TOP 100 Hotel General Managers

HOTEL GENERAL MANAGERS

EDITORIAL TEAM

Alexander Chetchikov

Anna Shevchenko

Olha Kipiani

Vyonne Hohls

DESIGNER

Lilia Kolesnyk

Alex Hesse

Peggy Dimitrakopoulou

Jana Vos

Amalia Grygorian

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Alec

Alex

Ammar

András Bíró

Chakhtoura

Erwin R. Popov

Evan Harrington

Evgenia Boyankova Naimat

Felix Schlokat

Ferran Brufau

Franc Droin

Stremmelaar

Frederic Farah

Gabriela Albuquerque

Gajendraa Sharma

Ganchev

Greg Gubiani

Greg Williams

Hameed Ali

Hani Akkari

Hans Schiller

Hassen Jouhri

Henri Ruiz

Jamie Hopwood

Jean Philippe Lovotti

Jean Pittion

Joe Nassoura

John Gomes

Jonathan

58 Jordi Caralt Coloma

Joseph Della Gatta

Karim Mzali

Kemal Siritkirmizi

59 Krishanta Damunupola

Lakshmanan Ramanathan

Laurent Herschbach

Mae Ng

Manish Jha

Manuel Carneiro

Marc Pichot

Marcel Sawyer,

Mario Habicher

Michael Hanratty

Milton Andres León Caranton

Mohammed Kaddoura

Nadine

Naseer

Pedro Almeida

Pierre-Henri Bovsovers

Pieter

Radek

Richard Gosling

Richard

Samir

Shan Ramdas

Shaun

Sherif

Souhaiel Abdeljaouad

Subash

Susan

Taieb Joulak

Tamer Farouk

Tania Leal Rodrigues

Thomas Vidal

Tomas Gregor

Torsten Richter

Ulisses Marreiros

Vincent David

Vivek Mahajan

Waleed Awad Silan

Yasser Bahaa

Yenny Tanudjaja

In the ever-evolving world of luxury hospitality, standing out requires more than just a name. It demands leadership, vision, and an unshakeable commitment to excellence. With immense pride and enthusiasm, we present a special showcase: the TOP 100 Hotel General Managers 2025, curated by the Luxury Lifestyle Awards. This prestigious list is more than a collection of names; it is a celebration of the pinnacle of leadership and dedication within the luxury hospitality industry.

Each name on this list represents a remarkable journey of commitment and excellence. These leaders, at the helm of the world’s most luxurious hotels, epitomize professional achievement in their field. Their roles extend beyond the operational management of these establishments; they are the curators of exceptional experiences, architects of unforgettable memories, and standard-bearers of unmatched service and luxury.

Their innovative approaches, dedication to service excellence, and inspiring leadership styles place their hotels on the global luxury map. From the grandeur of metropolitan skyscrapers to the serene elegance of secluded resorts, these general managers have mastered the art of hospitality, setting new industry benchmarks.

The TOP 100 Hotel General Managers of the World by the Luxury Lifestyle Awards not only acknowledges these individuals’ extraordinary achievements but also serves as a source of inspiration for emerging talent in the hospitality sector. As the luxury hospitality landscape continues to evolve and expand, these leaders guide the way forward, pioneering new trends and setting higher standards.

This list, therefore, is not just about recognizing achievement; it is about celebrating the spirit that propels the luxury hospitality industry forward – a spirit of excellence, innovation, and a steadfast dedication to providing the best experiences to guests from all corners of the globe.

THE SELECTION PROCESS

HOW WE CHOOSE THE BEST

RESEARCH METHOD

Luxury Lifestyle Awards' research professionals meticulously select leading companies through rigorous online desk market research, leveraging publicly available data to ensure unparalleled transparency and credibility. Our methodology relies on factual information, referrals, recommendations, and comprehensive analysis of publicly accessible materials.

ONLINE DATABASES & MARKET DATA

COMPANY DATA THE PRESS

SOURCES OF THE RESEARCH

INDUSTRY EXPERTS

BLOGS, FORUMS, COMMENTS

SOCIAL PLATFORMS

TRADE ASSOCIATIONS

MARKET RESEARCH REPORTS

SELECTION CRITERIA

Research teams at Luxury Lifestyle Awards use industry-specific criteria to identify the best hotel general managers. We focus on attributes such as leadership excellence, reputation, business performance, achievements, and the overall quality of the guest experience to ensure a comprehensive evaluation.

LEADERSHIP & MANAGEMENT SKILLS

01

Assessment of effective team leadership, resource management, and fostering positive work environments.

EMPLOYEE ENGAGEMENT & DEVELOPMENT

03

Review of retention rates, staff feedback, and initiatives promoting a supportive workplace culture.

ACHIEVEMENTS & AWARDS

05

Recognition of industry awards and achievements reflecting leadership and innovation.

CAREER PROGRESSION & INFLUENCE

07

Assessment of career trajectory, impact on hotel brand, and influence within the hospitality industry.

PEER RECOMMENDATIONS

Insights from interviews and recommendations from industry peers and experts.

09

GUEST SATISFACTION & REVIEWS

02

Consideration of guest feedback and ratings to gauge overall satisfaction and guest experience impact.

COMMUNITY & INDUSTRY INVOLVEMENT

04

Evaluation of contributions to local communities, industry associations, and reputation among peers.

INNOVATION & ADAPTABILITY

06

Demonstration of innovative practices, sustainability initiatives, and successful adaptation to industry trends.

PERFORMANCE METRICS

08

Evaluation based on profitability, occupancy rates, and guest satisfaction scores.

IN THE SPOTLIGHT

SHOWCASING THE BEST HOTEL GENERAL MANAGERS

Setting the Gold Standard

THE ROLE OF THE TOP 100 IN THE

WHAT IS THE TOP 100?

The Role of Recognition in the Luxury Industry

The TOP 100 of the World by Luxury Lifestyle Awards is

In the world of luxury, reputation, credibility, & trust are paramount.

Participating in the TOP 100 helps spread awareness of our properties beyond just the resort, including our spa, restaurants, and service. For us, it's about positioning, not just revenue.

JIMENA FERNÁNDEZ CLUSTER DIRECTOR OF MARKETING, HILTON

& WALDORF

High-net-worth individuals

prestigious brands—those embodying distinction, innovation, and superior craftsmanship. In a saturated market, industry benchmarks help consumers identify the best. This is where the TOP 100 by Luxury Lifestyle Awards stands out—an exclusive list celebrating the most worthy, reliable, and trusted representatives of the global luxury industry across various categories, setting the gold standard

THE LUXURY INDUSTRY

The Influence of the TOP 100

As the luxury industry evolves, brands must strive for excellence to remain relevant. Luxury Lifestyle Awards continues to refine its selection criteria and expand its global reach, ensuring the TOP 100 remains the definitive benchmark for luxury.

Join the world’s finest luxury brands and experience the prestige of the TOP 100 by Luxury Lifestyle Awards—a legacy of distinction.

THE PRESTIGE AND POWER OF BEING RANKED AMONG THE TOP 100

The TOP 100 benefits various stakeholders. For luxury consumers, it serves as a reliable guide to the world’s finest experiences, products, and services. For businesses, it enhances credibility, attracts high-net-worth clients, and unlocks global opportunities. For industry experts and media, it offers insights into emerging trends and market leaders.

The TOP 100 celebrates superiority across diverse sectors, including real estate, design, fashion, beauty, travel, hospitality, gourmet services and more. Achieving a place in the TOP 100 is transformative, elevating a brand’s reputation and market reach. Past winners have leveraged this recognition to expand internationally, strengthen brand prestige, gain media visibility, and secure strategic partnerships.

THE TOP 100 EBOOKS

A Definitive Luxury Guide

To further extend the impact of the TOP 100 recognition, LLA publishes the TOP 100 eBooks—curated exclusive editions that showcase the most exceptional luxury brands and services across various industries worldwide. These eBooks serve as the ultimate guide to excellence, offering global exposure to the most prominent representatives in real estate, hospitality, design, fashion, and beyond.

This recognition has provided immense visibility for both my company and my guests. It is a wonderful professional achievement.

DANIELE D'ALÒ

GENERAL

Achieving the TOP 100 Global Award was an incredible journey. From nomination to winner announcement, the process was seamless and impressive.

YULIYA KING

MARKETING AND EVENTS MANAGER, TANG HOSPITALITY, SOUTH AFRICA

LEADERS IN HOSPITALITY

MEET THE WORLD’S TOP HOTEL GENERAL MANAGERS

AHMAD SHABAN FERNANDEZ

DUKES THE PALM & NH COLLECTION

DUBAI THE PALM

UAE

ALEC DE WIEUW MÖVENPICK RESORT EL QUSEIR

EGYPT

AHMED EREIBA

SOFITEL SHAHD AL MADINAH

SAUDI ARABIA

ALEC DE WIEUW

GENERAL MANAGER

THERE ARE LEADERS WHO MANAGE HOTELS, AND THEN THERE ARE LEADERS WHO RESHAPE THEM. SINCE ARRIVING IN EL QUSEIR IN 2018, OUR TOP 100 HOTEL GENERAL MANAGERS OF THE WORLD, 2025 WINNER, MR. ALEC DE WIEUW, HAS DONE FAR MORE THAN GUIDE MÖVENPICK RESORT EL QUSEIR THROUGH RENOVATIONS, EXPANSIONS, AND STRATEGIC UPGRADES; HE HAS RECONCEIVED WHAT A RESPONSIBLE RED SEA RESORT CAN BE. ALEC STEPPED INTO A DESTINATION RICH IN HERITAGE AND ECOLOGICAL BEAUTY, AND WITH EQUAL PARTS COURAGE AND CARE, TRANSFORMED IT INTO EGYPT’S BENCHMARK FOR SUSTAINABLE LUXURY.

