1) How has business demand changed with the current climate?
Around 70% of our business sits outside the region, so we fortunately haven’t been heavily impacted directly. However, we are seeing a slight global slowdown in projects being signed off, as clients take a more cautious approach to timing and investment.
2) What are your greatest operational risks, and how are you mitigating them?
The main risk is delayed decision-making and slower project momentum. We’re mitigating this by maintaining a diversified global pipeline, staying close to our clients, and actively supporting partners in the region, checking in regularly to see where we can add value or unlock opportunities together.
3) What risk management or contingency protocols have you activated?
We’ve focused on scenario planning and flexibility, structuring projects in phases and ensuring concepts can adapt to changing conditions. At the same time, we’ve leaned into our network, collaborating more closely with industry partners to support business development and shared opportunities.
4) To what extent are you altering investment or expansion plans in the current climate?
We’re not fundamentally changing direction, but we are seeing a shift toward phased investment. There is also a growing conversation around optimisation – using this time to refine, reposition, or renovate existing assets where possible, depending on capital availability.
5) How do you expect demand to grow in the region, and on what basis ?
The region has historically shown strong resilience. While there may be short-term caution, we expect demand to stabilise in the near to mid-term, supported by continued government investment, strong infrastructure, and long-term tourism strategies.
6) Do you see any long-term structural shifts in how the hospitality ecosystem operates in the Middle East?
Yes, there will likely be greater diversification across source markets and revenue streams. We’re also seeing a stronger focus on wellness, lifestyle, and community-led experiences, as well as more agile operating models that can respond to shifts in demand.
7) What lessons have you taken from navigating this period so far?
Flexibility and connection are key. Staying close to clients and partners, maintaining open dialogue, and being willing to collaborate has been critical. It also reinforced the importance of building commercially grounded, adaptable concepts from the outset.
8). What is the single biggest challenge and the single biggest opportunity you see emerging?
The biggest challenge is uncertainty, particularly around the timing of investment decisions.
The biggest opportunity is twofold: access to strong talent in the market, and the ability to optimise existing businesses, whether through repositioning, operational refinement, or renovation during a quieter period.
