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Y O U R N O . 1 S O U R C E F O R T H E L AT E S T H O S P I TA L I T Y I N S I G H T S I N T H E M I D D LE E A S T AUGUST 2026 | HOTELANDCATERING.COM NAMES THE INDUSTRY CANNOT IGNORE CENK ÜNVERDI Chief Operating Officer, Rixos Hotels & ALL Inclusive Collection
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6 AUGUST 2026 | HOTELANDCATERING.COM IN THIS ISSUE SERVICE AS CULTURE Why Great Hospitality Can’t Be Scripted FORTY NAMES THE INDUSTRY CANNOT IGNORE The Top 40 Hospitality Heavyweights 2026 72 32 Contents 76 LATIN HEAT HITS RODEO DRIVE With more than 23 years of international experience across Mexico, the US and the Middle East, Chef Walter brings a distinctive point of view to Rodeo Drive’s all-American menu 28 CALM, CHARACTER, CARE Bahrain Through a Hotelier’s Eyes 30 WHAT SMART HOSPITALITY LEADERS NOTICE BEFORE THE DATA DOES A GM recently told me about a guest who left a curious complaint. The room was spotless, the food was excellent and the staff were friendly 24 A BAKER WHO STOPPED FOLLOWING THE RECIPE Kameel Rasyid Eril knows how to follow a recipe
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8 AUGUST 2026 | HOTELANDCATERING.COM SUBSCRIBE Contact subscriptions@bncpublishing.net to receive Hotel & Catering every issue CEO Wissam Younane wissam@bncpublishing.net MANAGING DIRECTOR Rabih Najm rabih@bncpublishing.net EDITOR-IN-CHIEF Seymone L Moodley seymone@bncpublishing.net MARKETING & COMMUNICATION LEAD Aaron Joshua Sinamban aj@bncpublishing.net DIGITAL EDITORIAL SUPPORT Karan Moodley karan@bncpublishing.net COUNTRY MANAGER Amjad Fakhouri amjad@bncpublishing.net PHOTOGRAPHY Joel Amparo MULTIMEDIA Eduardo Buenagua CREATIVE LEAD Christian Harb chriss@bncpublishing.net PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196 For all commercial enquiries related to Hotel & Catering News ME, contact sales@bncpublishing.net All rights reserved 2026. Opinions expressed are solely those of the contributors. Hotel & Catering is officially licensed exclusively to BNC Publishing in the MENA region. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher. Printed by United Printing and Publishing | upp.ae Images used in Hotel & Catering are credited when necessary. Attributed use of copyrighted images with permission. Hotel and Catering News ME HotelCateringME Hotel & Catering News Middle East hotelcateringme In addition to our print edition, we’re bringing you all sorts of industry news on our web mediums. We’re looking forward to interacting with our readers on all of our social media and web platforms. See you on the web! CREDITS
10 AUGUST 2026 | HOTELANDCATERING.COM CONTRIBUTORS Contributors 01 02 03 PETR DUBSKY General Manager, The Diplomat Radisson Blu Hotel, Residence & Spa Bahrain “Bahrain has a way of making people feel at ease. It is not loud or forced. It is calm, welcoming and quietly confident.” KAMEEL RASYID ERIL, Founder of bkry “But at some point, I wanted to build something that could answer my own curiosity.” MARTIN KUBLER, Chief Sloth at The Gluttonous Sloth – HORECA Consulting with Attitude “The challenge is that most organisations have become far better at measuring performance than observing behaviour.” Hospitality Voices This Month
12 AUGUST 2026 | HOTELANDCATERING.COM EDITOR’S NOTE H&C OR SOME RANDOM GUY ON THE INTERNET T he internet has said that Albert Einstein famously defined insanity as repeating the exact same thing over and over and over again while expecting a different result. If you're feeling a little insane lately, maybe it's because you're living this quote. In preparing for this, I was doing some research on some of the most famous leaders the world has ever seen, and I thought this quote, whether from Einstein or some random guy on the internet, was fitting on the subject of leadership — as every single one of them agrees that the price of doing the same thing is far higher than the price of change. Something I'm sure the people in this year's Top 40 Hospitality Heavyweights can agree with too. I imagine it cost them a great deal to get to where they are, but they gained far more once they succeeded. What I don't imagine, because I know for sure, is that once they arrived, the teams they put together to continue what they've built are now the most important aspect of their careers. Making sure they seek out the best of the best people. Giving young talents opportunities to prove themselves. Equipping their teams with the best tools, training and systems money can buy. And, of course, inspiring and motivating everyone towards the same vision, especially on the days when it's harder to see. This month, we turn our attention to the people at the top making an impact across hospitality in the Middle East. Each profile describes a unique man or woman, each with their own personalities and leadership styles, but what connects them is the ability to make decisions, build teams, adapt when the market changes and keep moving when the answers are not always obvious or easy. The strongest people in this industry are not simply repeating what worked ten years ago. They are questioning if things still work well now. They are listening to their teams and their guests. And most importantly, they are changing what needs to be changed, fast. Which is the only speed at which this world moves. People might assume that a heavyweight would have all the answers, but I think they are at the peak of greatness in this sector not because they have all the answers, but because they ask the right questions. SEYMONE L MOODLEY EDITOR-IN-CHIEF seymone@bncpublishing.net Seymone Leigh Moodley seymonemoodley FROM EINSTEIN
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14 AUGUST 2026 | HOTELANDCATERING.COM OPENINGS & LAUNCHES H&C FAIRMONT HOTELS & RESORTS ANNOUNCES SIGNING OF FAIRMONT NISEKO World-renowned luxury hospitality brand, Fairmont Hotels & Resorts, part of the leading hospitality group Accor, in partnership with J -Will Partners Co., Ltd. today announced the development of Fairmont Niseko, Japan, a new 165-key Fairmont property slated to open in early 2028. Nestled within nine acres of lush forest land between Mount Yotei and Mount Annupuri, the resort, imagined by architect Daiken Sekkei, Inc with Steve Leung Design Group Limited as main interior designer, will offer unobstructed panoramic views of Mount Yotei, Niseko’s signature natural landmark. Its unrivalled location will provide guests with unparalleled access to world-class outdoor experiences, including skiing, golf, with multiple dining options in both nearby Niseko Village and Hirafu.
15 HOTELANDCATERING.COM | AUGUST 2026 OPENINGS & LAUNCHES Marriott International, Inc. announced a landmark agreement with Misr Italia Properties and People & Places to develop nine total properties, representing over 1,500 keys, across Egypt’s most sought-after coastal and urban destinations. The multi-deal agreement is designed to enhance the breadth of Egypt’s hospitality experiences and luxury living offerings, while supporting the country’s broader ambition to grow its tourism sector and reinforce its position as a compelling destination for international investment. MARRIOTT INTERNATIONAL ANNOUNCES LANDMARK AGREEMENT WITH MISR ITALIA PROPERTIES AND PEOPLE & PLACES FOR OVER 1,500 KEYS ACROSS EGYPT
Minor Hotels announces the development of Anantara Retreat Çeşme and Anantara Residences Çeşme, a new luxury retreat and branded residences in Türkiye’s renowned Aegean region. Scheduled to open in 2030, the project will strengthen Minor Hotels’ growing luxury portfolio in Türkiye while expanding into one of the country’s most sought-after leisure destinations. MINOR HOTELS EXPANDS INTO TÜRKIYE’S AEGEAN WITH ANANTARA ÇEŞME RETREAT AND RESIDENCES OPENINGS & LAUNCHES H&C
17 HOTELANDCATERING.COM | AUGUST 2026 OPENINGS & LAUNCHES FORTUNA OF CAPPADOCIA, AUTOGRAPH COLLECTION OPENS IN CAPPADOCIA, A DISTINCITVE DESTINATION ROOTED IN HERITAGE REGION Fortuna of Cappadocia, Autograph Collection has opened in the heart of Cappadocia, the iconic region in central Türkiye. The distinctive new hotel joins Autograph Collection Hotels, Marriott Bonvoy’s diverse portfolio of more than 300 independent hotels, each celebrated for its independent character and story.
NEWS & APPOINTMENTS H&C Ras Al Khaimah Tourism Development Authority (RAKTDA) has announced the appointments of Emma Campbell as Chief Marketing Officer and Maha Kassim as Senior Director, People & Culture, expanding its executive leadership team as the emirate works towards its target of welcoming 3.5 million visitors annually by 2030. Commenting on the appointments, Phillipa Harrison, CEO of Ras Al Khaimah Tourism Development Authority, said: “As Ras Al Khaimah continues to grow as a global tourism destination, attracting exceptional talent is critical to delivering our long-term vision. Emma and Maha each bring outstanding international experience, fresh perspectives and proven leadership that will strengthen both our destination brand and our organisation as we continue shaping the future of tourism in the emirate.” RAS AL KHAIMAH TOURISM DEVELOPMENT AUTHORITY STRENGTHENS EXECUTIVE LEADERSHIP TEAM WITH NEW APPOINTMENTS
19 HOTELANDCATERING.COM | AUGUST 2026 NEWS & APPOINTMENTS Hilton Maldives Amingiri Resort & Spa announced the appointment of Mark Eletr as general manager. A seasoned hospitality leader with more than 30 years of international experience, Eletr will lead the resort’s operations, guest experience, commercial strategy and team culture. Eletr brings a strong track record across resort leadership, hotel openings, repositioning projects and complex island operations. His career spans Australia, Asia, the Middle East and the Maldives, with senior leadership roles at leading hospitality groups including Anantara Hotels & Resorts and InterContinental Hotels Group. Known for his people-first leadership style, Eletr has built and led high- performing teams across some of the world’s most competitive resort destinations. HILTON MALDIVES AMINGIRI RESORT & SPA APPOINTS MARK ELETR AS GENERAL MANAGER
20 AUGUST 2026 | HOTELANDCATERING.COM NEWS & APPOINTMENTS H&C Reem Mall has officially appointed TGP International to lead the food and beverage strategy for a new dining and social destination set to create a dynamic F&B hub within the mall, showcasing both regional talent and brands alongside international concepts. The signing marks an important milestone in the continued evolution of Reem Mall, one of Abu Dhabi’s leading retail, lifestyle and entertainment destinations. Through the partnership, TGP International will support Reem Mall’s development in shaping a distinctive food and beverage destination that brings together a carefully curated mix of regional concepts and international brands in one place. REEM MALL APPOINTS TGP INTERNATIONAL TO LEAD F&B STRATEGY FOR INNOVATIVE NEW DINING DESTINATION
21 HOTELANDCATERING.COM | AUGUST 2026 NEWS & APPOINTMENTS Radisson Hotel Group has collaborated with Accen- ture (NYSE: ACN) in launching an AI-powered hotel discovery app in ChatGPT, helping travelers move from trip intent to search, comparison and planning through natural conversation. Available as @RadissonHotels in ChatGPT, the app enables travelers to search for Radisson Hotels properties across over 100 countries, and more than 1,000 hotels through natural conversation. Through starting a new ChatGPT conversation with @Radis- sonHotels at the start of the prompt, travelers can ask for advice to plan a family-friendly weekend stay in Amsterdam, or a hotel in Paris with a gym and spa near the Eiffel Tower. The app will respond with rel- evant Radisson Hotels properties with live inventory and rates, location context, amenities, hotel details, and interactive map-based results. When ready, travelers are directed to complete the reservation through the Radisson Hotels website. RADISSON HOTEL GROUP AND ACCENTURE REDEFINE TRAVEL DISCOVERY ON CHATGPT
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24 AUGUST 2026 | HOTELANDCATERING.COM K ameel Rasyid Eril knows how to follow a recipe. He spent years mastering precision in professional kitchens, producing artisanal bread, intricate pastries and bespoke cakes, while competing at some of the highest levels of the culinary world. Then he chose to question everything. The Indonesian-born baker walked away from the security of the conventional hospitality route to create bkry, an independent Dubai bakery built around experimentation rather than repetition. There are no shortcuts disguised as efficiency and no products created simply because the market expects them. Ingredients are tracked down with purpose, recipes are tested relentlessly and the process is kept visible. What began as a bakery in Alserkal Avenue quickly became one of Dubai’s most talked- about independent food concepts. Not because it chased attention, but because people could taste the thought behind it. Now, as bkry prepares to grow beyond its origi- nal home, Kameel faces a challenge familiar to every independent founder: how do you expand without becoming the thing you left behind? He speaks about walking away from the tradi- tional path, building a bakery around curiosity and why the future of Dubai’s food scene may depend less on opening more restaurants and more on creating places with something real to say. F&B FOCUS H&C A BAKER WHO STOPPED FOLLOWING THE RECIPE
25 HOTELANDCATERING.COM | AUGUST 2026 You competed at the highest levels internationally and had every door open to you. What made you walk away from the conventional path and bet on something as unforgiv- ing as an independent bakery? The conventional path helped open my eyes. It taught me discipline, consistency and the high standards that can be achieved, especially through competition and work- ing in a professional kitchen. I will always be grateful for that founda- tion. But at some point, I wanted to build something that could answer my own curiosity. I wanted the freedom to keep searching, testing and dis- covering what I believe is the best way to make a product, without too many limitations getting in the way of that process. With bkry, I wanted to create a place where craft is vis- ible, where the team is connected to the work and where people can feel the intention behind every product. Was there a moment, in a hotel kitchen or on a competition stage, when you knew the traditional route was not the one for you? It was not one big moment. It was a slow realisation. Competitions taught me how far I could push myself and the standard required to win a gold medal, while hotel kitchens taught me consistency. But I became more interested in answering my own question of how far we could push ourselves to make a great product, rather than simply building a career. I wanted to create a space where my team and I could think, satisfy our curiosity and push our limits to achieve that. What is the ingredient you are most proud of tracking down, and why does it matter to the final product in a way most people would not notice? There are many ingredients we are proud to work with, but Saba Sanabel wheat is especially mean- ingful to us. After years of trying to find the best grains and flours from around the world, it is especially rewarding to see something with such a strong vision being grown in the UAE. It is not only about the quality of the grain, but also the reason behind its existence. It represents a com- mitment to sustainability, food security and local agriculture. As people living in the UAE, we can now have this connection to the land as part of our daily lives through something as simple and essential as bread. KAMEEL RASYID ERIL, Co-Founder of bkry A BAKER WHO STOPPED FOLLOWING THE RECIPE
F&B FOCUS H&C bkry developed a following that most established res- taurants would envy, without a big marketing budget or a hotel group behind it. What do you think people are actu- ally coming back for? I think people come back because they feel there is some- thing real behind the product. Of course, the food has to be good. But beyond that, people can feel the intention. At bkry, the kitchen is open, the products are made with pur- pose and the team is connected to the work. I think guests return because of that honesty. UAE leadership visited bkry. What did that moment mean to you personally, beyond the obvious? It was very emotional. Beyond the recognition, it made me reflect on the journey. I came to the UAE to learn, work hard and find a place where I could be happy in my work. That visit reminded me that this is a country where ideas can grow if you are willing to put in the work. For the team, it also gave us a great sense of pride. Opening a second location in Dubai is the mo- ment when most independent founders either grow or lose what made them special. How are you protecting the original? Growth is exciting, but it can also be dangerous if you only copy the surface of what worked. For us, protecting the original means protect- ing the culture, the vision and the way we make decisions. We want the soul to remain the same while allowing each location to have its own rhythm. Nad Al Sheba is a very different community from Alserkal Avenue. What does bkry look like when it meets a new neighbourhood? Alserkal has a very creative energy. Nad Al Sheba is more residential, family-driven and connected to daily life, so bkry there has to feel familiar without becoming ordinary. It should be a place people can visit often while still carry- ing the same craft, care and attention to detail. Dubai has more restaurants per capita than almost any- where on Earth. What is missing, in your view? Dubai has incredible energy and ambition. What I would love to see more of is patience. Sometimes, what is missing is not more restaurants, but more places with a clear point of view. Places that are deeply connected to their ingredi- ents, their craft and their community. I think the next stage is about depth, not only scale. If a young chef came to you today with competition med- als and five-star experience, but was wondering what to do next, what would you tell them? I would tell them not to rush to define success too early. Competition and five-star experience are valuable, but they are tools, not the final destination. Stay close to the craft, remain curious, learn how to lead people and build something you are willing to stand behind every day, especially when it is difficult.