Mövenpick Resort El Quseir today feels like a living expression of Alec’s philosophy: beauty should never cost the planet, and hospitality should honor its community. The resort’s achievements speak volumes — 13 consecutive years of Green Globe Platinum status, the International Sustainability Award 2025, recognition from Safe Hotels, and an impressive collection of guest satisfaction awards from Booking.com, TUI, Hotels.com, and more.

Alexander Chetchikov, President of the World Luxury Chamber of Commerce, leads our interview, bringing over 17 years of expertise from the Luxury Lifestyle Awards and deep insight into the evolving world of luxury.

Alexander Chetchikov: Alec, you inherited a resort with strong foundations but immense potential. Can you take us back to 2018 and describe the moment you realized what Mövenpick El Quseir could become under your leadership?

Alec De Wieuw: When I first arrived in El Quseir, I felt an immediate connection to the place. There was a genuine charm in the architecture, the landscape, and the warmth of the people. Nothing about it felt forced. It had an honesty that is rare to find in the industry today. I remember thinking that this resort did not need dramatic change. It simply needed someone to polish what was already beautiful and bring forward its true identity. I saw an opportunity to celebrate its heritage, elevate the guest experience, and let the authenticity of El Quseir shine. That moment stayed with me and guided every decision that followed.

AC: Many leaders avoid renovations that risk operational disruptions — yet you completed a full property transformation without closing the resort. What strategic decisions or leadership principles made this possible?

ADW: A renovation of this scale is only possible when everyone works together with the same goal in mind. We planned it very carefully, always asking what the guests would feel and how we could protect their experience. We divided the work into phases and aligned it with the natural rhythm of the season to keep things smooth. The team knew exactly what was happening and why. Regular conversations, transparency, and celebrating small wins kept the spirit high. What made it work was trust. Everyone trusted the process, and I trusted the team. Our guests continued to enjoy their stay, and sometimes they even became curious supporters of the journey.

AC: The resort’s evolution toward wellness is inspiring. What personal experiences or philosophies influenced your decision to introduce yoga platforms, a racket center, and a renewed focus on holistic wellbeing?

ADW: El Quseir has a calming energy. It is the kind of place where you naturally breathe a little slower. I have always believed that a holiday should not only be enjoyable but also restore something in you. The yoga platforms were created to bring guests closer to the serenity of the sea and the desert. The racket center came from the idea that well-being also comes from joy, movement, and friendly

competition. Wellness is not a trend for us. It reflects how we want people to feel when they are here: balanced, connected, and refreshed.

AC: Geb’s Garden has become a defining feature, but a storytelling element for the resort. What does “farm-tofork” mean to you personally, and how has this initiative reshaped the guest experience?

ADW: Geb’s Garden represents our belief in simplicity and authenticity. For me, farm to fork means respecting the land, growing with intention, and sharing that story with our guests. What began as a garden has evolved into a full organic farm and craft center that goes far beyond food. Today, Geb’s Garden is home to our beehives managed by a local beekeeper who supplies all the organic honey to the hotel, a composting machine that transforms the little food waste we produce into fertilizer for the farm, and our growing animal family—from goats that will soon allow us to produce homemade goat cheese to our cage-free chickens, whose farmer is preparing to supply 100% of the hotel’s egg needs. The crafts center has become another cornerstone of this vision, hiring and training local talent in the art of pottery and giving them the skills to build their own future businesses. Guests can experience this firsthand in our pottery workshop, where they learn from local artisans and shape their own piece of art. It’s an experience that connects everything: guests pick vegetables in the morning, taste them at lunch, and spend the afternoon creating something with their own hands. It brings them closer to the land, to the community, and to the essence of who we are—offering a memory that stays long after their stay.

AC: Sustainability awards often recognize long-term commitment, but yours reflect ambition, innovation, and measurable results. Which sustainability achievement feels like the clearest reflection of your values and why?

ADW: Eliminating single-use plastics is the achievement that means the most to me. It forced us to rethink long-held habits and find new ways of working that were kinder to the environment. We introduced filtration systems, refillable amenities, and completely changed how we looked at waste. It required determination and collaboration, and I am proud of how our team embraced it. Our long stretch of Green Globe Platinum certification feels like a confirmation that sustainability is not a project here; it is a mindset. It reflects who we are and what we want to stand for.

AC: With more than 90% of your team recruited locally, it’s clear you believe in nurturing regional talent. What have you learned from the people of El Quseir, and how has their heritage shaped the resort’s identity?

ADW: The people of El Quseir have taught me the true meaning of genuine hospitality. Their kindness and pride come naturally and create the warm atmosphere our guests feel the moment they arrive. Their traditions and stories influence every aspect of the resort, from the way we welcome guests to the cultural touches in our experiences. The community is not separate from the resort; it is part of it. Investing in local talent has shaped our identity in the most beautiful way. It brings authenticity and heart to everything we do.

AC: Guest satisfaction at Mövenpick El Quseir consistently ranks among the highest in the region. If you had to name one “non-negotiable” standard that sets your guest experience apart, what would it be?

ADW: Genuine care. That is the foundation of everything. Our guests should feel that we are not just serving them but truly looking after them. We encourage our team to connect naturally, to be present, and to listen. There are no scripts, just sincerity. When guests feel that warmth, they feel at home. Many return year after year, and that loyalty is the greatest reward we could ask for.

AC: Looking toward 2030, your sustainability roadmap is ambitious. Can you share an upcoming initiative or project that excites you personally, something that represents the next era of responsible hospitality at El Quseir?

ADW: What excites me most for 2026 is seeing 6 months of hard work come to life. Over the past months, we have conducted an in-depth study on how to significantly improve the resort’s energy efficiency and reduce our carbon emissions. This has resulted in major investments, primarily in upgrading our HVAC systems and installing new photovoltaic cells. If our projections hold true, these upgrades will reduce our overall energy consumption by up to 50%. The installation is planned to be completed in April 2026, and I’m particularly eager to begin measuring the real performance data. For me, this marks the beginning of a new era of responsible hospitality at El Quseir—one where sustainability is not an add-on, but a measurable, transformative part of how we operate.

Discover Mövenpick Resort El Quseir: www.movenpick.accor.com

ALPER CAN BULCUM

SHARQ VILLAGE RESORT & SPA, A RITZ-CARLTON HOTEL

QATAR

 Company Website Winner Profile

ANDRÁS BÍRÓ

THE CAPITOL KEMPINSKI HOTEL

SINGAPORE

SINGAPORE

 Company Website Winner Profile

SAMAD

ZULAL WELLNESS RESORT BY CHIVA-SOM

QATAR

 Company Website Winner Profile

ANDREW TAN YOU YUAN GRAND COPTHORNE WATERFRONT HOTEL SINGAPORE

SINGAPORE

 Company Website Winner Profile

ANNA-MARIE DOWLING

NOFA RESORT RIYADH, A RADISSON COLLECTION HOTEL

SAUDI ARABIA

ARNAUD DE SAINT-EXUPÉRY

RITZ PARIS FRANCE

AURELIO GIRAUDO

THE REGENCY HOTEL KUWAIT

KUWAIT

 Company Website Winner Profile  Company Website Winner Profile

BARNABAS WAMOTO

JW MARRIOTT MASAI MARA & THE RITZ-CARLTON MASAI MARA KENYA

 Company Website Winner Profile  Company Website Winner Profile

MR. ANDREW TAN YOU YUAN

GENERAL MANAGER

FEW LEADERS EMBODY THE SPIRIT OF MODERN HOSPITALITY AS PROFOUNDLY AS MR. ANDREW TAN YOU YUAN, GENERAL MANAGER OF GRAND COPTHORNE WATERFRONT HOTEL SINGAPORE. WITH OVER 30 YEARS OF GLOBAL EXPERIENCE ACROSS THE UK, CHINA, MALAYSIA, AND SINGAPORE, ANDREW HAS SHAPED HIS LEADERSHIP PHILOSOPHY AROUND WARMTH, EMPOWERMENT, AND SERVICE EXCELLENCE, PRINCIPLES THAT HAVE EARNED HIM A COVETED PLACE AMONG LUXURY LIFESTYLE AWARDS’ TOP 100 HOTEL GENERAL MANAGERS FOR 2025. HIS STRATEGIC VISION HAS PROPELLED GRAND COPTHORNE WATERFRONT TO NEW HEIGHTS.

Grand Copthorne Waterfront Hotel Singapore, revitalized in 2023, now stands as a renewed landmark along the historic Singapore River. The flagship Millennium Hotels and Resorts property features 573 redesigned rooms, upgraded 67,000 sq ft conference facilities, and dynamic F&B offerings. Its transformation has strengthened its position as a top choice for business and leisure travelers, with strong revenue and performance results showcasing Andrew’s effective leadership and the hotel’s elevated guest experience.

Alexander Chetchikov, President of the World Luxury Chamber of Commerce, leads our exclusive interview. Drawing on more than 17 years of experience recognizing the globe’s most distinguished luxury brands through the Luxury Lifestyle Awards, he offers rich expertise and discerning insight into the dynamic landscape of luxury.

Alexander Chetchikov: Congratulations on being named one of Luxury Lifestyle Awards’ TOP 100 Hotel General Managers for 2025. What does this recognition mean to you?

