The regional hotel industry is known for its remarkable resilience, constantly pivoting to meet the changing demands of guests.

CHEVAL COLLECTION

A flexible approach

Flexibility driven by experience represents the most effective tool any hotelier can possess. At Cheval Collection, we have evolved and expanded over 45 years from being an owner-operator to looking at destinations worldwide with an asset-light vision. Decades of ownership enable us to understand owner requirements completely. We recognize that one size does not fit all. Consequently, when targeting management contracts for our next phase of growth, we are able to deliver the flexibility which ensures we maximize a property’s potential for everyone’s benefit.

Sustainability at the heart of strategy

Cheval Collection’s sustainability policy reflects our core values and beliefs. Importantly, we are currently participating in a five-year plan to support our sustainability-focused ethos with action. Working with partners who monitor our progress to ensure its rigor, we have implemented key changes. These include ensuring all electricity is procured from renewable energy. Additionally, all new properties are specified to be 100 percent LED and older properties retrofitted accordingly. Other initiatives include having all mechanical and electrical plants monitored by building energy management systems, optimized to achieve maximum efficiency and reduce energy consumption. Our target is to recycle at least 50 percent of all waste streams. Currently, our group score stands at 52 percent, with some sites in the 70 percent range. We also try to source products locally. While we are not 100 percent successful in this endeavor, everything goes through the same stringent process. Technology is helping to deliver our sustainable goals. But it also helps us to deliver more efficient and effective properties for our owners and investors by supporting our teams operationally.

Saudi Arabia debut

We have a broad vision for our expansion plans. These include targeting dynamic locations across EMEA where we have identified demand for luxury serviced apartments with a proven brand. However, we are particularly interested in Saudi Arabia. We are set to open our first property in the kingdom – Cheval Ladun Living – in 2027. To do this, we are partnering local group Ladun Investment Company. This project, with its focus on luxury, technology and sustainability, aligns with Cheval’s own priorities, making Saudi Arabia an attractive country for growth.

Demand for serviced apartments

As we continue signing sites globally, we see the model moving closer to mainstream for both guests and investors. Serviced apartments have greater flexibility and operational efficiency than traditional hotels. Moreover, they are feeding growing customer demand. These properties have proved to be a resilient asset class. We are increasingly seeing conversions from other assets, including offices. This movement means investors are looking more than ever for a brand with experience. As we grow, we continue to innovate. We recently launched our guest loyalty program – Cheval Discovery – in partnership with Global Hotel Alliance. Through this, we will take the opportunity to recognize and reward our loyal Cheval customers. Many of these are repeat visitors to our properties around the world. The program will also deliver additional guest feedback, helping us to hone our offering as we expand globally.

HYATT

A forward-thinking mindset

There isn’t one definitive recipe for successful leadership. However, I believe communication, integrity and empathy are key. Empower your teams, listen more than you speak and see failures as areas for improvement rather than the end of the course. Leading with a forward-thinking mindset is also important, as innovation drives long-term success. In our industry, leaders must continually seek new ideas and technologies to enhance guest experiences and stay ahead of trends.

Building trust and credibility

I would hope that I foster respect in an inclusive and caring environment. I think it is important to put myself in others’ shoes while making important decisions that ultimately some may disagree with. I have learned that your own perception may sometimes differ from those you lead, so it’s worth checking in on that from time to time. Transparency and honesty are critical to building trust and credibility. I like to ensure that while doing this, there is fun and lots of listening along the way. A quote that always comes to mind is a famous Southern German expression which translates as “work hard and build houses.” This phrase resonates with me significantly, and it’s one that’s stuck with me as a motivator throughout my career.

Tapping into Vision 2030 opportunities

At Hyatt, we continue growing our portfolio with intent, and we have several upcoming openings across the Middle East. In Saudi Arabia, we are set to triple our portfolio in the next five years across various destinations in the country, offering our World of Hyatt members more travel choice when they want to stay with us. Miraval The Red Sea, our luxury wellness resort on Shura Island, is set to open at the end of this year and will mark the brand’s first resort outside of the US. Additionally, in 2026, Grand Hyatt The Red Sea is expected to open along with Hyatt Place AlUla. These developments reflect our commitment to expanding thoughtfully in markets where we can deliver exceptional value to both guests and partners. The kingdom’s Vision 2030 initiative creates tremendous opportunities for international hoteliers who understand the market’s evolving needs and can deliver world-class hospitality experiences. Our expansion strategy focuses on identifying strategic locations where our brands can make meaningful contributions to local tourism development while providing our global customer base with authentic, memorable experiences. These need to reflect both Hyatt’s service standards and the unique character of each destination.

