Middle East's Most Influential Leaders Shaping the Future of the Hospitality Ind

May, 2025

Honoring the Visionaries Redening Middle East Hospitality W elcome to the The Dubai Leaders edition of Middle East's Most Influential Leaders Shaping the Future of the Hospitality Industry, 2025. As the region continues to rise as a global nexus of innovation, luxury, and cultural convergence, the hospitality sector stands at the forefront of this transformation—driven by visionary leaders who redefine excellence. This special edition is a tribute to the minds and trailblazers who are not just responding to global trends but are boldly setting new ones. From reimagining guest experiences with cutting-edge technologies to advancing sustainability in ultra-luxury resorts, these leaders represent the bold spirit and resilience that define the Middle East’s hospitality renaissance. What makes this year’s honorees exceptional is not only their business acumen but their commitment to cultural authenticity, inclusivity, and human-centric innovation. In a post- pandemic era where the meaning of “hospitality” continues to evolve, these individuals remind us that leadership is ultimately about vision, empathy, and execution. Whether you are an industry veteran, aspiring entrepreneur, or global observer, this edition offers valuable insights into how the Middle East is shaping the future of global travel and leisure. As nations invest in tourism as a pillar of economic diversification—from Saudi Arabia’s Vision 2030 to Dubai’s relentless pursuit of world-class experiences—the names featured here are the architects of that future. Ed?ors’s Desk We invite you to explore their stories, strategies, and impact. Happy Reading! Preston B.

CONTENTS Cover story 08 Profile Redefining Hospitality Excellence: The Visionary Leadership of Vikram Jamwal 20 Articles From Automation to Personalization How to Leverage Technology for Hospitality Innova?on? 16 From Manager to Mentor How to Cul?vate Effec?ve Hospitality Leadership Skills? 24

Editor-in-Chief Merry D'Souza Managing Editor Executive Editor Assistant Editors Preston B. Jenny F. Michael W. Art & Design Director Associate Designer Visualizer David King Rosy Scott Angela Ruskin Senior Sales Managers Business Development Manager Brain Moody, Jack McDowell Mark Hassan Marketing Manager Sales Executives James M. Max Floyd Technical Head Business Development Executives Jacob Smile Simon, Tom Company Name Featured Person Brief Technical Specialist Digital Marketing Manager Cladys Magagna Corporate Director of Food and Beverage Magagna excels in food and beverage innovation, operational efficiency, menu development, and elevating dining experiences within the hospitality sector. Al Khozama Investment alkhozama.com Dominique T. Irvin Wilson Research Analyst SME-SMO Executive Mahfoodh Al Hadhrami is skilled in destination management, tourism development, strategic planning, and stakeholder engagement, focusing on enhancing visitor experiences and sustainable tourism growth. Muriya Tourism Development jebelsifah.com Hafidh Mahfoodh Al Hadhrami Destination Director Frank Adams Steve Rodrigues Database Management Technology Consultant Circulation Manager Green is adept at building sponsorships, forging strategic partnerships, brand collaborations, and maximizing value for stakeholders through creative alliance initiatives. Jay (Jourdain) Green Sponsorship & Strategic Partnerships The Bench thebench.com Stella Andrew David Stokes Robert Brown sales@thedubaileaders.com May, 2025 Sarah Schehadé Senior Consultant at PwC | Tourism & Hospitality Schehadé possesses expertise in tourism strategy, hospitality consulting, market analysis, and advising clients on industry best practices and growth opportunities. PwC Middle East pwc.com Vikram Jamwal Head of Hospitality | Dejem Group Jamwal specializes in hospitality operations, guest experience optimization, team leadership, and driving service excellence across diverse hospitality environments. www.linkedin.com/company/the-dubai-leaders/ Follow us on : www.facebook.com/thedubaileaders/ Ayedh Dejem Group dejem.com We are also available on : Copyright © 2025 The Dubai Leaders, All rights reserved. The content and images used in this magazine should not be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission from The Dubai Leaders. Reprint rights remain solely with The Dubai Leaders.