Mr. Andrew Tan You Yuan: Thank you – this recognition is both humbling and deeply meaningful. I’ve always believed that hospitality is fundamentally a people industry, built on heart and service. So while this award carries my name, it truly belongs to the entire Grand Copthorne Waterfront team. Their dedication, resilience, and commitment to excellence are what make our achievements possible. For me, this acknowledgment reaffirms that when we lead with purpose, empower our people, and stay true to our values, exceptional results follow.

AC: Your career spans more than three decades and multiple continents. How have these diverse experiences shaped your approach to leadership and hospitality?

AT: My 30-year career across the UK, China, Malaysia, and Singapore has taught me that while hospitality is universal, its delivery must be culturally attuned and adaptable. These global experiences shaped my ability to lead with agility, data-driven thinking, and a focus on long-term value. They were instrumental when overseeing Grand Copthorne Waterfront’s S$40 million transformation, which delivered substantial revenue growth and positioned us as a leading MICE destination.

Working across diverse markets also reinforced my belief that people are at the heart of hospitality. I lead by empowering my team, fostering a continuouslearning culture, and encouraging a ‘yes, can-do’ mindset, an approach that has driven record-breaking performance and elevated guest satisfaction.

Ultimately, my international journey has made me a leader who prioritises innovation, sustainability, and service excellence, ensuring we stay ahead in an everevolving industry.

AC: Grand Copthorne Waterfront recently underwent a significant transformation. What were your core priorities during this project, and what aspect are you personally most proud of?

AT: My primary focus was ensuring that every element of the transformation elevated the guest experience while future-proofing the hotel’s operations. We looked at every detail – from the ergonomics of the guestrooms to the flow of our conference spaces, to make sure the

design aligned with the evolving needs of both leisure and MICE travellers.

What I am most proud of is how holistic the transformation is. It wasn’t just a refurbishment; it was a re-imagining of our identity as a flagship property. The refreshed rooms, expanded meeting facilities, and upgraded public spaces now reflect a modern, sophisticated, and highly functional environment that our guests immediately connect with. The strong positive feedback we’ve received and the outstanding commercial results that followed affirm that we made the right decisions.

AC: The renovation led to impressive revenue growth across rooms, catering, and F&B. What key strategies do you credit for this success?

AT: Three strategies were instrumental.

First, strategic revenue optimisation – we aligned pricing with the newly enhanced product value to maximise RevPAR while remaining competitive.

Second, targeted sales and marketing efforts – our teams focused on high-potential MICE segments and strengthened relationships with corporate partners, which significantly boosted the catering and events business.

And third, a refreshed service culture. We invested heavily in training to ensure our people could deliver an experience that matched the new hardware, with a strong emphasis on shifting mindsets – serving every guest with genuine warmth and a great smile. When excellent product meets excellent service, the commercial impact is powerful. The results speak for themselves, with remarkable year-on-year increases across all revenue streams.

AC: You’re known for your people-first philosophy. How do you cultivate a culture of trust, empowerment, and continuous learning among your team?

AT: I’ve always believed that a hotel is only as strong as its weakest link. To build a strong team, you must first create an environment where people feel valued, trusted, and supported.

We empower our colleagues through open communication, regular coaching, and giving them the autonomy to make decisions. We also encourage a “yes, can-do” mindset, an attitude of adaptability and constant learning that is essential in today’s hospitality landscape.

Our structured employee recognition programme plays a big role as well. Celebrating great work is one of the most effective ways to motivate and strengthen team morale. When people feel seen and appreciated, they naturally rise to the occasion.

AC: Sustainability has become a strategic focus for the hotel under your leadership. Can you share more about the innovative, eco-friendly initiatives you’ve implemented?

AT: Sustainability is no longer optional – it’s a responsibility. One of the initiatives I’m most proud of is the installation of Singapore’s first in-room filtered water system, which has reduced 98% of our plastic waste from bottled water. Grand Copthorne Waterfront is the first hotel in Singapore to partner with the Singapore Tourism Board on this purposeful initiative. It’s a simple yet impactful innovation that guests appreciate, and that significantly reduces our environmental footprint.

We’ve also integrated robotics and tech-driven solutions in our F&B operations to help reduce food waste, energy usage, and manpower costs. These innovations not only support our sustainability goals but also improve operational efficiency – a win for both the environment and the business.

AC: As a seasoned general manager, what do you believe sets Grand Copthorne Waterfront apart in Singapore’s competitive hospitality landscape?

AT: What sets us apart is the blend of scale, flexibility, and heart.

We have a large and versatile footprint with 573 guestrooms, four restaurants, and 33 meeting spaces, which allows us to cater to a wide range of guests and events. But beyond the size of the hotel, it’s our service culture that distinguishes us. We invest deeply in our people, empowering them to deliver authentic, heartfelt service that guests remember.

Our recent transformation has also positioned us as a premier MICE destination, offering state-of-the-art facilities designed for the modern traveller. It’s this combination of hardware excellence and people-driven hospitality that makes Grand Copthorne Waterfront truly stand out.

AC: And finally, what is your vision for the future of the hotel, and what can guests expect in the coming years?

AT: My vision is for Grand Copthorne Waterfront to lead the next chapter of hospitality in Singapore – one defined by innovation, sustainability, and world-class guest experiences.

Guests can expect even greater personalisation, enhanced digital integration, and new concepts across

our F&B and events offerings. We will continue investing in our people, technology, and sustainability efforts to ensure that we remain relevant, competitive, and future-ready.

Ultimately, my goal is simple: to make Grand Copthorne Waterfront a place where guests feel genuinely cared for, where colleagues feel inspired by our experiences, and where excellence is a daily standard, not an aspiration.

Book your stay at: www.grandcopthorne.com.sg

SAUDI ARABIA

ANNA-MARIE DOWLING SHAPING DESTINATION HOSPITALITY

ANNA-MARIE DOWLING HAS SECURED A PLACE AMONG LUXURY LIFESTYLE AWARDS’ TOP 100 HOTEL GENERAL MANAGERS OF THE WORLD. THIS LIST HONORS SENIOR HOSPITALITY LEADERS WHOSE CAREERS REFLECT SUSTAINED RESPONSIBILITY FOR COMPLEX HOTEL OPERATIONS. AS GENERAL MANAGER OF NOFA RIYADH, A RADISSON COLLECTION RESORT, HER INCLUSION HIGHLIGHTS THE ROLE OF EXPERIENCED EXECUTIVE LEADERSHIP IN SHAPING CONTEMPORARY LUXURY RESORT PERFORMANCE.

Located just 45 minutes from Riyadh, the resort is set amid golden dunes and tranquil lakes, offering a destination defined by space, privacy, and scale. The property comprises 57 villas, each with private pools and gardens, designed to support both leisure and business stays within a controlled, resort-style environment that prioritizes discretion and comfort.

Leadership Within a Complex Resort Environment

Overseeing this multifaceted operation, Dowling brings more than 30 years of experience in senior hospitality leadership. Her remit at Nofa Riyadh spans all aspects of resort management, including guest satisfaction, staff development, and financial performance. Within a destination resort context, this breadth of responsibility places general management at the center of strategic alignment and operational continuity.

Effective leadership at this level is expressed through structure rather than visibility. Clear processes, accountable teams, and disciplined decision-making support consistency across accommodation, dining, wellness, and leisure operations, ensuring that standards are maintained over time.

Experience Shaped by International Operations

Dowling’s professional background reflects extensive experience across large-scale hospitality environments. In previous roles, she has led major refurbishment projects, managed high-value commercial contracts, and implemented cost-control initiatives aligned with longterm operational objectives.

At InterContinental Muscat, she directed a USD 17 million refurbishment of 270 guestrooms, suites, and the Club Lounge, completing the project on time and within budget. During this period, food and beverage revenues increased to represent 50 percent of total hotel revenue, demonstrating the commercial impact of coordinated planning and cross-departmental leadership.

Her tenure at The Westin and Le Méridien Bahrain City Centre further illustrates the scope of modern hotel leadership. Alongside managing integrated hospitality assets, she coordinated charity initiatives that raised more than USD 200,000 for local organizations. This work was recognized in 2018 with the Global Overall Achievement Award for the Small Business Council, reflecting an approach that integrates operational responsibility with broader community engagement.

A Resort Experience Shaped by Structure and Scale

At Nofa Riyadh, the guest experience extends well beyond accommodation. The resort offers world-class dining, Amani Spa and Wellness, and a range of venues suited to meetings, events, and weddings. Guests also have access to a diverse portfolio of activities, including safari experiences, golf, horseback riding, bowling, paddle tennis, kayaking, and family-oriented programs.

Managing this range of offerings requires an operational framework capable of supporting varied guest journeys while maintaining coherence across the resort. Under structured executive leadership, these elements function as part of an integrated destination rather than as isolated amenities.

Professional Recognition as Validation

Inclusion in the TOP 100 Hotel General Managers of the World serves as professional validation of leadership consistency and responsibility. The category highlights executives whose careers demonstrate sustained oversight of complex operations and alignment with international hospitality standards.

As Saudi Arabia continues to develop its luxury tourism sector, destination resorts such as Nofa Riyadh contribute to the region’s international positioning. Executive leadership plays a defining role by ensuring that growth is supported by disciplined management, operational clarity, and consistent service delivery.

Through its scale, setting, and leadership structure, Nofa Riyadh illustrates how contemporary luxury resorts are increasingly defined by experience-led management and long-term strategic oversight.