CAMPBELL GRAY HOTELS

Inspiring future generations

I hope to leave a legacy that reflects my passion for ensuring guests have an exceptional experience and fostering a culture of excellence within my team. I’d like to be remembered for my engagement with the community and my support for sustainability and environmental concerns. And, additionally, for my dedication to innovation within the hotel space and the wider hospitality field. I want to create a lasting impact on the hospitality industry and hope to inspire future generations of hoteliers to bring their own uniqueness to the field.

A collaborative, hands-on approach

I see collaboration as the greatest tool within any organization. I believe in empowering staff to make decisions and being empathetic, while encouraging a field of growth and development. I want a positive work environment – one where my team feels motivated to excel, valued and supported. I am a hands-on hotelier, and lead by example, always looking for ways to improve processes and drive growth. However, my approach is centered on human capital. I prioritize building strong relationships with my team, partners and, importantly, listening to all their views and opinions. Only then do I make final decisions. I feel that produces the best outcome for the business.

MENA’s huge potential

Over the next five years, I hope we will expand into key markets, not just in terms of numbers but also in terms of sustainable growth and innovation. We’ll do that by continuing to invest in our people, technology and processes that enhance the guest experience while staying ahead of the competition. I’m excited about the potential for growth in the MENA region. I look forward to the new opportunities and partnerships it will bring. These are what will ultimately drive our success. We’re also focusing on bringing new food and beverage concepts to market. This region is a fantastic testing ground for restaurants and cafes due to its multinational population. Additionally, we’re redefining the concept of wellness and what a spa offers beyond traditional treatments. Consequently, we’re creating comprehensive wellness experiences that address modern travelers’ holistic health needs.

Tech driving sustainability goals

Technology is at the forefront of our strategy – it leads it. We are committed to leveraging tech not only to enhance the guest experience but to improve operational efficiency. And by doing that, we’ll reduce our environmental footprint. Sustainability is a core value for our group as it’s becoming more important to guests as well. We’re working to reduce our impact on the environment through initiatives like energy-efficient practices, waste reduction and sustainable sourcing. By embracing technology and sustainability, we aim to create a better future for our guests, our team and the communities we serve. At the same time, we want to be a brand known for design, aesthetics and offering a home-from-home experience. These elements work together to create memorable stays that exceed guest expectations. They also contribute positively to local environments and communities.

IHCL

Targeting 700 hotels by 2030

IHCL has been on a journey of transformation, reimagining its brandscape, accelerating portfolio growth and achieving record financial performance. The journey was marked by navigation of global reset during Covid-19 and undertaking a fundamental shift in our business model. This involved strengthening the Taj brand and scaling emerging brands and businesses for long-term value creation. We’ve witnessed 2.5x growth in portfolio from 155 to 381 hotels and rooms from 18,000+ to 46,000+. This was achieved through a growth strategy balancing capital light and capital heavy approaches. Our vision for the next phase of growth is to be the most valued, responsible and profitable hospitality eco-system in South Asia. IHCL will expand with new brand launches, tapping the heterogeneous market landscape. Our plan is to increase our portfolio to 700 hotels by 2030. We aim to double our consolidated revenue and scale new and re-imagined businesses to 25+ percent share of revenue. At the same time, we will continue to generate industry-leading margins and ROI.

Gateway city plans

IHCL has 28 hotels in international markets with 10 in the pipeline. We will grow in international markets with Taj, expanding into gateway cities that have significant Indian diaspora and business communities. The Middle East remains a focal point as India is its largest source market. Taj has a portfolio of eight hotels in the region. IHCL has three operating hotels in Dubai, alongside one each in Makkah and Riyadh. Additionally, we have a pipeline of two hotels in Bahrain and recently signed Taj branded service residence in RAK. The region presents large potential for the Taj brand, given its high recall among the consumer base with significant crossover.

