Carine Bonnejean, Managing Director, Christie & Co, on Growth, Motherhood, and Saying Yes Before She Felt Ready

Carine Bonnejean didn’t set out to build a career in hotels. She thought she might become a doctor. Or an architect. Or maybe a florist. But with hospitality in her DNA—her family owned small hotels across France—she eventually found her way to hotel school, then earned her MBA at ESSEC/Cornell. Today, she leads the hotel division at Christie & Co across the UK and Europe.

Her path hasn’t been linear, and it certainly hasn’t been effortless. But through every transition—including two maternity leaves, a stint in private equity, and promotions she never asked for—Carine kept saying yes. Even when she wasn’t sure she was ready. In this candid conversation, she shares how she’s grown into leadership on her own terms, why coaching helped her find her voice, and how public speaking became an act of empowerment—for her team, her daughter, and herself.  Here’s herstory…

You’ve built a career in hotel real estate, but that wasn’t the original plan?

Not at all! I got into hospitality kind of by mistake. I was 17, had done the French equivalent of A-levels—mostly in maths and physics—and had absolutely no idea what I wanted to do. I thought about being a doctor, an architect, even a Japanese translator. My dream was to be a florist or gardener... but my dad shut that down very quickly! He said, “You’ve done maths and physics, you need to do something more serious.”

So hotels became the compromise. It felt like an open option, and it wasn’t totally foreign—half my family worked in hotels. They operated and owned small hotels and restaurants across France. I spent summers watching my relatives run these small hotels—there was always an uncle in the kitchen, someone folding laundry, someone chatting with guests. It was chaotic, loud, and full of life. I didn’t realize it at the time, but that exposure planted the seed for what hospitality could be.

And you went straight into hotel school?

Yes, and the deal with my parents was that if I wanted to do this, I had to go all the way. So I did three years of hotel school—learning everything from cleaning toilets to working in kitchens—followed by an MBA through the ESSEC and Cornell joint program. That was the plan from the beginning.

Was there a moment when you knew you’d found your “thing”?

Yes—during the MBA. I had struggled a bit during the practical hotel school years. I wasn’t sure I wanted to be in operations long term. But once I got back into finance, market analysis, and real estate through the MBA, I found my footing. I realized I could combine my analytical side with my love for hotels.

You’ve now been at Christie & Co for 20 years. Did you always imagine you'd stay that long?

Definitely not! Before Christie, I worked at HVS, which was a great foundation. I learned to analyze hotel assets across Europe—from budget properties in Spain to luxury resorts in Italy. It was intense but exciting. I was exposed to different markets, owners, and product types, and it gave me a really solid understanding of how hotel deals work.

After that, I tried private equity. It sounded glamorous, but I quickly realized it wasn’t for me. It felt very removed. There was so much focus on institutional returns, and I missed the humanity of hospitality—the emotional connection, the families behind the businesses. It was a great experience, but it helped me realize what I didn’t want.

That’s impressive career progression within one company. What’s been the key to your growth?

It’s been about evolution. I always say: as long as you’re not the same person who entered the job, that’s growth. Christie has given me the space to grow and pushed me when I wasn’t pushing myself. At one point, they even gave me a coach to help me develop leadership skills. That made a huge difference. I learned to turn my insecurities into strengths and see the value in what I bring.

Was there a turning point that really tested your confidence?

Yes—when they offered me the MD role. My first instinct was to say, “That’s too big.” I sat with it for a few days, almost trying to talk myself out of it. But then I thought—what would I tell someone else in this situation? I knew I had to try. I’d observed that job for years, and while it felt daunting, I also knew I could shape the role to fit my strengths and build a great team around me to complement what I didn’t know.

Christie & Co UK team at a retreat

When did the coaching happen in your journey?

About seven years ago, after I had my second child. Maternity leave gave me a chance to reflect. I realized I loved my kids deeply, but I also really wanted to work. That clarity gave me energy and purpose. I knew I’d be bored staying home full-time. I told my kids, lovingly, “I adore you, but if I were with you all day, I wouldn’t enjoy it. And you probably wouldn’t either.” They’ve always understood that, and they’re proud of it.