Hafidh Mahfoodh Al Hadhrami Director Muriya Tourism Development

T he global tourism sector is rapidly evolving. Technological innovations are introducing massive transformations, while opening doors for endless opportunities. In an era of rapid transformation within the global tourism sector, few individuals exemplify the spirit of leadership and sustainable development quite like Hafidh Mahfoodh Al Hadhrami. In his capacity as Director of Destination at Muriya Tourism Development, Al Hadhrami has guided the redefining of Oman's tourism industry, focusing on innovation, protection of heritage, and sustainability. Through his leadership, he has been at the forefront of pushing forward important initiatives that are in line with the country's long-term goals. Through his visionary leadership and hard work, Al Hadhrami is not only defining tourism in Oman but also solidifying its international position as a leading destination for tourists who are looking for genuine, sustainable experiences. development but also about cultivating interpersonal skills and strategic thinking in preparation for more advanced leadership positions. Leadership at Muriya Tourism Development Al Hadhrami’s appointment as Director at Muriya Tourism Development marked a significant turning point in his career. Muriya, a joint venture between Orascom Development Holding and Oman Tourism Development Company (OMRAN GROUP), has established itself as a key player in Oman’s tourism sector. As Director, Al Hadhrami oversees some of the most ambitious tourism projects in the region, including the integrated tourism complexes (ITCs) of Hawana Salalah and Jebel Sifah. The vision for the projects is straightforward: fusing luxury and sustainability and building spaces that honor and pay homage to Oman's diverse cultural heritage. With Al Hadhrami at the helm, Muriya has strived to build destinations that not only cater to international tourists but also support the local economy. These projects have been used as a means of promoting community interaction and providing new avenues for the local talent pool, having a tangible effect on Oman's tourism and hospitality sectors. Early Career: Laying the Strong Foundation in Hospitality Al Hadhrami started his career in the hospitality and tourism industry in 2004, laying the foundation for what would prove to be a career characterized by tenacity, excellence, and visionary leadership. Beginning for a short period with Grand Hyatt Muscat and then at Shangri-La's Barr Al Jissah Resort & Spa, he was immersed in the nuances of guest services, learning the fundamental values that underpin hospitality. The initial exposure to customer- focused service enabled him to appreciate the value of attention to detail and the capacity to anticipate guest requirements. Al Hadhrami’s approach is grounded in the belief that sustainability and luxury are not mutually exclusive but rather complementary forces. The ITCs managed by Muriya offer a diverse range of residential, hospitality, and recreational facilities, carefully designed to integrate modern amenities while preserving the cultural identity of the region. His strategy emphasizes sustainability as a long- term business model, focusing on environmental conservation, local community development, and economic diversification. His career path took him through various positions in prominent properties such as Sifawy Boutique Hotel and Juweira Boutique Hotel, which helped him develop his leadership skills and understanding of the operational aspects of the hospitality industry. His stint as Asset Manager for the Oman Tourism Development Company (OMRAN GROUP) gave him an even better exposure to the intricacies of large-scale tourism development. It was here that Al Hadhrami had his skills further honed, particularly in the fields of feasibility studies, project development, and asset management. Sustainability and luxury are not mutually exclusive but rather complementary forces. What actually distinguished Al Hadhrami from his peers at that early stage was his embrace of challenges and learning from each experience. He soon gained recognition for his capacity to handle multicultural teams and operational effectiveness, which won the admiration of colleagues and industry leaders. The years were not just about technical