To learn more, visit www.radissonhotels.com

BORIS BORNMAN

SHERATON SOMA BAY RESORT

BRUNO FISCHER

MÖVENPICK HOTEL AL KHOBAR

SAUDI ARABIA

BUDI WAHJONO

PULLMAN LOMBOK MERUJANI MANDALIKA BEACH RESORT

INDONESIA

CAMERON MCNEILLIE

INTERCONTINENTAL RAS AL KHAIMAH

MINA AL ARAB RESORT & SPA

UAE

CHRISTINE DEVERS

W NEW YORK – TIMES SQUARE

USA

DELANO MIAMI BEACH

USA

USA

DAMIAN TAN

PARKROYAL ON BEACH ROAD

SINGAPORE

HILTON VIENNA WATERFRONT AUSTRIA

DAMIR KARTAL MÖVENPICK HOTEL & APARTMENTS

BUR DUBAI UAE

MR. DAMIAN TAN

GENERAL MANAGER

EXCLUSIVE CONVERSATION:

DAMIAN TAN ON LUXURY

AND LEADERSHIP AT PARKROYAL ON BEACH ROAD

Alexander Chetchikov, president of World Luxury Chamber of Commerce, recently sat down with Mr. Damian Tan, General Manager of PARKROYAL on Beach Road, to explore his distinguished career in hospitality and the principles that underpin his approach to leadership and luxury service. Mr. Tan was recently recognized as one of the TOP 100 Hotel General Managers of the World by Luxury Lifestyle Awards, an honor reflecting his dedication to operational excellence, innovation, and guest experience. With decades of experience across leading hotel brands worldwide, including JW Marriott, Marina Mandarin, Pan Pacific, and Ritz-Carlton, Damian Tan brings a unique perspective on how luxury is defined, measured, and delivered in today’s dynamic hospitality landscape.

Alexander Chetchikov: Damian, congratulations on your recognition as one of the TOP 100 Hotel General Managers of the World. How did this achievement reflect your vision for PARKROYAL on Beach Road?

Mr. Damian Tan: Thank you. I see this recognition less as an individual milestone and more as a reflection of the collective effort behind PARKROYAL on Beach Road. My vision has always been to create a hotel that is deeply connected to its destination while delivering consistent service excellence. Being recognised in this way affirms our focus on people, culture and purpose

building relevance with our guests and being grounded in its community, and led by a team that genuinely cares about the guest experience.

AC: Luxury hospitality is evolving rapidly. How do you personally define luxury in today’s hotel industry?

DT: Luxury today is no longer about excess or formality. It’s about relevance, authenticity and emotional comfort. Guests value feeling understood whether that means intuitive service, thoughtful design, or experiences that connect them meaningfully to the destination. True luxury lies in simplicity done well, where every touchpoint feels intentional, effortless and personal rather than extravagant for its own sake.

AC: You’ve held leadership roles across multiple renowned hotels. How have these experiences shaped your management style?

DT: Working across different hotels and cultures has taught me the importance of adaptability and empathy. Every property has its own rhythm, and every team brings different strengths. My management style is therefore grounded in listening first, empowering teams, and creating clarity around purpose. I believe strong leadership is less about command and more about alignment — ensuring everyone understands not just what we do, but why we do it.

AC: In your view, what are the essential elements for delivering a truly memorable guest experience in a luxury hotel?

DT: A memorable guest experience is built on three fundamentals: people, place and consistency. Warm, well-trained associates create emotional connection; a strong sense of place ensures the experience feels distinctive; and consistency builds trust. When these elements come together, guests don’t just remember the facilities — they remember how the stay made them feel.

AC: Benchmarking and in-room comfort are critical in hospitality. Could you explain your approach to ensuring guests feel both relaxed and pampered?

DT: We focus on designing spaces and experiences that support rest and ease. This includes thoughtful room amenities, quality bedding, intuitive lighting and facilities — all of which contribute to physical comfort. Equally important is emotional comfort: a smooth arrival, attentive service and the reassurance that needs are anticipated. When guests feel at ease from the moment they arrive, pampering becomes subtle rather than performative.

AC: Sustainability and wellness have become central to the luxury travel experience. How is PARKROYAL on Beach Road responding to these trends?

DT: Sustainability and wellness are not trends for us, they are responsibilities. At PARKROYAL on Beach Road, this is most visibly expressed through our newly revamped Wellness Floor, which offers a holistic environment for rest and renewal. In-house guests have access to twice-daily studio wellness classes, allowing them to maintain healthy routines seamlessly during their stay.

Beyond wellness, we embed sustainability into our food and beverage operations through responsible sourcing practices, with our restaurants recognised under the Farm-to-Table Programme, reflecting our commitment to supporting local producers and mindful consumption. At a property level, our Global Sustainable Tourism Council (GSTC) certification further reinforces our long-term commitment to internationally recognised sustainability standards.

Together, these initiatives ensure that wellness and sustainability are experienced naturally by our guests — not as add-ons, but as an integral part of a comfortable, contemporary luxury stay.

AC: Looking ahead, what do you see as the biggest opportunities and challenges for the hospitality industry over the next five years?

DT: One of the biggest opportunities lies in experience differentiation — hotels that can clearly articulate their purpose and connection to place will stand out. At the same time, the industry faces challenges in talent retention, rising costs and evolving guest expectations. Success will depend on how well we invest in our people, embrace technology thoughtfully, and remain agile while staying true to our brand values.

AC: Finally, what advice would you give aspiring hotel leaders aiming to combine operational excellence with authentic luxury service?

DT: My advice is to never lose sight of the human element. Operational excellence provides the foundation, but authentic luxury comes from empathy, humility and curiosity. Spend time on the ground, listen to both guests and colleagues, and lead with integrity. When leaders model care and accountability, luxury service becomes a natural outcome rather than a scripted process.

Discover more about PARKROYAL on Beach Road and experience luxury hospitality firsthand: www.panpacific.com/beachroad

THERE IS NO HOSPITALITY LIKE UNDERSTANDING.

ELIAS CHAKHTOURA

UAE

VIETNAM

ÉRIC THERRIEN

AUBERGE DU VIEUX-PORT – GRAY COLLECTION

CANADA

UAE

ELIAS CHAKHTOURA

GENERAL MANAGER

ELIAS CHAKHTOURA, GENERAL MANAGER OF FAIRMONT BAB AL BAHR IN ABU DHABI, IS RECONCEIVING WHAT MODERN LUXURY HOSPITALITY LOOKS LIKE. RECENTLY NAMED ONE OF LUXURY LIFESTYLE AWARDS TOP 100 HOTEL GENERAL MANAGERS OF 2025, CHAKHTOURA HAS QUICKLY ESTABLISHED HIMSELF AS A VISIONARY LEADER DEDICATED TO ELEVATING GUEST EXPERIENCES, ENHANCING CULINARY EXCELLENCE, AND EXPANDING THE HOTEL’S ROLE AS A PREMIER DESTINATION FOR WORLD-CLASS EVENTS.

Since taking up the position in 2025, Chakhtoura has been driving an ambitious transformation at Fairmont Bab Al Bahr. From introducing innovative dining concepts and expanding grand event spaces to strengthening sustainability initiatives and strategic partnerships, his leadership blends operational precision with a forward-thinking approach to hospitality. In this exclusive interview, he shares insights into his leadership philosophy, his vision for modern luxury, and how Fairmont Bab Al Bahr continues to set new benchmarks in the industry.

Alexander Chetchikov: Congratulations on being recognized among Luxury Lifestyle Awards TOP 100 Hotel General Managers of 2025. What does this recognition mean to you personally and professionally?

Elias Chakhtoura: Recognition such as this is always meaningful, but in hospitality, it reflects the efforts of an entire team rather than any single individual.

Throughout my career, I have had the privilege of working alongside talented colleagues who share a strong commitment to service, operational excellence, and guest experience. Achievements like this are the result of collective dedication and the shared ambition to continuously elevate the standards of hospitality. Personally, it is also a reminder that leadership in this industry requires constant evolution. Guest expectations continue to change, and maintaining excellence requires both attention to operational detail and a clear vision for the future of the guest experience.

AC: Since becoming General Manager of Fairmont Bab Al Bahr in 2025, what key priorities have guided your vision for the property?

EC: My focus has been on strengthening three key pillars: guest experience, culinary positioning, and the hotel’s role as a destination for major events in Abu Dhabi.

Fairmont Bab Al Bahr occupies a truly unique location overlooking the Sheikh Zayed Grand Mosque, which allows us to create experiences that connect guests directly with the cultural identity of the destination. By refining our food and beverage concepts, expanding our event infrastructure, and reinforcing service excellence across all departments, our goal is to ensure that every guest interaction reflects the standards expected from the Fairmont brand.

AC: Your leadership focuses on enhancing luxury, elevating culinary offerings, and expanding event capabilities. How do these pillars shape the overall guest experience at the hotel?

EC: These pillars are closely interconnected and ultimately shape how guests experience the hotel.

Culinary experiences play a particularly important role, as restaurants are often the spaces where both international travelers and local residents engage most closely with the property. Concepts such as Café Sushi and our broader dining portfolio are designed to create experiences that feel both refined and welcoming. At the same time, strong event capabilities allow the hotel to host celebrations, corporate gatherings, and cultural events that become meaningful moments for our guests. When service, cuisine, and environment align, the hotel evolves from simply a place to stay into a destination in itself.

AC: Fairmont Bab Al Bahr is currently expanding its event infrastructure with new ballrooms and upgraded facilities. How will these developments strengthen the hotel’s position as a destination for major celebrations, weddings, and corporate gatherings?

EC: Abu Dhabi continues to strengthen its position as a global destination for international conferences, weddings, and large-scale celebrations.