28 AUGUST 2026 | HOTELANDCATERING.COM GM FOCUS H&C Calm, Character,Care Bahrain Through a Hotelier’s Eyes Every hotel has its own rhythm. You feel it in the lobby in the morning, when business travellers are heading to meetings, families are planning their day and colleagues are prepar- ing for another busy service. At The Diplomat Radisson Blu Hotel, Residence & Spa Bahrain, that rhythm is shaped not only by the hotel itself, but also by the city around us. Bahrain has a way of making people feel at ease. It is not loud or forced. It is calm, welcoming and quietly confident. For a hotelier, that matters a great deal because the destination and the hotel experience are closely connected. Guests do not separate one from the other. The feeling they have when they arrive in the country continues when they step into the hotel, meet the team, sit down for breakfast, attend a meet- ing or return after a long day. What I appreciate most about Bahrain is that hospitality here feels natural. It is part of daily life. People are approach- able, conversations are warm and there is a genuine sense of care in the way people interact. In a hotel environment, this makes a real difference. As General Manager, I see it most clearly through the team. A hotel is a busy place, and no two days are the same. One moment, we may be preparing for a corporate event. The next, we are welcoming a family, supporting a long-stay guest or assisting someone who has arrived after a delayed flight. The details change every day, but the mindset remains the same: stay calm, be present and look after people properly. That may sound simple, but in hospitality, it is everything. Guests today are very aware of how a place makes them feel. They notice when a team is rushed, and they notice when a team is confident. They notice when service is scripted, and they notice when it is sincere. More than ever, people value places where they can relax, focus, work, meet, celebrate and simply feel looked after. This is where Bahrain has a strong advantage. It offers a sense of comfort that does not need to be overexplained. For business travellers, it is a destination where things feel ac- cessible and manageable. For leisure guests, it offers culture, food, sea views, history and the slower pace many people are seeking. For meetings and events, it gives organisers a setting that feels professional, but also personal. At The Diplomat Radisson Blu Hotel, Residence & Spa Bah- rain, we are fortunate to sit at the heart of that experience. Our guests come to us for many different reasons. Some are regular corporate travellers who know the hotel well. Some are visiting Bahrain for the first time. Others join us for wed- dings, events, family weekends, spa days or long-stay visits. Each guest has a different reason for being here, but they all expect the same thing from us: consistency, warmth and care. This is also what makes hotel operations so rewarding. Behind every guest experience is a team effort. Housekeep- ing, front office, food and beverage, kitchen, engineering, security, spa, sales and events all play their part. When a hotel runs well, guests should not see how much coordina- tion takes place behind the scenes. They should simply feel that everything works. That is the kind of hospitality we focus on every day. The industry often talks about change in terms of trends, technology and evolving guest expectations. These are im- portant, and they continue to influence how hotels operate. But some things remain very simple. People want to feel welcomed. They want to feel understood. They want to know that, if they need something, someone will help. In Bahrain, that human side of hospitality feels especially strong. It is one of the reasons guests return, and it is one of the reasons our teams take pride in what they do. There is a real sense that service is not only about completing a task, but also about creating a feeling. Looking ahead, I believe this will become even more impor- tant for destinations and hotels alike. Travellers have more choice than ever, and beautiful properties exist in every mar- ket. What creates loyalty is the feeling guests have during their stay. Did the hotel make life easier? Did the team care? Did the destination feel welcoming? Did the experience feel genuine? For Bahrain, the answer is often yes. As a hotelier, I believe that is one of the country’s greatest strengths. Bahrain does not need to shout about its hospital- ity. It is felt in the everyday details, the conversations, the calmness of the experience and the way people make room for others. For those of us working in hotels, that gives us something very valuable to build on. BY PETR DUBSKY, GENERAL MANAGER, THE DIPLOMAT RADISSON BLU HOTEL, RESIDENCE & SPA BAHRAIN
CALM, CHARACTER, CARE
30 AUGUST 2026 | HOTELANDCATERING.COM POINT OF VIEW H&C A GM recently told me about a guest who left a curi- ous complaint. The room was spotless, the food was excellent and the staff were friendly. Yet the guest described the stay as “more stressful than expected”. There was no major failure. Instead, there were half a dozen small frustrations. Check-in took a little longer than ex- pected, the Wi-Fi login was not straightforward and finding the gym was confusing. There was no obvious place to take a video call. None of these issues was particularly significant on its own, but together, they created friction and prompted the guest to leave a less-than-stellar review. The conversation stayed with me because it illustrates something hospitality leaders often overlook. The future does not usually arrive as an event. It arrives as behaviour. Long before a shift appears in occupancy figures or guest satisfaction scores, it usually emerges through small behav- ioural changes that seem too insignificant to matter. These observations are known as weak sig- nals: small changes that, taken in isolation, mean very little but, over time, reveal that guest expectations, behaviours or priorities are beginning to shift. Hospitality is uniquely positioned to spot them. Few industries observe human be- haviour as closely. Every day, receptionists, housekeepers, restaurant teams, concierges and maintenance staff witness hundreds of small interactions that rarely appear in reports but often reveal where the industry is heading. The challenge is that most organisations have become far better at measuring performance than observing behaviour. Here are six signals that may already be influencing the future of hospitality. None of them proves, on its own, that the industry is changing. I cannot offer certainty, but I can invite curiosity and encourage leaders to ask better questions before the patterns become obvious. 1. Guests are asking fewer questions but expecting better answers Most guests now arrive with far more information than they once did. They have checked maps, restaurant reviews, transport options and opening hours before they even walk through the door. When they approach a member of staff, it is increasingly because they have a problem that technology could not solve. The value of frontline teams has shifted. They are now inter- preters of complexity as much as providers of information. Empathy, judgement and problem-solving matter more than simply knowing the answer. For operators, that has implications for recruitment, train- ing and service design. 2. Predictability is quietly becoming more valuable than novelty Hospitality has long celebrated surprise and memorable experiences. Those things still matter, but guests now place just as much value on knowing that everything will work exactly as promised. This is not an argument for standardisation or a victory for large hotel chains. A beautifully individual property that WHAT SMART HOSPITALITY LEADERS NOTICE BEFORE THE DATA DOES BY MARTIN KUBLER, CHIEF SLOTH AT THE GLUTTONOUS SLOTH, HORECA CONSULTING WITH ATTITUDE
31 HOTELANDCATERING.COM | AUGUST 2026 WHAT SMART HOSPITALITY LEADERS NOTICE BEFORE THE DATA DOES consistently delivers on its promises will often outperform one that promises exceptional experiences but delivers them inconsistently. In uncertain times, reliability becomes part of the experience. 3. Flexibility is becoming part of the product Flexible cancellation policies were once seen as a commer- cial concession. They are now part of the guest experience itself. The same applies to early check-in where possible, adapt- able workspaces, modular meeting rooms and dining concepts that accommodate changing schedules. Guests are looking for businesses that can adapt to uncertainty rather than add to it. 4. Staff are becoming interpreters of complexity Guests are no longer asking hospitality professionals only for traditional hospitality advice. They are asking for help navigating increasingly complicated lives. How do I get to the airport despite transport disruption? Where can I take a confidential video call? Can I extend my stay by half a day rather than a full night? How do I receive an urgent delivery? Hospitality now extends beyond providing services. It in- creasingly helps people navigate complexity, which requires different skills and greater levels of empowerment than many organisations currently provide. 5. Calm is becoming a premium In an economy built on constant notifications, endless choice and continuous stimulation, many guests are looking for environments that reduce cognitive load. They appre- ciate spaces where they can think, work or simply pause without constant interruption. 6. Small moments of certainty create disproportionate trust A room that is genuinely ready when promised. A dietary re- quirement remembered without prompting. A taxi already waiting. A problem resolved before the guest has to follow up. None of these moments would normally appear in a market- ing campaign. Yet they are often the experiences guests remember because they remove uncertainty. They replace doubt with confidence. In an increasingly unpredictable world, certainty has emotional value. Hospitality has always been a business of observation. The best hoteliers notice the hesitant glance at reception, the guest who no longer lingers over breakfast and the question that was not being asked a year ago. Somewhere along the way, many organisations began to believe that if something could not be measured, it could not be managed. Measurement explains what has happened. Observation helps us see what is beginning to happen. Smart hospitality leaders do not wait for the data to confirm what their guests have already been telling them. They notice it first.