for protecting guests and staff but also for rebuilding trust in the tourism sector. During this time, Al Hadhrami’s strategic vision extended beyond mere survival. He also recognized the importance of supporting the local community by promoting domestic tourism through initiatives like the “Within Oman” campaign. This promotion, promoted Omani nationals and expatriates to visit local tourist attractions, introducing customized packages which sustained the country's hospitality industry amid tough economic times. My vision is to create destinations that respect and celebrate Oman’s rich cultural heritage. Aside from the pandemic, Al Hadhrami has shown a sharp sense of foresight to predict industry trends and adjust in response. He has been an advocate of embracing smart technologies, including AI-powered guest solutions and green energy solutions, to optimize operational efficiency and guest experience. His mentorship is not just limited to the workplace, since Al Hadhrami also participates in industry associations and learning programs. He regularly addresses conferences and seminars and shares his expertise and experience with the future generations of tourism practitioners. Through encouraging a culture of ongoing learning and development, Al Hadhrami is preparing Oman's tourism industry with the skills and know-how necessary to succeed in today's fast-paced world. Through cultivating a culture of innovation, Al Hadhrami keeps ahead of the curve and poised to keep up with future disruptors and opportunities. People Focused Leadership Style and Mentorship Strategic Vision for Oman's Tourism Sector One of the most striking aspects of Al Hadhrami’s leadership is his ability to inspire and empower those around him. His leadership style is built on transparency, authenticity, and a commitment to fostering a culture of accountability and innovation. Al Hadhrami believes that effective leadership requires the ability to navigate ambiguity with clarity, build trust across all levels, and create an environment where people feel valued and empowered. Gazing into the future, Al Hadhrami is keenly focused on making Oman a premier destination for sustainable and experiential tourism. His vision extends beyond specific projects to establishing a wider ecosystem that supports the country's long-term objectives of economic diversification and sustainable development. This fits within Oman's Vision 2040, which aims to wean the country from its dependence on oil and gas by fostering sectors like tourism, manufacturing, and information technology. Managing Challenges: Innovation and Adaptation evolving needs of travelers, ensuring that developments in the hospitality sector remained accessible and resilient. The COVID-19 pandemic posed a significant challenge for the global tourism industry, and Oman was no exception. During the pandemic, OMRAN GROUP. Alongside the portfolio of hotels which he was managing, he was also holding positions such as: Al Hadhrami was working at Mentorship is the other pillar of his practice. He actively encourages his teams to question, question assumptions, and constantly seek new learning. Al Hadhrami prides himself on the professional development of his colleagues, especially the ones who have progressed in their career under his mentorship. He cites a number of individuals, including Abdul Latif Al Farsi, who is now a Resident Manager at a five-star hotel, and Mahmoud Al Nassri, who is now an Asset Manager in Saudi Arabia, as proof of the talent he has been able to develop. Al Hadhrami's dedication to developing local talent is clear, as he takes great pride in seeing young professionals such as Sultan Taher grow into self-assured leaders in their own right. During his illustrious career, Al Hadhrami has been dedicated to weaving sustainability into every aspect of development-from environmentally friendly resorts such as the Ras Al Jinz Turtle Reserve to smart urban planning that promotes sustainable tourism. By integrating sustainability into the DNA of every project, Al Hadhrami ensures that all the developments are not only a success in the short term but also future-proof and attuned to the needs of international travelers. Al Hadhrami’s leadership during this period was marked by his proactive response to the crisis. Recognizing the need to adapt quickly, he spearheaded digital transformation initiatives that enhanced online booking systems and virtual experiences of the hospitality portfolio under his management. These efforts were designed to cater to the • • • • Chairman of the Board of Sohar Beach Hotel SAOG Vice Chairman at the Hilton Beach Resort SAOG Chairman of the Board of W Hotel Muscat Chairman of the Board of JW Marriott Muscat He resigned from all these boards when he left Omran Group and Joined Rua Al Madinah Holding the PIF subsidiary in Saudi Arabia. Effective leadership requires the ability to navigate ambiguity with clarity. Al Hadhrami also played a key role in implementing stringent health and safety protocols across all OMRAN GROUP hospitality portfolio. This was essential not only Al Hadhrami strongly believes that Sultan is the future of Saudi Hospitality Asset Management.

