HOTEL & CATERING OCTOBER 2025 ISSUE

LEADERS IN HOSPITALITY KSA AWARDS 2025 WINNERS

Recognising the people, brands, and destinations driving the Kingdom’s hospitality evolution

Q&A WITH MAXIME LEJUEZ

General Manager, Salvaje Group Dubai

18 "IN A CITY OBSESSED WITH WHAT’S NEXT, We’re Focused on What Stays".

20 CARRYING THE FLAVOURS OF LEBANON TO THE WORLD

Meet Husen Fayad, the Jnoubi Chef turning tradition into art. eneral Manager, Salvaje Group Dubai.

26 FRENCH PAVILION Brings 56 Companies to Gulfood Manufacturing 2025.

28 COMPLEX COMPLEXITIES Is One Hotel No Longer Enough?

48 THE COST OF CONVENIENCE Why Pricing-Centric Revenue Management Is Failing Your Hotel.

54 MEDICAL WELLNESS IS THE NEW LUXURY

The notion of luxury in the hospitality realm has long centred around offering guests experiences that are rare and highly desired.

58 PULLMAN JLT Unveils Its Reimagined Lobby and Café 1859

HOTELS: THE SMART MONEY MOVE OF 2025

In real estate, success is about location

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Contributors

Hospitality Voices This Month

01

MARTIN KUBLER, Chief Sloth at The Gluttonous SlothHORECA Consulting with Attitude,

“The GM is the leader that owners trust with their investment, the figure staff look up to for guidance and motivation, and the host guests expect to see as the ultimate symbol of hospitality.”

MICHAEL MCCARTAN, Area Vice President EMEA, IDeaS Revenue Solutions

“The real problem with price-centric revenue management methodologies is not just missed revenue, but a systematic undervaluation of the asset.”

MAXIME LEJUEZ, General Manager, Salvaje Group Dubai

“In Dubai, I have learned the significance of brand identity and marketing in shaping customer perceptions of a venue.”

SUITE TREAT

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Experience the added luxury of QAR 750 credit to spend on dining in the hotel, and QAR 500 towards any Spa treatment.

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Saudi Arabia has been on everyone's lips, not because it's new, but because of how fast it's moving. The pace of change is unmatched, and hospitality sits right at the centre of it. You can sense the ambition in every conversation, every opening, every new name that enters the market.

This year's Leaders in Hospitality Awards KSA captured that energy perfectly. It was our strongest edition yet, full rooms, strong contenders, and stories that show how far the industry has come in just a few short years. What I love most is that it's not just about building; it's about building better. There's a maturity setting in, more intention, more pride, more perspective. And I can't wait to tell more of those stories next year.

Hydrated, Moisturised, and On Track

Now, as we turn the corner into the final stretch of 2025, all focus shifts to The Leaders in F&B Awards this November, our big one, the night that always closes the year with style. It's the one we all look forward to most: the nominations, the familiar names, the new ones to watch, and of course, the surprises no one sees coming.

The next few weeks will blur into one long day, as they always do this time of year. So, remember to stay hydrated, stay moisturised, and mind your business, literally and figuratively.

We've got this; with only a few weeks left of 2025, let's go all out and make it count!

Here's to a season of big moments, well-earned wins, and the people who make hospitality in this region as dynamic as it is demanding.

SEYMONE L MOODLEY EDITOR-IN-CHIEF seymone@bncpublishing.net

Seymone Leigh Moodley seymonemoodley

SUNSET HOSPITALITY GROUP UNVEILS METT BARCELONA

Sunset Hospitality Group, the Dubai-based visionary leader in luxury lifestyle hospitality, is excited to announce the opening of METT Barcelona in Spain.

Set to open in September 2025, this is the brand’s first hotel in Catalonia and the second in the country, following the success of METT Marbella, Estepona.

The latest addition is a reflection of the group’s growing presence in the Mediterranean and its dedication to offering contemporary and experiential living in Europe.

SINGAPORE’S NAUMI HOTELS MAKES MIDDLE EAST DEBUT

Renowned for its bold spaces and unscripted service, Naumi Hotels brings its signature hospitality experience to Dubai.

Now open, the new property was recently acquired by Naumi Group and advised by SunStar Capital, the family-owned wealth management and asset company founded by Executive Chairman Surya Jhunjhnuwala.

Operated by Naumi Hotels, led by Group CEO Gaurang Jhunjhnuwala, the Naumi Hotel Dubai joins a growing global collection of design-led boutique stays.

KERZNER INTERNATIONAL ANNOUNCES NEW ONE&ONLY RESORT AND PRIVATE HOMES TO OPEN IN FIJI

Kerzner International Holdings Limited (“Kerzner”) is delighted to announce the signing of the first One&Only resort and community of Private Homes to be developed in Fiji.

Located in the Yasawa Islands, an archipelago in Western Fiji, the resort is slated to open in 2029, with Private Homes going on sale this November.

IHG Hotels & Resorts, one of the world’s leading hotel companies, has signed a management agreement with Jadeer Group for a new Hotel Indigo property in New Cairo.

The signing strengthens IHG’s growing Luxury & Lifestyle portfolio in Northern Africa and adds another distinctive hotel to the Group’s presence in Egypt.

DELIVEROO UAE BECOMES PART OF DOORDASH FOLLOWING COMPLETED ACQUISITION

Deliveroo UAE announced that it has officially become part of DoorDash, following the successful completion of the acquisition.

In an open letter, DoorDash Co-Founder and CEO, Tony Xu, marks “the beginning of a new chapter, not the end of an old one”, stating that “the Deliveroo app and products you know and love aren’t going anywhere”.

The letter goes on to say that “by combining DoorDash’s global scale and technology, we have the opportunity to serve more people, in more places, with greater impact.”

RAFFLES DUBAI ANNOUNCES THE APPOINTMENT OF SAFWAN ABU RISHEH AS GENERAL MANAGER

Raffles Dubai is pleased to announce the appointment of Safwan Abu Risheh as General Manager. Safwan brings with him over 25 years of international experience in the luxury hospitality sector, having held senior leadership roles across the Middle East, Europe, North America, and Mexico.