Recognizing relationship capital

Over the years, my career spanning multi-cultural settings and multiple continents has equipped me with diverse learnings. Human connections lie at the core of any successful organization and are undeniably pivotal in driving its growth. Time spent in different countries over three decades has reinforced the pivotal role of relationship capital as an enabler in forging successful partnerships. My collective experiences across the world have helped my leadership style to evolve into a combination of American marketing, European management and Asian emotional intelligence. When it comes to viewpoints, I believe that if change is the only constant, then transformation is the natural consequence. In other words, “what got you here will not get you there.”

Creating a legacy for the future

The Tata group is a highly respected conglomerate and Taj has represented the finest in Indian hospitality for over a century. IHCL is the oldest operating company of the Tata group. And it embodies the timeless Tata values that have been the guiding light in serving our stakeholders. Deeply embedded in our ethos and demonstrated through our culture of Tajness, IHCL has constantly remained resilient and relevant. As custodian of this legacy, we are responsible for enriching this institution for the next century.

HILTON

Lead by example

“I think that it’s paramount for industry leaders to have a positive, solutions-driven mindset – one which inspires their teams and drives success. Additionally, great leaders need to lead by example. They must be excellent communicators, work hard and invest in continual learning. I’m a firm believer in staying agile and flexible in your thinking as an industry leader. Mottos and mantras can sometimes lock you into a specific focus, when each situation needs to be evaluated on its individual merit.

Diverse inspiration

When it comes to role models, I draw inspiration and learn from many people. I’m fortunate to have been mentored by some fantastic leaders. From inspirational leaders like Nelson Mandela to a management trainee I just met in one of our hotels in Morocco.

People serving people

I believe life is a journey of constant learning. Ultimately, we are a business of people serving people and our teams are key to fulfilling our founding vision to fill the earth with the light and warmth of hospitality.”

IHG HOTELS AND RESORTS

Harnessing tech

“We have heavily invested in AI technology to enhance booking efficiency, personalization and customer engagement. This ensures a seamless and intuitive guest experience from start to finish. Moreover, our system continuously learns guest preferences, including preferred room types and locations. The result is a more streamlined and customized booking process.

Our IHG Rewards app enables immediate point redemption for various services. This provides guests with greater flexibility and instant rewards during their stays. Furthermore, AI-driven recommendations significantly enhance the overall guest journey, enabling us to deliver tailored experiences that anticipate needs and improve satisfaction.

Tackling the talent issue

Talent attraction and retention remain significant challenges in our industry. Tackling this challenge requires continuous efforts to engage and inspire professionals within the evolving hospitality landscape. The younger generation shows less inclination toward hospitality careers. This trend highlights the need for innovative strategies to attract passionate, service-oriented individuals.

A strong company culture

The hospitality industry thrives on passion, dedicated service and recognition-based motivation. It’s essential, therefore, to cultivate a supportive and rewarding work environment. Our approach focuses on fostering a strong company culture while consistently recognizing employees’ contributions. This ensures long-term commitment and creates professional growth opportunities for our team members.”

RADISSON HOTEL GROUP

Leading with clarity and adaptability

I’d describe my leadership style as collaborative and entrepreneurial. I believe in empowering teams, giving them space to explore ideas, take ownership and challenge conventional thinking. In development, you’re constantly navigating shifting dynamics – markets evolve, investor sentiment changes, relationships matter and new opportunities emerge. Therefore, it’s critical to lead with both clarity and adaptability. We all possess different styles and working methods. It’s important we recognize that in others and let people flourish and write their own story. I keep seeing publications about leadership theory and how it should be measured. What most fail to recognize is that leadership is not a cult, but a way of living by letting others thrive in a healthy environment. This, while continuing to achieve results.

Trust and authenticity as guiding principles

If there’s one thing I’d like to be remembered for, it’s championing growth with integrity and impact. Not just in numbers, but in how we expand, building sustainable partnerships and creating real value for owners. And equally importantly, by contributing to the evolution of hospitality in the region. I’d like my legacy to reflect the belief that meaningful relationships, long-term thinking and doing the right thing always win. The hospitality industry thrives on trust and authenticity, and every decision we make should reinforce those foundational principles.

