Olivier Bertrand, the big boss of Burger King in France, sits down at the table

This is the great paradox of this taciturn 55-year-old from Auvergne, who runs the second largest commercial catering group in France behind the giant McDonald's. He shuns the spotlight and only accepts speaking engagements sparsely, and yet he gave his name to his company which has become essential in the sector with its ultra-popular brands: Burger King, Léon, Hippopotamus, Au Bureau , Pitaya, Volfoni, Angelina, Plisson and the great Parisian brasseries Lipp, Procope, Au Pied de Cochon, L’Alsace, La Coupole… “We have the prettiest brands on the market”rejoices Olivier Bertrand, installed in his panoramic office, at the top of the eight-story building which houses his headquarters in Levallois-Perret (Hauts-de-Seine).

The Bertrand Group opens 175 new restaurants per year and employs 40,000 people in its various branches, all of which bear the name of the boss without false modesty: Bertrand Franchise, Bertrand Hospitalité, Bertrand Retail, Bertrand Concessions, Bertrand Immobilier, etc. “I hate exposing myself, but when there are current issues or strong announcements, I know how to come out of my shell, he confides. And if the group is in my name, it's just because it has always brought me luck. »

For once, his big project of the moment is in the countryside. “We acquired a 60-hectare estate one hour from Paris, near Fontainebleau: the Domaine de Nonvillehe reveals. We are in the process of creating a standalone restaurant and a modern farm there which will supply fruit and vegetables to our restaurants. » A vineyard was planted on 8 hectares. “The Ile-de-France climate will make it possible to produce an excellent white wine, in the Vin de France appellation. » Enough to affirm its environmental values. “It will be a hotel with rooms at the castle and eco-lodges where families will come to spend the weekend”announces Olivier Bertrand. A return to nature for the king of the burger, who, after having devoured a lot, shows a great thirst for serenity.

He built his empire in less than twenty years through rapid acquisitions (Groupe Flo, Frères Blanc, Quick). Last month, he got his hands on the Fruit Paradise again… In the early days, he was compared to his Aveyron elders, the Costes brothers, who formed a group of trendy restaurants in the 1980s. But today he has largely surpassed them, without being satisfied with remaining the king of the Parisian brasserie, since he has become one of the first franchisors in France.

Stingy with numerical data, he nevertheless confides that he plans “3.35 billion euros in turnover in 2024, including 2 billion with Burger King”for which it holds the master franchise in France and Belgium, with its minority partner (23%) the British fund Bridgepoint. On the heels of the leader McDonald's, which its communicators love to tease in their advertising messages, it has Frenchified Burger King's offering and suppliers, making France the brand's leading market, with the highest turnover per year. restaurant.

This offbeat and provocative communication is not unrelated to the success of Burger King in France. Latest audacity intended to titillate the supremacy of McDonald's, Olivier Bertrand gave carte blanche to his teams to form a convenient alliance with KFC. This “anti-McDo cordial agreement” is intended to better stand out and challenge the leader on its market share.

At the same time, it achieves 300 million euros in turnover with its breweries, its concessions in museums and parks (Versailles, Louvre, Disneyland, etc.) and the operation of Nespresso boutiques. He also cleaned up and didn't keep Quick, Roman Bistro and Maître Kanter's Tavern. In addition, he has entered the luxury hotel industry with six 5-star Parisian hotels (the Balzac, the Norman, the Saint-James, etc.)

With its impressive portfolio of brands offering a range of menus from 9 to 150 euros, it often reigns supreme, without being seen, in city centers and shopping centers. Because unlike capital goods or fashion, catering certainly suffers from rising costs but continues to attract customers. With Le Paradis du Fruit (27 locations), it offers a healthy, fresh and plant-based alternative with strong development potential.

When we ask him how he finances his sudden acquisitions, the bougnat frowns. “We call on banks, we improve profitability and sales with a big effort on quality and attractiveness and stronger locations,” he summarizes. And to ensure that the group's debt “is at a more than reasonable level”, enough to allow him to continue his shopping. He has several acquisitions in sight. Which ones? “You will see. We have the means to achieve our ambitions. »