A seasoned hotelier and strategic visionary, he joins Raffles Dubai following a highly successful tenure as Managing Director of Rosewood Hotel Georgia in Vancouver.

MONDRIAN DOHA APPOINTS KEMAL BAYIK AS GENERAL MANAGER

Mondrian Doha proudly announces the appointment of Kemal Bayik as its new General Manager, bringing over 20 years of global luxury and lifestyle hospitality experience across some of the industry’s most iconic brands and properties.

Kemal’s career foundations were built within brands like Four Seasons, Raffles, Six Senses, W, LXR and Kempinski with leadership roles in Baku, Istanbul, Bodrum and Doha, where he drove repositioning, post-renovation strategies, openings and consistent STR market performances.

JUMEIRAH APPOINTS XANDER LABUSCHAGNE AS GENERAL MANAGER OF HOSPITALITY FOR JUMEIRAH THANDA SAFARI

Jumeirah, a global leader in luxury hospitality and a member of Dubai Holding, has announced the appointment of Xander Labuschagne as General Manager of Hospitality for Jumeirah Thanda Safari in South Africa.

Xander brings more than two decades of diverse hospitality experience, with a career spanning humanitarian work, luxury safari lodges, residences and international operations across South Africa, Botswana, the UAE, and Europe. Most recently, he served as General Manager of Atzaro Cape Town, Boutique Hotel and was involved in Atzaro Okavango Camp in Botswana, overseeing procurement, operations, guest experience, commercial performance and project delivery.

WHAT’S NEXT,

"IN A CITY OBSESSED WITH WE’RE FOCUSED ON WHAT STAYS"

BY SAHIL ANAND, FOUNDER AND MANAGING DIRECTOR, RARE BRASSERIE & BAR

Focus

There’s a moment I look forward to most nights at Rare. It usually comes late, when the energy shifts, the big tables thin out, and the sound in the room drops to something closer to conversation than celebration. Someone lingers by the piano. Sometimes they sit beside it, quietly, not playing. Just… being.

That kind of stillness is rare. And it reminds me why we built the place the way we did.

Dubai is a city that loves a good opening. A city that rewards drama, spectacle and scarcity. I’ve been around long enough to see how often “cool” gets mistaken for meaningful. A concept is launched, the guest list is curated, and the lighting is dialled to Instagram gold. The room fills fast,but often forgets to last.

I didn’t grow up in kitchens. My background was trade shows and client calls; worlds that seem far from restaurants but are built on the same foundation: attention to detail, rhythm, and people. My first real foray into hospitality was in 2018 with CMP, and now with Rare, I wanted to do something different. Not louder. Just better.

We didn’t want gimmicks. No secret doors, that are not a secret or dry ice smoke screens. Just a bar that felt like a bar, a brasserie that welcomed you no matter the occasion, and a team that could read the room better than any script ever could.

But here’s the funny thing about trying to do something different in Dubai: you can end up looking exactly like everyone else. There’s a strange pressure to innovate by imitation. It doesn't matter if the cuisine is Greek, Japanese, or Peruvian. There will be a tuna tartare, truffle fries, sliders, a burrata, and a “signature” dish that tastes oddly familiar. I’m not knocking it. Those dishes are delicious. But let’s not pretend they’re groundbreaking.

“you can end up looking exactly like everyone else. There’s a strange pressure to innovate by imitation.

The same goes for interiors and music. So many places are designed to feel “unique” but end up being variations of the same aesthetic: moody tones, curated playlists, and a DJ you didn’t ask for. It’s a kind of copy-paste culture, slick on the surface, forgettable beneath it.

At Rare, we wanted the opposite. Something with texture. Familiarity. A place where you can show up solo at the bar, halfway through a book or halfway through a breakup, and still feel like you belong. Where birthdays and date nights unfold next to after-work drinks and Tuesday-night regulars. No performance. Just good lighting, real service, and a soundtrack that knows when to lean in and when to step back.

I don’t mind if we’re never the “hardest table to get.” That spotlight moves fast, anyway. What I care about is whether someone walks out and says, “Let’s come back here.” That’s the long game. That’s the version of “cool” I’m chasing.

So maybe that’s our quiet rebellion. In a city obsessed with what’s next, we’re focused on what stays.

You’ll find us here, behind the bar, by the piano, pouring something honest, with a rhythm all our own.

Carrying the flavours of TO THE WORLD LEBANON

Meet Husen Fayad, the Jnoubi Chef turning tradition into art

In the digital age, where fleeting food trends come and go with every scroll, few chefs have managed to create an online presence that feels both timeless and deeply personal. Husen Fayad, known to many simply as the chef behind those mesmerising Lebanese recipe videos, is one of them. His wara2 3enab towers, his handrolled kebbeh, and his quietly passionate narration have captured not just appetites but hearts across Lebanon and beyond.

Born and raised in South Lebanon, Fayad’s culinary journey carried him far from home before pulling him back to his roots. He studied at the prestigious Le Cordon Bleu in Paris, grounding himself in the techniques every aspiring chef dreams of mastering. But it wasn’t the bright lights of Michelinstarred kitchens that ultimately defined his path. Instead, it was his family’s beloved restaurant, Arch Almoulouk, and the flavours of his homeland that called him back.

“Paris has always been the capital of gastronomy, and for me, studying at Le Cordon Bleu was about discipline, creativity, and understanding food on a global level. But Lebanon is in my DNA. Our cuisine deserves to stand side by side with the world’s best.”

While many graduates of Le Cordon Bleu chase careers in fine dining abroad, Fayad chose differently. He saw greater value in returning to Lebanon, where he could honour his heritage while elevating it with modern techniques. His return was not about nostalgia, it was about giving back.

“Coming back was about using modern techniques to celebrate Lebanese food and make it accessible both here and internationally.”

What began as a casual decision to share cooking clips soon became something much bigger. One video went viral, then another, until Fayad realised that he wasn’t just posting recipes, he was building a community.

HUSEN FAYAD, Chef

“Honestly, it wasn’t part of the plan. But people connected with the honesty. I don’t overproduce or complicate things. I show food the way I would make it at home. Food is emotional, and that’s what people connect to.”