Unmatched momentum in Saudi Arabia

Saudi Arabia continues to be our biggest focus and we aim to reach 100 hotels, resorts and serviced apartments by 2030. The momentum in the kingdom is unmatched, with real support from the government and visionary giga-projects. Saudi Arabia’s national strategy, placing tourism at the heart of diversification, is key in this respect. We’re expanding across various segments, from midscale to luxury, and in both primary cities and emerging secondary destinations. It’s a long-term play and we’re all in. The kingdom’s transformation creates opportunities for hoteliers who understand the market’s evolving needs. This means delivering experiences that align with Vision 2030’s ambitious goals.

Targeting high-opportunity markets

In five years, I see Radisson Hotel Group deeply embedded in the region’s hospitality fabric. We’ll have significantly grown our portfolio, especially in high-opportunity markets like Saudi Arabia, the UAE and Egypt, among others. The aim is to reach 150 properties in operation and under development within the next five years. Beyond numbers, I see us being recognized for our trust and reliability as a business partner, our ability to adapt to different market needs and our consistent delivery. Success in this region requires understanding local nuances while maintaining international standards. And that balance will define our future growth trajectory.

ACCOR

Egypt and Saudi Arabia on the radar

We’re experienced heightened momentum across the Middle East and it’s exciting to see how quickly things are evolving. The region is experiencing a wave of diversified growth, driven by evolving traveler preferences, increased investor confidence and strong government visions. The market has traditionally been led by luxury and large-scale developments. However, we’re now seeing significant momentum across premium, midscale and economy segments. Developers and institutional investors are increasingly seeking trusted international operators to help drive performance. As a result, the appetite for branded hotels is growing rapidly. Egypt stands out as an exciting destination for our group. Recently, we’ve seen a surge in interest, driven partly by strategic investment from GCC countries. This has led to a contagious uplift across the country from the new capital city to revitalized areas. Egypt has all the ingredients: rich cultural heritage; diverse coastlines; a large domestic population; and growing demand across segments. Consequently, we’ve expanded our presence meaningfully, reinforcing our long-term confidence. Saudi Arabia also continues to be a major strategic focus, aligned with Vision 2030. The country is undergoing a tourism transformation, backed by bold infrastructure investment. While luxury space remains strong, we’re also seeing growing need for premium accommodations in secondary cities.

Smarter, sustainable hospitality

At Accor, technology, sustainability and social impact aren’t just commitments, they’re deeply tied to our purpose. This is to care for our people, guests and communities. And that belief shapes everything we do. Our sustainability journey goes beyond what guests see. And with over 220 eco-certified hotels, we’re advancing on multiple fronts. These include water conservation, food waste reduction and eliminating single-use plastics. In this way, we’re helping drive global change through eco-conscious experiences. At the same time, we’re embracing technology, especially AI, as a key enabler of smarter hospitality. AI delivers hyper-personalized experiences through intelligent recommendation engines. Operationally, AI streamlines efficiency through chatbots while our generative Travel Assistant makes booking a seamless process.

Lead with purpose and strategic focus

Every hotelier today needs a toolkit grounded in purpose, clarity and connection. First, you need to listen deeply and consistently be on the ground with teams. Second, you need strategic focus – the ability to align teams around clear goals. Third, you need agility to lead through change and deliver results. At Accor, we lead with purpose: pioneering responsible hospitality and connecting cultures with heartfelt care. For example, Tamayyaz – our program in Saudi Arabia – fast-tracks high-potential national talent into hotel leadership roles. Similarly, our regional initiative SheLeads accelerates the development of women leaders in hospitality across the Middle East, Africa and Asia Pacific. I’d describe my approach as performance-driven and people-powered. Additionally, I set clear expectations and give people trust and support to deliver. I’m a firm believer in commercial focus, but not at culture’s expense. Leadership must be visible and context-aware, especially across a region as diverse as ours, so I stay close to our teams on the ground.

ROTANA

Listen before contributing

I would describe my leadership style as hands-on and performance-focused, but also people-first. I’m a big believer in structure and standards, but not at the expense of adaptability. At Rotana, we operate hotels across vastly different markets – from luxury beach resorts to midscale properties in business hubs – and you can’t lead all of them the same way. My role is to harmonize how we deliver quality, while giving our teams the flexibility to meet local needs. I also spend considerable time listening. Whether I’m visiting a hotel or in a boardroom, I try to listen first before contributing. That’s how you uncover the insights that really move the needle.