32 AUGUST 2026 | HOTELANDCATERING.COM SPECIAL FEATURE H&C T h e T o p 4 0 H o s p i t a l i t y H e a v y w e i g h t s 2 0 2 6 Hospitality has no shortage of titles, but real influence carries weight, demands vision and leaves an impact. The Top 40 Hospitality Heavyweights 2026 recognises the people whose decisions, results and reach are felt across the industry. They are the executives expanding portfolios, the operators turning properties around, the founders building brands with staying power and the general managers delivering where it counts. Some have carried the industry for decades. Others represent a new generation begin- ning to shift its centre of gravity, bringing fresh thinking, sharper instincts and a different kind of influence to the table. This is not about visibility for visibility's sake. It is about performance, relevance and the ability to move people, businesses and markets forward. Different roles. Different levels of reach. The same undeniable presence. These are forty names the industry cannot ignore. The list follows an alphabetical sequence. Inclusion was decided through a nomination- only process, open equally to all entrants who met the relevant category criteria, with editorial discretion applied where needed to support diversity and reflect the industry's full breadth. Any departures from alphabetical order are deliberate — made to suit pagi- nation and layout, or to reflect available upgrade placements. FORTY T h e I n d u s t r y C a n n o t I g n o r e N A M E S
33 HOTELANDCATERING.COM | AUGUST 2026 FORTY NAMES THE INDUSTRY CANNOT IGNORE
34 AUGUST 2026 | HOTELANDCATERING.COM Cluster General Manager, Dukes The Palm Dubai Hotel and NH Collection Dubai The Palm A hmad Shaban Fernandez has brought two neighbouring hotels together under one commercial and operational vision, creating a cluster built around stronger performance and a united team culture. Since joining Minor Hotels, he has overseen the integration of Dukes The Palm Dubai Hotel into the group while managing its clustering with NH Collection Dubai The Palm, the brand’s first property in the Middle East. As Cluster General Manager, Fernandez leads a substantial port- folio across both hotels, creating an integrated destination with shared commercial strategies while preserving each brand's identity. The approach has delivered strong results, with both properties record- ing growth in revenue per available room and average daily rate, reflect- ing a focus on driving rate over occupancy. The clearest outcome has been the One Stay, Two Hotels concept, giving guests access to both properties' facilities, dining and experiences within one connected stay, alongside the all-inclusive Dine Around pro- gramme and Brunch Without Borders, opening new revenue streams while encouraging guests to explore the wider destination. Internally, Fernandez brought teams from both hotels together around shared objectives, building a stronger cluster culture based on accountability, trust and a common vision. That foundation proved important during a challenging period for the region, when he ac- tivated an early profit protection plan to safe- guard guests and employees while safeguard- ing business performance and delivering long-term value for the owners. At the same time, he diversified source markets, strength- ening demand from Europe and expanding into new, previously untapped international markets, creating additional revenue oppor- tunities and reducing reliance on traditional feeder markets. For Fernandez, performance is linked to peo- ple: guest experience begins with empowered teams, and culture is one of the few things competitors cannot reproduce. "Hospitality is, above all, a people business. Our greatest responsibility is not only to care for our guests, but also for those who care for them," he says. Two hotels, one vision: Fernandez turned neighbours into a single, connected destination. SPECIAL FEATURE H&C
35 HOTELANDCATERING.COM | AUGUST 2026 Founder and Chief Executive Officer, NAVA Group A li Musalam's approach to hospitality was shaped long before he opened his first restaurant. While studying in the United States, he spent much of his free time exploring the dining scenes of major American cities, study- ing what made certain restaurants memorable. His interest extended beyond the food, to the relationship between design, service, atmosphere and storytelling, and how these elements shape a guest's experience. That curi- osity developed into a sustained study of global hospitality, taking him through restaurants across Asia and Europe and offering lessons in customer journeys, kitchen efficiency, branding, design and service culture that shaped his own view of what a successful hospitality business should represent. Those experiences led him to establish NAVA Group, a Saudi hospitality company created to develop original restaurant concepts with strong regional identities and the operation- al foundations for long-term growth. Under his direction, the group has introduced concepts including Rava and Bahri- yat, each with its own character, supported by consistent operating standards. For Musalam, successful restaurant development is not simply about opening new venues. It requires building brands that are commercially sustainable, operationally disciplined and emotionally relevant to customers — a philosophy shaping everything from concept development and storytelling to recruitment, training and people devel- opment, with continued investment in service standards so teams stay accountable for the guest experience. His broader ambition is to show that Saudi-born hospitality concepts can compete confidently alongside established international brands, connected to the market in which they were created while meeting global expectations of quality and service. At the centre of that vision is a simple belief: hospitality is defined not only by what is served at the table, but by how people feel throughout the experience. From studying restaurants across four continents to building Saudi Arabia's own generation of dining brands. FORTY NAMES THE INDUSTRY CANNOT IGNORE
36 AUGUST 2026 | HOTELANDCATERING.COM A mir Golbarg has spent more than two decades building a career defined by commercial discipline, operational depth and confidence in the future of hospitality across the Middle East and Africa. As Chief Operating Officer of Minor Ho- tels Middle East & Africa, he oversees a diverse regional portfolio spanning established hospitality capitals and emerging destinations, including luxury resorts, urban hotels, safari lodges and branded residences, each operating within markets with different guest expectations, ownership structures and commercial realities. Managing that complexity requires more than expansion; it demands un- derstanding how individual properties perform, how brands translate across cultures, and how growth can create long-term value for owners, guests and employees. Golbarg's leadership has helped position the Middle East as one of Minor Hotels' strongest-performing regions during one of its most ambi- tious development periods. Recent results reflect this balanced approach, with the portfolio deliver- ing strong revenue growth alongside improvements in occupancy, average daily rate and revenue per available room. Rather than pursuing scale at any cost, Golbarg has remained focused on sustainable profitability, strategic revenue management and operational consistency. That approach proved especially im- portant during periods of uncertainty. Rather than retreat or rely on broad cost-cutting, he encouraged teams to become more flexible and commercial- ly precise, identifying where demand remained and adapting the business around it. Greater attention was placed on long-stay guests, domestic tourism, wholesale demand and the gradual recovery of international travel, help- Chief Operating Officer, Minor Hotels Middle East & Africa SPECIAL FEATURE H&C
ing properties respond quickly as conditions shifted and strengthening forward business. Golbarg's ability to navigate difficult periods is grounded in extensive hands-on experience, understanding the reali- ties of hotel operations and the importance of translating strategy into practical action at property level, while giving regional and hotel teams the authority to respond to their own markets. Colleagues describe him as calm, optimistic and solutions-focused, expecting accountability but also creating space for people to contribute ideas and make informed decisions. His influence extends well beyond day-to-day operations. Under his direction, Minor Hotels has significantly acceler- ated its development pipeline across the Middle East and Africa, completing a record period of hotel signings across Saudi Arabia, Egypt, Turkey and several African destinations, bringing new brands into the region and broadening the company's offer across luxury, lifestyle and contemporary accommodation. Among the notable milestones has been the introduction of NH Hotels & Resorts to the Middle East, requiring careful positioning, a clear understanding of local demand and an operating model capable of protecting the brand's identity while remaining relevant to the market. Golbarg has also overseen partnerships such as Sharjah Collection, reflect- ing a growing appetite for hospitality experiences rooted in landscape, culture and a stronger sense of place, while in Southern Africa, the company's move into luxury safari experiences has further extended its portfolio beyond con- ventional resort and city hotel models. These projects illustrate a broader understanding of where the industry is moving. Travellers increasingly want experiences that feel connected to their destinations, while investors are searching for brands and concepts capable of standing apart in crowded markets. Golbarg's expansion strategy responds to both priorities, balancing international brand strength with local relevance. A central part of that work is the relationship between hotel operators and owners. Growth may begin with development opportunities, but its success depends on trust, transpar- ency and the operator's ability to deliver over time. Golbarg has built a reputation for understanding an owner's per- spective, focusing each partnership on asset performance and long-term value rather than treating expansion as a collection of isolated signings — every property must have a clear commercial purpose, an appropriate brand and a realistic position within its market. His confidence in the region is matched by a clear under- standing of its complexities. The Middle East and Africa cannot be approached as a single hospitality market, and Golbarg's role requires him to recognise the differences between countries while maintaining consistent standards across the wider business. He has also remained a vocal advocate for continued investment in the region, whose future depends on more than opening additional hotels — it will require stronger concepts, disciplined operations, meaningful talent development and brands that understand the guests they serve. For Golbarg, people remain fundamental to that equation. Commercial strategies and development pipelines can only deliver when teams are engaged, capable and trusted to perform. His leadership places equal importance on results and the culture required to achieve them, encouraging col- laboration across departments, properties and markets — a balance that has allowed him to lead through growth with- out losing sight of the operational foundations of hospitality. As Minor Hotels continues to expand across the region, Golbarg's responsibility will only grow more complex. His re- cord suggests he is well prepared for it: through commercial focus, operational understanding and trusted partnerships, he has helped build a business capable of delivering today while preparing confidently for what comes next. The steady hand behind Minor Hotels' most ambitious expansion across the Middle East and Africa. FORTY NAMES THE INDUSTRY CANNOT IGNORE
38 AUGUST 2026 | HOTELANDCATERING.COM SPECIAL FEATURE H&C D uncan O'Rourke's career has been defined by scale, inter- national experience and the ability to lead across some of the world's most varied hospitality markets. As Chief Ex- ecutive Officer for Accor across the Middle East, Africa and Asia Pacific, he has successfully driven Accor’s massive regional expansion, highlighted by securing a dominant development pipeline of over 875+ properties across MEA APAC (including China). Since taking on the role, Duncan has led the restructuring and integration of Accor's regional portfolio, bringing its Premium, Midscale and Economy businesses under a more unified and agile operating model, better equipped to respond to different market conditions across an exceptionally diverse territory. Expansion has remained central to this strategy, with the group strengthening its presence in established destinations while accelerating growth in emerging markets. His approach extends beyond signing hotels: Duncan has focused on build- ing long-term relationships with governments, investors and owners, positioning Accor as a strategic partner in tourism and economic development across the region. With over 96k heartists (employees) across 41 countries, of- fices in 16 different countries, and 35% Women VP & Above, he is a champion for talent in hospitality. Managing an organisation of this size also requires a strong focus on people, and Duncan has championed opportunity, mo- bility and representation across Accor's Heartists in the region. Sustainability is another important part of his mandate, with the business expanding environmental certification and working to reduce water consumption and improve efficiency. Before joining Accor, Duncan held senior operational roles with Kempinski Hotels across Europe, the United States and the Middle East, including as Chief Operating Officer, before leading Accor's operations across Central and Northern Europe and then his current regional role. With decades of experience, Duncan combines operational dis- cipline with a broad understanding of development, ownership and regional tourism strategy, balancing growth with resilience, commercial performance with responsibility, and global scale with the realities of individual markets. Chief Executive Officer for Middle East, Africa and Asia Pacific, Accor Strengthened Accor's presence across three continents creating an agile organisation equipped to capture long-term growth opportunities.
39 HOTELANDCATERING.COM | AUGUST 2026 B asel Talal's career has been shaped by a rare combina- tion of operational experience, commercial discipline and deep regional knowledge. As Managing Director for Saudi Arabia, Kuwait and the Levant at Radisson Hotel Group, he oversees a strategically important portfolio across markets undergoing significant tourism and hospitality development. His journey began in Aqaba, Jordan, where he progressed through several operational roles, including night manage- ment and front office leadership, before joining a pre-opening team in Muscat and moving into general management posi- tions in Saudi Arabia and the UAE, gaining a detailed under- standing of hotel operations, from guest satisfaction and team performance to profitability and owner expectations. Basel also brings a multidisciplinary academic background spanning engineering, architecture, hospitality and executive leadership, and has continued to develop his expertise across crisis management, revenue strategy, finance, asset manage- ment and human resources. At Radisson Hotel Group, Basel has played a central role in strengthening the company's presence across Saudi Ara- bia, with hotels operating and under development across Riyadh, Jeddah, Makkah, Madinah and other key destina- tions, serving a broad mix of business, leisure, religious and extended-stay travellers. His leadership extends beyond signing and opening hotels. Basel works closely with owners, investors, general man- agers and hotel teams to ensure expansion is supported by sound operations and long-term commercial value, overseeing conversions, renovations and repositioning projects that strengthen owner confidence and long-term partnerships. People development is equally central to his leadership, with support for local talent, stronger succession planning and clearer pathways for employees, including women, to progress into senior roles. For Basel, hospitality is not simply about growing a portfo- lio. It is about creating sustainable businesses, developing careers and contributing to the growth of destinations. Managing Director, KSA, Kuwait and Levant, Radisson Hotel Group From night manager in Aqaba to regional Managing Director — a career built floor by floor. FORTY NAMES THE INDUSTRY CANNOT IGNORE
40 AUGUST 2026 | HOTELANDCATERING.COM SPECIAL FEATURE H&C Chief Operating Officer, Rixos Hotels & ALL Inclusive Collection Distinct brands. Four continents. One all-inclusive vision. C enk Ünverdi has spent more than two decades building a career defined by op- erational discipline, international growth and a clear understanding of the evolving all-inclusive sec- tor. As Chief Operating Officer of Rixos Hotels and the ALL Inclusive Collection, he oversees a multi- brand portfolio spanning four continents, balancing the com- plexities of global development with the demands of consistent service, commercial performance and the guest experience.
41 HOTELANDCATERING.COM | AUGUST 2026 FORTY NAMES THE INDUSTRY CANNOT IGNORE That multi-brand structure sits at the heart of the strategy. Rather than treating all-inclusive hospitality as a single, standardised product, the ALL Inclusive Collection brings together distinct brands, Rixos, SLS, SO/, Hyde, and Mondrian — each with its own personality, audience and price point, yet sharing a common backbone of operational expertise, distribution and commercial infrastructure. The logic is straightforward: different guests want different versions of the all-inclusive experience, and no single brand can credibly serve them all. By running several brands under one operating platform, the Collection can enter new markets with the format that suits each destination, without diluting what makes any individual brand distinct. That model has now been tested across some of the most closely watched, and most different, tourism markets in the world. In Saudi Arabia, the debut of Rixos Obhur Jeddah and the continued development of Rixos Murjana on the Red Sea coast have established the brand in one of the region's fastest-growing destinations, while the launch of SO/ Ras Al Khaimah brought a design-led, fashion-conscious take on all-inclusive into the UAE for the first time. Beyond the Gulf, Ünverdi has taken the model into Southeast Asia with the soon to open Rixos Phu Quoc Vietnam, and into further new territory across Oman, Iraq and Latin America, each market bringing its own regulatory, commercial and operational demands. What holds across all of them is the same under- lying discipline: protecting standards while staying flexible enough to respond to local conditions. That flexibility was tested in a different way during recent periods of geopolitical uncertainty across the Middle East. Alongside pursuing new openings, safeguarding business continuity, colleague welfare and guest confidence across existing properties became just as much a part of the role, with resilience treated as an operational capability rather than a one-off response. Growth has always been matched by an equal focus on how it is delivered. Sustainability now sits at the centre of the company's operational strategy, with reduced carbon intensity, improved water efficiency and lower food waste across the UAE portfolio, alongside Blue Flag certification across its UAE beach destinations. Inclusive hospitality has become a parallel priority under Ünverdi, with sev- eral Rixos hotels in the UAE achieving Certified Autism Center status, supported by training that equips staff to understand sensory needs and communication prefer- ences. Talent development underpins both: extensive training across the portfolio, spanning leadership, tech- nical skills and ESG awareness, reflects his belief that expansion is only sustainable when people development keeps pace with new openings. Social impact initiatives, including a partnership with Dubai Cares to support a school in Malawi, extend that philosophy beyond the portfolio. What stands out is the breadth of priorities Ünverdi manages simultaneously — international openings, new brand markets, regional disruption, environmental performance and workforce development — within a single, coherent operating strategy. Commercial growth is supported by disciplined execution, sustainability is linked to efficiency, and inclusion is treated as part of service rather than separate from it. As the all-inclusive sector attracts growing interest from luxury and lifestyle brands, that strategy is positioning Rixos Hotels and the ALL Inclusive Collection at the cen- tre of its evolution, expansive without becoming generic, operationally efficient without losing personality, and ambitious while remaining attentive to people, place and long-term impact.
42 AUGUST 2026 | HOTELANDCATERING.COM SPECIAL FEATURE H&C C hristian Kiefer has spent more than two dec- ades building a career around a clear belief: wellness should be more than an attractive addition to a hotel. It should be commercially viable, operationally consistent and genuinely valuable to the guest. As CEO and Founder of Spa Wellness Project Manage- ment, Kiefer works with hotel operators to develop wellness concepts that balance guest experience with the realities of running a successful hospitality business. His approach brings together spa opera- tions, brand development, treatment innovation, sustainability and long-term commercial planning. At the centre of the company's portfolio are Rayya Wellness and Wellbeings Holistic Healing, two home-grown brands that have established a grow- ing presence across the UAE, delivering wellness experiences within some of the country's leading hotels and resorts. Although the brands have distinct identities, both reflect Kiefer's wider philosophy: well- ness should feel personal and thoughtful, but it must also be accessible, ethical and capable of delivering consistent quality across multiple locations. This balance has become increasingly important as wellness moves from a specialist offering to a central part of the hospitality experience. Guests are no CEO and Founder, Spa Wellness Project Management From curating spas at sea to building UAE's own home- grown wellness brands.
