Interviewed by Syed Abdulaziz
“Mohammad Aftab, Cluster General Manager at Radisson Hotel Group, stands out as one of the youngest, energetic and most forward-thinking leaders in Saudi Arabia’s hospitality industry. Renowned for his strategic vision and dedication to developing high-performing teams, he plays a pivotal role in driving operational excellence and innovation across multiple properties—fully aligned with the ambitions of Vision 2030.”
What inspired your decision to join this company initially?
Decision to join Radisson was inspired by the company’s strong reputation in the hospitality industry and its commitment to values like innovation, collaboration, and continuous development. I was especially attracted to the chance to work with a team known for delivering high-impact results and embracing new challenges. I also saw Radisson as the right platform to support my professional growth—particularly with the exciting opportunities emerging in Saudi Arabia as part of Vision 2030.
Can you share your journey into hospitality and how you reached the role of Cluster General Manager at such a young age?
My journey into hospitality started with a genuine passion for service, which I developed through hands-on experience in front office, housekeeping, and food & beverage. This cross-departmental exposure gave me a strong foundation in hotel operations and a deep understanding of what it takes to deliver exceptional guest experiences. Early in my career, I made it a priority to build strong leadership skills and embrace opportunities that allowed me to grow and take on more responsibility. Achieving the role of Cluster General Manager at a relatively young age is the result of consistent hard work, thoughtful career decisions, and being part of forward-thinking company like Radisson that recognize potential and invest in developing future leaders.
What were some pivotal moments in your career that helped shape your leadership style?
One of the most pivotal moments in my career was participating in the GM Accelerate program. It was more than just a leadership course—it was a transformative experience that significantly shaped my personality and leadership approach. The program helped me become more confident, patient, and adaptable, and it instilled in me a mindset focused on empowering others and leading through collaboration. It played a key role in shaping the leader I am today.
How did it feel to become one of the youngest Saudi General Managers in the industry?
Becoming one of the youngest Saudi General Managers in the industry was both a proud and humbling achievement. It was incredibly rewarding to see years of dedication, hard work, and continuous learning come to fruition. More importantly, it inspired me to lead by example and show other young Saudi professionals that, with the right approach and support, early success is achievable—especially during this transformative period of growth in the Kingdom of Saudi Arabia.
Tell us about the most challenging or rewarding hotel opening or rebranding project you’ve led.
One of the most challenging yet rewarding projects I led was the rebranding and launch of a property within a tight timeline. It required close coordination across all departments, strict alignment with brand standards, and the formation of an entirely new team. The experience pushed me to grow both personally and professionally—and the successful opening, along with the positive guest response, made the effort truly worthwhile.
How would you describe your leadership philosophy?
My leadership philosophy is rooted in trust and empowerment. I believe in equipping people with the right tools, support, and confidence to succeed, while fostering open and transparent communication. For me, collaboration is essential, and I make it a priority to lead by example. One of the most fulfilling aspects of leadership is developing talent and seeing individuals grow both personally and professionally.
What strategies do you use to manage and motivate teams across multiple properties?
My strategy for managing and motivating teams across multiple properties focuses on clear communication, consistent goal alignment, and a strong leadership presence. I ensure each team understands their role in the bigger picture and feel valued for their contributions. Regular site visits, performance reviews, and recognition programs help maintain engagement, while empowering department heads to take ownership fosters accountability and team spirit. Most importantly, I build a culture of trust, collaboration, and continuous improvement across all properties.
How has the GM Accelerate program influenced your approach to leadership and operations?
The GM Accelerate program had a profound impact on my approach to both leadership and operations. It enhanced my ability to lead through collaboration and reinforced the importance of empowering others. The program also sharpened my business acumen and strengthened my operational decision-making. Allowing me to drive performance while maintaining a strong people-first culture. Overall, it transformed the way I lead teams and manage properties.
How do you think Vision 2030 is impacting hotel development and tourism in the region?
“Vision 2030” is reshaping Saudi Arabia’s tourism and hospitality sector by creating fresh opportunities for hotel development and drawing international investors. It is raising the bar for quality and sustainability, while importantly empowering Saudi talent to take a leading role in driving the industry’s future.