For Fayad, content creation isn’t just digital theatre. It’s storytelling. In restaurants, the experience ends

when the plate is cleared. Online, his dishes live forever, replayed, recreated, and remembered.

Fayad credits his family’s restaurant with shaping his perspective on food and hospitality. Growing up there taught him that food is first about people, then about plates.

“A restaurant isn’t just a business, it’s where families celebrate, where memories are made, and where traditions are passed down. That lesson has stayed with me in everything I do.”

Even as he experiments, Fayad feels the weight of responsibility: to preserve Lebanon’s culinary identity.

“Food is our culture. If we don’t keep traditional recipes alive, we risk losing parts of ourselves. I love innovation, but the roots always come first.”

Fayad’s proudest moments aren’t measured in views but in action, when followers recreate his recipes at home and share their results. Still, he remembers the video that first went viral, proof that authenticity beats any trend.

“I want to keep pushing Lebanese cuisine onto the world stage. Maybe one day open a space where people can experience my food in person while still connecting with me online. At the end of the day, my dream is to keep cooking, keep sharing, and make people proud of our food.”

In Husen Fayad’s hands, food is more than sustenance. It is a combination of memory, identity, and artistry. His story isn’t one of a chef chasing fame but of a man returning home, carrying the flavours of Lebanon to the world, one video, one recipe, one heartfelt connection at a time.

MAXIME LEJUEZ

Q&A WITH GENERAL MANAGER, SALVAJE GROUP DUBAI

“Consistency is one of the key qualities you must have when working in a Michelinstar environment.

Maxime Lejuez has built a career defined by precision, adaptability, and vision. As General Manager of Salvaje Group Dubai, which includes Salvaje, Arrogante, and Amor, he brings global experience to the city’s competitive F&B and nightlife scene. In this interview, he shares lessons from working with Alain Ducasse and Paul Bocuse, his approach to combining fine dining with entertainment, and his view on the future of Dubai’s hospitality industry.

You’ve worked in Paris, London, New York, and Dubai. How has each city shaped your approach to guest experience? In Paris, I learned the importance of attention to detail and deep product knowledge while working in five-star palace hotels and Michelin-starred restaurants. This experience shaped my vision of the industry.

In London, I learned to thrive in a fast-moving environment, becoming adaptable and open-minded. As one of the most culturally diverse cities, it taught me the importance of understanding and respecting differences.

In New York, I discovered the value of guest recognition and how to build strong networks and databases. I also realised the importance of engaging with guests on the floor and maximising every interaction.

In Dubai, I have learned the significance of brand identity and marketing in shaping customer perceptions of a venue. By sharing values through social media content, we can build awareness, achieve milestones, and strengthen the brand’s presence.

What lessons from working with icons like Alain Ducasse and Paul Bocuse do you still apply today?

Consistency is one of the key qualities you must have when working in a Michelin-star environment. The humility and determination I learned while working with these chefs continue to guide me throughout my career, helping to build a strong mindset and resilience.

At Babylon in Dubai, you created an immersive dining and nightlife concept. How did that experience prepare you for Salvaje, Arrogante, and Amor?

That experience gave me a 360-degree vision of the business, more than any other venue I had worked in before. From lighting and sound systems to visual effects, I learned how to manage an entertainment team. It was a very valuable experience, especially in Dubai, where having a competitive entertainment offering is essential.

How do you balance luxury dining with vibrant nightlife across these venues?

At Salvaje Group Dubai, we aim to seamlessly blend fine dining with entertainment, creating a multi-layered experience for our guests. International DJs, dancers, musicians, flash mobs, advanced lighting systems, and 3D screen content have all been integrated to add value and elevate the Salvaje Dubai experience.

In such a competitive Dubai scene, what makes Salvaje, Arrogante, and Amor stand out?

Our greatest strength lies in having a multi-venue location in the heart of Downtown Dubai, right next to the iconic Burj Khalifa. This allows us to offer guests a diverse range of F&B experiences within one destination, from the vibrant Japanese fusion of Salvaje, to the elegant Italian flair of Arrogante, and the private speakeasy nightlife of Amor. Together, these venues complement each other, creating guest retention and natural cross-promotion. Guests who come for dinner at one venue are often inspired to explore the others, which builds loyalty and enhances our overall brand presence in a highly competitive market.

What’s your leadership philosophy when it comes to building and motivating high-performing teams?

Dedication, attention to detail, consistency, and emotional maturity are key qualities that we strive to promote within our team culture.

How do you ensure consistency while giving each venue its own identity?

Consistency is achieved through the quality of our visual content, a strong F&B offering, and prioritising guest experience across all venues. While each concept has its own distinct identity, the attention to detail and the intensity of our efforts remain the same.

Where do you see Dubai’s dining and nightlife heading in the next few years, and how are you preparing for it?

Dubai’s market is a true trendsetter. We are already seeing some venues begin to implement virtual reality, while others are using drones and high-definition screens. I believe technology will play an even bigger role in the future than it does today. For the new generation, dining out may become less about simply socializing and more about enjoying a fully sensorial experience.

• Outside of work, boxing and reading inspire you. How do these passions influence your leadership style? Boxing brings me stillness and focus. It teaches me discipline and consistency, which I apply on a daily basis to become a better version of myself.

Reading, on the other hand, elevates the spirit and offers an escape from daily routines. Most of my spiritual knowledge has come from books, and I believe reading is essential to opening the mind beyond the demands of our busy world.

“Dedication, attention to detail, consistency, and emotional maturity are key qualities that we strive to promote within our team culture.

French Pavilion Brings 56 Companies to Gulfood Manufacturing 2025

From 4 to 6 November 2025, 56 French companies will participate in Gulfood Manufacturing at the Dubai World Trade Centre, showcasing a dynamic range of innovations across two pavilions. 35 manufacturers of equipment and packaging technologies will exhibit in Sheikh Saeed Hall 1 (Booth S1-C28), while 21 ingredient specialists will feature in Sheikh Rashid Hall (Booth R-J19). Together, they represent France’s commitment to sustainable innovation, food security, and industrial transformation in the UAE and wider GCC region.