FORTY NAMES THE INDUSTRY CANNOT IGNORE longer looking only for a traditional massage or beauty treatment; they are seeking experiences that support rest, recovery, mental wellbeing and healthier lifestyles, often as part of a broader hotel stay. Kiefer has responded by creating concepts that combine established spa prac- tices with holistic therapies and contemporary wellness programmes. Rather than following trends for the sake of novelty, his focus remains on treatments and experiences that can be integrated effectively into hotel operations while still feeling relevant to modern guests. His ambitions for the business continue to grow, with new openings in the UAE and the first one for the brand in Zan- zibar. Reflecting his confidence in the continued develop- ment of the regional wellness market and the opportuni- ties available for brands that can offer a clear identity and dependable delivery. Kiefer's success has been built primarily on long-term partnerships with hotel owners and operators. He be- lieves the strongest relationships are those in which both parties share responsibility for the success of the well- ness operation, understanding the hotel's wider position- ing, its target guest, available facilities and commercial objectives before developing a concept. The result is a partnership model designed to provide operators with the expertise of a specialist wellness company without separating the spa from the wider hotel experience. For guests, this creates a more cohesive journey. For opera- tors, it offers a structured approach to service standards, recruitment, training, product development and financial performance. Kiefer has also become a regular contributor to discus- sions about the future of wellness, appearing at a range of regional industry events and conferences over the past two years. Through these appearances, he has addressed issues ranging from the integration of wellness into hotel operations to sustainability, innovation and the changing expectations of travellers, reflecting a career shaped by both operational experience and an understanding of how wellness fits into the broader hospitality landscape. That experience began in the luxury cruise industry, where he managed and curated spa experiences for an international guest base, giving him early exposure to the demands of delivering consistent service across complex, high-volume operations. After completing a degree in Spa Management in Miami, he progressed through a series of senior positions within the industry. His move to the Middle East marked an important stage in his career, placing him within a hospitality market undergoing rapid development. He went on to oversee prominent spa and leisure opera- tions across the region, including roles with major hotel groups, giving him insight into the expectations of global hotel companies, luxury guests and property owners. They also revealed a gap in the market for specialist wellness operators that could provide both creative concepts and reliable management structures. Spa Wellness Project Management was created to address that need. Today, Kiefer continues to develop wellness offerings designed to work for the guest, the hotel and the wider community. Sustainability forms an important part of that vision, alongside responsible sourcing, ethical practices and programmes that support lasting wellbeing rather than temporary indulgence. His work reflects the broader evolution of wellness within hospitality. What was once treated as an optional amenity has become a significant part of how hotels position them- selves, build guest loyalty and differentiate their offering. For Kiefer, however, the objective remains straightforward: to create wellness experiences that are meaningful, afford- able and capable of maintaining their quality as they grow. Through Rayya Wellness, Wellbeings Holistic Healing and the next stage of his company's development, he is building a business based not only on expansion, but on the belief that wellness should deliver lasting value.
44 AUGUST 2026 | HOTELANDCATERING.COM H aitham Mattar's career has placed him at the centre of some of the most significant hospitality and tourism developments across India, the Middle East and Africa. Over more than three decades, he has worked across hotel operations, commercial strategy, destination development and government advisory, giving him a perspective that extends far beyond the performance of individual properties. Today, as Managing Director for India, the Middle East and Africa at IHG Hotels & Resorts, Mattar is responsible for one of the company's most strategically important regions, overseeing a large and diverse portfolio spanning estab- lished hospitality markets, rapidly expanding destinations and countries where tourism is becoming an increasingly important part of national economic development, alongside a substantial development pipeline. The scale of the portfolio, however, tells only part of the story. His role requires balancing commercial growth with owner returns, brand strategy, local market conditions and the long-term tourism objec- tives of governments across the region, working closely with hotel owners, institutional investors, sovereign entities and government bodies to identify opportunities that can deliver lasting value. Rather than viewing hotel growth as a num- bers exercise, he approaches each market through the wider context of investment, infrastructure, employ- ment and economic diversification. Across Saudi Arabia, the United Arab Emirates, Egypt, India and Africa, he has supported IHG's expan- sion through a combination of new signings, brand introductions and strengthened owner relationships. His leadership has helped the company respond to rising demand across luxury, lifestyle, premium and mainstream hospitality while ensuring that development remains relevant to the needs of each des- tination. Luxury and lifestyle hospitality has been a particular area of focus. In Saudi Arabia, IHG is working towards having its full portfolio of Luxury & Lifestyle brands open or signed by 2028, spanning concepts from Six Senses and Regent to InterConti- nental, Kimpton, Hotel Indigo and Vignette Collection, giving the group a broad range of concepts through which to support the Kingdom's rap- idly evolving tourism landscape. SPECIAL FEATURE H&C Managing Director, India, Middle East & Africa, IHG Hotels & Resorts A hospitality leader with a unique perspective across business, government and destination development.
45 HOTELANDCATERING.COM | AUGUST 2026 These projects are closely connected to Saudi Arabia's ambition to become a major global tourism destination. For Mattar, the opportunity is not only to introduce international hotel brands but to ensure that developments contribute meaningfully to the destinations in which they operate, creating employment, supporting local talent, encouraging investment and responding to changing traveller expecta- tions. His understanding of Saudi Arabia's tourism ambitions is in- formed by direct experience. Before returning to IHG, Mattar served as Senior Advisor to the Saudi Ministry of Tourism, contributing to the commercial execution of the Kingdom's National Tourism Strategy during a period of unprecedented expansion, and strengthening his ability to navigate the re- lationship between public policy and private-sector delivery — a skill that continues to inform his work at IHG. Earlier in his career, Mattar led the tourism development authority for Ras Al Khaimah, helping raise the emirate's international profile and establish it as a distinctive leisure and adventure destination by attracting hotel investment and creating a clearer identity within the wider UAE tourism market. The experience demonstrated his ability to look beyond traditional destination marketing, bringing together accommodation, attractions, aviation, investment and inter- national promotion. His influence also extends to international tourism policy, having previously advised the United Nations on sustain- able tourism development, reflecting the trust placed in his understanding of responsible destination growth. Sustainability remains central to his outlook. Under his leadership, IHG continues to advance initiatives related to carbon reduction, water stewardship, food waste and the removal of single-use plastics. These measures are not treated as separate corporate commitments but as essential considerations in the long-term performance and resilience of hotels. For Mattar, responsible tourism must make commercial as well as environmental sense: hotels that use resources efficiently, support local communities and respond to changing expectations are better positioned to maintain relevance, protect owner value and operate successfully over time. Throughout his career, spanning several of the world's larg- est hotel companies, Mattar has developed a reputation for combining commercial discipline with a broad understand- ing of tourism's economic and social role. He is as comfort- able discussing owner returns and development strategy as he is addressing destination competitiveness, government priorities or responsible tourism. What sets him apart is the range of environments in which he has operated. He has led within global hotel companies, advised governments, managed a tourism authority and contributed to international discussions on sustainable development — experience that allows him to understand the needs of brands, owners, investors and destinations without losing sight of the guest experience that ultimately connects them. As hospitality growth accelerates across India, the Middle East and Africa, the industry will require executives capable of managing complexity and building trust across sectors. Mattar's career shows how long-term partnerships, com- mercial clarity and a strong understanding of place can turn hotel development into something larger: an engine for investment, employment and lasting destination value. FORTY NAMES THE INDUSTRY CANNOT IGNORE
46 AUGUST 2026 | HOTELANDCATERING.COM W ith more than two decades of international hospitality experi- ence across France, Belgium, Lebanon and the UAE, Fadi Ammache has led the continued development of Grand Millennium Al Wahda Abu Dhabi, one of the capital's largest five-star hotels, strength- ening its commercial performance, service culture, colleague engagement and sus- tainability efforts. Fadi oversees a complex operation com- prising rooms, suites and executive apart- ments, alongside extensive conference and banqueting facilities, multiple dining outlets, a luxury spa and fitness centre, and a substantial workforce supported by an executive committee and departmental heads. Under his direction, the hotel has delivered particularly strong financial performance, with average daily rate, total revenue and gross operating profit all improving well ahead of budget, reflecting a disciplined approach to revenue management and operational efficiency. This momentum has continued, demonstrating Fadi's ability to balance short-term performance with the long-term interests of the hotel, its owners, guests and colleagues. His contribution extends well beyond the balance sheet. Fadi has prioritised improvements to colleague accommoda- tion, recreational facilities, connectivity and general welfare, introducing enhanced access-control systems, upgraded furni- ture, improved gym and sports facilities and more sustainable alternatives to traditional water provisions. A wide-ranging colleague engagement programme has also been developed, fea- turing wellness initiatives, cultural celebra- tions, community activities and recogni- tion programmes, alongside departmental training, leadership sessions and strength- ened grooming and service standards. These initiatives have helped create a more engaged workforce and a consistent service culture across the property. Fadi's work has also been shaped by close engagement with Abu Dhabi's Department of Culture and Tourism, reflecting his com- mitment to strengthening service stand- ards and supporting the emirate's wider hospitality ambitions. SPECIAL FEATURE H&C General Manager, Grand Millennium Al Wahda Abu Dhabi Proof that a five-star hotel's results start with how it treats the people behind the desk.
47 HOTELANDCATERING.COM | AUGUST 2026 W ith more than two decades of hospitality experience, Julia Schamne has built a career around commercial performance, operational discipline and a clear belief that strong hotels are built by engaged teams. As Cluster General Manager of Novotel Dubai Al Barsha and Adagio Premium Dubai Al Barsha, Julia oversees a complex operation spanning rooms and apartments, meeting spaces and dining venues, strengthening the cluster's position within Dubai's competitive city- hotel market and attracting a mix of business, leisure, extended-stay and meetings guests. Her approach has focused on creating a more distinc- tive, guest-focused identity for both properties while improving performance across accommodation, dining and events, increasing market share and developing a reputation for reliable service. Food and beverage has been an important part of this transformation, with Julia supporting the growth of Flying Elephant Mysti- cal Mixology into a recognised Dubai bar concept while introducing new dining experiences and stronger meet- ings and events activity that have further diversified the business. Her impact extends well beyond financial results. Julia has placed employee wellbeing, professional development and workplace culture at the centre of the operation, introduc- ing a five-day working week and expanding development opportunities, rooted in her belief that guest experience begins with employees who feel supported and trusted. Julia has also championed sustainability and community initiatives, including food-waste reduction, resource ef- ficiency, environmental education and charitable outreach, reducing operational impact while contributing to the wider community. Known for combining strategic thinking with close attention to daily operations, Julia is equally comfortable reviewing commercial performance, developing talent or responding to operational challenges, guiding her teams through dif- ficult periods with composure. Her philosophy that "au- thenticity is the new opulence" captures an approach built around people, purpose and performance. FORTY NAMES THE INDUSTRY CANNOT IGNORE Cluster General Manager, Novotel Dubai Al Barsha and Aparthotel Adagio Premium Dubai Al Barsha "Authenticity is the new opulence" — and a five-day week to prove she means it.
48 AUGUST 2026 | HOTELANDCATERING.COM SPECIAL FEATURE H&C A s General Manager of Pullman Dubai Creek City Centre Hotel & Residences, Laura Nicli is leading the property through a period of transformation, with a focus on strengthening its positioning, guest experience and long-term performance. With extensive international experience, Laura has built her career across diverse markets, recognised for her ability to guide teams through change while maintaining performance and keeping the guest experience at the centre of every decision. At Pullman Dubai Creek City Centre, Laura is leading the hotel's evolution into a future flagship destination for the brand in the region. The transformation goes beyond physical upgrades, reflecting a broader repositioning centred on lifestyle, wellness, innovation and meaningful connection, creating a more contemporary hospitality experience that responds to how modern travellers live, work and socialise, and combining the property's established presence with new concepts to keep it relevant in Dubai's competitive hotel market. Laura's management style is grounded in clarity, collaboration and accountability. She believes successful change requires teams to understand the purpose behind it, and through open communication, mentorship and empowerment she encour- ages colleagues to contribute ideas and take ownership of the guest journey. People development remains a central part of her work, with a focus on building an inclusive environment where employees feel supported and able to progress professionally, and creating opportunities for emerging talent and future hospitality executives from within the organisation. Her responsibilities also extend to responsible operations, supporting sustainability initiatives and embedding environmental and social considerations into everyday decision-making. By balancing commercial ambition with a commitment to people and purpose, Laura is helping prepare Pullman Dubai Creek City Centre for its next chapter, bringing teams together around a shared vision. General Manager, Pullman Dubai Creek City Centre Hotel & Residences Turning an established hotel into Pullman's next flagship for the region.
