Interview with the Pros: Clément Mousset, shipowner and expert in the world of tourism and cruising
After 25 years in the maritime industry, Clément Mousset, founder of CFC Croisières and former Chief Strategy Officer ofOrient Express Silenseas, shares his vision of a rapidly changing sector with InfosTourisme.com. Between technological innovation, environmental imperatives, and the search for meaning, he outlines the contours of a new model for exceptional travel.
After 25 years of experience in the maritime world, what is your perspective today on the transformation of the cruise industry?
Clément Mousset: After 25 years in the maritime industry, I believe I have a clear-eyed yet rather optimistic view of the evolution of the cruise sector. We have moved from a primarily capacity-driven and industrial approach to a much more qualitative, experiential, and responsible one. Cruising is no longer just a way to travel; it is becoming, or rather, becoming again, a way of life, with a heightened focus on the meaning of the journey, its environmental impact, and the quality of the human experience both on board and ashore. This transformation is still uneven across different segments, but it is irreversible.
You founded CFC Croisières and contributed to the development of Orient Express Silenseas. What lessons have you learned from these two experiences in building projects with a strong identity?
Clément Mousset: These two experiences taught me that a project with a strong identity rests first and foremost on a clear and well-defined vision. At CFC Croisières, the goal was to democratize a certain idea of cruising and to introduce a segment and ship size that few French people were familiar with. With Orient Express Silenseas, the ambition was to reinvent luxury ocean travel by building on an iconic heritage. In both cases, the coherence between the product, the brand narrative, the customer experience, and the team culture is crucial. Without this coherence, even the most beautiful concepts struggle to endure.
How have the expectations of high-end travelers evolved in recent years, particularly in terms of meaning, pace, and sustainability?
CM: High-end travelers today are looking for much more than comfort or prestige. They want to understand where they're going, why they're going there, and what the impact of their trip is. Pace has become a key element: fewer destinations, more time, more depth. Sustainability is no longer a marketing ploy, but a prerequisite, integrated into the overall experience, whether it concerns energy, food, stopovers, or the relationship with the local areas.
The concept of “slow travel” and immersive experiences seems to be gaining ground. Do you think this movement can become a lasting part of companies' business models?
CM: Yes, I sincerely believe so, provided it's approached intelligently from an economic standpoint. Slow travel is by no means synonymous with lower profitability; quite the opposite. It allows for an upgrade in quality, better utilization of time spent on board, and a stronger relationship with the customer. However, this implies rethinking itineraries, length of stay, ship design, and local partnerships. It's a paradigm shift, not a simple adjustment. In the maritime environment, ship speed plays a critical role in this reimagined "slow travel" model.
How to reconcile technological innovation, service excellence and environmental requirements in the world of luxury maritime?
CM: The key lies in integration from the design stage. Technological innovation must serve the customer experience and environmental performance, without ever compromising the human element. In luxury maritime shipping, service excellence remains paramount, but it can be enhanced by discreet, intelligent, and reliable technologies. Environmental requirements, for their part, must guide energy, architectural, and operational choices from the very beginning of the project, without ever forgetting that the ship is the essential element because it is mobile! This is often the mistake that newcomers make and overlook.
The French cruise market remains limited compared to other European countries. What conditions do you think would be necessary to accelerate its growth while respecting responsible standards?
CM: France has considerable assets, but still suffers from a lack of clarity and coordination, along with cruise bashing from people who prefer to criticize rather than engage. A genuine national strategy is needed, bringing together ports, shipowners, local communities, and public authorities, around a responsible and high-quality vision. Innovation, talent development, local acceptance, and public education are also essential for controlled and sustainable growth. Let's stop ignoring who we are. Let's explain what the cruise industry has helped develop over the past 40 years in terms of environmental protection.
The role of shipowners and industry leaders is undergoing a major transformation. How do you see governance and strategy evolving in this post-pandemic context and ecological transition?
CM: Today, leaders must be strategic, educational, and committed. Governance is evolving towards greater transparency, accountability, and dialogue with all stakeholders. The ecological transition requires long-term decisions, sometimes costly in the short term, but essential for the sector's sustainability. Leadership is no longer measured solely by financial performance, but also by the ability to provide meaning and unite people.
At InfosTourisme.com, we've launched several practical tools (interactive reports, benchmarks, industry pages) to help professionals better understand the dynamics of the sector. How do you perceive this shift towards more analytical and data-driven B2B media?
CM: I consider it absolutely essential. The tourism sector has long lacked structured and accessible analytical tools. More analytical, data-driven, and educational B2B media allow decision-makers to better anticipate trends, compare data, and make informed decisions. This also contributes to further professionalizing the industry and fostering a more mature debate on its challenges.
If you had to define the ideal roadmap for a high-end tourism player for 2026, what would be the three priorities in your opinion?
CM: I would first mention the complete integration of environmental and societal issues into the overall strategy. Secondly, experiential excellence, based on authenticity, personalization, and human quality. Finally, organizational agility and innovation, to adapt quickly to customer expectations, who are, after all, the primary stakeholders, and to global changes.
Key takeaways
- The cruising model is evolving towards greater meaning, slower pace, and sustainability
- Innovation must be integrated from the design stage, without distorting the human experience
- France must assume and structure its role in responsible maritime affairs
- Leaders are now expected to demonstrate meaning, commitment, and transparency
- Analytical B2B media play a key role in the professionalization of the sector
Article published as part of the "Words from the Pros" series – updated January 2026
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