Christie & Co supported me fully. We had no family nearby, so we relied on our nanny, Elizabeth, who became like part of the family. It was the four of us—me, my husband, our two kids—plus Elizabeth. She was with us for several years and felt like a sister. I trusted her completely. She shared our values and became an extension of how I wanted to raise the children.

Each time I returned from maternity leave, I came back more focused. I had matured. I knew what I wanted, and I was ready to grow. And interestingly, each time I returned, I was promoted. Not because I pushed for it. In fact, I’ve always been a little nervous about promotions, worried they’d come with pressure I wasn’t sure I wanted. But others saw something in me that I didn’t yet see in myself.

There were definitely a couple of tough years, juggling everything. But looking back, becoming a mother helped me become a better professional. It made me prioritize, work more efficiently, and really think about how I wanted to spend my time. I didn’t want to waste it—at home or at work.

You’ve mentioned public speaking is something you have grown into—how did you get comfortable with it?

I avoided it for years. The first time I was invited to speak, I said no. A woman on my team saw the email and said, “I hope you’re saying yes.” I told her I’d declined, and she said, “That’s not acceptable. You have to do this.”

That moment stuck with me. People on my team were pushing me to step up, to be visible. And now I see it as part of the role. I still get nervous, but I prepare thoroughly, know my material, and try to bring my own voice—accent and all. I’ve learned that people remember just a few key things from a talk, and that’s enough. If one slide or one sentence sticks with someone, I’ve done my job.

Do you think being visible has helped your career?

Absolutely. People remember you. They reach out. But more importantly, it’s helped me believe that I actually have something to say. I used to assume I was just the “token woman on the panel,” but now I know I bring value. And if I can do it, others can too. I often think of my daughter when I’m on stage—I want her to see that it’s possible to speak up, even when it’s uncomfortable.

What advice would you give to women interested in hotel real estate?

Trust the journey. When I started, I never imagined I’d end up here. Work hard. Say yes to things that scare you. Surround yourself with people who support and challenge you. And remember, support can come from all directions—not just mentors above you. Some of the people who’ve pushed me the most were junior colleagues. If you help the people around you grow, they’ll lift you up too.

And what would you tell your younger self?

Don’t overthink it. Just try. Nothing is irreversible. If you don’t like it, you can pivot. Honestly, if hotels hadn’t worked out, I would’ve become a florist. And that would have been perfectly fine.

Lastly, you’ve said you love hotels. What’s your travel routine like?

I always keep a half-packed bag ready to go. It saves me a lot of stress. When I arrive, I like to settle in, catch up on work, and go to the gym in the morning if I can. I always check out the breakfast—it says so much about a hotel and it is my guilty pleasure when travelling. And now, I make a point to walk around and see a bit of the city. Even if it’s just for an hour, it feels wrong to travel and not experience anything beyond the hotel and a meeting room.

Quickfire with Carine!

What’s your morning routine? I’m an early riser. I like to check my emails, get my thoughts in order, and then hit the gym if I’m traveling. If I’m home, a cup of tea in the kitchen when the kids are still in bed is my way to start planning my day and have some headspace and me time!

What do you do for self-care? Walking is my reset button. Whether I’m in London or a new city, I try to take time to walk and think. It clears my head. I also love listening to podcasts—hearing how others reflect on life helps me reflect on my own.

Any books, podcasts, or movies you're into right now? I’m really into personal reflection podcasts at the moment. I’ll hear someone describe a moment in their life and think, “That’s exactly me.” It’s like holding up a mirror. It helps me process where I’ve been and where I’m going. I am reading again When Breathe Becomes Air,  —The memoir of Paul Kalanithi, a neurosurgeon at Stanford University, who is diagnosed with terminal lung cancer in his mid-thirties. You cannot read this book without thinking that you should make the most of everyday.

Best advice? Support goes both ways. Help your boss, help your team, and they’ll help you. You don’t have to have it all figured out—just show up, do the work, and let the journey unfold.