49 HOTELANDCATERING.COM | AUGUST 2026 FORTY NAMES THE INDUSTRY CANNOT IGNORE W ith more than two decades of hospitality experi- ence, Michael Goetz has built a reputation for combining strong commercial performance with operational discipline, brand stewardship and a genuine commitment to people. As Cluster General Manager of Mövenpick Hotel Jumeirah Beach, Michael has played an important role in strength- ening the Mövenpick brand across the Middle East and Africa, with experience spanning pre-openings, strategic projects and guest experiences that reflect the brand's identity. Activations such as Mövenpick Ice Cream Day and Chocolate Week have helped create distinctive guest touchpoints and deepen engagement with the property. Michael also guided the hotel through a period of signifi- cant change, overseeing a comprehensive renovation and repositioning it as a vibrant urban lifestyle destina- tion, steadily improving its guest reputation and ex- panding its appeal among European and GCC travellers. Commercially, the hotel has recorded strong growth in revenue and profitability, supported by stronger service standards, menu optimisation and disciplined cost man- agement. One of Michael's most successful projects has been Bruno's Biergarten, a concept inspired by his German heritage, developed closely with the culinary and market- ing teams and since grown strongly in both revenue and guest covers. Its Oktoberfest celebrations, Christmas Market and themed brunches have helped establish it as a popular neighbourhood destination. Sustainability remains central to Michael's approach, with the hotel maintaining its Green Globe Platinum certi- fication and strengthening its sustainable tourism stand- ing through in-house water filtration, improved recycling and stronger energy conservation practices. Michael also oversees a diverse workforce, with strong female representation in leadership roles. His calm, people-focused approach has earned the trust of col- leagues, owners and stakeholders, while his appointment to also oversee Mövenpick Dubai Creek reflects confi- dence in his ability to deliver lasting value. Cluster General Manager, Mövenpick Hotel Jumeirah Beach A German biergarten born from the GM's own heritage, now one of Dubai's favourite neighbourhood haunts.
50 AUGUST 2026 | HOTELANDCATERING.COM SPECIAL FEATURE H&C L eading one of Dubai’s most established luxury resorts requires a clear understanding of what keeps a prop- erty relevant in an increasingly competitive market. As General Manager of Anantara The Palm Dubai Resort, Mi- chael Robinson has focused on strengthening the resort’s positioning through commercial performance, distinctive guest experiences and a clear sense of identity. At the helm of one of Minor Hotels’ prominent Middle East properties, Michael has consistently strengthened its posi- tion within Dubai’s luxury hospitality market, delivering sus- tained growth in revenue per available room (RevPAR) and average daily rate (ADR), while consistently outperforming budget and competing effectively within its market. A key part of his approach has been to build on the re- sort’s distinctive strengths rather than simply compete on traditional measures of luxury. From Dubai’s only Over Water Villas and direct-access lagoon rooms to its 400-metre private beach, Thai-inspired architecture and established wellness offering, the property has a strong identity within Palm Jumeirah’s competitive resort landscape. Michael has also placed significant focus on evolving the guest experience and maintaining the resort’s relevance to both international travellers and the local market. This has included strengthening the resort’s dining proposition, developing its restaurants and bars, and creating experi- ences that encourage guests to engage with the property beyond their accommodation. With seven distinctive dining venues ranging from signature Asian restaurant Mekong to Mediterranean beachfront dining at The Beach House and premium grill concept Bushman’s, food and beverage remains an important pillar of the resort experience. Wellness, sustainability and experiential travel have also become increasingly important elements of the resort’s positioning. Anantara Spa combines Thai, Arabian and inter- national wellness traditions across an extensive treatment offering, while initiatives including the resort’s hydroponic farm, food-waste reduction programme and broader sus- tainability strategy reinforce a more responsible approach to luxury hospitality. Before moving to Dubai, Michael managed one of Minor Ho- tels’ largest properties in Asia, exceeding financial targets, increasing market share and developing a high-performing senior management team. That experience has given him a strong commercial foundation alongside the operational understanding required to lead a complex luxury resort. Michael’s strength lies in balancing commercial ambition with the details that shape the guest experience. Highly involved in the day-to-day business while maintaining a long-term strategic perspective, he combines international experience with a collaborative management style and a strong commitment to developing talent. General Manager, Anantara The Palm Dubai Resort Strengthening one of Dubai’s best-known resorts through distinctive experiences, commercial performance and a clear luxury positioning.
51 HOTELANDCATERING.COM | AUGUST 2026 FORTY NAMES THE INDUSTRY CANNOT IGNORE M ohamed A. Zidan, an Executive MBA graduate in Global Hospitality Management from Les Roches, has built his career from reservations and rev- enue management to leading the commercial strategy of Accor’s Makkah Complex at The Clock Towers—one of the world’s largest hotel complexes and Accor’s highest revenue-generating hotel complex globally. Comprising Makkah Clock Royal Tower, a Fairmont Hotel; Raffles Makkah Palace; Swissôtel Makkah; and Swissô- tel Al Maqam, the portfolio spans more than 5,000 keys and welcomes millions of pilgrims every year. Under Zidan’s direction, the complex has delivered consecutive record-breaking performance, consistently exceeding major indicators including gross operating revenue, TrevPAR, gross operating profit, GOPPAR and Revenue Generation Index. Central to this performance is Zidan’s ability to translate Accor’s broader commercial strategy and objectives into an integrated operating model at complex level. By bringing sales, revenue management, distribution, marketing, e-commerce and loyalty together around shared commercial priorities, he has strengthened collaboration, accelerated decision-making and enabled teams to respond more effectively to evolving market demand. He has also championed digital transformation through AI- enabled workflows, stronger analytics, modern e-commerce practices and dynamic pricing. Dedicated e-commerce and distribution capabilities, supported by in-house analytics, have strengthened business mix and helped make the com- plex the region’s leading contributor in B2C revenue. Yet Zidan’s impact extends beyond commercial results. Known for sharing knowledge openly, developing talent and building strong second lines of leadership, he combines structure and accountability with genuine mentorship. Teams under his leadership have earned significant recognition— from Accor’s Best Revenue Team in the Middle East to leading regional marketing and campaign performance—while em- bracing new ways of working through AI-enabled workflows, analytics and innovation. For Zidan, success is not simply about meeting targets, but creating the system and environ- ment for people and teams to grow beyond their own expectations. From revenue specialist to group commercial leader, Zidan’s career reflects a consistent ability to think strategically, translate vision into structured com- mercial plans, create new business opportunities, build high-performing systems and teams, and deliver results at exceptional scale—positioning him among the region’s most accomplished and forward-looking hospitality executives. Group Director of Commercial Strategy, Accor’s Makkah Complex, The Clock Towers Building the commercial engine—and the next generation of commercial leaders—behind one of the world’s largest hotel complexes.
52 AUGUST 2026 | HOTELANDCATERING.COM SPECIAL FEATURE H&C W ith more than two decades of international hospitality experience, Muin Serhan has built a career defined by commercial growth, operational expertise and an ability to turn plans into results. As Chief Executive Officer of Amsa Hospitality, he has overseen its rapid expansion and strengthened its position among Saudi Arabia's most promising hospitality groups. Among his most significant achievements is the accelera- tion of Amsa Hospitality's development pipeline, with the company securing hotel agreements with major interna- tional operators — reflecting the pace of its growth and the confidence that global brands and owners place in its strategy. Muin's approach extends beyond increasing the number of properties in the portfolio; he is focused on a scalable hospitality platform capable of delivering sustained returns and consistent operating standards, combining local market knowledge with international brand partnerships to capture opportunities in Saudi Arabia's expanding tourism and hotel sectors. His experience with leading global hotel brands has given him a detailed understanding of property operations, com- mercial performance and owner relations, building a repu- tation as an astute hotelier who understands both hotel management and corporate growth. He is also guiding Amsa Hospitality towards its ambition of becoming a publicly listed company, reflecting Muin's focus on establishing the structures required for its next stage of development. Beyond his corporate responsibilities, Muin is a respected public speaker and an active voice in the regional industry, contributing to discussions on investment and the future of Saudi tourism. Muin Serhan's influence stems from the pace and sub- stance of Amsa Hospitality's growth under his direction. Through strategic signings, trusted brand partnerships and a clear long-term vision, he is building a business positioned to play an important role in Saudi Arabia's hospitality land- scape. CEO, Amsa Hospitality Building a Saudi hospitality platform with one eye already on the stock exchange.
53 HOTELANDCATERING.COM | AUGUST 2026 FORTY NAMES THE INDUSTRY CANNOT IGNORE R aki Phillips oversees Accor's Premium, Midscale and Economy division across the Middle East, Africa and Türkiye, managing one of the group's most extensive regional portfolios. With two decades of hospitality experience, he is respon- sible for more than 260 hotels and a robust pipeline of over 100 properties, spanning 27+ countries across brands including Swissôtel, Pullman, Mövenpick, Novotel, Mercure and ibis. Raki has distinguished himself through his ability to convert regional strategy into consistent commercial performance across markets with vastly different economic conditions and ownership structures, working closely with owners to strengthen brand standards long-term asset value and reinforcing Accor's strategy as a trusted partner support- ing ambitious tourism agendas including Saudi Vision 2030, UAE 2031 and Egypt Vision 2030 and national development strategies. His leadership was particularly signifi- cant during one of the most disruptive periods experienced by the global hospitality industry, when he coor- dinated Accor's regional response, protecting business continuity and helping hotels adapt their commercial strategies to changing travel patterns through a rapid focus on domestic demand and new market segments. Recognising that long-term resilience depends on retaining experienced teams, he supported regional work- force mobility programmes that redeployed employees across hotels, brands and markets where demand remained stronger, preserving valu- able expertise and reinforcing Accor's people-focused culture. Sustainability has also become an important part of the regional operat- ing strategy under his direction, with a large majority of the portfolio now eco-certified and hotels actively moni- toring energy and water consumption to support continuous improvements in environmental performance. Today, Raki continues to focus on op- erational discipline, commercial agility and accountability across the portfo- lio, empowering over 22,000 Heartists to deliver consistent guest experienc- es while giving hotel teams flexibility to respond to local market needs. His ability to manage a large portfolio and deliver measurable progress across operations, people and sustainability has earned him the respect of col- leagues and industry peers. Regional President, Premium, Midscale and Economy Division, Middle East, Africa & Türkiye, Accor Keeping hundreds of hotels moving in the same direction, even when the region wasn't.
54 AUGUST 2026 | HOTELANDCATERING.COM SPECIAL FEATURE H&C CEO and Founder, Gates Hospitality The hospitality leader who found growth in Dubai’s neighbourhoods, not just its skyline.
55 HOTELANDCATERING.COM | AUGUST 2026 W ith three decades of experience, Dr Naim Maadad has built a career that reflects the very best of modern hospitality: commercial strength, entrepre- neurial instinct, community impact and a deep commitment to people. Since founding Gates Hospitality, he has devel- oped the company into one of the UAE's most respected independent hospitality groups, creating concepts that have become established parts of Dubai's dining and social landscape. His achievements extend far beyond opening successful restaurants. Naim has consistently used hospitality as a platform to create careers, strengthen communities and contribute to the industry's long-term progress, grounded in the belief that a successful hospitality business should deliver value not only to guests and investors, but also to employees, neighbourhoods and the wider economy. Among his most important recent achievements is Gates Hospitality's continued partnership with the Dubai College of Tourism's Culinary Arts Apprenticeship Programme, pro- viding structured training, mentoring and practical experi- ence for aspiring hospitality professionals, including those with little or no previous kitchen experience. Under Naim's support, Gates Hospitality celebrated the programme's first graduating cohort, with participants progressing from beginners into capable hospitality professionals through technical instruction, workplace exposure and guidance from experienced mentors. The programme directly addresses one of hospitality's most persistent challenges: attracting, developing and retaining skilled talent. Rather than simply discussing the industry's labour shortage, Naim has invested in a practical solution that creates meaningful career pathways and equips young people with the confidence and experience required to succeed. This commitment to professional development has been central to his leadership throughout his career, mentoring emerging talent and encouraging individuals to build long-term careers within hospitality. For Naim, leader- ship is measured not only by business results, but by the number of people given the opportunity to learn, progress and eventually lead others. His impact is equally visible within the communities sur- rounding Gates Hospitality's venues. Reform Social & Grill, one of the group's best-known concepts, has strengthened its reputation as a genuine neighbourhood destination under his direction, becoming a gathering place for resi- dents across several Dubai communities. Initiatives such as Community Mondays, complimentary barbecue evenings, family workshops and seasonal celebrations have helped reinforce Reform's identity as "Your Local," encouraging peo- ple to connect and share experiences. The success of this approach lies in its authenticity. Com- munity engagement is not treated as a temporary market- ing exercise, but as an important part of how the venue operates. Reform has become embedded in the lives of the people living around it, creating social value while also build- ing lasting guest loyalty. Naim's leadership has been particularly important during periods of uncertainty. Over the past year, he guided Gates Hospitality through one of the region's most demanding operating environments, marked by geopolitical instability, changing travel patterns and fluctuating consumer con- fidence. He responded with a balanced strategy that pro- tected the commercial resilience of the business without losing sight of its people, continuing to invest in employees, guest experience, training and community programmes while taking the necessary steps to safeguard long-term sustainability. This measured approach demonstrated Naim's ability to lead calmly and decisively through disruption. Instead of relying on short-term reactions, he maintained a clear focus on operational discipline, trust and continuity, reassuring employees, partners and guests while allowing the busi- ness to remain adaptable in a rapidly changing market. It is this combination of commercial judgement and human understanding that has earned Naim widespread respect across the Middle East. His influence extends far beyond the restaurants and concepts he has created, through men- torship, advocacy, knowledge-sharing and active participa- tion in wider industry conversations. His role as Chairman of the Australian Business Council Dubai further reflects the breadth of his impact, supporting business collaboration and commercial relationships between Australia and the UAE, and demonstrating his ability to operate not only as a hospitality entrepreneur, but as a respected business figure with a strong understanding of international markets. Naim's contribution cannot be measured by venue numbers alone. He has built businesses that perform commercially, but he has also created environments where employees can grow, communities can connect and emerging pro- fessionals can build sustainable careers. His leadership philosophy is based on responsibility. He believes hospital- ity should be generous, inclusive and rooted in genuine human connection. Whether guiding a business through uncertainty, supporting an apprentice at the beginning of a career or creating a neighbourhood event that brings fami- lies together, he remains focused on the long-term impact of every decision. After three decades in the industry, Naim continues to demonstrate that commercial excellence and compassion are not competing priorities. They are most effective when pursued together. Through Gates Hospitality, his community work, his mentorship and his wider business leadership, Dr Naim Maadad has created an enduring legacy. His ability to combine entrepreneurship with integrity has firmly estab- lished him as one of the Middle East's most respected and influential hospitality figures. FORTY NAMES THE INDUSTRY CANNOT IGNORE
56 AUGUST 2026 | HOTELANDCATERING.COM SPECIAL FEATURE H&C W ith more than three decades of international hospitali- ty experience, Dr. Pawan Kachroo has played a central role in transforming Khamas Hospitality from a single- property operation into a diversified international portfolio spanning the UAE, the United Kingdom and Italy. Since joining Khamas Group, he has overseen the growth of its hospitality division from one hotel into a substantial collection of hotels and residences, reflecting his ability to identify long-term opportunities, build relationships with global operators and strengthen commercial performance across different markets and segments. As Managing Director, Dr. Kachroo is responsible for the strategic direction of Khamas Hospitality, including acquisi- tions, development, operator selection, brand partnerships, asset management and future expansion, combining finan- cial oversight with an understanding of guest expectations and long-term asset value. Among his most significant achievements has been the development and repositioning of several prominent prop- erties in Dubai, including The Canvas Hotel Dubai, MGallery Hotel Collection, DoubleTree by Hilton Dubai Al Jadaf, Sea View Hotel, Ascot Hotel and Royal Ascot Hotel. Each prop- erty operates within a distinct market segment, requiring an individual commercial and operational strategy while remaining aligned with the group's wider objectives. Dr. Kachroo has also overseen Khamas Hospitality's entry into the lifestyle hotel sector through the opening of Mama Shel- ter Dubai, the brand's first property in the Middle East. The project marked an impor- tant milestone for both Khamas Hospitality and the international Mama Shelter brand, introducing its unconventional design, en- tertainment-led spaces and community- focused approach to the regional market. Bringing a new lifestyle brand into the Mid- dle East required a detailed understanding of local demand, cultural considerations, operational requirements and the expec- tations of a highly competitive Dubai hotel market, and Dr. Kachroo worked closely with brand and project partners to ensure the property retained the identity of Mama Shelter while responding effectively to the Managing Director, Khamas Hospitality From one hotel to three countries, and a portfolio that keeps reaching further.