A positive, remedy-focused mindset

There’s a quote I often come back to: “Don’t find fault. Find a remedy.” It’s attributed to Henry Ford, but it applies just as well in hospitality. In operations, there are always challenges – missed targets, service gaps, unforeseen issues. The easy thing is to point fingers. However, what really matters is how quickly and constructively you move forward. That mindset has guided me across every leadership role I’ve had. When problems arise, we focus immediately on solutions rather than blame. This helps to create a more positive work environment and faster resolution times.

Adopting tech, embedding sustainability

Technology and sustainability are both fundamental to how we future-proof our business. On the tech side, we’ve adopted cloud-based platforms, mobile check-in solutions and real-time analytics to improve efficiency and guest experience. It’s not just about being digital, but being smart in how we use data to make better decisions, faster. Sustainability, on the other hand, is embedded in every project we open. We assess energy, water and waste impact from day one. In Abu Dhabi, for example, several of our hotels now operate with energy recovery systems. These aren’t buzzwords for us – they’re part of how we ensure long-term viability in a region that’s rapidly evolving. Furthermore, we’re implementing comprehensive waste management programs across our properties. These are focused on reducing single-use plastics and increasing recycling rates.

Expansion backed by thorough planning

In the next five years, I see Rotana continuing to grow as a disciplined and dependable operator, with a strong presence in both established and emerging markets. Our expansion will be guided by operational excellence and strategic partnerships. It will also be steered by a clear understanding of where our brands add real value. The focus is not just on entering new markets, but on doing so thoughtfully. Every opening needs to be backed by robust planning and aligned with our service promise. We’re strengthening our position in the Middle East, while also expanding further into Africa and Europe, where we see meaningful opportunities. More broadly, I’d like to see Rotana increasingly recognized as a trusted hospitality partner. One that combines the strength of a homegrown brand with the standards and capabilities of a global operator. That’s the direction we’re heading in.

MARRIOTT INTERNATIONAL

Personal touch: priceless

Leadership today is about being adaptable, empathetic and visionary. It’s about fostering a culture where people feel valued and empowered, encouraging innovation and maintaining open lines of communication. As we focus on understanding the evolving needs of guests, it’s equally important to understand the needs of teams. While much has changed and will continue to evolve, the core and heart of the business remains the same. In our industry, there is no substitute for the human touch, and no amount of technology can replace this. The personal touch and creating memorable experiences for our guests are as vital today as ever.

Championing a people-first culture

Mr. Marriott’s philosophy was always to take care of our associates and they will take care of the customers. We continue to invest in associate wellbeing, prioritize inclusion and create environments where teams feel supported and heard. Through consistent training, local mentorship and clear recognition, we reinforce a culture of accountability and care. I am deeply passionate about visiting and engaging with our people across our hotels and offices. It’s not merely about oversight; it’s about genuine leadership and fostering a ‘people-first’ culture. These direct interactions help gauge the organization’s pulse, identify challenges and uncover growth opportunities.

Facilitating career progression

I hope to be remembered as a hotelier who consistently championed people. Someone who believed in the power of human connection and worked to elevate those around him. My goal is to leave behind a culture of care, inclusion and opportunity, where every associate feels valued and motivated to grow. Across the region, I’ve been deeply committed to building strong local leadership and creating pathways for career progression. I take great pride in mentoring emerging talent and fostering environments where individuals feel purpose and pride in their work. If I’ve helped create a workplace culture where people feel empowered to lead with integrity and deliver with heart, then I consider that a meaningful contribution.

KSA leading regional growth plans

Our expansion plans and primary focus reflect the region’s growing demand for hospitality and culturally rooted experiences. In the Middle East, Saudi Arabia is one of our largest growth markets. We’ve recently opened The Jeddah Edition and we’re anticipating the brand debut of W Hotels in Riyadh. We’ve also signed a JW Marriott Hotel in Jeddah and a Courtyard by Marriott in the Holy City of Makkah. This will be the largest Courtyard hotel in the world, with 2,179 rooms. The UAE is our current largest market in the region with more than 80 operational hotels. Excitingly, we will soon debut Moxy Hotels in Dubai. Additionally, we’ve signed an agreement to bring The Luxury Collection and W brands to RAK. Marriott International has a development pipeline of over 200 properties across the Middle East and Africa. We continue to see opportunities to further expand across the regions. Markets like Saudi Arabia are leading our growth plans, along with UAE, Türkiye, Kenya and South Africa.