Al Hadhrami repositioned successfully thanks to his rapid decision-making and strategic vision. This taught him again the seismic effect that leadership can have, not just on the bottom line of a company but on human livelihoods too. As he looks back on these experiences, Al Hadhrami stresses the value of listening to stakeholders, hearing their concerns, and determining solutions that are good for everyone involved. He has always believed that leadership is more than meeting financial objectives-it's about making value for the people and communities that the organization touches. His legacy is one of resilience, adaptability, and unwavering commitment to excellence. By consistently turning obstacles into steppingstones, Al Hadhrami has set a benchmark for future leaders in Oman’s tourism sector and beyond. A Vision for the Future of Oman’s Tourism Sector Al Hadhrami’s leadership exemplifies a commitment to sustainable tourism that respects cultural heritage while promoting modernity and innovation. His efforts are shaping Oman's tourism industry into one that provides visitors not only luxury but also authenticity and sustainability. Through his strategic leadership, mentorship, and emphasis on resilience, Al Hadhrami is leaving a lasting impression on Oman's tourism future, making it a model of sustainability, cultural authenticity, and economic prosperity for decades to come. he promotes further investment in infrastructure, community, and the conservation of the environment as the fundamental pillars to the assurance that the tourism industry of Oman can remain strong far into the future. Sustainability to Al Hadhrami is not merely reducing one's impact on the environment but also developing lasting value for communities, such that tourism translates to concrete gains for people living in the areas surrounding these facilities. From Adversities to Opportunities: Resilience Leaves a Lasting Legacy The leadership trajectory of Al Hadhrami has been marked by his strength of converting adversity to opportunity. Possibly one of the most emblematic moments of his career is how he managed to turnaround assets to profitability within only two years. These businesses, each of which presented a distinct set of challenges, from operational inefficacies to misalignment with their brands,

From Automation to Personalization How to Leverage Technology for Hospitality Innovation? H and innovation is no longer a choice but a requirement for hotels, resorts, and other service providers. Embracing technology assists hospitality stakeholders in minimizing complexity, enhancing the guest experience, and competing successfully within a high-velocity, high-change environment. ospitality is at the threshold of a technology revolution. With rising trends in emerging technologies, guest expectations continue to shift, Application of digital technology in the hospitality sector is revolutionizing conventional models of service provisioning. Ranging from guest individualization to smart data analysis, technological innovation is paving the way for a future age. With the right technology at the right time, organizations are able to gain maximum efficiency, amplify earnings, and build deeper customer loyalty. Enhancing Guest Experience through Personalization Technology offers unprecedented guest personalization. Hotels can now use customer analytics and artificial intelligence to forecast guests' likes, from the ambiance in their rooms to what they eat. Such levels of personalization lead to greater satisfaction and loyalty as the guests feel attended to and valued throughout their stay. Smart room functionalities and mobile apps are becoming the new standard for delivering hassle-free, personalized experiences. The guest can control room temperature, lighting, and entertainment systems from their phone or voice. These apps not only introduce convenience but also talk about the company's move towards new-gen user-centric service. 16 17 www.thedubaileaders.com | May 2025 | www.thedubaileaders.com | May 2025 |