Driving Innovation for a Changing Industry

Aligned with this year’s show themes of sustainability, automation, digitalisation, and next-generation food safety, the French Pavilion will present cutting-edge solutions designed to support the region’s fast-evolving food manufacturing sector. Exhibitors will introduce plant-based proteins,

reformulated ingredients for healthier diets, eco-friendly packaging, robotics, precision engineering, and integrated processing systems that enhance efficiency while reducing environmental impact. These technologies reflect France’s ambition to co-develop solutions supporting the UAE’s Vision 2030 and strengthening the region’s food production resilience.

From Ingredients to Advanced Processing

French exhibitors will showcase a wide portfolio of value-added ingredients, including dairy and egg derivatives, flavourings, freeze-dried components, and pastry solutions, crafted to improve flavour, nutrition, and shelf life. Alongside, equipment specialists will unveil innovations ranging from silicone moulds and piping systems to labelling machinery and next-generation packaging lines, highlighting France’s expertise in quality, traceability, and hygienic design.

Supporting Regional Growth

With the UAE’s food industry projected to grow at 6.9% CAGR through 2028, France remains a strategic partner in advancing the sector’s competitiveness. The country ranked 11th among the UAE’s suppliers in 2021 and continues to offer sustainable, functional, and high-performance solutions tailored to regional needs.

“The strength of the French Pavilion lies in its diversity. By uniting ingredient creators and technology providers under one roof, we demonstrate how France can deliver integrated solutions across every stage of the food value chain,” said Axel Baroux, Business France Near & Middle East Director. “This synergy makes our participation at Gulfood Manufacturing unique and reinforces France’s position as a trusted partner for building efficient, safe, and sustainable food industries worldwide.”

Organized by

COMPLEX COMPLEXITIES

BY MARTIN KUBLER,

This column was inspired by a recent LinkedIn post I commented on, and which then turned into a lively discussion among hotel pros. The topic? Complex GMs. The original poster put up a frank but critical assessment of the long-running trend of multi-property GMs. He described the role as “expected to manage multiple hotels, multiple teams, multiple crises, and somehow still have time to answer emails from corporate, attend Zooms with 47 slides, and approve a new menu in a property 200 km away.”

I thought that the gentleman made a good point, although it annoyed me slightly, because I could have writ-

ten something very similar years ago, when complex GMs first became a thing. Alas, I didn’t.

The general manager has long been the heartbeat of a hotel. The GM is the leader that owners trust with their investment, the figure staff look up to for guidance and motivation, and the host guests expect to see as the ultimate symbol of hospitality. It’s a role that – in my book - is inseparable from the identity of individual properties.

Now we have cluster general managers. Instead of leading a single property, more and more GMs are being asked to look after two, three, or even more hotels at once. Owner groups

and investors are pushing for leaner structures and reduced payroll costs. Global operators are increasingly organised into mega-brands that prefer scalable, standardised solutions. Technology, too, plays its part: cloudbased reporting tools, video conferencing, and centralised dashboards make it possible, at least technically for a GM to “manage” from afar.

In reality, this is a terrible idea and an ill-conceived concept dressed up as modernisation: a “next-generation” GM who transcends the boundaries of a single lobby, a strategic overseer for multiple P&Ls.

On the surface, clustering resembles efficiency. Beneath it, the hidden costs can be significant.

> Diluted presence: Guests and staff still expect a GM to be visible, in the lobby, at the restaurant, on the floor. A GM who splits time between multiple properties inevitably becomes an occasional visitor, not a constant leader. That can affect morale and service quality.

> Eroded culture: Every hotel has its own DNA, shaped by its staff, its location, and its market. Building and maintaining a strong culture requires hands-on leadership. When one GM is stretched thin, cultural cohesion often becomes collateral damage.

> Strained owner relations: Owners in the Middle East, in particular, value direct access to their GM. A cluster model means time and attention are divided, leaving some owners feeling underserved, or worse, neglected.

> Short-term savings, long-term risk: Cutting one or two salaries looks attractive on a balance sheet. But guest dissatisfaction, higher staff turnover, and brand inconsistency can quickly erode those savings.

The GM of old was a visible leader and brand ambassador. The cluster GM, by contrast, risks becoming a roaming troubleshooter with little time for proactive leadership.

Instead of walking the floor and building relationships, today’s multi-property GMs often spend more time on dashboards, Zoom calls, and urgent cross-property firefighting. Leadership becomes reactive rather than visionary. The shift is subtle but profound: the GM is no longer the “face” of a hotel, but an absentee executive tethered to multiple properties by spreadsheets and KPIs.

There is also the personal cost. The GM role has always been demanding, but adding multiple P&Ls, owners, and teams increases the risk of burnout. Top performers may initially view cluster roles as a career accelerator, but many soon discover the scope is unsustainable without significant personal sacrifice.

Operators, of course, have their justifications. They argue that cluster GMs enable faster decision-making across portfolios, offer career growth for high-potential leaders, and unlock efficiencies in competitive markets. In regions with a shortage of experienced leadership talent, clustering can look like a practical solution.

But does the arithmetic really add up? Saving the cost of one GM salary while potentially compromising the performance of several hotels may be penny-wise and pound-foolish.

Hospitality is not a business where “just enough” leadership is good enough.

The Middle East is one of the most competitive hotel markets in the world, and service differentiation remains its most powerful asset. Guest loyalty, staff engagement, and owner satisfaction all hinge on strong, visible leadership.

If clustering continues unchecked, we risk hollowing out the very qualities that distinguish hotels in this region. Staff engagement falters when leaders are absent. Guests sense when management is distant. Owners lose patience when their concerns are queued behind two or three other properties.

Can the Middle East’s hospitality industry continue to set global benchmarks if its leaders are spread too thin?

Efficiency matters but not at the expense of hospitality’s beating heart.

In the rush to create “super GMs,” the industry may be dismantling the very role that made hotels super in the first place.

LEADERS in Hospitality 2025 KSA

Recognising the people, brands, and destinations driving the Kingdom’s hospitality evolution.