57 HOTELANDCATERING.COM | AUGUST 2026 FORTY NAMES THE INDUSTRY CANNOT IGNORE needs of regional and international guests. His influence extends beyond the UAE. In the United King- dom, he has overseen Thornbury Castle, a historic luxury hotel in South Gloucestershire dating back to the Tudor period, requiring a careful balance between preservation, modern hospitality standards and commercial viability, and positioned as a distinctive destination combining herit- age, dining, accommodation and private events. In Italy, the group's portfolio includes Grand Hotel Campione near Lake Lugano, another example of Dr. Kachroo's ability to manage hospitality assets across different regulatory, cultural and commercial environments, enabling Khamas Hospitality to establish a presence beyond its home market while main- taining consistent expectations around service and quality. Across the portfolio, Dr. Kachroo has led restructuring, renovation, rebranding and operational improvement programmes intended to strengthen market relevance and improve long-term returns. His responsibilities extend beyond hotel operations to include ownership priorities, capital expenditure planning, revenue strategy and cost management. He currently leads a large team of hospitality professionals, placing considerable importance on clear accountability and employee development, and building experienced leadership teams at property level that allow individual hotels to respond to their markets while remain- ing connected to the group's broader goals. His contribution is also evident in Khamas Hospitality's development pipeline. Upcoming projects include The Ritz- Carlton Residences in Business Bay, Courtyard by Marriott and Marriott Residences in Jumeirah Village Circle, and a lifestyle-focused hospitality and residential concept in Dubai South. These developments will expand the group's presence across luxury residences, branded living, life- style hospitality and extended-stay accommodation, and demonstrate Dr. Kachroo's focus on mixed-use projects and branded residences, which have become increasingly important within Dubai's property and hospitality sectors. The Ritz-Carlton Residences in Business Bay represents a major step into the upper luxury residential market, while the Courtyard by Marriott and Marriott Residences develop- ment in Jumeirah Village Circle will combine an internation- ally recognised hotel brand with serviced residential ac- commodation. The planned Dubai South project is expected to respond to the district's continuing growth as a business, aviation and residential hub. Dr. Kachroo's professional contribution has also been recognised academically, with an honorary doctorate in Hospitality Administration and Management presented in London in recognition of his contribution to the inter- national hospitality sector — reflecting a career built not only on portfolio growth, but also on the ability to navigate economic cycles, changing consumer behaviour, evolving brand models and the increasingly complex expectations placed on hotel owners and operators. Dr. Kachroo's work spans every stage of the hotel invest- ment and operating cycle. He has helped build properties from concept, reposition established hotels, introduced international brands into new markets, managed historic assets and developed a pipeline intended to support the group's next phase of growth. His record is measured in tangible outcomes: an international portfolio, a large and growing team, partnerships with respected global hotel groups and a development pipeline covering some of Dubai's most important growth districts. Through commercial discipline, operational knowledge and a long-term ownership perspective, Dr. Pawan Kachroo has built Khamas Hospitality into a substantial independent hospitality platform with a growing international footprint.
58 AUGUST 2026 | HOTELANDCATERING.COM R achid Bakas has established Anantara Retreat Santorini Abu Dhabi as one of the UAE's most distinctive ultra-luxury hospitality experiences, combining exceptional commercial performance with highly personalised service, responsible operations and a strong people-first culture. With two decades of hospitality experience, Rachid was instrumental in transforming a private residence into the region's first ultra-exclusive, adults-only retreat. He oversaw the pre-opening process, opera- tional set-up and market introduction of the property, ensuring that the concept entered Abu Dhabi's com- petitive luxury landscape with a clear identity and a compelling guest proposition. Designed as an intimate alternative to a traditional resort, Anantara Retreat Santorini Abu Dhabi required a highly considered operating model. Every detail, from service delivery and guest recognition to dining, wellness and privacy, needed to reflect the expecta- tions of travellers seeking exclusivity rather than scale. Under Rachid's direction, the retreat has suc- cessfully translated this concept into a commercially successful and internationally recognised hospitality offering, comfortably exceeding its opening-year rev- enue target and achieving one of the highest average daily rates in Abu Dhabi despite operating a non-villa accommodation product. This strong opening performance was followed by significant year-on-year growth, with rooms, food and beverage, and spa and wellness revenue all advanc- ing strongly and gross operating profit increasing substantially, demonstrating Rachid's ability to bal- ance exceptional guest experiences with financial discipline and long-term asset value. The retreat's performance has been supported by a focused commercial strategy that protects the prop- erty's exclusive positioning. Rachid has developed partnerships, luxury buyouts and private events that align with the character of the retreat rather than pursuing volume at the expense of the guest experi- ence, and the property has hosted events for globally recognised brands, strengthening its reputation as a private destination for high-profile gatherings and carefully curated experiences. Guest satisfaction has remained central to the retreat's success, with the property recording ex- ceptionally strong guest reputation and satisfaction scores that place it among the leading Minor Hotels properties in the Middle East and Africa, alongside General Manager, Anantara Retreat Santorini Abu Dhabi SPECIAL FEATURE H&C
59 HOTELANDCATERING.COM | AUGUST 2026 a strong result in Abu Dhabi's official tourism mystery shopper assessment. These results are par- ticularly notable given the demands of operating within the ultra-luxury segment, where expecta- tions are high and service must feel both precise and effortless. A high repeat guest rate further demonstrates the strength of the relationships created by Rachid and his team. Rather than relying solely on physical luxury, the retreat has built loyalty through recognition, discretion and personal attention, with returning guests remembered, preferences anticipated and stays adapted around individual expectations. Rachid's impact is equally evident in the development of his team, reflecting a structured commit- ment to mentoring, internal progression and career development. His "Coffee with the GM" initia- tive created an informal channel through which colleagues could share ideas, raise concerns and engage directly with senior management, helping embed learning and engagement within the property's culture rather than treating it as an administrative requirement. Sustainability has been approached with the same level of operational focus. The retreat has achieved the highest level of Green Globe certification and introduced zero single-use plastic opera- tions ahead of government regulations. Rachid also oversaw the development of a self-sustaining greenhouse and farm-to-table initiatives that allow ingredients grown at the property to be incorpo- rated into its dining experiences, alongside solar-powered outdoor lighting and other energy-saving measures that have helped reduce annual energy consumption and emissions. One of the retreat's most distinctive sustainability projects is its date cultivation programme, with palm trees across several varieties grown on site and the harvested fruit incorporated into guest experiences, combin- ing local agriculture, cultural relevance and practical hospitality application. What makes Rachid stand out is his ability to deliver across every part of the business. He has launched a complex and highly individual concept, exceeded ambitious financial targets, produced some of Minor Hotels' strongest guest satisfaction results and built a workplace where colleagues are encouraged to grow. His achievements demonstrate that ultra-luxury hospitality is not simply determined by price, design or exclusivity. It depends on operational consistency, commercial judge- ment, meaningful personalisation and a team that understands the promise it is expected to deliver. Through this approach, Rachid has positioned Anantara Retreat Santorini Abu Dhabi as a benchmark for intimate luxury hospitality in the region. Turned a private residence into the region's first ultra-exclusive, adults-only retreat, and made it profitable fast. FORTY NAMES THE INDUSTRY CANNOT IGNORE
60 AUGUST 2026 | HOTELANDCATERING.COM SPECIAL FEATURE H&C I n just over two years since opening, Anantara Mina Ras Al Khaimah Resort has established itself among Ras Al Khaimah’s highest-performing luxury properties. Behind that trajectory is Ramsey Saarany, whose more than two decades of hospitality leadership have shaped a business defined by commercial performance, operational discipline, strong leadership capability and long-term asset growth. Ramsey has established a clear commercial direction, aligning pricing, market segmentation and cost manage- ment to drive stronger financial performance. In 2025, the resort exceeded operational budget, increased RevPAR by 20% and grew gross operating profit by 62% year on year. That commercial progress has been matched by opera- tional performance. The resort has sustained a strong Guest Reputation Index across thousands of reviews while managing significant increases in occupancy and busi- ness volumes, demonstrating its ability to scale without compromising service standards or guest experience. Central to sustaining this performance is the leadership capability Ramsey has built across the organisation. He has created clear pathways for progression while developing a diverse and highly engaged manage- ment team. The result is a stronger leadership pipeline, improved retention and an organisational culture equipped to support the resort’s continued growth. Ramsey has embedded shared accountability across the leadership team, bringing commercial, operational and people priorities into one clear business direction. This connected approach enables faster decision- making, stronger alignment across functions and greater agility in responding to changing market condi- tions and business priorities. Looking ahead, Ramsey’s focus is firmly on the stra- tegic development of the asset. Investment decisions are guided by evolving demand, revenue potential and market opportunity, ensuring the property continues to advance commercially and remain relevant to the luxury traveller. This perspective is strengthening Anantara Mina Ras Al Khaimah’s position while con- tributing to Ras Al Khaimah’s continued evolution as a luxury destination. Cluster General Manager, Anantara Mina Ras Al Khaimah Resort Built one of Ras Al Khaimah's highest- performing resorts straight out of the gate.
61 HOTELANDCATERING.COM | AUGUST 2026 FORTY NAMES THE INDUSTRY CANNOT IGNORE W ith more than two decades of hospitality experience across sales, marketing, operations and hotel management, Sayed Tayoun now serves as Cluster General Manager of InterContinental Abu Dhabi and InterConti- nental Residences Abu Dhabi, following his previous role as opening General Manager of Holiday Inn & Suites Dubai Science Park. Since joining the Abu Dhabi properties, Tayoun has focused on restoring InterCon- tinental Abu Dhabi's position as a key des- tination for stays, dining and events, while establishing the newer InterContinental Residences across local and international markets, working closely with IHG, the own- ing company and Abu Dhabi's Department of Culture and Tourism to align the hotels' priorities. Within his first six months, the properties recorded significant improvements across revenue, guest satisfaction and engage- ment. After the hotel fell behind budget ear- ly in the year, Tayoun revised the commer- cial strategy, closed the gap and returned the business to a strong net profit position by year-end, with momentum continuing into the following year. Room revenue increased strongly year on year through improved pricing, refined segmentation and stronger direct book- ings, while banqueting revenue also grew significantly and the hotel's restaurants delivered their strongest combined perfor- mance in years, supported by a standout Ramadan activation at Byblos Sur Mer. Tayoun has also overseen improvements to guestrooms, banquet facilities, Marina Walk and staff spaces, with investments in linens, fixtures, equipment, landscaping and sustainable operating practices supporting a more consistent guest experience. His people strategy has centred on accountability, development and open communication, with employee turnover declining and mobility and wellbeing initia- tives supporting stronger engagement. Guest personalisation and service recov- ery training have contributed to stronger review scores, and through commercial discipline and hands-on oversight, Tayoun has strengthened the performance of both properties. Cluster General Manager, InterContinental Abu Dhabi and InterContinental Residences Abu Dhabi Building strong foundations fast — and making them last.
