A French hospitality leader whose career has spanned 15 countries and nearly three decades. As CEO of the Hospitality Division of the Hashoo Group, the umbrella behind brands such as Pearl Continental, PC Legacy, Hotel One, and the Hashoo School of Hospitality, Blon brings a perspective that blends European finesse with a deep appreciation for local authenticity.
In a country that stretches from sea level in Karachi to the icy peaks of K2, Pakistan’s landscapes read like chapters of an unfinished travelogue, rich, diverse, and waiting to be rediscovered. Yet, despite its breathtaking geography and centuries of cultural heritage, Pakistan’s tourism potential remains largely untapped.
In this candid conversation with Margalla Tribune, Mr. Blanc talks about Pakistan’s “hidden postcard” destinations, digital innovation, women’s inclusion in hospitality, and why the country’s greatest tourism asset isn’t its mountains but its people.
MT: You’re French, with a long international career. What eventually brought you to Pakistan?
Bastian: It’s a long story that really began with my grandmother. My passion for hospitality started when I was five, cooking with her in the kitchen. She never owned a restaurant but made her home a space of warmth and welcome for everyone, friends, family, and business guests. That spirit shaped me deeply. She even bought me my first cookbook. Growing up in France also meant growing up within the art de la table, the art of hosting, of understanding food not just for taste but for culture, history, and connection. I didn’t realize it at the time, but that became my DNA.
Since then, I’ve lived and worked in 15 countries. I like to go where tourism is just awakening. When I came to Pakistan, I saw the same energy: a country ready to rediscover itself. There’s an authenticity here that’s rare, and I wanted to be part of that story.
MT: Pakistan is often called the world’s best-kept tourism secret. What makes it so special?
Bastian: The diversity is extraordinary. From Karachi’s coast to K2’s 8,000-metre heights, every region feels like a new country. The food varies dramatically from north to south. You have a cold desert in Skardu that few people in the world know exists.
But the true strength of Pakistan is its people. I’ve stopped in remote villages where poverty is visible, yet I’ve been invited in, served tea, and treated like family. That genuine hospitality, that instinctive warmth, is something you can’t train; it’s in the national character. The caring element is Pakistan’s greatest asset.
From Hardware to Humanware
In a post-pandemic global economy where AI, automation, and data literacy define employability, Pakistan’s youth policy must transcend symbolism in its fourth phase.
By aligning with Saudi Arabia on Artificial Intelligence training and semiconductor capacity building, Islamabad is signaling a clear intent to position its youth at the forefront of future industries. Yet, partnerships alone cannot drive transformation. Pakistan must simultaneously strengthen its digital infrastructure to ensure reliable broadband access in rural and underserved regions, undertake institutional reforms that empower universities to design and deliver AI and data science curricula, and establish ethical frameworks to regulate the responsible use of AI in education and industry.
Equally vital is increased research funding that encourages Pakistani youth to innovate rather than imitate. If these complementary measures take root, Phase IV could transcend administrative continuity and truly mark Pakistan’s entry into the global knowledge frontier.
In a country where nearly 64% of the population is under 30, youth empowerment is not an optional policy; it is demographic destiny. As part and parcel of Pakistan’s digital transformation, this scheme needs ecosystems, mentorship, and measurable pathways to innovation for meaningful impact.
MT: You’ve travelled extensively here. Any memorable experiences?
Bastian: Plenty! Once, driving from Lahore to Islamabad through Sahiwal, I saw endless rice fields. I sent a picture to friends abroad they thought I was in Vietnam.
Another time in Naran, I took a photo of a cow by a river with mountains behind, and my friends in Switzerland said, “You didn’t tell us you were visiting Switzerland!” Pakistan constantly surprises me like that.
I’ve also explored Sikh and Buddhist heritage sites like Nankana Sahib, which was an incredible experience. What I love is that within one country, you have layers of history, faith, and geography that make every journey a discovery.