By expanding our ballroom capacity and enhancing our event facilities, we are ensuring that Fairmont Bab Al Bahr can play an even stronger role in supporting this growth. The objective is not only to provide larger spaces, but to offer venues that combine scale with elegance and operational flexibility. These enhancements allow us to accommodate a wider range of events while maintaining the service standards and attention to detail that guests expect from a luxury property.

AC: The hotel is also undergoing a repositioning of its food and beverage offerings. What exciting culinary concepts or experiences can guests and Abu Dhabi residents look forward to?

EC: The culinary landscape in Abu Dhabi is evolving rapidly, and our goal is to ensure that Fairmont Bab Al Bahr remains part of that conversation.

We are focusing on experiences that feel authentic, contemporary, and relevant to both international visitors and the local community. This includes strengthening concepts that resonate with Abu Dhabi’s residents while continuing to introduce international culinary influences. Ultimately, we want our restaurants to be destinations that guests actively seek out, rather than simply discovering them during their stay at the hotel.

AC: Sustainability plays a key role in your leadership strategy, with initiatives such as waste reduction, energy efficiency, and eliminating single-use plastics. How do you balance environmental responsibility with delivering a luxury guest experience?

EC:Sustainability has become an essential responsibility within the hospitality industry.

We approach this through practical initiatives that reduce environmental impact while maintaining the comfort and quality expected by our guests. These include waste reduction programs, improvements in energy efficiency, and continued efforts to eliminate single-use plastics throughout the hotel. When implemented thoughtfully, sustainability enhances rather than compromises the guest experience. Responsible practices allow us to protect the destination we operate in while ensuring that guests continue to enjoy the level of service and comfort associated with luxury hospitality.

AC: Fairmont Bab Al Bahr has hosted prestigious collaborations such as the APX Golf event connecting the worlds of motorsport, golf, and luxury hospitality. How important are partnerships and global events in shaping the hotel’s identity?

EC: Partnerships and global events play an important role in shaping the identity of a modern luxury hotel. Collaborations such as the APX Golf event demonstrate how hospitality can intersect with other worlds such as sport, technology, and lifestyle. These initiatives bring new audiences to the property and create memorable experiences that extend beyond traditional hotel stays.

For us, partnerships are not only about visibility. They help position the hotel as a place where culture, lifestyle, and hospitality naturally come together.

AC: Looking to the future, what is your long-term vision for Fairmont Bab Al Bahr, and how do you see the property contributing to Abu Dhabi’s growing reputation as a global luxury destination?

EC: Our long-term vision is for Fairmont Bab Al Bahr to remain one of Abu Dhabi’s most distinctive hospitality destinations.

This means continuing to elevate service standards, investing in meaningful guest experiences, and strengthening the hotel’s role as a place where both travelers and residents gather. Abu Dhabi is gaining increasing recognition as a cultural and tourism destination on the global stage. Our responsibility is to ensure that the experiences we create reflect the authenticity, quality, and hospitality that visitors expect when they come to the capital.

EVGENIA BOYANKOVA NAIMAT

AL NAKHLA RESIDENTIAL RESORT

SAUDI ARABIA

FERRAN BRUFAU

RADISSON BLU HOTEL & RESIDENCE DIPLOMATIC QUARTER

SAUDI ARABIA

FELIX SCHLOKAT

HILTON CANCUN, AN ALL-INCLUSIVE RESORT

MEXICO

FRANC DROIN

MANDARIN ORIENTAL, MACAU

CHINA

FRANCOIS STREMMELAAR

KIEVITS KROON GAUTENG

WINE ESTATE

SOUTH AFRICA

 Company Website Winner Profile

GABRIELA ALBUQUERQUE

CHÂTEAU LAGHETTO COLLECTION

BRAZIL

 Company Website Winner Profile

FREDERIC FARAH

RADISSON BLU HOTEL JEDDAH AL SALAM

SAUDI ARABIA

 Company Website Winner Profile

GAJENDRAA SHARMA

AL SEEF HERITAGE HOTEL, CURIO COLLECTION BY HILTON / CANOPY BY HILTON DUBAI AL SEEF / HAMPTON BY HILTON DUBAI AL SEEF

UAE

 Company Website Winner Profile

FERRAN BRUFAU

GENERAL MANAGER

FERRAN BRUFAU, GENERAL MANAGER AND DISTRICT DIRECTOR CENTRAL

PROVINCE KSA AT RADISSON BLU HOTEL & RESIDENCE, RIYADH DIPLOMATIC QUARTER, JOINS ALEXANDER CHETCHIKOV, PRESIDENT OF WORLD LUXURY CHAMBER OF COMMERCE, FOR A LEADERSHIP-FOCUSED CONVERSATION SHAPED BY HIS RECOGNITION IN THE TOP 100 HOTEL GENERAL MANAGERS OF THE WORLD 2025 BY LUXURY LIFESTYLE AWARDS.

Alexander Chetchikov: First, congratulations on your recognition in the TOP 100 Hotel General Managers of the World 2025. What does "luxury" mean to you, and how has your understanding of it evolved throughout your career in hospitality?

Ferran Brufau: Luxury, to me, means creating unforgettable experiences that cater to individual needs and desires. Throughout my career in hospitality. I’ve learned that true luxury goes beyond opulence; its about personalized service, attention to detail, and making guests feel valued and at home. As I’ve evolved in the industry, I’ve come to appreciate that genuine luxury is rooted in authenticity and emotional connections, ensuring each guest leaves with lasting memories.

AC: How do you see digital transformation reshaping the luxury hospitality landscape? What role do technologies like keyless check-in and room selection play in enhancing the guest experience?

FB: Digital transformation is fundamentally reshaping the luxury hospitality landscape by enhancing personalization and convenience.

Technologies like keyless check-in and room selection streamline the guest experience, allowing for greater autonomy and efficiency.

These innovations not only improve operational efficiency but also create a more seamless and tailored experience, ultimately elevating guest satisfaction and loyalty.

AC: As luxury clients seek ever-more personalized services, what do you think is the future of concierge services? How can luxury hotels adapt to meet rising expectations for unique and exclusive experiences?

FB: The future of concierge services in luxury hotels will focus on hyper-personalization and technology integration.

As clients seek unique experiences, hotels can adapt by leveraging data analytics to anticipate guest preferences, offering bespoke services tailored to individual needs. Collaborating with local partners to provide exclusive access to events and experiences will also enhance the guest experience.

Emphasizing a seamless blend of human touch and digital convenience will be key to exceeding rising expectations.

AC: In your view, how significant is collaboration within the luxury industry? Could partnerships with other luxury brands or sectors amplify the guest experience?

FB: Collaboration within the luxury industry is crucial for enhancing the guest experience.

Partnerships with other luxury brands or sectors can create unique offerings, such as exclusive events or curated experiences that elevate a guest's stay.

By combining expertise and resources, we can provide personalized services that go beyond traditional hospitality, making each guest's visit truly memorable and distinctive.

AC: You’ve managed properties across different regions and cultures. What have been the most valuable lessons from your experiences managing hotels in places like Madrid, Kyiv, and now Riyadh?

FB: Managing hotels in diverse regions like Madrid, Kyiv, and Riyadh has taught me the importance of cultural sensitivity and adaptability.

Each market has unique expectations and customs, so understanding and respecting local traditions is essential for delivering exceptional service.

Additionally, fostering strong local partnerships enriches the guest experience and enhances community ties. Ultimately, flexibility and a commitment to personalized service are key to success in the global hospitality landscape.

AC: Could you share how you empower your team to provide exceptional guest experiences? What do you believe is the key to inspiring your staff to go above and beyond for guests?

FB: I empower my team by fostering a culture of trust and open communication.

I encourage staff to take ownership of their roles and make decisions that enhance the guest experience. Regular training and recognition of their efforts are crucial in building confidence. The key to inspiring them to go above and beyond is instilling a sense of purpose helping them understand how their contributions make a meaningful impact on our guests’ stays.

When team members feel valued and connected to our mission, they naturally strive for excellence.

AC: What steps has RHG taken to promote sustainable stays, and how do these align with the demands of today’s luxury travelers?

FB: At RHG, we promote sustainable stays by implementing eco-friendly practices such as reducing single-use plastics, sourcing local and organic products, and enhancing energy efficiency in our operations.

These initiatives align with the values of today’s luxury travelers, who increasingly prioritize sustainability and responsible tourism. By offering guests the option to engage in sustainable practices during their stay, we not only meet their expectations but also contribute to a positive impact on the environment and local communities.

AC: You mentioned a belief in staying “in your hotel to experience what your guests are experiencing.” How has this hands-on approach influenced your leadership style and helped you shape the guest experience at RHG properties?

FB: Staying in the hotel allows me to directly experience our guests' journey, which profoundly influences my leadership style.

This hands-on approach helps me identify areas for improvement and understand the nuances of guest expectations. By experiencing our services firsthand, I can guide my team more effectively and foster a culture of empathy and attentiveness.

It reinforces the importance of every detail, ensuring we consistently deliver an exceptional guest experience at Radisson Blu Hotel & Residence Diplomatic Quarter Riyadh.

To learn more, visit www.radissonhotels.com

GEORGE GANCHEV

FAIRMONT BAKU FLAME TOWERS

AZERBAIJAN

SERVICE WINS THE GAME.