62 AUGUST 2026 | HOTELANDCATERING.COM T im Cordon is Chief Operating Officer for the Middle East, Africa and Southeast Asia Pacific at Radisson Hotel Group, where he oversees hotel operations, busi- ness performance and growth across a diverse interna- tional region. Based in Dubai, Tim is responsible for hotels spanning established hospitality centres, fast-growing cities and emerging tourism destinations, managing this complexity while maintaining a clear focus on performance, people and long-term value. Tim joined the company, formerly Carlson Rezidor, in the early stages of his hospitality career and has since pro- gressed through a wide range of operational and regional roles, from his first general management position at Radis- son Blu Hotel Manchester Airport to leadership roles in London and Stansted, before returning as General Manager of Radisson Blu Hotel, Dubai Deira Creek. His move to Dubai gave him direct experience of one of the world's most com- petitive hospitality markets, and from there he advanced through increasingly senior regional positions — the Middle East and Turkey, then the Middle East and Africa, before his remit expanded to include Southeast Asia and the Pacific. This progression has given Tim a practical understanding of hospitality at every level, having managed hotels, worked directly with owners and asset managers, and guided regional teams through changing market conditions. Under his direction, Radisson Hotel Group has strengthened its presence across important markets in the Middle East, Africa and Asia Pacific, supporting hotel signings, openings and integrations backed by sound operational planning, appropriate brand selection and a clear understanding of local demand. In Africa, Tim has helped guide a strategy that balances growth in established destinations with selective Chief Operating Officer, Middle East, Africa and Southeast Asia Pacific, Radisson Hotel Group Empowering People to Deliver Hospitality at Scale SPECIAL FEATURE H&C
entry into new markets, built on sustainable partnerships with owners. Saudi Arabia has also become an important area of focus, with Tim working alongside owners and development partners to support expansion across major cities, religious tourism destinations and secondary mar- kets, understanding that growth depends on operational readiness, local talent and long-term alignment between the hotel company and its partners. Across Southeast Asia and the Pacific, he is focused on responsible expansion in gateway cities, resort destinations and developing tourism markets. Alongside portfolio growth, Tim has played a major role in embedding Radisson Hotel Group's broader transforma- tion strategy across his region, improving hotel profitability, strengthening market competitiveness and enhancing guest satisfaction. He works closely with general man- agers, regional specialists and area teams, using clear accountability, practical support and data to guide deci- sions. Technology is an important part of this work: Tim has championed digital platforms that give hotel teams better access to operational and commercial information, along- side centralised systems designed to simplify hotel opera- tions — improving efficiency, in his view, without weakening hospitality's human element. Tim works closely with investors and partners to under- stand their priorities, protect asset value and align hotel strategies with local market conditions, recognising that hotels require different strategies depending on location, demand and ownership objectives — an adaptability that has strengthened trust between the Group and its partners. Tim's leadership is equally characterised by his focus on people. He has built a regional culture based on account- ability, collaboration, empowerment and open communi- cation, believing colleagues perform at their best when they understand what is expected and feel trusted to make decisions. Talent development is therefore a central priority, supported by learning and career development programmes and a commitment to building stronger local leadership pipelines within the markets the Group serves. During periods of disruption and uncertainty, Tim has remained calm, visible and accessible, providing clear direc- tion while keeping colleague safety and wellbeing at the centre of decision-making. He does not view people and performance as separate priorities; resilient hotels, in his view, depend on informed, capable teams. Tim also contributes to broader conversations about responsible growth, operational efficiency, sustainability and talent, advocating for expansion that is commercially sound and supported by strong operational foundations. His academic background in mechanical engineering has contributed to a structured, analytical approach, while his training as a teacher has influenced his interest in coach- ing and communication. What distinguishes Tim is his ability to lead across multiple markets without becoming disconnected from individual hotels, remaining closely engaged with general managers, owners and regional teams. His approach is not based on growth for its own sake; he places equal emphasis on the quality of operations, the strength of the commercial model and the readiness of teams to deliver the brand experi- ence consistently, supporting sustainable expansion that protects the long-term interests of both the Group and its owners. Above all, Tim believes hospitality is a people business. His ability to lead at scale while staying connected to hotel teams, owners and guests is what gives his work lasting influence, helping strengthen Radisson Hotel Group's posi- tion across some of the industry's most important growth markets. FORTY NAMES THE INDUSTRY CANNOT IGNORE
64 AUGUST 2026 | HOTELANDCATERING.COM S ushanth Nambiar is Cluster General Manager for Pull- man Dubai Jumeirah Lakes Towers, Novotel Abu Dhabi Gate and ibis Abu Dhabi Gate, overseeing a substantial number of rooms, multiple food and beverage venues, and a diverse portfolio of hospitality operations across Dubai and Abu Dhabi. With more than two decades of international experience across the UAE, Oman, Qatar and India, Sushanth has built a career around improving commercial performance and ho- tel operations, holding senior positions with Accor, including cluster and general management roles in Oman, before taking on his current cluster. At Pullman Dubai Jumeirah Lakes Towers, Sushanth has overseen a major renovation and relaunch designed to strengthen the hotel's lifestyle positioning and improve the guest experience, while maintaining a clear focus across the cluster on revenue growth, market share, prof- itability and operational consistency, ensuring each property responds effectively to the needs of its market. His approach combines commercial strategy with digital transformation, introducing new tools and work- ing practices that support stronger guest engagement and business performance, with sustainability em- bedded through initiatives focused on responsible operations and long- term asset value. Alongside his hotel responsibilities, Sushanth serves as Accor's Lead Alchemist, contributing to the development of food and bever- age experiences across the region, supporting new restaurant and bar concepts and more immersive dining experiences. He also introduced Accor's STIR beverage education programme across the cluster, help- ing colleagues across departments develop stronger product knowledge and contribute more meaningfully to the guest journey. Sushanth places considerable emphasis on mentoring and internal development, with a collaborative management style that encourages teams to share ideas and pursue career progression, balancing commercial discipline, operational detail and people development to strengthen the perfor- mance of his hotels. Cluster General Manager, Pullman Dubai Jumeirah Lakes Towers, Novotel Abu Dhabi Gate and ibis Abu Dhabi Gate Oversees three hotels as Cluster GM — and moonlights as Accor's 'Lead Alchemist,' reinventing the region's bars and restaurants. SPECIAL FEATURE H&C
65 HOTELANDCATERING.COM | AUGUST 2026 T homas Schmelter has built a successful international hospitality career spanning more than two decades, combining commercial discipline, operational exper- tise and a strong commitment to developing people. As Area General Manager, IHG – Luxury & Lifestyle, United Arab Emirates, he oversees one of IHG's most substantial hospitality destinations in the region, a cluster that includes several hotels, a large number of rooms and suites, numer- ous dining venues and extensive event facilities, including Festival Arena. Thomas has strengthened the destination's position across luxury accommodation, business travel, dining and events. One of his most significant achievements was the relaunch of Events by InterContinental at Dubai Festival City, bringing together The Event Centre, Festival Arena and the Holiday Inn & Suites event facilities under a unified prop- osition — creating a more cohesive offering for conferences, exhibitions and weddings, and improving the cluster's ability to compete for high- value business. He has also guided the properties through periods of market disruption with a clear focus on continuity and guest confidence, helping protect service standards and brand value while maintaining commercial momentum. Beyond operational performance, Thomas has created a strong talent pipeline, encouraging colleagues to gain experience across depart- ments and prepare for larger roles. Several senior team members have progressed into expanded positions after developing their skills within the cluster. Thomas's influence extends beyond the management of individual hotels, requiring him to align several brands, ownership priorities and commercial objectives behind a consistent strategy while balancing technology with the human connec- tion central to hospitality. By developing talent and positioning Dubai Festival City as an integrated destination, Thomas continues to make a meaningful contribution to IHG's growth in the UAE. Area General Manager, IHG Hotels at Dubai Festival City Brought three separate event spaces together under one name, and turned Dubai Festival City into a single destination. FORTY NAMES THE INDUSTRY CANNOT IGNORE
66 AUGUST 2026 | HOTELANDCATERING.COM Christophe Schnyder brings extensive international hospitality experience and has played a central role in the success of Sofitel Dubai The Palm since its opening. His leadership has strengthened the resort's commercial performance, luxury positioning and guest experience while supporting its continued evolution. He has over- seen the transformation of its premium accommodation, enhanced its dining and wellness offerings, and introduced a more experi- ence-led approach to online sales. Equally important is his commit- ment to people. Through trust, empowerment and career develop- ment, he has built strong teams and helped numerous colleagues progress into senior leadership roles across the industry. Daniel Kingston has positioned SO/ Uptown Dubai as a distinctive luxury lifestyle destination through strong commercial judgement, creative programming and a people-first management style. He has strengthened the hotel's culinary, wellness and entertainment offering, bringing the SO/ identity to life across Brasserie Uptown, Citronelle, Savant⁶, Lazuli Pool & Bar and Uptown Spa. His approach connects fashion, culture, gastronomy and hospitality while appeal- ing to guests, residents and Dubai's wider community. By encourag- ing collaboration, accountability and fresh thinking, Daniel has built an empowered team culture that supports service excellence and consistent business performance. Diletta Guarino has strengthened Six Senses Zighy Bay through sustainable operations, personalised guest experiences and com- munity engagement. She introduced rituals including The Radiance Ride and Wishing Water, while building a more inclusive workplace that has increased female employment and reduced staff turnover. The resort has cut energy and water use and expanded its com- posting of food waste, alongside a growing farm-to-table dining programme producing much of its own fresh ingredients and dairy. Her approach combines operational discipline, innovation and social responsibility, creating lasting value for guests, employees and local communities. Managing Director, Sofitel Dubai The Palm General Manager, SO/ Uptown Dubai General Manager, Six Senses Zighy Bay SPECIAL FEATURE H&C
67 HOTELANDCATERING.COM | AUGUST 2026 Esra Parin is General Manager of Park Hyatt Doha and Hyatt's first female General Manager in Qatar. With more than two decades of luxury hospitality experience, she has held roles with leading international hotel groups across Europe and the Middle East. Her expertise spans pre-openings, operations, commer- cial strategy, guest experience and team development. Before joining Park Hyatt Doha, she served as Hotel Manager at W Doha Hotel & Residences, strengthening its dining and entertainment positioning. Originally from Turkey, she has worked across the UAE, Greece, Jordan and Qatar, and holds a degree in Business Administration. Guy Hutchinson oversees a large portfolio of Hilton hotels trad- ing and in the pipeline across the Middle East and Africa, leading a substantial regional workforce. Under his direction, Hilton has expanded across luxury, lifestyle, full-service, focused-service and premium economy segments, with strong growth in Saudi Arabia, Egypt, Morocco and wider Africa. He also oversees a development pipeline expected to create significant employment, supported by local recruitment, community outreach and development partner- ships. His focus remains on personalised guest experiences, strong owner returns, operational consistency and building an inclusive workplace across one of hospitality's most diverse regions. With decades in global luxury hospitality, most of it spent with Shangri-La Group, Hakan Ozel combines operational discipline, com- mercial strength and guest-focused leadership. At Shangri-La Dubai, he has delivered strong recent results, including growth in revenue and profitability, while outperforming budget and the competitive set. He has built an inclusive workplace representing a wide range of nationalities, focusing on retention, internal mobility and develop- ment. Hakan has also strengthened the hotel's culinary offering and advanced its community and sustainability commitments through support for the Emirates Down Syndrome Association, reduced single-use plastics and the Rooted in Nature programme General Manager, Park Hyatt Doha President, Middle East & Africa, Hilton Vice President Operations and General Manager, Shangri-La Dubai FORTY NAMES THE INDUSTRY CANNOT IGNORE
68 AUGUST 2026 | HOTELANDCATERING.COM Jaime Simpson is General Manager of Jumeirah Mina A'Salam, where she oversees hotel operations and the delivery of its distinctive Arabian hospitality experience. Since joining Jumeirah Group as Hotel Manager of Jumeirah Beach Hotel, she has contributed to the performance and growth of two of Dubai's best-known resorts. With extensive international experience across several leading hotel groups, Jaime brings strong operational knowledge and a sharp eye for quality, standards and detail. Her people-focused approach empowers teams to deliver warm, consistent service while enhanc- ing guest satisfaction and supporting the continued commercial success of Jumeirah Mina A'Salam. Krystel Irani is General Manager of Al Zorah Beach Resort, bringing more than two decades of international luxury hospitality experi- ence. Her career includes senior roles at Jumeirah Dar Al Masyaf, Raffles Dubai and Four Seasons Hotel DIFC, where she developed expertise in operational transformation, restaurant reposition- ing and organisational restructuring. Since the resort reopened following its transition from Oberoi, she has introduced lifestyle experiences and dining concepts that broadened its appeal and strengthened commercial performance. Known for her people-first approach, Krystel combines global standards, regional insight and hands-on management to enhance guest experiences and build high-performing teams. Manish Jha brings extensive international hospitality experience across India, the Maldives, Seychelles, Thailand, Turkey and the UAE. As General Manager of Anantara Downtown Dubai, he has strength- ened service culture, guest experience, team engagement and own- er relations following the hotel's renovation. His recent assignments include supporting Anantara's takeover of a landmark Bosphorus property in Istanbul and contributing to Tivoli's pre-opening in Oman. Previously, he launched NH Collection Dubai The Palm, establishing the brand in the Middle East while delivering strong commercial performance, improving guest satisfaction and introducing sustain- ability initiatives. His leadership centres on empowerment, mentor- ing, operational discipline and long-term talent development. General Manager, Jumeirah Mina A'Salam General Manager, Al Zorah Beach Resort General Manager, Anantara Downtown Dubai SPECIAL FEATURE H&C