Operational Efficiency through Automation Sustainable Innovation through Smart Technologies Daily operations are greatly enhanced through automation. Front desk services, housekeeping activities, and inventory management can be made more efficient using computers, minimizing human intervention and enabling employees to concentrate on more guest-related services. For instance, real- time tracking and department coordination are offered via cloud-based property management systems. Sustainability is becoming an utmost priority among travelers in the current age, and technology provides the means to achieve green practices. Smart energy management systems, for example, control and optimize energy utilization in hotel operation. Automated lighting, HVAC control, and water management reduce consumption without compromising comfort. Additionally, robotic automation is being implemented in certain sectors of the hospitality industry. Robots are already used in certain high-end hotels to welcome guests or deliver room service, cutting wait times and introducing novelty. While not a human substitute, these technologies are taking pressure off staffing shortages and improving productivity. Second, technology-driven electronic check-in and keyless entry eradicate paper use and plastic waste that comes with physical keys. Going green with technology adds not only to green goals but also to brand appeal to eco-conscious guests. Sustainability being the measure of excellence, hopping on the green technology bandwagon is a strategic and moral imperative. Data-Driven Decision Making Staff Empowerment and Training through Technology Access to information has transformed hospitality organization decision-making. Instant data collection and processing enable accurate forecasting, pricing, and asset management. Hotel managers are able to track guest activity, taste, and opinion and utilize it in making wise service and operations level decisions. Use of technology also improves training and employee empowerment. Utilization of e-learning systems gives the employees demand-driven flexible training, which continuously refreshes the employees with the most recent procedures, safety policies, and service standards. This makes the better-informed and confident workforce. Predictive analytics will also assist with demand pattern and trend forecasting. Inventory can be optimized for control, marketing can be optimized, and room rates can be set dynamically to achieve peak occupancy and profitability by leveraging history and real-time data. Data-driven is sure to be quick and agile in the competitive environment. Second, mobile communication devices and collaboration team platforms enable greater internal coordination. Workers can be informed in real time, share resources, and better communicate. The tools enable openness and accountability in operations that, in turn, transfer into improved guest experience and organizational culture. Digital Marketing and Guest Engagement Conclusion Internet channels have completely changed the way hospitality businesses interact with customers. Social media marketing, sponsored posts, and influencer partnerships are now all part of brand presence and image. Strong digital marketing strategy assists hospitality businesses in acquiring, converting, and retaining customers in ways previously unimaginable. Technology is not just a tool for an end, but a change driver for the hospitality industry. Guest experience to back-of-house operational efficiency, technology is transforming how to deliver excellent service. But the key to effective implementation of technology is in strategic planning, human design, and continuous innovation. In addition, intelligent technologies like chatbots and customer relationship management technologies related to guest communication simplify guest journey communications. Automated customized communication during booking, check-in, and post-stay follow-ups deliver brand consistency. This technology-enabled interaction not only leads to conversion but also creates long-term relationships with guests. As the hospitality industry keeps evolving with even more of a digital world, it will be welcoming innovation freely and willingly that will take it to success in the years to come. The hospitality future will be not just of technology, but of how much of it it taps to offer evolving guest needs and evolving business problems. The Dubai Leaders 18 www.thedubaileaders.com | May 2025 |