..in Naran, I took a photo of a cow by a river with mountains behind, and my friends in Switzerland said, “You didn’t tell us you were visiting Switzerland!”
MT: Ecotourism is a global trend. How is your group contributing to sustainability?
Bastian: We’re trying to build sustainability into the DNA of our operations. We’ve reduced single-use plastics and water bottles, introduced reusable filtration systems, and partnered with women-led local companies for organic supplies and others for eco-friendly amenities made from honey and almonds.
But beyond visible gestures, we focus on education. We train guests on water conservation, we train staff on energy use, and we require our suppliers to follow sustainability policies. It’s not just about having one “eco-hotel” in a forest; it’s about embedding responsibility into every stage of the value chain.
MT: The hospitality sector creates jobs across the value chain. But do we have enough skilled workers?
Bastian: Hospitality is built on heart, but heart alone isn’t enough. You need technical skills. That’s why we set up two main institutions. The Hashoo Foundation provides vocational training across provinces in culinary arts, housekeeping, and service. Then, the Hashoo School of Hospitality offers advanced managerial programs with international accreditation, sending students to Switzerland, Canada, the UK, and now Dubai.
Within our own company, which operates 36 hotels and will reach 60 by 2026, every employee receives monthly training. We’re building a culture of lifelong learning, not just jobs, but careers. And my philosophy is simple: as an expat, I should make myself redundant. My goal is to train local talent to take the lead.
MT: Flooding and climate disruptions often hit key tourist regions. How does that affect your work?
Bastian: Natural disasters impact both destinations and the people who travel there. But we can’t withdraw; we have to support. For example, at PC Malam Jabba, we donated part of our revenue to families affected by the floods. The Hashoo Foundation also ran relief programs in several impacted areas. Tourism depends on communities, so when the community hurts, we must stand with it.
MT: With Airbnb and online booking changing the game, how is technology reshaping hospitality?
Bastian: Competition is good. It keeps everyone sharp. Platforms like Airbnb help expand accommodation capacity in places like Sukkur, which used to have too few rooms to attract large tourist flows.
At our end, we’re embracing digitalization, not replacing people, but empowering them. We’ve launched a 24/7 online concierge through WhatsApp and are piloting a digital receptionist for luxury properties. Guests can now check in via video chat.
Behind the scenes, we’re digitalizing procurement and using AI-driven tools to optimize spending. We also manage over 57 restaurants across seven brands, many of which serve regulars who aren’t hotel guests, so personalization matters. Technology helps us remember their preferences and elevate service without losing the human touch.
MT: Traditionally, women were underrepresented in hospitality. How are you changing that?
Bastian: This is a subject very close to me, again because of my grandmother. I’ve worked in countries where women had limited visibility in the workforce, and I’ve always tried to create space for them to lead. In Pakistan, diversity is already part of the social fabric, as each province has its own identity. When you mix those cultures within a hotel, you enrich the experience.
But true inclusion means building a pipeline, not just ticking a box. At our Hashoo School of Hospitality, women and men train side by side. In a recent culinary competition, three of the four winners were women.
At our new PC Residences in Lahore, the Resident Manager is a woman, as are the head chef and barista, and the property maintains a high online rating. Two of our three brand directors at the head office are women as well. My approach is simple: you’re here because you have talent. Gender doesn’t define capability; performance does.
When women rise, the company culture evolves. They become advocates for others, and that’s how you create lasting equity.
MT: You’ve stayed in some of the world’s finest hotels. Which ones have stayed with you?
Bastian: For me, unforgettable hotels have what I call the postcard element you walk in and feel you’re inside a postcard.
One such place was in Kenya, near Mount Kenya, surrounded by forest, birds landing near your breakfast table, and total serenity. The other is the Old Cataract in Aswan, Egypt, where Agatha Christie wrote “Death on the Nile” and Winston Churchill came to rest after the war. You sit on the terrace, overlooking the slow-moving Nile, and time stands still. Those moments remind you why hospitality matters, because it allows people to pause, to feel human again.
