Interview • Members
"Today, we are close to 1,000 employees, and we are not just growing in numbers, we are evolving to support Eurostar where they need us to be."
Over the past 25 years, Momentum has grown and adapted, embracing digital transformation and evolving alongside Eurostar to enhance the traveller experience. In this interview, Camille Dargelos shares her insights on the company’s journey, the inspiration behind its recent rebrand, and how it navigated challenges such as Brexit and COVID-19. She also reflects on her own leadership evolution and what’s next for Momentum as it continues to set new standards in hospitality on the move.
Momentum celebrated its 25th anniversary this year. What does this milestone mean for the company, and how has it evolved over the years?
Celebrating 25 years in 2025 really puts things into perspective. The year 2000 feels like another world! Some of the people joining us today were not even born back then, which is both mind-blowing and a great reminder of how much we have evolved.
The past decade has been one of digitalisation, and we have fully embraced it. When I joined Momentum nine years ago, we were still doing journey reports on paper, faxing them even! Fast forward nine years and the way we work has completely transformed.
Today, we are close to 1,000 employees, and we are not just growing in numbers, we are evolving to support Eurostar where they need us to be. When the Amsterdam route opened in 2019, it was a big step for us and a great opportunity to bring in fresh perspectives from outside the company while staying true to our values. Some of our colleagues have been with us since day one, while others are just starting their journey here. What matters is making sure everyone finds their place and that we continue moving forward together.
In any case, reaching our 25th anniversary speaks to our resilience, the trust of our client, Eurostar, and the incredible partnerships we have built over the years.
Momentum recently underwent a full rebrand. What inspired this change, and how does the new identity better reflect the company’s values and future ambitions?
This was such an exciting project and, if you ask me, one that was long overdue. The very first tagline when Momentum was created in 2000 was: "Le service, notre métier. Le client, notre passion" (“Service our profession, Client our passion”). The essence of that has never changed. But in all these years, we had never really taken the time to pause and reflect on our identity and positioning, which is a crucial step for any company that wants to grow.
Our work is so operational that it is easy to get caught up in the day-to-day. Every single day, our colleagues take care of Eurostar’s travellers, offering a warm, welcoming experience in stations, lounges, and on board. Customer service and hospitality are what we love to do, and what we have been doing for the past 25 years. But the way we do it has evolved, simply because our client has evolved. Customer expectations have changed too, and it was important for me to ensure we are ready for the future and continue modernising ourselves.
This rebrand was a collective effort. We involved all our colleagues in the process, launching a survey to understand how they saw the brand, what mattered to them in their job, and what values they connected with most. What came out of this exercise shaped the new Momentum identity.
Our new visual identity, with its bright colours and unique font, reflects both our strong foundations and the diversity of our people. But more importantly, this rebrand puts into words what we have been doing for 25 years. One of the key changes is our new tagline: "We speak hospitality." At Momentum, we are fluent in around 80 languages, but the one language we truly master is hospitality itself. It is who we are at heart.
This rebrand is not about changing who we are but about defining it more clearly. For the first time, we have put into words what we have always done, setting ourselves up for the challenges and opportunities of tomorrow.
The hospitality and transport sectors have faced significant challenges due to COVID and Brexit. How did Momentum navigate this period, and what key lessons have shaped your approach moving forward?
Both COVID and Brexit presented their own set of challenges. With COVID, it felt less like navigating and more like staying afloat. International land transport between the UK and Europe became nearly impossible to manage due to the lack of a unified cross border approach. Those two years were tough, and it was hard to see the end in sight, but at the same time, we had a responsibility to care for our people.
My first decision was to communicate as openly and transparently as possible. Even though I didn’t always have a lot of answers to offer, especially at the start of the crisis, I decided to share everything I knew and keep everyone updated. I held monthly webinars to keep everyone connected. Some of us were isolated at home, so this wasn’t just about sharing information, it was about being a stabilising force, offering reassurance, and taking care of people despite the distance.
Unfortunately, we had to start a redundancy process in the UK. This was incredibly challenging, but thanks to strong and respectful social dialogue with the unions, we came up with the idea of offering these people a place in a recruitment pool so that when the business started up again, they would have priority in the recruitment process. Around 75% of them returned.
When it comes to Brexit, it was all about adapting to new realities. As we resumed activities in 2022, we suddenly had to deal with the complexities of new regulations in real time. Import rules and regulations weren’t fully developed, which made things even more complicated. We had to rethink our supply chain, securing new suppliers in both the UK and in Europe. Recruiting bilingual, qualified staff also became more difficult, as you can imagine. And whilst this used to be a historic recruitment criterion, it’s something we had to find a compromise on, together with Eurostar.
Having worked for a French company and now being based in London for several years, how has this transition influenced your leadership style and strategic vision?
Let me start with a little anecdote (hopefully, some of my French compatriots will relate). When I first moved to London and joined Momentum, I made the rookie mistake of scheduling my team meetings for Monday mornings. That’s when I discovered the reality of ‘Rusty Monday English’ after speaking only French all weekend at home, switching back to English was a real shock to the system!
Looking back, what I took from my time at Carrefour, when I started my career, was the importance of operational management and leadership. At the time, I was the youngest and one of only 15 female hypermarket directors (out of 250!). I learned a lot from the people on the shopfloor, those dealing with the day-to-day challenges, and I really valued the importance of maintaining a strong social dialogue.
What really struck me when I transitioned from Carrefour in France to Momentum in the UK was how welcoming and open-minded the UK working environment is. I love how diverse and tolerant the culture is here – it’s so refreshing. Momentum, in particular, is a true melting pot. It’s not a UK company; it’s a mix of different cultures, which makes it such an exciting place to work.
As much as I loved being part of a large organisation at Carrefour, what I appreciate about Momentum, as a smaller company, is the freedom we have to try new things and make a tangible impact on our staff and customers. The flexibility here allows us to experiment, and that’s something I find incredibly exciting.
We have one client, Eurostar, and they are our priority. But we also have the freedom to shape how we operate. Our shareholder, Cremonini Group, is family-owned, and they are in it for the long term. They trust us to do what’s best for everyone – our client, our employees, and our partners. It’s all about respecting the entire ecosystem.
These experiences have definitely shaped my leadership style. I would say it’s authentic – I believe in being genuine with my team, fostering open communication, and leading with trust, respect, and merit.
What are your key objectives for the company in the near future?
Looking ahead, our ambition is clear: we want to set the gold standard for modern hospitality on the move. Of course, our top priority remains delivering professional service that meets Eurostar’s rigorous standards, but the real magic happens in how we do it – the Momentum way. This is what truly sets us apart.
Customer service is at the heart of everything we do, but we know it’s not just about repeating the same thing over and over. Customer needs change, trends shift, and it's crucial for us to stay curious and keep innovating. That’s what keeps things exciting!
At the end of the day, we’re focused on being a strong, reliable partner for our client. We want to keep growing with them, embracing new challenges and opportunities, and always ensuring that every traveller has the best possible experience, all while staying true to the values that have brought us success over the past 25 years.
For over 25 years, Momentum has been taking care of Eurostar travellers on board, in lounges and at stations. Spread across 4 countries, they are fuelling their team’s passion for hospitality.