is a belief that a hotel should feel like a home and a gateway to its surrounding community. Each property reflects its locale through design, culinary partnerships, and programming. Renowned designers such as Dorothée Meilichzon and Dorothée Delaye have created interiors that capture the spirit of their respective cities. At PILGRIM, where I stayed, the aesthetic evokes 1970s Parisian insouciance, with concrete and raw materials softened by low sofas and vibrant artworks. The hotel’s bar, curated by Meilleur Ouvrier de France Jérémy Lauilhé, draws both guests and locals for creative cocktails, turning the property into a true social hub.

Service at GINTO is warm and intuitive. Check-in can happen at the front desk or on a sofa, over a leisurely chat about neighbourhood recommendations. Breakfasts are built around local, artisanal products: honey from Parisian urban beekeepers, coffee from inclusive roasters like Café Joyeux, and handmade yoghurts and pastries. Even the scent in the lobby—GINTO’s own signature fragrance—feels like a thoughtful detail designed to evoke memory and comfort.

Operationally, GINTO maintains a vertically integrated owner-operator model. This allows the group to retain full control over acquisitions, renovations, and management, ensuring consistent standards and financial discipline. Properties are acquired with a focus on central urban locations and heritage buildings, which are then transformed through design-rich, capital-efficient renovations. This approach has supported healthy growth: eight properties and nearly 300 rooms today, with plans to expand into other European cities that share GINTO’s DNA—vibrant, culturally rich, and perfectly suited to both leisure and business travellers.

The GINTO Model: Boutique Hotel Substance Meets Scalable Growth Hôtel Pilgrim (source: Ginto Hotels)

For investors, GINTO’s strategy holds considerable appeal. Its combination of real estate ownership and operational expertise delivers strong cash flow and mitigates the risks common to franchise or management-only models. The portfolio’s tight focus enables economies of scale in procurement and staffing, while maintaining the uniqueness of each property. Annual revenues are growing, and the group’s measured expansion promises continued resilience.

GINTO’s social and environmental commitments further strengthen its proposition. All properties are renovations rather than new builds, reducing environmental impact. Partnerships with local waste-reduction organisations and NGOs like BLOOM underscore a dedication to sustainability. The group also opens its doors to families of hospitalised children through its Comyces initiative and supports social enterprises like Café Joyeux, aligning business success with meaningful community impact.

Internally, GINTO invests in its people as much as its properties. Staff equity programs, bespoke training, and a culture that prioritises individuality over rigid uniforms have created a team that is engaged, empowered, and eager to grow with the company.

With eight properties established in France’s most dynamic cities, GINTO is now preparing to extend its footprint into other European destinations that share the same urban vibrancy and cultural depth. The group’s expansion strategy is deliberately paced, targeting heritage buildings in city centres that combine strong leisure appeal with professional demand. GINTO has the ambition to invest, at its own rhythm, in European cities that are vibrant, cultured, and steeped in history—places that cultivate a dual personality as both leisure capitals and professional hubs. Each acquisition will continue to reflect a common thread: a prime location in the heart of the city, architectural authenticity, and, soon, the addition of a simple yet bespoke wellness offering designed to complement the neighbourhood hotel experience.

For investors, developers, and strategic partners, GINTO represents a rare opportunity: a brand with proven traction in France, a clear value proposition, and a business model that balances authenticity with scalability. As the group prepares to bring its unique concept to Europe’s most iconic cities, the invitation is clear—to help shape the future of urban hospitality by investing in hotels that are as thoughtfully local as they are globally relevant.

Contact: Brice de Puymorin