The Kingdom’s hospitality scene is rewriting the rulebook, one bold concept, visionary leader, and world-class destination at a time. As Saudi Arabia continues to set new benchmarks for excellence and innovation, we are proud to unveil the Leaders in Hospitality KSA Awards 2025 winners, a celebration of the people and brands shaping the Kingdom’s new era of hospitality.

The Kingdom’s most prestigious hospitality event took place on 29 September 2025 at the Mandarin Oriental Al Faisaliah, Riyadh, where industry pioneers gathered to honour remarkable achievements across the sector.

Meet the winners of the Leaders in Hospitality KSA Awards 2025, and congratulations to all the nominees and this year’s champions. We look forward to seeing how you continue to inspire and shape the future of hospitality in the Kingdom.

Thank you to all our sponsors who made the night extra special!

Category: BEST RESTAURANT INTERIOR DESIGN

Winner: LA PETITE MAISON, RIYADH

Category: BEST BURGER JOINT OF THE YEAR

Winner: BLACK TAP

Category: LEADING CAFÉ OF THE YEAR

Winner: THE CREAMERY, RAFFLES MAKKAH PALACE

Category: LEADING HOMEGROWN

RESTAURANT BRAND

Winner: KUURU

Category: BEST DESSERT BRAND OF THE YEAR

Winner: DIPLOMAT SWEETS

Category: CATERING COMPANY OF THE YEAR

Winner: CRYSTALS EVENT & CATERING

Category: LEADING FINE DINING RESTAURANT

Winner: MR CHOW

Category: BEST VIP TRAVEL EXPERIENCE

Winner: ALTANFEETHI

Category: F&B FINTECH SOLUTION OF THE YEAR

Winner: FOODICS

Category: EXCELLENCE IN F&B DIGITAL INNOVATION

Winner: NEOM OPERATIONS

Category: CSR INITIATIVE OF THE YEAR

Winner: TAIBA INVESTMENTS

Category: INNOVATOR OF THE YEAR

Winner: FOODICS

Category: LEADING BUSINESS HOTEL

Winner:

Category: FAMILYFRIENDLY HOTEL OF THE YEAR

Winner: RIXOS OBHUR JEDDAH

Category: LEADING HOTEL F&B OUTLET

Winner: CARBONE, MANSARD RIYADH, A RADISSON COLLECTION HOTEL

Category: BEST HOTEL INTERIOR DESIGN

Winner: THE RITZ CARLTON, JEDDAH

Category: HOTEL SPA OF THE YEAR

Winner: THE SPA, MANDARIN ORIENTAL AL FAISALIAH

HOTEL WITH THE BEST VIEW

HILTON

Category: HIGHLY COMMENDED FOR LEADING LUXURY HOTEL

Winner: MANSARD RIYADH, A RADISSON COLLECTION HOTEL

Category: LEADING NEW HOTEL

Winner: DAR TANTORA THE HOUSE HOTEL

Category: WINNER FOR LEADING LUXURY HOTEL

Winner: MAKKAH CLOCK ROYAL TOWER, A FAIRMONT HOTEL

Category: FRONT DESK EXCELLENCE AWARD

Winner: ASEEL AL REFAIE, DAR AL IMAN INTERCONTINENTAL MADINAH

Category: LEADING HOTEL GROUP

Winner: AMSA HOSPITALITY

Category: EXECUTIVE HOUSEKEEPER OF THE YEAR

Company: MOHAMED FASRIN, RADISSON BLU HOTEL RIYADH CONVENTION & EXHIBITION CENTER

Category: MARKETING TEAM OF THE YEAR

Company: FAIRMONT, RAFFLES, SWISSÔTEL – MAKKAH

Category: HOSPITALITY MARKETEER OF THE YEAR

Company: MOHAMMAD JAMIL, ADDRESS JABAL OMAR MAKKAH

Category: HIGHLY COMMENDED FOR CATERING TEAM OF THE YEAR

Company: THE RITZ CARLTON, JEDDAH

Category: WINNER FOR CATERING TEAM OF THE YEAR

Company: THE FOOD TELLERS, OAK HOSPITALITY

Category: PROCUREMENT MANAGER OF THE YEAR

Company: ALAWI AL-MAGHRABI, THE RITZ CARLTON, JEDDAH

Category: PR PERSON OF THE YEAR

Company: JESSI CHAI, MANDARIN ORIENTAL AL FAISALIAH, RIYADH

Category: F&B MANAGER OF THE YEAR

Winner: RASHAD BAKHSH, FAIRMONT HOTEL RIYADH

Category: HOTEL CHEF OF THE YEAR

Winner: MAHMOUD MOHAMED SAID, FAIRMONT HOTEL RIYADH

Category: BEST RESTAURANT TEAM OF THE YEAR

Winner: TOKI

Category: RISING STAR OF THE INDUSTRY

Winner: AHMED BAYOUMY, RADISSON BLU HOTEL & CONVENTION CENTER, RIYADH MINHAL

Category: LEADING F&B GROUP OF THE YEAR

Winner: MJS INVESTMENT

Category: GENERAL MANAGER OF THE YEAR

Company: MOHAMMED AL-KHATIB, RIXOS OBHUR JEDDAH

Category: LEADERSHIP EXCELLENCE AWARD OF THE YEAR

Company: AHMED AWAIS KIANI, ADDRESS JABAL OMAR MAKKAH

Category: HOSPITALITY EXECUTIVE OF THE YEAR

Company: ANTONY DOUCET, KERTEN HOSPITALITY

Category: LEADING HOSPITALITY ENTREPRENEUR

Company: EMILE RAZZOUK, OAK HOSPITALITY GROUP

Category: HIGHLY COMMENDED FOR HOTEL TEAM OF THE YEAR

Company: RADISSON BLU HOTEL RIYADH CONVENTION & EXHIBITION CENTER

Category: LEADING HOSPITALITY HEAVYWEIGHT

Company: MUIN SERHAN, AMSA HOSPITALITY

Category: WINNER FOR HOTEL TEAM OF THE YEAR

Company: NEW MADINAH HOTEL

Category: LIFETIME ACHIEVEMENT OF THE YEAR

Winner: HASHIM AL-ATTAS, LEYLATY HOSPITALITY GROUP ( AWARD RECEIVED ON BEHALF OF HASHIM)

THE COST OF CONVENIENCE

Over the past decade, the pricingcentric revenue management model has gained prominence within the industry. It’s a concept that promotes maintaining availability across all channels, even as demand is surging, relying solely on dynamic pricing to manage booking behaviour. This approach, favoured for its operational flexibility, requires that rooms always remain open to book, and availability should never be curtailed, even if it means selling out on a single night and preventing longer length-ofstay guests.