MR. GREG GUBIANI

GENERAL MANAGER

IN THIS EXCLUSIVE INTERVIEW, GREG GUBIANI, GENERAL MANAGER OF CROWNE PLAZA CHANGI AIRPORT AND RECENT HONOREE AMONG THE TOP 100 HOTEL GENERAL MANAGERS OF THE WORLD BY LUXURY LIFESTYLE AWARDS, SPEAKS WITH ALEXANDER CHETCHIKOV, PRESIDENT OF THE WORLD LUXURY CHAMBER OF COMMERCE, WHO DELVES INTO THE LEADERSHIP, LUXURY, AND INDUSTRY MASTERY BEHIND GREG’S AWARD-WINNING CAREER. UNDER HIS GUIDANCE, CROWNE PLAZA CHANGI AIRPORT HAS EMERGED AS A GLOBAL REFERENCE POINT IN HOSPITALITY, RECOGNISED FOR ITS PEOPLE-CENTRIC CULTURE, OPERATIONAL EXCELLENCE, AND FORWARD-THINKING APPROACH.

Alexander Chetchikov: How do you personally define luxury in airport hospitality today, and how does your team bring that standard to life?

Greg Gubiani: Luxury can have several meanings for different people. In airport hospitality today, what makes the difference is not being considered an airport hotel, as airport hotels often carry negative connotations for many travellers. To change this, it’s about tailored experiences and thoughtful, intuitive touches that support the way people travel now, whether for work, leisure, or a blend of both. For today’s travellers, luxury isn’t just about the surroundings; it’s about feeling understood, valued, and genuinely cared for, while maintaining their privacy, even within a fast-paced airport environment.

At Crowne Plaza Changi Airport, our team brings this to life by blending seamless connectivity, warm, attentive service, and meaningful connections. Travellers who have just flown across the globe require different attention and must be understood quickly and accurately, as they may be tired after hours of flight, which can affect their

patience and emotions. Personalisation is central to the guest journey: Meet-and-Greet Service escorts VIPs from the aerobridge or arrival hall, while our Dare to Connect philosophy empowers staff to anticipate needs and deliver intuitive, tailored moments. Thoughtful touches— complimentary birthday cakes, bespoke room décor for anniversaries or proposals, and timely wake-up services— ensure each stay is memorable. The Club Lounge offers a serene retreat with curated breakfasts and personalised suggestions for local exploration.

Experiences such as Crowne Plaza Social and Daily Rituals encourage meaningful connection and wellbeing, while unique offerings—from runway-view rooms to aviationthemed family suites—create moments of delight. These experiences, combined with our team’s True Hospitality, make every stay with us both memorable and restorative.

We also offer every guest access to NuCalm, a neurosciencebased technology designed to help guests regain control of their sleep patterns, recover from jet lag, or simply reset their body clock.

AC: Crowne Plaza Changi Airport continues to be recognised globally. What core values guide your delivery of elevated guest experiences?

GG: Located at Terminal 3 of the world-renowned Singapore Changi Airport and just steps from Jewel Changi, Crowne Plaza Changi Airport is where journeys meet. Every stay is designed to support guests travelling for work, leisure, or a mix of both.

The focus is on creating genuine connections and delivering service that truly cares for each guest. With our Dare to Connect approach, the team anticipates needs and creates thoughtful, personalised moments. Guests can join Crowne Plaza Social with hands-on experiences like pizza and Negroni crafting at Allora Ristorante & Bar and Daily Rituals from energising morning drinks to in-room NuCalm technology. FIIT and BBC Maestro offer on-demand fitness and learning, while special touches such as birthday cakes, room décor for anniversaries or proposals, and timely wake-up services make each stay restorative and memorable.

Crowne Plaza Changi embodies the Blended Travel ethos, combining productivity, wellness, creativity, and authentic connections. With intuitive service, iconic views, immersive dining, and integrated wellness, our team brings True Hospitality to life and ensures every guest feels supported, engaged, and genuinely cared for.

AC: Modern luxury blends authenticity with innovation. How do you balance these elements while keeping the hotel experience warm and intuitive?

GG: Crowne Plaza Changi Airport continuously adapts to the needs of today’s travellers, whether for business, leisure, or a mix of both. Modern luxury here blends thoughtful innovation with warm, intuitive hospitality.

In mid-2023, the hotel enhanced part of the property with a series of rooms refreshed as well as part of the public spaces, including Allora Ristorante & Bar and the Club Lounge. Selected pool-access suites have been transformed into family suites, while the Kiztopia Aviation Suites, launched in 2025, offer immersive, aviation-themed experiences for families. These spaces balance productivity, relaxation, and meaningful family moments, supporting the needs of the modern blended traveller.

Technology enhances the stay without replacing personal service. AI-powered robotic cleaners and service robots streamline operations, and our 24/7 AI Virtual Concierge Clara helps with directions, dining, and bookings, allowing the team to focus on meaningful, personalised interactions. Guests can enjoy neurosciencebased NuCalm in-room sleep technology, on-demand fitness and learning through FIIT and BBC Maestro, and thoughtful touches such as birthday cakes, bespoke décor, and timely wake-up services.

Sustainability is embedded in every guest experience, leveraging technology such as in-room filtered water systems and smart food waste tracking and digester solutions. By combining innovation, thoughtful service, and warm, personalised hospitality, every stay is refreshing and memorable.

AC: In a competitive airport hotel landscape, how do you consistently reimagine and elevate what luxury can mean for travellers?

GG: As luxury has multiple meanings for our guests, our focus is on the experience. It is about understanding the needs of today’s travellers and creating moments that truly connect with our guests. Many arrive after long journeys, sometimes flying for over 24 hours, so the care

and attention we show really matter. What sets Crowne Plaza Changi Airport apart is our team - attentive and thoughtful, always finding ways to make a guest’s journey smoother and more enjoyable.

For us, luxury is about anticipating needs, adding small touches that surprise and delight, and ensuring guests feel special throughout their stay. We create experiences that resonate. Guests can join Crowne Plaza Social for hands-on activities like pizza and cocktail crafting or enjoy bespoke, personalised experiences at the Club Lounge. Daily Rituals, from energising morning drinks to in-room NuCalm sleep technology, support wellness and travel recovery, elevating the guest experience.

It is this combination of thoughtful service, authentic connection, and curated experiences that defines modern luxury at Crowne Plaza Changi Airport.

AC: Your leadership style is known to be peoplefirst and empowering. How has this shaped your team culture and performance?

GG: Hospitality is about people, and our colleagues at Crowne Plaza Changi Airport make the difference every day. We focus on supporting and inspiring our team because motivated, engaged colleagues create exceptional experiences for our guests. The motto of True Hospitality truly comes to life here at the hotel. By encouraging collaboration and open communication, every team member feels empowered to share ideas and take ownership of success.

Initiatives like the Stay Over programme let new team members experience the hotel as guests, fostering pride, a strong understanding of brand standards, and a sense of ownership from day one. Alongside structured leadership pathways and enhanced back-of-house spaces, including a gym, relaxation lounge, e-learning centre, and dedicated Learning & Development room, these initiatives support both personal wellbeing and professional growth. When our team feels valued and supported, they deliver the warm, intuitive service that sets Crowne Plaza Changi Airport apart.

AC: Which industry trends do you believe will define hospitality in the near future?

GG: Hospitality is evolving around blended travel, wellness, sustainability, and technology. Today’s travellers are more conscious than ever about their impact—they want flexibility, personalised experiences, and meaningful stays that reflect their values, including sustainable and responsible choices.

We are seeing a rise in immersive, experience-driven stays, wellness-focused programming like Daily Rituals, and seamless digital tools such as AI-powered service, robotics, and smart automation. These innovations enhance convenience while keeping the human touch at the heart of hospitality. Eco-conscious practices— from energy-efficient operations to reducing waste and supporting responsible tourism—are also becoming standard expectations for modern travellers.

The next generation of hospitality will be defined by hotels that combine thoughtful innovation with genuine care, anticipate guest needs, support blended lifestyles, and foster authentic connections.

At the same time, people remain at the heart of the industry, particularly in our fast-paced environment where personal interaction is paramount. We blend technology with the human touch, combining care and connection to meet the needs of the multiple generations who stay with us and work at the hotel.

AC: Sustainability is now central to global hospitality. How do you see responsible tourism evolving across the industry?

GG: Responsible tourism today is about making sustainability part of every guest experience. At Crowne Plaza Changi Airport, that starts in the rooms, with filtered drinking water replacing single-use bottles and bulk bathroom amenities that reduce waste without compromising comfort. Our Greener Stay programme lets guests skip daily housekeeping in exchange for bonus points, supporting energy and water conservation while making their stay more rewarding.

Sustainability also runs through our operations. AIpowered robotic cleaners reduce environmental impact while allowing our team to focus on thoughtful, personalised service. Meeting for Good promotes ecoconscious corporate events, our partnership with Food From The Heart redistributes surplus food to the

community, and our food waste tracker and digester help minimise waste.

For us, sustainability isn’t just a policy—it’s part of the guest journey. Every stay is meaningful, memorable, and aligned with responsible choices, where exceptional service and environmental care go hand in hand.

AC: With decades of international experience, what advice would you offer aspiring leaders pursuing careers in luxury hospitality?

GG: For aspiring leaders, it is about supporting your teams, helping them grow, and creating a workplace where everyone feels valued, inspired, and empowered to drive continued excellence. Be on the floor when you need to be, and talk to your teams. People make the difference and without them, there is no hospitality. Keep an open mind, be customer-centric and stay on top of guest needs, industry trends, and new ways to innovate, improve efficiency, and deliver even better experiences while always keeping True Hospitality at the heart of what you do. Great leaders in hospitality build meaningful connections with their teams and guests, because those relationships are what make hospitality truly memorable.

