1) How has business demand changed with the current climate
There’s certainly some anxiety among our guests, and misinformation through social media and news outlets has added pressure. While we continue to operate, demand has been affected as people weigh safety and travel considerations, with more focus naturally on the local market. Yet hospitality has a natural resilience: people will always seek connection, experience, and comfort, and as confidence gradually returns, we expect demand to follow in stages.
2) What are your greatest operational risks, and how are you mitigating them?
The greatest risks revolve around the security of our team members and our guests. Cash flow is also critical, but we’ve prioritized people: ensuring payroll, supplier commitments, and operational obligations are met. This gives our teams confidence and allows us to maintain service quality and operational stability. In these moments, consistent communication and visible support measures are essential to maintain trust and operational continuity.
3) What risk management or contingency protocols have you activated?
We activated a “24-hour rolling strategy,” assessing developments daily and adjusting our plans accordingly. Early on, the focus was on presence, calm, and clear communication, empowering our leadership team to stay grounded. Visible safety measures, transparency, and consistent updates have been central to our response.
4) To what extent are you altering investment or expansion plans in the current climate?
While we remain committed to our long-term vision in the region, we are proceeding with caution on new projects and capital investments until the situation de-escalates. Every decision is carefully assessed through the lens of operational stability, team safety, and market conditions, balancing risk with opportunity
5) How do you expect demand to grow in the region, and on what basis ?
Recovery will depend on broader regional stability and travel confidence. While it’s hard to set an exact timeline, we are monitoring guest behaviour, official guidance, and market signals closely. Recovery will likely arrive gradually, as guests regain confidence, travel patterns stabilize, and our ability to deliver safe, reassuring experiences reinforces trust.
6) Do you see any long-term structural shifts in how the hospitality ecosystem operates in the Middle East?
Yes, there may be structural shifts, including greater diversification of source markets and services. Trusted information, clear communication, and agility have proven essential, and I expect the businesses that can adapt quickly will thrive.
7) What lessons have you taken from navigating this period so far?
Trusted information and clear communication are invaluable. Leadership is about combining foresight with adaptability, ensuring every action is thoughtful, measured, and caring. Prioritising team wellbeing, staying flexible, and keeping core values at the heart of operations has been key. Above all, this period has reinforced that the human element- the care, reassurance, and trust we provide – is what sustains hospitality through uncertainty.
8). What is the single biggest challenge and the single biggest opportunity you see emerging from the current environment?
The biggest challenge is navigating uncertainty while maintaining calm and confidence among teams and guests. The biggest opportunity is to emerge stronger and more connected- with teams, communities, and guests – by demonstrating resilience, care, and consistency even in the most difficult circumstances. This moment allows us to innovate and rethink traditional practices, setting the stage for a more agile, trusted, and community-focused hospitality ecosystem in the region.