Middle East's Most Influen?al Leaders Shaping the Future of the Hospitality Industry, 2025 Redefining Hospitality Excellence: The Visionary Leadership of Vikram Vikram Jamwal Head of Hospitality Ayedh Dejem Group Jamwal ospitality leadership begins with a passion for H worldview that is both global standard and local nuances. In a culturally and technology-driven industry, experienced leaders who have worked in regions such as Southeast Asia, Europe, the Middle East, and Africa innovate to create true hospitality—preempting and providing meaningful moments that extend past a guest stay. These experiences reaffirmed the importance of being adaptable, resilient, and culturally sensitive as a leader. They also reinforced a fundamental conviction: empowering individuals and creating a collaborative culture are key to achieving sustained excellence. service and global interest. Early careers in varied markets instill cultural flexibility and a particular Transformational Leadership: Inspiring Teams to Excel Good leadership in hospitality is more about people than about processes. At the start of his career, Jamwal embraced a directive style, establishing expectations and compelling outcomes through direct management. But with growing exposure to multiple cultures and markets, his leadership style transmuted into transformational. Operation and Revenue Mastery The ultimate chapter of a hospitality professional's career is transitioning from operating jobs to leading from a strategic standpoint. In the case of Vikram Jamwal, such a development was the period he worked at Hilton, which is among the globe's most renowned hospitality names. While here, he refined his craft in guest experience, revenue maximization, and brand management with global markets and properties. Empathy, listening, and teamwork became key to his philosophy. By establishing clear objectives, allocating resources, and delegating autonomy, Jamwal enabled his teams to innovate and excel. This created a culture of trust, accountability, and ongoing improvement-unleashing creativity and engagement at every level. While acting as Regional Director of Revenue, Africa and the Indian Ocean, Jamwal had to manage revenue strategies across multiple assets. Not just analytical competence was required here but also clear comprehension of marketplace trends and client psyche. Based on data-driven decision- making, he fine-tuned pricing, boosted profitability, and made all his properties competitively positioned locally. Mentoring and staff development became individual objectives. Jamwal invested in comprehensive training initiatives and career advancement programs, providing employees with the necessary skills to respond to the changing needs of the business. This led to an efficient, enthusiastic workforce with the ability to create outstanding guest experiences and contribute to organizational development. Managing operations in nations like Nigeria and South Africa involved overcoming distinctive challenges-from navigating regulatory landscapes to working with multicultural teams. 20 21 www.thedubaileaders.com | May 2025 | www.thedubaileaders.com | May 2025 |