To learn more, visit www.changiairport.crowneplaza.com

THE CHEDI KATARA HOTEL & RESORT

HANS SCHILLER

HILTON RIYADH HOTEL AND RESIDENCES

SAUDI ARABIA

HASSEN JOUHRI PICKALBATROS HOTELS & RESORTS

MOROCCO

HENRI RUIZ KEMPINSKI NILE HOTEL

EGYPT

HENRY PEREZ

HILTON WAIKIKI BEACH RESORT & SPA

USA

JEAN PHILIPPE LOVOTTI

SOUTH-EAST ASIA & PACIFIC

REGION

HOTEL CARMICHAEL, AN AUTOGRAPH COLLECTION HOTEL

USA

HANI AKKARI

GENERAL MANAGER

THE FOLLOWING INTERVIEW IS LED BY ALEXANDER CHETCHIKOV, PRESIDENT OF THE WORLD LUXURY CHAMBER OF COMMERCE, AND OFFERS AN IN-DEPTH LOOK AT THE LEADERSHIP PHILOSOPHY OF HANI AKKARI, GENERAL MANAGER OF THE CHEDI KATARA HOTEL & RESORT. SINCE ASSUMING HIS ROLE IN 2023, AKKARI HAS GUIDED THE PROPERTY THROUGH A DECISIVE PERIOD OF GROWTH AND MARKET LEADERSHIP, EARNING INTERNATIONAL RECOGNITION AND ACCLAIM. HIS DISTINCTION AS PART OF THE TOP 100 HOTEL GENERAL MANAGERS OF THE WORLD WAS AWARDED BY LUXURY LIFESTYLE AWARDS, REFLECTING BOTH PERFORMANCE AND INFLUENCE AT THE HIGHEST LEVEL OF HOSPITALITY. THIS CONVERSATION HIGHLIGHTS HOW STRATEGIC VISION, DISCIPLINED LUXURY POSITIONING, AND CULTURAL STEWARDSHIP HAVE SHAPED ONE OF QATAR’S MOST TALKED-ABOUT HOSPITALITY DESTINATIONS.

Alexander Chetchikov: As General Manager since 2023, how would you describe your leadership approach, and how has it influenced the culture and direction of The Chedi Katara Hotel & Resort?

Hani Akkari: My leadership approach has been rooted in authentic hospitality, collaborative empowerment, and a steadfast commitment to excellence. I believe that exceptional guest experiences begin with an engaged and motivated team, so my focus has been on creating a positive workplace culture that values each individual’s contribution, encourages open communication, and inspires pride in every service we deliver.

AC: Luxury today demands clarity and restraint. How do you personally define luxury in a market as competitive and fast-evolving as Qatar?

HA: In the current hospitality landscape, especially in a destination as dynamic and discerning as Qatar, luxury is no longer measured by extravagance alone it is defined by clarity, restraint, and meaningful human experience. True luxury, in my view, is about

creating a space where every detail has purpose, every interaction feels personal, and every moment is curated with intention. Luxury today is about anticipation and personalization.

AC: The hotel has achieved remarkable commercial and reputational results in a short time. Which strategic decisions were most critical in elevating its market position?

HA: From the outset, our focus was on sustainable RevPAR rather than volume-led occupancy. We deliberately targeted a high-value guest segment that appreciates discretion, design, and experiential depth, rather than chasing broad demand.

This informed our pricing discipline, channel strategy, and partnerships. By avoiding overexposure and protecting rate integrity, we allowed demand to mature naturally. As brand credibility strengthened, commercial performance followed; not through aggressive tactics, but through trust and repeat business.

AC: Guest-centricity is often discussed but rarely mastered. What operational principles ensure that the luxury at your hotel feels personal rather than performative?

HA: At The Chedi Katara, guest-centric luxury means anticipating needs, personalising every interaction, and creating genuine emotional connections that make each guest feel uniquely valued rather than just impressively served. We focus on attentive, proactive service and meticulous attention to detail while empowering our team to act with empathy and discretion, ensuring experiences feel thoughtful and sincere. Seamless coordination across departments and use of guest insights allows us to tailor stays without feeling intrusive, and consistent service excellence builds trust and loyalty. This approach turns each stay into a meaningful, memorable journey that reflects true luxury.

AC: Your team has been central to the hotel’s transformation. How do you motivate, train, and retain talent while maintaining exacting luxury standards?

HA: At The Chedi Katara, we motivate, train and retain talent by investing in ongoing skill development and personalised career paths, which boosts confidence and job satisfaction. We foster a culture of open communication and recognition so every team member feels valued and heard, not just “managed.” We also empower staff with autonomy in guest service and leadership opportunities, strengthening ownership and loyalty. By creating clear growth opportunities, rewarding excellence, and supporting well-being, we keep our people inspired to uphold the highest luxury standards.

AC: Being named among the TOP 100 Hotel General Managers of the World is a significant achievement. What does this recognition represent for you and your team?

HA: For me, it’s not about an individual title as much as it reflects the people I work with every day. This recognition belongs to the entire team their passion, discipline, perseverance and commitment to excellence are what make any achievement possible.

It represents countless hours of hard work, attention to detail, and a shared belief that hospitality is about people, first our guests and our colleagues. Personally, it motivates me to keep raising the bar, stay curious, and lead with responsibility and humility. For the team, I hope it reinforces what we do, and how we do it, truly matters on a global stage.

AC: Partnerships and activations have played a visible role in the hotel’s identity. How do you evaluate which collaborations truly add value to a luxury brand?

HA: We carefully choose partnerships that enhance our brand’s identity and elevate the guest experience, not just generate noise. True value comes from collaborations with brands that share our values and prestige, align with our luxury ethos, and offer something memorable or unique to guests. We prioritise authenticity and emotional resonance ensuring the tie in feels natural and enriches the stay rather than being superficial. By focusing on strategic fit, guest relevance, and long term impact, we ensure every collaboration reinforces our reputation for refined, meaningful luxury.

AC: Looking ahead, how do you see the luxury hospitality industry evolving in the region over the next five years, and how is your leadership preparing for that shift?

HA: In the next five years, luxury hospitality in the region will continue its strong growth, driven by expanding hotel capacity and government tourism initiatives that position the GCC as a global destination for discerning travellers. Qatar, Dubai and other markets are increasing luxury room supply and high-end experiences as demand from affluent and experience-seeking guests rises

We also expect greater emphasis on personalised, technology enabled experiences and cultural storytelling, as hotels tailor service to evolving expectations and differentiate through immersive offerings.

To learn more, visit www.ghmhotels.com

MR. JAMIE HOPWOOD

GENERAL MANAGER

LUXURY THROUGH CULTURE THIS EXCLUSIVE CONVERSATION HIGHLIGHTS THE LEADERSHIP PERSPECTIVE OF MR. JAMIE HOPWOOD, GENERAL MANAGER OF HOTEL CARMICHAEL, AUTOGRAPH COLLECTION HOTEL, WHOSE RECOGNITION AS A TOP 100 GENERAL MANAGERS OF THE WORLD WINNER BY LUXURY LIFESTYLE AWARDS REFLECTS A CAREER SHAPED BY PRECISION, CREATIVITY, AND CULTURAL AWARENESS. THE INTERVIEW EXPLORES HOW EXPERIENTIAL LUXURY, ARTISTIC INFLUENCE, AND OPERATIONAL DISCIPLINE ARE INFLUENCING THE DIRECTION OF GLOBAL HOSPITALITY THROUGH A DIALOGUE LED BY ALEXANDER CHETCHIKOV, PRESIDENT OF THE WORLD LUXURY CHAMBER OF COMMERCE.

Alexander Chetchikov: As a general manager, how do you balance operational excellence with the emotional and experiential side of luxury hospitality?

Jamie Hopwood: At Coury Hospitality, we lead with a People First culture, and that makes the balance much more natural. When you hire the right curators—people who genuinely care about craft, service, and connection— and you set clear expectations for excellence, operational discipline and emotional hospitality reinforce one another. Strong systems create consistency, while empowered people bring the soul. When those two are aligned, the experience feels effortless for the guest.

AC: Hotel Carmichael places strong emphasis on live performance and storytelling. Why do you believe cultural immersion is becoming essential to luxury hotels today?

JH: Luxury travelers are seeking experiences that feel

intimate, meaningful, and memorable. Feinstein’s at Hotel Carmichael offers something truly special, an upclose, cabaret-style storytelling experience that creates a deep emotional connection between the performer and the audience. It’s immersive in an increasingly rare way. This kind of cultural programming transforms a stay into a moment in time, and that emotional resonance is what today’s guests value most.

AC: The hospitality industry continues to evolve rapidly. What major shifts do you see shaping its future over the next five years?

JH: Personalization will continue to move from a niceto-have to an expectation, driven by data and thoughtful technology. At the same time, guests are craving authenticity, real human connection in an increasingly digital world. Wellness, sustainability, and flexible luxury experiences will also play a major role. The hotels that thrive will be those that use technology to enhance, not replace, the human experience.

AC: Being named among the TOP 100 General Managers of the World is a significant achievement. What does this recognition represent for you and your team?

JH: This recognition belongs to many people. First and foremost, it reflects the incredible dedication of our team. It also would not be possible without the support of our amazing owners, Pedcor and the City of Carmel, whose vision and commitment to excellence are unmatched. I’m equally grateful for the leadership and partnership of Coury Hospitality, as well as the unwavering support of my family. This honor represents what’s possible when trust, collaboration, and shared values come together.

AC: How do you ensure that luxury remains approachable while still maintaining exclusivity and high standards?