However, the core assumption underpinning this pricing methodology, namely that rate flexibility alone can optimise performance, overlooks several critical elements of effective revenue management. Most notably among these is the strategic control of inventory, which, when neglected, diminishes profitability and operational integrity.

The Central Misstep: Pricing Without Context

While the ability to apply dynamic pricing is now widely accepted and easily facilitated by most contemporary systems, this practice alone does not constitute a water-tight revenue strategy. Without inventory controls, hotels risk undermining their overall performance, especially during compression periods.

Consider the risk of accepting high-rated, short-stay bookings that displace lower-rated, longer-stay guests. On paper, the rate appears profitable, but in practice, it may compromise total revenue. Hotels that rely solely on surge pricing mechanisms frequently fail to account for this nuance and this often leads to significant lost revenue for hoteliers. A good regional example of this are the Eid celebrations that generate high demand for short family breaks and therefore cause a temporary price increase, which in turn can put off longer stay guests that are more price sensitive.

Advanced revenue strategies incorporate not only rate responsiveness but also intentional decision-making around which bookings to accept or reject. The most effective systems consider the total value of a booking, including stay duration, stay-through demand, ancillary spend, and displacement cost, before allocating limited inventory.

Why Inventory Control Matters

BY MICHAEL MCCARTAN, AREA VICE PRESIDENT EMEA, IDEAS REVENUE SOLUTIONS

Such inventory control strategies rely on sophisticated analytics to predict and evaluate

“While the ability to apply dynamic pricing is now widely accepted and easily facilitated by most contemporary systems, this practice alone does not constitute a watertight revenue strategy.

all possible length-of-stay permutations across time. These predictions are highly complex and cannot be reliably executed using simple business rules; instead, they depend on proven, evolving algorithms.

However, when done right, they help hoteliers to extend demand from high-occupancy nights into adjacent shoulder periods, and manage availability based on forecasted value rather than simply the offered rate and maintain guest trust by signaling genuine scarcity rather than resorting to excessive rate inflation.

Several pricing methodologies, such as surge pricing, treat each night in isolation without forecasting the total number of guests who will occupy rooms on a given date, regardless of their check-in or check-out patterns. As a result, availability often closes out based on the sequence in which bookings happen to arrive, rather than as part of a deliberate, strategic revenue management plan by the hotel. By contrast, advanced forecasting methods analyse demand patterns by room type, booking window, and stay composition. This enables decisions that are both more granular and more forward-looking. Failing to consider these dynamics leads to suboptimal outcomes, such as a sold-out Wednesday evening that blocks out potential guests seeking two- or three-night stays.

One established concept that is gaining wider recognition in revenue management is ‘last room value’ (LRV), sometimes referred to as a ‘Rate Hurdle’ or ‘Bid Price’. This metric establishes the minimum acceptable revenue a booking must generate to warrant its acceptance, especially when availability is limited. LRV is not a rate, but a dynamic threshold reflective of forecasted demand, booking pace, and price sensitivity that serves as a north star for which business is best to accept. Unlike pricing-centric models that focus primarily on maximising Average Daily Rate (ADR), LRV is designed to optimise Revenue per Available Room (RevPAR) by protecting inventory and ensuring each booking delivers maximum value, especially for the last remaining rooms. Importantly, LRV considers the value of each night

within a requested stay and may accept a multi-night booking (e.g., two or three nights) while rejecting a single-night request if the overall contribution to revenue is higher. This ensures that every booking aligns with the hotel’s revenue strategy and long-term profitability. Hotels in the Middle East typically experience short booking lead times and this means that yielding often happens within a short window. LRV is key to balancing pricing and length-of-stay decisions during this period and this is not something that can easily be done manually.

By embedding rate hurdles into pricing and availability decisions, hoteliers can move beyond the bluntness of manual controls and shift from an ADR-focused pricing philosophy to one grounded in RevPAR optimisation. Value-driven systems ensure that inventory is only sold when it meets minimum profitability thresholds, supporting stronger inventory stewardship and enabling the prioritisation of high-value demand to achieve the optimal business mix.

The Hidden Cost of Pricing-Centric Revenue Strategies

The real problem with price-centric revenue management methodologies is not just missed revenue, but a systematic undervaluation of the asset. Without automated inventory controls, pricing becomes one-dimensional and disconnected from broader demand considerations. Strong inventory strategies prioritise extracting the maximum value from each room night, recognising that strategic acceptance decisions help preserve profitability not only during sell-out periods but also across the full booking horizon.

Over time, these issues can weaken a hotel’s market position and make it harder to adapt to change.

Despite today’s fast-changing environment, where careful decision-making matters more than ever, dynamic, variable open or surge pricing mechanisms are often presented as a one-size-fits-all solution to a problem that always demands nuance.

Strategy Over Simplicity

The price-centric revenue method, though administratively convenient, risks diluting the strategic control hoteliers require to drive profitability. A truly effective approach to revenue management is grounded in scientific forecasting, precise controls and intentional decision-making. The benefit of operating an automated decision system is that the solution will react to any changes in business conditions, account for the dynamics of demand and wash by arrival date and length of stay (i.e. network effects) and avoid any controls being missed and not deployed on time.

The question for hoteliers is not whether they can continue adjusting rates on the fly, but whether they are willing to relinquish strategic control in doing so. In an increasingly complex trading landscape, it is clear that deliberate strategy offers a more dependable route to sustained revenue performance than reactive pricing alone.

“In

real estate, success is about location. But in hospitality, I believe it’s all about timing. And in 2025, there’s no better time to invest.

HOTELS

The Smart Money Move of 2025

In real estate, success is about location. But in hospitality, I believe it’s all about timing. And in 2025, there’s no better time to invest. Let me explain why.