guest experiences. “ A Vision for the Middle East: Blending Heritage with Modernity satisfaction. Digital transformation programs, such as data analytics, mobile integrations, and AI-powered services, have transformed the guest experience-providing personalized, frictionless interactions that surpass expectations. Working in tandem with government representatives, international stakeholders, and logistics experts, the project demanded intense cooperation and strategic coordination. The forum's successful delivery not only raised the profile of the region but also demonstrated the power of hospitality to transform globally. Currently, Head of Hospitality at Ayedh Dejem Group (ADG), Jamwal is a leading figure in one of the globe's most exciting markets. The Middle East, and Saudi Arabia in particular, is witnessing a hospitality renaissance fueled by ambitious national visions and unprecedented tourism and infrastructure investment. I am commi?ed to blending tradi?onal Arabian hospitality with modern ameni?es to create unique and memorable Sustainability and Community Impact Attendance at WEF 2014 in Davos further reinforced the message. Managing hospitality and catering services for the Nigerian delegation, Jamwal's team catered to more than 2,500 high-profile dignitaries, including heads of state and world economic leaders. The size, delicacy, and gravitas of the event required the highest level of professionalism and precision-proving that hospitality can be a key driver in the development of international relationships and economic engagement. Sustainability is no longer an option but a requirement for the contemporary hospitality sector. In light of this, Ayedh Dejem Group has embarked on green building trends and environmental initiatives as a fundamental aspect of its development strategy. By integrating energy-efficient technologies and sustainable materials, the group ensures that its developments have a positive impact on the environment and establish new benchmarks for sustainable development. Jamwal's vision for Ayedh Dejem Hospitality is unmistakable: to establish a benchmark of excellence by combining the rich heritage of Arabian hospitality with modern amenities and international standards. This entails developing destinations that respect cultural heritage while embracing innovative places where both local and international visitors can discover unique, memorable experiences. A Legacy of Vision and Impact Embracing Change: Technology and Talent Development Community involvement is just as crucial. The commitment to quality within the group does not stop with the guest experience but extends to positive contributions to the communities it serves. Through local employment, training initiatives, or donations to charity programs, the goal is to create value that will long outlast a guest's visit. Jamwal's story epitomizes the characteristics that distinguish contemporary hospitality leadership: global vision, strategic acumen, and an authentic focus on people and community. Through the integration of operational expertise, creativity, and cultural awareness, he has transformed Ayedh Dejem Group's hospitality arm into a best-practice model for the industry. Ayedh Dejem Group's heritage since 1884 offers a core of trust and authenticity. Diversified as it is, across real estate, asset management, and hospitality, the group is well- equipped to offer value-added solutions integrating guest experience, community development, and quality improvement. Quality, innovation, and sustainability are not merely business plans-they are a philosophy of life that infuses every endeavor. The Saudi Arabian and wider Middle Eastern hospitality industry stands at the crossroads, driven by Vision 2030 and a movement of digital revolution. Guest attitudes are changing very quickly, and there is increased pressure for customization and seamlessness. Technology's incorporation-from artificial intelligence concierge to virtual tours-is reshaping the art of providing world-class service. Hospitality as Diplomacy: The World Economic Forum Experience As the industry continues to transform, his vision makes certain that Ayedh Dejem Group not only addresses the challenges of tomorrow but also establishes new benchmarks for what is possible. By creating destinations that respect heritage, adopt innovation, and deliver enduring value, Jamwal is redefining the very essence of hospitality in the 21st century. Strategic Growth and Operational Excellence Hospitality, in collaboration with its best, is not just about convenience; it is also a movement for connection, diplomacy, and economic growth. This was brought home strongly during the World Economic Forum (WEF) on Africa when Jamwal coordinated negotiations and operations to bring the high-profile forum to Abuja, Nigeria for the first time. Ayedh Dejem Group is leading the way in this revolution, investing in employee training, sophisticated property management systems, and digital touchpoints that improve real-time responsiveness. The hospitality industry of the future will be characterized by sustainable practices, immersive technologies, and hyper-personalization. By adopting these trends, the group is poised to take the industry into a new age of guest-centric innovation. Lying at the center of ADG's hospitality arm is an unrelenting passion for operational excellence. Managing a portfolio of hotels, resorts, and serviced apartments, Jamwal is tasked with developing and implementing strategies that are in accordance with the group's overall mission of quality and community enhancement. my passion.“ This is about more than the administration of properties-it's about creating destinations that cater to the dreams of the places they operate in. By combining innovative design with timeless values, the group has been able to develop award-winning projects that speak to both domestic and overseas audiences. Strategic collaborations with investors, architects, and hospitality companies have helped to make these vision-reality projects possible. Mentorship and the Next Generation In addition to operational success, Jamwal is also passionate about developing the next generation of hospitality leaders. Mentoring and cultivating a culture of innovation, he seeks to equip up-and-coming leaders to be trend-savvy, continuously learn, and be empathetic. His philosophy is uncomplicated but deep: hospitality success is founded upon teamwork, flexibility, and an unrelenting commitment to guest satisfaction. Mentoring the next genera?on of hospitality leaders and fostering a culture of con?nuous learning is both my responsibility and Innovation is the very heart of the group's philosophy. From the embracing of sophisticated property management systems such as Yardi Voyager to the installation of smart building technologies, the division is always on the lookout for methods to increase operational effectiveness and guest Chairman Ayedh Dejem Group with Vikram J. 22 23 www.thedubaileaders.com | May 2025 | www.thedubaileaders.com | May 2025 |

From Manager to Mentor How to Cultivate EffectiveHospitality Leadership Skills? n the colorful, high-energy world of hospitality, leadership is not simply I building a culture where both customers and staff feel appreciated. Developing Effective Hospitality Leadership competencies is critical for anyone seeking to succeed in this exciting industry. providing orders or guaranteeing operational effectiveness—it's about motivating people, delivering personalized guest experiences, and No matter if you're running a boutique hotel, heading a restaurant staff, or owning a large resort, your leadership can make or break your team's happiness and your business's reputation. Let's investigate the main components and concrete tips for building effective leadership in the hospitality industry. 1. Learn about the Essence of Hospitality Hospitality is not a business; it's an attitude based on service, compassion, and a sense of detail. To become a successful leader within this arena requires one to clearly understand and live these ideas. Great Hospitality Leadership starts with a genuine understanding of guest expectations and the desire to surpass them time and again. The leaders have to empathize both with the guests and with members of their team. This two-way empathy forms a good basis for establishing trust, fostering cooperation, and eventually providing great service. 2. Lead by Example One of the strongest ways to build Effective Hospitality Leadership is to lead by example. When the leader demonstrates professionalism, punctuality, patience, and enthusiasm for work, it creates an example that the rest of the team follows. What you do as a leader becomes a daily guidebook for your employees. This does more than foster respect, but also develops a culture of pride and accountability. Workers work better when they observe their boss working equally hard. 24 25 www.thedubaileaders.com | May 2025 | www.thedubaileaders.com | May 2025 |