69 HOTELANDCATERING.COM | AUGUST 2026 Marina Krasnobrizhaya serves as General Manager of The St. Regis Riyadh, located in the city's Diplomatic Quarter. She brings extensive international hospitality experience and holds the distinction of being Marriott International's first female General Manager in Saudi Arabia. A long-standing Marriott professional, Krasnobrizhaya previ- ously worked as Director of Operations at The Park Tower Knights- bridge, a Luxury Collection Hotel in London. Her career also includes senior roles at The Ritz-Carlton, Moscow, and Hotel Arts Barcelona. Her international background, operational expertise and under- standing of luxury hospitality support the hotel's positioning within Riyadh's rapidly evolving premium hospitality market. Max Tappeiner is a seasoned hospitality executive with more than two decades of experience opening and operating large, complex resorts. As President of Wynn Al Marjan Island and Wynn Mayfair, he oversees Wynn Resorts' developments in the Middle East and London. At Wynn Al Marjan Island, he is guiding the project from con- struction towards operational readiness, establishing the systems, culture and service standards required for launch. His remit spans accommodation, dining, leisure, marina operations and employee housing, alongside the recruitment and development of a substan- tial workforce. Munich-born and internationally trained, he is known for precision, global perspective and building teams. Maya is a prominent voice in hospitality development across the Middle East, Africa and Türkiye, combining strategic vision with disciplined execution. Her strong investor relationships and ability to identify high-potential markets have helped establish Accor as a partner of choice across the region. Over the past year, she has accelerated regional growth by strengthening Accor’s presence in priority markets, building dedicated leadership teams in the UAE, Saudi Arabia and Egypt, expanding conversion opportunities and driving significant development activity, including more than 2,000 keys signed in Egypt in the first half of 2026. Maya also supports local leadership and a more inclusive industry through initiatives such as SheLeads and RiiSE, while creating long-term value for owners, partners and destinations. General Manager, The St. Regis Riyadh President, Wynn Al Marjan Island and Wynn Mayfair Chief Development Officer, Premium, Midscale and Economy Division, Middle East, Africa and Türkiye, Accor FORTY NAMES THE INDUSTRY CANNOT IGNORE
70 AUGUST 2026 | HOTELANDCATERING.COM Pavlina Tarabova Alghamdi brings resilience, pur- pose and a strong people-first approach to Meliá Desert Palm. She protects the resort's identity while guiding it through change and strengthen- ing its connection with guests and the wider community. Her introduction of complimentary weekly yoga sessions invites residents and visi- tors to experience mindful movement, relaxation and improved wellbeing. The initiative reflects the property's role as a place of calm, restora- tion and meaningful connection. By balancing commercial priorities with genuine community impact, Pavlina demonstrates how modern luxury can extend beyond service to create experiences that positively influence guests, colleagues and local residents. Philip Barnes has led Rotana as Chief Execu- tive Officer since 2024, focusing on interna- tional growth, stronger brand visibility and a more connected business. He oversaw Rotana's alliance with Global Hotel Alliance, expanded its loyalty reach and advanced the company's digital capabilities through a reimagined booking platform. He has also guided new openings and signings across Saudi Arabia, Egypt and Georgia, extending Rotana into new markets and resort cat- egories. During regional disruption in 2026, Barnes protected jobs and salaries through disciplined cost management, maintaining operational stability while keeping employee wellbeing central to the company's response and long-term direction. General Manager, Meliá Desert Palm Chief Executive Officer, Rotana Hotel Management Corporation PJSC SPECIAL FEATURE H&C
71 HOTELANDCATERING.COM | AUGUST 2026 With more than two decades of international hospitality experience, Sandeep Walia oversees Marriott International's operations across the Middle East and Africa, including Türkiye, with re- sponsibilities spanning a substantial portfolio of properties and a sizeable development pipeline. He also leads the company's luxury portfolio across Europe, the Middle East and Africa, over- sees Marriott's branded residential business, and serves as Global Leader for Design Hotels. Sandeep has played a central role in Marriott's continued expansion, with the company open- ing numerous properties across the Middle East and Africa over the past year. Key openings included Moxy Istanbul Taksim, Aloft Istanbul Karaköy, Four Points by Sheraton Jeddah King Fahd Road and The Red Sea EDITION, alongside Marriott's first branded residence in Egypt, JW Marriott Residences New Cairo. Development activity remained particularly strong across the UAE, Saudi Arabia and Türkiye. In Dubai, Marriott signed an agreement with The First Group to convert three properties under the Autograph Collection and Tribute Portfolio brands, alongside UAE projects including The St. Regis Mirfa Resort and The Dubai Beach EDITION. In Saudi Arabia, new projects included a large Courtyard by Marriott development in Makkah and a St. Regis hotel in Jeddah, while in Türkiye the company signed a St. Regis hotel and branded residences in Bodrum. Alongside growth, Sandeep prioritises local tal- ent development. Marriott launched a hospital- ity apprenticeship diploma with Dubai College of Tourism for Emirati students, while in Saudi Arabia a further cohort of Tahseen participants graduated into Marriott roles. Sandeep joined Marriott in 2005 and has held senior operational and luxury positions across Europe and the Middle East. His commercial focus, international perspective and emphasis on people and partnerships support Marriott's long-term growth across the region. COO, Middle East & Africa, Luxury, Europe Middle East & Africa and Global Leader, Design Hotels Marriott International FORTY NAMES THE INDUSTRY CANNOT IGNORE
72 AUGUST 2026 | HOTELANDCATERING.COM POINT OF VIEW H&C Service as Culture: H ospitality has a service problem, and it is not a staffing problem. The industry is full of trained teams, polished standards and increasingly sophis- ticated systems for measuring satisfaction. What it still struggles to build is judgement. Guests do not remember procedures. They remember when someone noticed some- thing, understood what it meant and acted without being asked. That is the real divide in hospitality today: not service versus no service, but scripted service versus lived culture. The Moment Before Arrival The guest experience starts long before check-in, and the strongest operators know it. Most hotels now send pre-arrival mes- sages. But there is a real difference between revenue-driven emails that inform and communication that welcomes. One prop- erty sent a note with the weather forecast, a few local happenings and practical packing advice. No upselling. No brand polish. Just usefulness. That sounds modest. It is not. It says the hotel was already thinking about the guest before they arrived. That is what hospitality is supposed to feel like: not merely efficient, but anticipated. Arrival Exposes the System Arrival is where hospitality either becomes visible or falls apart. The doorman is moving before the car stops. In that instant, language matters. “Welcome to the hotel” feels different from “Are you checking in?” Luggage disappears before assistance has to be requested. Guests are invited to sit, offered a drink and treated like people rather than paperwork. One is hospitality. The other is administration. Why Great Hospitality Can’t Be Scripted BY ANGELO DE GUZMAN
73 HOTELANDCATERING.COM | AUGUST 2026 SERVICE AS CULTURE The strongest teams do not just execute arrivals well. They read the moment. A guest arriving after a red-eye flight needs something different from a guest arriving for lunch. The best staff know the difference without needing a prompt because real hospitality is contextual, not mechanical. Attention Is the Real Luxury Once the room key is handed over, the work gets harder. This is where service becomes invisible. Housekeeping notices what a guest has left out. Breakfast teams remember routines. Concierges connect details across conversations. The stay starts to feel coherent because people are paying attention, not simply completing tasks. At one property, toiletries I had left scattered across the bathroom counter in a rush were neatly arranged on a mat when I returned. A charging cable on the desk had been rolled and secured. Nothing dramatic. Nothing performative. The room felt considered, not merely cleaned. At another hotel, I unpacked my Muay Thai gloves soon after arriving. Later that day, housekeeping left a handwritten note recommending a nearby training gym. The concierge mentioned the same place the next morning. The recommendation was useful. The noticing was the point. That is the distinction the industry still gets wrong. Recognition is knowing a guest’s name. Attention is knowing what matters to them. Empowerment Needs Teeth Hospitality executives love the word empowerment. The problem is that many of the same organisations that praise empowerment make it difficult to practise. Staff are told to take ownership, then pushed through approval chains that punish initiative. They are encouraged to create memorable moments, as long as those moments fit neatly within a budget line and a policy document. That is not empowerment. That is permission theatre. The best service moments are usually small. An umbrella offered before the rain starts. A breakfast box prepared for a guest who slept through the morning. A complimentary bottle of limoncello sent over to mark a family’s first dinner together. None of those gestures needs a committee. They need judgement. And judgement only exists where people are trusted to use it. ANGELO DE GUZMAN, Luxury, Travel, Music Writer and Editor, Journalist & Digital Marketing Head, Accor
74 AUGUST 2026 | HOTELANDCATERING.COM Culture Beats Brand Standards Some of the sharpest hospitality instincts do not live in luxury hotels at all. In Bangkok, a neighbourhood restaurant with plastic stools and long queues served cold water almost immediately after I sat down, before I had even opened the menu. It was bru- tally hot outside. Someone noticed. Someone acted. That instinct appears in five-star hotels too, but it also ap- pears in places with no training budget, no guest database and no service playbook. That is why hospitality is not really about price point. It is about habit. Some places treat generosity as normal. They recommend other restaurants. They point guests towards local spots that generate no direct revenue. They behave as though the guest’s comfort matters more than the business’s immediate gain. That is not a tactic. It is culture. Departure Is the Last Test Most properties become less attentive at the end of a stay. Operationally, that is understandable. The guest is leaving. The room is turning over. The pressure shifts elsewhere. But this is exactly when some of the strongest impressions are formed. A favourite tea or local delicacy ordered during the stay is left in the room as a gift. A shirt is returned with a missing button repaired and no bill in sight. A final gesture costs lit- tle but lands because of its timing. These are not grand moments. That is why they work. Guests rarely remember checkout. They remember how the stay ended. And if the ending feels thoughtful, the whole experience feels better in retrospect. That is how reputation is built: not through messaging, but through memory. What Lasts The industry has spent years trying to systematise person- alisation. Guest profiles. AI. Preference engines. CRM layers. All use- ful. None sufficient on its own. Technology can help a hotel recognise patterns. It cannot re- place the human instinct to notice what matters in the mo- ment. The best service cultures do not automate hospitality. They enable it. That is the uncomfortable truth beneath all the language about transformation and personalisation. Guests do not rave about your tech stack. They rave about the person who remembered, adjusted and acted. Standards create consistency. Attention creates memory. And in hospitality, memory is the product. Three Realities Operators Should Admit First, empowerment only works when it is real. If staff need approval for every meaningful gesture, the culture is already constrained. Second, consistency is not the same as memorability. Guests want reliability, but they remember judgement. Third, automation can support service, but it cannot create care. If no one is trained to notice, the system will only make the experience look smarter than it feels. Hospitality’s biggest competitive advantage is not a perfect process. It is a team that knows when to break the script. In an industry increasingly focused on automation and scale, that may be the most durable advantage of all. POINT OF VIEW H&C
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CHEF WALTER MELO, Head Chef at Rodeo Drive, Ibn Battuta Gate F&B FOCUS H&C
77 HOTELANDCATERING.COM | AUGUST 2026 W ith more than 23 years of international experience across Mexico, the US and the Middle East, Chef Walter brings a distinc- tive point of view to Rodeo Drive’s all-American menu. Guided by his Cocina de Autor philosophy, he combines classical technique, bold Latin flavours and a deep respect for ingredients to create food that feels familiar, generous and full of character. Now leading the restaurant’s latest menu, he is giving Rodeo Drive a sharper culinary identity and a flavour profile that is unmistakably his own. The new menu The inspiration behind our new menu came from a simple idea: bringing people together through food that feels familiar yet exciting. Rodeo Drive has always celebrated American comfort food, but we wanted to elevate the experience by introducing bold Latin influences and modern culinary tech- niques. Every dish was developed with the intention of creating something memorable while remaining true to the generous, comforting flavours our guests love. The development process involved months of re- search, tasting sessions and refinement. We revisited classic American favourites, explored regional Latin flavours and carefully balanced authenticity with innovation. Every ingredient, sauce and presenta- tion was tested to ensure that each dish delivers both quality and consistency. The result is a menu that tells a story, reflecting my culinary journey while embracing the vibrant personality of Rodeo Drive. Redefining traditional American comfort food Latin cuisine brings incredible depth through its use of spices, citrus, herbs and slow-cooking traditions. By combining these flavours with classic American comfort food, we create dishes that feel both familiar and refreshingly different. LATIN HEAT HITS RODEO DRIVE Latin Heat Hits Rodeo Drive
78 AUGUST 2026 | HOTELANDCATERING.COM At Rodeo Drive, we do not simply add Latin ingredients to American recipes. Instead, we apply global culinary tech- niques, from precise grilling and modern plating to care- fully layered seasoning, to enhance every element of a dish. This approach allows us to preserve the comforting essence of American classics while introducing new dimensions of flavour, texture and presentation that today's diners ap- preciate. Cocina de Autor For me, Cocina de Autor means cooking with identity and purpose. Every chef has a story, and every dish should re- flect that story. It is not about creating complicated food. It is about expressing creativity while respecting ingredients, traditions and the people who will enjoy the meal. This philosophy influences every dish we serve at Rodeo Drive. I always ask myself how we can make something unique without losing its soul. Whether it is a signature burger, perfectly smoked meat or a vibrant Latin-inspired creation, each plate is designed to create an emotional con- nection and give guests an experience they will remember long after leaving the restaurant. Culinary creativity and commercial success Creativity is important, but it must always serve the guest. A successful menu is not only about showcasing technical skills. It must also be approachable, consistent and offer value. When developing concepts, I focus first on understanding our audience. I create dishes that excite people while en- suring they are operationally efficient and maintain a high standard every time they are served. Innovation should improve the dining experience, not complicate it. The best concepts are those that inspire guests to return because they know they will receive both exceptional food and a memorable experience. Market lessons Every country has shaped me differently as a chef. Mexico taught me to respect ingredients and honour culinary traditions. The United States showed me how to combine creativity with operational excellence while delivering memorable dining experiences at scale. The UAE demonstrated the importance of diversity, with guests from around the world expecting both authenticity and inno- vation from the same menu. Saudi Arabia reinforced the value of cultural sensitivity and the importance of adapting concepts while maintaining quality and consistency. These experiences have taught me that great food is uni- versal, but understanding local cultures and guest expecta- tions is what truly makes a restaurant successful. What’s coming Guests today are looking for much more than a meal. They want an experience. I believe the future of casual premium dining in the Middle East will be driven by immersive concepts, storytelling, live entertainment and menus that reflect global influences while remaining approachable. People are also becoming more conscious of ingredient quality, sustainability and authenticity. They appreciate restaurants that offer bold flavours, visually engaging pres- entations and dishes with genuine character. At the same time, comfort food will continue to evolve as chefs reinter- pret classics through modern techniques and international influences. At Rodeo Drive, that is exactly the direction we are taking: creating a destination where outstanding food, vibrant entertainment and genuine hospitality come together to deliver an experience that guests want to return to again and again. F&B FOCUS H&C
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