In key markets across the Middle East, Africa and island destinations, both leisure and business travel are outpacing pre-COVID levels. Dubai’s recordbreaking tourist numbers and the Seychelles' surge in luxury bookings are proof: appetite for travel is bigger than ever.

Data from the Dubai Department of Economy and Tourism reveals that the first four months of 2025 alone saw 7.15 million overnight stays, up 7% compared to the same period in 2024.

And that’s not all, research by Global Media Insight reports that Dubai is no longer just about luxury and landmarks. It now emphasises heritage sites like Al Fahidi, skydiving over the Palm, and immersive culinary moments tailored to experiential travellers.

Data points such as these paint a clear picture: Dubai's tourism is evolving from “visit and stay” to “immerse and experience.” Rising visitor numbers, skyrocketing spend, and purposeful offerings signal a genuine trend toward experiential travel, making hotels with immersive F&B, wellness, cultural, and adventure components more compelling and profitable than ever.

Over in the Seychelles, Tourism Seychelles launched flagship immersive events such as the Seychelles Nature Trail and Seychelles Challenge, both emphasising eco-sports, biodiversity and local culture.

And just this month, July, the Seychelles’ government is pushing a renewed focus on experiential tourism, highlighting its nature, marine, and sustainable luxury offerings to attract high-value visitors.

For savvy bricks-and-mortar investors, this data means only one thing: hotels are once again reasserting their position among the most resilient and high-performing assets available.

BY VICTOR ABOU GHANEM, CEO, STORY HOSPITALITY

Hotels are multi-dimensional

Gone are the days when a hotel’s value was judged by RevPAR alone.

Today’s top-performing properties are multi-dimensional: integrating fine dining, wellness retreats, co-working lounges, branded residences, beach clubs and, increasingly, office towers. This approach clearly helps to de-risk investment.

STORY Seychelles, for example, is home to four standout restaurants on Mahé island, while The H Dubai blends hospitality with luxury residences and a thriving commercial tower.

Al Maya Island Resort & Beach Club, offshore Abu Dhabi, has become a destination in its own right, fusing F&B, leisure and lifestyle. This kind of hybrid model diversifies revenue streams, reduces risk and maximises returns, three things every investor wants.

For years, hotels have paid the price for depending on Online Travel Agencies (OTAs). But thanks to better CRM strategies, smarter SEO/SEM, and owned media channels, brands like STORY Hotels and Resorts are taking back control.

A rise in direct-to-consumer bookings is not just good marketing; it’s a long-term profitability lever that improves margins and builds brand equity.

In the UAE, Morocco, and the Seychelles, for example, tourism isn't just welcomed, it’s prioritised. Massive infrastructure investment, pro-tourism regulation, and hospitality incentives are creating fertile ground for hotel growth.

For investors, that means reduced barriers to entry, rising demand, and a policy environment that actively supports hospitality-led development.

Unlike other real estate assets, hotels can reprice their inventory daily. In volatile or inflationary markets, this flexibility is a powerful tool. While commercial leases might stagnate, hotels adjust in real time, protecting

“Travel has become about stories, not just stays. Today’s travellers seek experience, connection and meaning.

value and revenue. It’s one reason why hotels continue to outperform other asset classes in today’s macroeconomic landscape.

More sustainability offers investor appeal

ESG principles are now deeply embedded in investor criteria. Operational efficiency, brand reputation and customer loyalty all flow from responsible business practices. STORY Hospitality is proud to manage properties aligned with environmental and social goals, not only because it’s the right thing to do, but because it drives stronger longterm performance.

Travel has become about stories, not just stays. Today’s travellers seek experience, connection and meaning. For hotels, this means higher engagement, stronger loyalty, and better yield per square metre than more transactional

real estate types. Boutique and branded hotels that offer distinctive narratives are outperforming, both in sentiment and in numbers.

At STORY Hospitality, we’re focused on expanding in high-yield leisure and MICE markets through asset-light management contracts. This approach delivers flexibility and profitability for owners while allowing us to apply our deep expertise in operations, marketing and sales to drive topline growth.

For institutional and individual investors alike, 2025 offers a rare window: high travel demand, diversified asset models, and a region that continues to invest heavily in tourism.

Now is the time to take another look at hospitality and invest in stories that deliver lasting returns.

MEDICAL WELLNESS IS THE NEW LUXURY

The notion of luxury in the hospitality realm has long centred around offering guests experiences that are rare and highly desired. For this reason, for many years the word ‘luxury’ itself has conjured visions of all things opulent and indulgent, dinners in grand ballrooms served by white-gloved waiters; gilded interiors draped in richly hued fabrics; sommeliers serving the finest Champagne. Today, we see luxury as ever-evolving: the most affluent travellers seeking more from the word, trading classic indulgence for improvements in areas like nutrition, sleep, stress and more recently, longevity.

Of course, this extreme shift has presented challenges for the hospitality industry, not only expected to be, but required to be dynamic, shifting with the changing tides, not only in areas such as food and beverage and service, but also in the world of wellness.

Failing to evolve and embrace change presents a clear risk, with modern wellness clinics, start-ups and wearable tech companies showing promise in overtaking some of the most established hospitality brands and capitalise on this new demand.

Wellness as a Way of Life

“Daily rituals have become inseparable from modern living. Today, discerning travellers no longer ask whether a hotel offers wellness; they simply expect it.

Daily rituals have become inseparable from modern living. Today, discerning travellers no longer ask whether a hotel offers wellness; they simply expect it. Guests seek not only comfort and beauty but also inspiration: fresh ideas that elevates their own routines and broaden their perspective.

At Aman, wellness is not an addition but a foundation. By enabling guests to continue their daily rituals, while also introducing them to new paths of well-being, we ensure our destinations remain sanctuaries of relevance, resonance, and renewal. Aman hosts not just resorts, but a new paradigm of lifestyle, integrating Aman and Janu, along with private branded residences, into a seamless destination for exceptional living. Across both brands, guests and residents are invited to embark on a deeply personal journey. Whether

the goal is to reset, recharge, or reimagine daily living, our wellness offer meets each individual wherever they are and elevate them to where they wish to be.