6. Prioritize Guest Experience Without Compromising Staff Wellbeing 3. Invest in Communication Skills Transparent, respectful, and prompt communication is essential in any leadership position—but in hospitality, it's not an option. The industry involves high-stress situations much of the time, and being able to communicate expectations, hear concerns, and give constructive criticism is essential. There is a fine line between making guests happy and keeping your staff from burnout. Fantastic hospitality leaders know how to navigate this line. They encourage their staff members to exceed expectations, but also make sure they have the tools and backing to make it happen. Effective Hospitality Leadership does not equate to overextending your staff in the name of guest happiness. Rather, it's about building streamlined processes, providing proper breaks, and listening to feedback and iterating to get better. Happy employees equal happy guests it's really that simple. Successful Hospitality Leadership is about emotional intelligence. It's not what you say, but how you say it. Leaders need to learn to read situations, adjust their tone, and speak to the team members in a manner that inspires and does not intimidate. 4. Foster Team Engagement and Development 7. Adapt and Innovate An authentic hospitality leader understands that business success is measured by the strength of its people. Getting the right people is only the first step encouraging their development is where leadership excels. The hospitality business constantly changes whether it's evolving customer expectations, emerging tech, or unexpected surprises like a pandemic. Leaders need to be open to innovation and ongoing improvement. Offer frequent training possibilities, acknowledge and reward excellent work, and persuade staff to contribute ideas. Successful Hospitality Leadership fosters a supportive environment in which all members feel they're contributing to something greater. By making workers feel valued and listened to, turnover is reduced, and performance increases. Fostering a culture of creativity and flexibility in your team is essential. Get feedback on an ongoing basis, experiment with new things, and learn about the latest trends in the industry. Hospitality Leadership is being current and ready to shift when circumstances require it. 8. Develop Cultural Intelligence 5. Remain Calm Under Stress Diversity is the lifeblood of the hospitality industry. Guests and employees are diverse and come from all walks of life. Leaders need to be able to relate to individuals from different backgrounds. Hospitality settings are inherently unpredictable. From an unexpected turnout of visitors to last-minute event cancellations or client grievances, leaders must continually think on their feet. Cultural intelligence the capacity to understand, respect, and collaborate across cultures—is an important component of Effective Hospitality Leadership. It's the ability to respect religious dietary traditions, understand communication differences, or celebrate cultural holidays. This skill promotes a more welcoming and inclusive atmosphere. Maintaining a serene and collected demeanor, particularly in times of duress, is a signature of Effective Hospitality Leadership. It reassures your staff, prevents chaos from ensueing, and establishes the tone for tackling difficulties. A practical tip: pause before reacting. Breathe, assess the situation, and then make a thoughtful decision. This not only improves outcomes but also models professionalism for your staff. Final Thoughts It takes more than having a title to be a good leader in the hospitality sector—it takes gaining the trust of your staff and the loyalty of your clients. Successful Hospitality Leadership is developed over time through consistent behavior, a true passion for serving others, and a strong commitment to growing others. 26 www.thedubaileaders.com | May 2025 |

Middle East's Most Influential Leaders Shaping the Future of the Hospitality Ind

Middle East's Most Influential Leaders Shaping the Future of the Hospitality Ind

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