1. Leadership and Strategy: You’ve been recognized as the Best General Manager in KSA twice in 2023 and 2025. What do you believe are the key leadership qualities that have contributed to your success in leading teams and driving results at Radisson Blu Hotel & Convention Center?
The more I progress in my career, the more I am convinced that leadership is about inspiring, empowering, and uniting a team around a common vision. The key attributes that have contributed to my success include clear communication, advanced emotional intelligence, and adaptability. I make it a priority to listen to my team’s insights, celebrate successes, and address challenges proactively. My focus has always been on fostering a culture of collaboration, where every individual feels valued and aligned with the primary goals of the hotel. Additionally, maintaining a results-oriented mindset—backed by data and regular performance reviews—has been instrumental in meeting and exceeding targets, both in terms of guest satisfaction and operational excellence.
2.Innovation and Development: Can you walk us through the challenges and triumphs involved in launching the state-of-the-art convention center, club rooms, suites, and Health Club at Radisson Blu? How did you ensure these developments aligned with market needs and customer expectations?
The development of our convention center, club rooms, suites, and Health Club was a significant milestone, directly aligned with Saudi Arabia’s Vision 2030, which aims to diversify the economy, boost tourism, and position the Kingdom as a global destination. This initiative was not only about modernizing our facilities but also about playing a key role in the broader tourism investment goals of the country.
The challenge in launching such ambitious developments was ensuring that we could deliver spaces and services that would meet the high expectations of both domestic and international visitors. We had to think beyond typical hotel offerings and focus on innovations that would attract the growing number of business travelers, tourists, and MICE (Meetings, Incentives, Conferences, and Exhibitions) events that Vision 2030 is driving. For example, the convention center was designed to cater to large-scale conferences, events, and exhibitions, which are integral to Saudi Arabia’s vision of becoming a major hub for global business and tourism. Additionally, the club rooms and suites were tailored to offer a luxurious yet modern experience, appealing to travelers who seek both comfort and innovation.
The triumph was not only in the successful launch but also in seeing how well these developments have resonated with our guests. We’ve seen increased interest from international markets, with a focus on attracting global events that align with Vision 2030’s tourism strategy. The Health Club was also designed with the growing wellness trend in mind, reflecting the Kingdom’s emphasis on promoting a healthier lifestyle as part of the broader social and cultural reforms under Vision 2030. By aligning our developments with both market needs and the broader strategic direction of the country, we’ve been able to make a meaningful contribution to the ongoing transformation of Saudi Arabia’s tourism sector.
3.Career Progression: Having worked in diverse regions, from the UAE to East Africa and Saudi Arabia, how have the cultural and market differences shaped your approach to hotel management and operations?
Each region I’ve had the privilege of working in has taught me something unique and valuable about the hospitality industry. My experience in Paris, for example, taught me the importance of luxury service and attention to detail, as French hospitality has a strong tradition of excellence. The cultural emphasis on refinement and personalization shaped my approach to creating memorable, bespoke experiences for guests, which became a cornerstone of my philosophy moving forward.
In the UAE, I learned how to operate in a hyper-competitive, fast-paced market. The focus on innovation, luxury, and cutting-edge technology pushed me to think about how we can leverage modern amenities and services to remain competitive and meet the expectations of a diverse, global clientele. In this market, balancing cultural respect with a modern, international approach to luxury was key. It also taught me the value of strategic positioning—how to differentiate a brand in a market where luxury is abundant and customer expectations are very high.
Moving to East and North Africa, I saw how critical it is to be resourceful and adapt to emerging markets. I found that building strong relationships with the local community and understanding the region’s specific needs were essential to success. I had to be innovative and creative in making the most of available resources while still offering high-quality services. This experience deepened my understanding of how cultural context impacts guest expectations. For example, understanding the importance of family-oriented services and how to build rapport in these markets was key.
In Saudi Arabia, the market is evolving rapidly, especially with the country’s Vision 2030 initiatives aimed at boosting tourism and diversifying the economy. Here, I’ve had to embrace change and adaptability more than ever. The local culture places a strong emphasis on hospitality and respect, shaping my approach to leadership. Additionally, the ongoing expansion of tourism and international investment in the Kingdom means there’s a heightened focus on creating world-class experiences. It’s an exciting time to be part of Saudi Arabia’s transformation, pushing me to innovate in ways that align with the country’s broader goals while maintaining a balance between authenticity and global standards.
Ultimately, working across such diverse regions has reinforced my belief that there is no one-size-fits-all approach to hotel management. Each region requires an understanding of its local culture, consumer behaviors, and the unique needs of the market. I’ve learned to be flexible and dynamic, constantly adjusting strategies to ensure we meet and exceed guest expectations, no matter where we are in the world.
4.Talent Development: With your passion for talent development and coaching, could you share some specific examples of how you’ve mentored team members to reach their potential and how you measure success in developing talent?
Talent development is something I’m deeply passionate about, stemming from my background as a certified Practitioner Executive Coach and Master Trainer. Having worked in the training and coaching field early in my career, I developed a strong belief in the power of training to help individuals grow both personally and professionally.
One way I’ve implemented this philosophy is by focusing on developing talent. For example, I worked with a team member who showed great promise but lacked knowledge in certain aspects of his role. Having previously occupied this position myself, I was able to provide the necessary guidance and training. I helped him understand key responsibilities, supported him in overcoming challenges, and offered advice and mentorship to boost his confidence. Over time, he gained the skills and confidence needed to excel in his position and take on additional responsibilities.
Another example involves a team member with strong technical skills but difficulty delivering engaging presentations and connecting with the team. To help him, I introduced gamification techniques into his presentations, making his sessions more interactive and engaging. This not only improved his ability to communicate effectively but also enhanced team participation and morale. Watching him grow in his role, becoming more confident and impactful in his interactions, was rewarding. I measure success in talent development not only by the career progression of team members but also by seeing them thrive in their roles, equipped with the skills and mindset to tackle challenges independently. For me, success is about creating an environment where learning is continuous and where individuals feel empowered to grow, both professionally and personally.
5.Strategic Thinking: As a certified Master Trainer in Strategic Selling and Business Leadership, what is your approach to fostering strategic thinking within your teams, especially when leading large-scale projects and high-profile developments?
Strategic thinking is a cornerstone of my leadership, and I’ve always believed it’s essential to create a mindset that encourages both foresight and flexibility. As a certified Master Trainer in Strategic Selling and Business Leadership, I focus on helping my team understand the bigger picture and think beyond immediate tasks to long-term goals.
To foster strategic thinking, I hold regular Executive Committee (ExCom) meetings where we discuss and align on key strategic initiatives, ensuring that every team member is clear on our shared priorities. These meetings are collaborative, allowing us to assess ongoing projects, identify growth opportunities, and refine our approach to meet long-term goals. By breaking down our broader strategy into actionable plans and assigning responsibilities, I ensure that every team member understands their role in executing the vision. This structure not only fosters a strong sense of ownership but also keeps the team focused on the larger strategic objectives.