The Competing Trends

To understand the new luxury wellness guest, it’s vital to look at the most recent and prevalent trends, rather than those viral and fleeting. In recent years, we have watched several macro-trends emerge, shaping the narrative:

> Private, personalised training – guests are seeking expert coaching, designed to suit their individual needs and hosted in private spaces.

> Thermal healing – guests are seeking the powers of thermal / bathing experiences such as onsen, Banya and hammam.

> Longevity and medical wellness – tailored programmes for age optimisation and living longer are now the norm

> Respect for ancient wellness wisdom – while technology prevails, guests continue to seek grounding spiritual, emotional and authentic experiences, drawn from ancient practices

Many of these requirements have already been integrated across Aman’s hotels and resorts worldwide, with the brand’s DNA enabling many properties to do so with ease. With space and privacy already an Aman hallmark, expansive fitness centres with private training studios have been effortlessly integrated. With immersion in local culture and environment already a pillar, facilities such as onsen baths and practices that draw on traditional healing systems –from Ayurveda in India to Lunar Rituals in the Dominican Republic – find their place on treatment menus.

Meanwhile, the ability to offer medical, diagnostic-led programmes to aid longevity has been front of mind, with properties such as Amanpuri, Aman New York and Aman Nai Lert Bangkok now redefining the spa footprint and competing in technology with the finest wellness clinics worldwide.

Technology Versus Human Touch

Over the course of the last decade, technology has accelerated the evolution of wellness, taking it from a rare indulgence to an everyday essential. Wearables such as smart watches have made personal health insights ever more

accessible, creating a new wellness audience who want to be proactive in taking care of their health at every opportunity, and this means whilst travelling too.

At Aman properties across the globe, we see many of our guests already tracking their sleep cycles, heart rate variability and stress patterns. They monitor this data in their everyday lives and therefore expect our teams not only to observe it too, but to interpret it further, translating it into their guest experience. In doing so, we are able to allow technology to enhance, rather than replace, the authentic hospitality and the human connection our guests have come to expect.

While Aman’s expert therapists and practitioners bring their intuition and cultural understanding to each wellness journey, it is the combination of data and human touch that creates a meaningful transformation that lasts beyond departure. Whether integrating biometric insights into fitness programmes, tailoring menu plans based on nutrition results or curating mindfulness sessions informed by behavioural data, our team guides guests toward outcomes that are both measurable and deeply personal, staying true to the spirit of Aman.

Leveraging the Hotel as a Wellness Platform

When it comes to wellness and hospitality, as previously mentioned, the key lies in redefining hotels as platforms for transformation rather than temporary escapism. Today’s guests seek experiences that extend far beyond a week of pure indulgence and respite; they look for journeys that can

in some way enhance their way of life, and at Aman, this philosophy has always shaped every facet, not only of our wellness offering but also the overall experience.

As well as connecting guests with local communities and landscapes that can remain etched in a guest’s memory and heart, well beyond their stay, we can also provide personally-tailored programmes that enable guests to continue working on their health and wellness goals outside the parameters of their vacation. Extended stays are also popular, with immersive three-week programmes to six-month revisits, fostering sustainable lifestyle changes and forming habits that remain after returning home.

Aside from the human experience, our properties are also catalysts for well-being. Architecture, light and flow are all carefully considered during the hotel development stage, with designers tasked with creating spaces that organically encourage mental well-being and physical vitality.

With additions such as onsen baths, private studios and tranquil pools providing spaces for reflection and recovery, each Aman hotel offers its own unique wellness

ecosystem, suited to its surrounds, which not only connects guests to that destination but in turn, ensures lasting impact. As a result, Aman does so much more than host its guests. It partners in their transformation; creates experiences where science, culture and lifestyle converge and delivers a true enduring feeling of enhanced wellness.

Looking to the Future

Now valued at over $5.6 trillion, the global wellness industry shows no signs of slowing. In the world of luxury hospitality, wellness is no longer an option but a differentiator, determining which brands truly stand apart. Guests increasingly seek experiences that consider health, longevity and offer meaning, rather than temporary indulgence.

At Aman, every property is a sanctuary where soul and science converge, where ancient wisdom is woven with modern innovation and where each stay meaningfully advances a guest’s wellness journey - whether through holistic traditions or more advanced, science-led programmes.

It seems the future of luxury wellness in hotels is already written and those that embrace it will define a revolution. At Aman, this is our mission.

PULLMAN JLT UNVEILS ITS REIMAGINED LOBBY AND CAFÉ 1859

Pullman Dubai Jumeirah Lakes Towers has revealed its newly transformed lobby and guest-facing spaces, marking the regional debut of Pullman’s refreshed global design identity.

Designed by award-winning DZ Design, the new Social HUB blends natural textures with sleek finishes in a concept called “Raw Meets Refined.” More than a visual update, the space has been reimagined to foster connection, creativity, and community through interactive zones and the immersive “Space Between” portal.

At its heart is Café 1859, a new F&B concept celebrating Pullman’s heritage. Offering specialty coffees, artisanal pastries, and signature bites, the café is designed as a social anchor for both guests and the local community.

Sushanth Nambiar, Cluster General Manager at Pullman JLT, said: “We are immensely proud to be the first Pullman in the region to showcase the brand’s newest design aesthetic. It’s more than a visual refresh; it’s about uplifting the way our guests connect, unwind, and experience hospitality from the moment they arrive. With the introduction of Café 1859 and our reimagined lobby, we’re

creating spaces that celebrate culture, community, and connection, turning every visit into a memorable experience for both our guests and the local community."

Pullman JLT’s transformation underscores the brand’s ambition to evolve into a true lifestyle destination, blending style, function, and cultural resonance.

The Leaders in F&B Awards 2025 celebrates the region’s unstoppable F&B industry. We can’t wait to see you there, secure your table now!

The name ‘OJAR’ is derived from ‘HOJARI,’ widely regarded as the finest quality Frankincense resin, sourced from the majestic Dhofar mountains of Oman. With its profound history deeply rooted in the Sultanate, Frankincense holds significant cultural value and is a key ingredient in OJAR’s fragrance collections.