JH: Luxury should feel welcoming, not intimidating. In Indiana, we call that Hoosier hospitality, warm, genuine, and sincere. We maintain the highest standards behind the scenes while encouraging authentic, human interactions on the front line. Exclusivity comes from thoughtful curation and attention to detail, not formality. When guests feel comfortable and cared for, the experience feels both elevated and personal.

AC: From your perspective, what skills are now most critical for leaders navigating the modern hotel industry?

JH: Building trust is foundational, and just as important is the speed at which that trust is built. Leaders today must connect quickly and authentically with their teams. Emotional intelligence, adaptability, and clear communication are critical, but trust is the pillar that allows everything else to move faster and more effectively. Developing people through transparency, consistency, and purpose-driven leadership is essential in today’s environment.

AC: Looking ahead, how do you envision Hotel Carmichael continuing to stand apart within the competitive landscape of luxury hospitality?

JH: Hotel Carmichael will continue to stand apart by fully embracing its role as a cultural destination. By deepening our connection to the arts, elevating storytelling, and delivering consistently exceptional service, we’ll remain distinctive. Our focus will always be on creating experiences that guests can’t replicate elsewhere, experiences that feel personal, inspiring, and unforgettable.

JEAN-PHILIPPE LOVOTTI

GENERAL MANAGER

JEAN-PHILIPPE LOVOTTI STANDS AMONG THE MOST RESPECTED FIGURES IN THE GLOBAL LUXURY HOSPITALITY LANDSCAPE. RECENTLY HONORED AS ONE OF LUXURY LIFESTYLE AWARDS’ TOP 100 HOTEL GENERAL MANAGERS OF THE WORLD FOR 2025, HIS LEADERSHIP HAS ONCE AGAIN PLACED HIS PERSONAL VISION AND EXPERIENCE FIRMLY ON THE WORLD STAGE. THIS RECOGNITION REFLECTS NOT ONLY EXCEPTIONAL OPERATIONAL PERFORMANCE BUT ALSO A DEEP COMMITMENT TO PEOPLE, CULTURE, AND LONG-TERM EXCELLENCE.

With a career spanning Europe, Singapore, Southeast Asia, and the Pacific region, Mr. Lovotti brings a rare global perspective to luxury hospitality. Known for his strategic clarity, people-first philosophy, and ability to lead complex operations through transformation and growth, he continues to reimagine what modern luxury leadership looks like, balancing innovation, financial discipline, and emotionally resonant guest experiences.

Our exclusive interview with Mr. Lovotti is guided by Alexander Chetchikov, President of the World Luxury Chamber of Commerce and long-time leader of the Luxury Lifestyle Awards.

Alexander Chetchikov: What does being recognized as one of Luxury Lifestyle Awards’ TOP 100 Hotel General Managers of the World for 2025 mean to you at this stage of your career?

Jean-Philippe Lovotti: This recognition is both an honor and a reflection of the journey I’ve undertaken in luxury hospitality. It validates the commitment to operational excellence, innovation, and—most importantly—people. After more than 25 years in the

industry, spanning continents and cultures, this award is a testament to the collective achievements of the teams I have led, and the enduring relationships built with guests, partners, and colleagues. It inspires me to continue evolving, mentoring, and driving positive change in our field.

AC: How have your diverse experiences across continents shaped your leadership style and understanding of luxury hospitality?

JPL: Working in Europe, Singapore, Southeast Asia, and the Pacific has deeply enriched my perspective. Each region brings unique expectations, traditions, and operational challenges. These experiences have taught me the value of adaptability, cultural sensitivity, and the importance of building high-performance teams around a shared vision. My leadership style is rooted in strategic clarity and a people-first philosophy, always striving to create emotionally resonant guest experiences while respecting local nuances.

AC: How do you balance strategic vision, operational excellence, and adaptability in a fastchanging industry?

JPL: Balancing these elements requires a clear vision, disciplined execution, and a willingness to embrace change. I focus on setting ambitious yet achievable goals, empowering teams, and fostering a culture of continuous improvement. Operational excellence is achieved through rigorous standards and attention to detail, while adaptability comes from staying attuned to market trends and guest feedback. Ultimately, it’s about harmonizing innovation with tradition to deliver exceptional results.

AC: Families play an increasingly important role in luxury travel. How does the hotel design experience, such as the Le Petit Prince offerings, create meaningful stays for guests of all ages?

MP: How do you integrate innovation and technology while preserving the emotional and human aspects of luxury service?

AC: From an industry standpoint, what shifts have you observed in the expectations of urban travelers, especially those choosing luxury hotels in major cultural destinations like Montreal?

JPL: Digital transformation is essential, but luxury hospitality remains fundamentally about human connection. I leverage technology to enhance efficiency and personalize guest experiences—such as data-driven service customization and seamless digital interactions—while ensuring that every touchpoint retains warmth and authenticity. Training teams to use technology as a tool, not a replacement, is key to maintaining the emotional resonance that defines true luxury.

AC: What are the key leadership principles you rely on when guiding teams through significant change?

JPL: During renovations, rebranding, or transformation projects, I prioritize transparent communication, shared purpose, and empathy. Leading by example, I encourage collaboration and celebrate milestones, ensuring that every team member feels valued and

engaged. Flexibility and resilience are vital, as is maintaining a clear focus on long-term objectives while supporting people through transitions.

AC: How do you inspire, engage, and retain highperforming teams in an industry facing ongoing talent challenges?

JPL: My approach centers on cultivating a positive, collaborative environment where people are empowered to grow and contribute. I invest in professional development, recognize achievements, and foster open dialogue. By aligning individual aspirations with organizational goals, I help teams find purpose and pride in their work. As one colleague noted, “We take care of the business, and we take care of our people”—a philosophy that drives both performance and loyalty.

AC: How do you translate the philosophy of personalization and emotional connection into tangible guest experiences?

JPL: Personalization starts with understanding each guest’s preferences and anticipating their needs. I encourage teams to create memorable moments— whether through bespoke amenities, tailored recommendations, or genuine gestures of hospitality. Emotional connection is fostered by attentive service, authentic interactions, and a commitment to exceeding expectations. The goal is to make every guest feel truly seen and valued.

AC: And finally, what will define the future of luxury hospitality over the next five to ten years, and how are you preparing for that evolution?

JPL: The future will be shaped by sustainability, technology, and the deepening of emotional engagement. Guests will seek experiences that are both meaningful and environmentally responsible. I am preparing by championing sustainable practices, investing in digital innovation, and nurturing a culture of empathy and creativity. The ability to adapt, inspire, and deliver personalized excellence will remain the hallmark of world-class luxury hospitality.

HOSPITALITY IS MARKED BY AN OPEN RESPONSE TO THE DIGNITY OF EACH AND EVERY PERSON.

JENNIFER TRAVERS

HOTEL INDIGO VANCOUVER DWTN –PORTLAND AREA

USA

JOHN

GOMES

THE GEORGES HOTEL

USA

FAIRMONT DUBAI UAE

JONATHAN RUDD

SOFITEL KRABI PHOKEETHRA GOLF & SPA RESORT

THAILAND

JORDI CARALT COLOMA

GRAN HOTEL INGLÉS

SPAIN

JOSEPH DELLA GATTA RADISSON BLU RESORT MALDIVES MALDIVES

JORDAN  Company Website Winner Profile  Company Website Winner Profile  Company Website Winner Profile  Company Website Winner Profile

KEMAL SIRITKIRMIZI

W AMMAN / THE ST. REGIS AMMAN / AL MANARA, A LUXURY COLLECTION HOTEL / THE WESTIN SARAYA AQABA RESORT & SPA

KRISHANTA DAMUNUPOLA

FUWAIRIT KITE BEACH, TAPESTRY COLLECTION BY HILTON

QATAR

LAURENT HERSCHBACH

RITZ PARIS

FRANCE

LAKSHMANAN RAMANATHAN

LAGOS

MARRIOTT HOTEL IKEJA NIGERIA

MANISH JHA

NH COLLECTION DUBAI THE PALM UAE

MANUEL CARNEIRO

SHERATON CASCAIS RESORT

PORTUGAL

SOFITEL MONTRÉAL LE CARRÉ

DORÉ – GOLDEN MILE CANADA

MARCEL SAWYER

IFURU ISLAND MALDIVES MALDIVES  Company Website Winner Profile  Company Website Winner Profile  Company Website Winner Profile

Company Website Winner Profile

MARC PICHOT

GENERAL MANAGER

SOFITEL MONTREAL GOLDEN MILE CELEBRATES AN EXTRAORDINARY ACHIEVEMENT THIS YEAR AS ITS GENERAL MANAGER, MARC PICHOT, IS RECOGNIZED AMONG THE TOP 100 HOTEL GENERAL MANAGERS OF THE WORLD BY LUXURY LIFESTYLE AWARDS. IN THIS EXCLUSIVE CONVERSATION LED BY ALEXANDER CHETCHIKOV, PRESIDENT OF THE WORLD LUXURY CHAMBER OF COMMERCE, M. PICHOT OFFERS INSIGHT INTO LUXURY HOSPITALITY, THE INFLUENCE OF FRENCH ART DE VIVRE, AND THE EVOLVING EXPECTATIONS OF TODAY’S TRAVELERS.

As the leader of Sofitel Montreal Golden Mile, he continues to elevate the guest experience through cultural expression, culinary innovation, and hospitality centered on comfort, creativity, and personal connection.

Alexander Chetchikov: Sofitel Montreal Golden Mile beautifully expresses French art de vivre. From your perspective, how does this philosophy influence luxury hospitality today?

Marc Pichot: From my perspective, this philosophy shapes luxury hospitality today by reminding us that true elegance is not only seen, but experienced. The French art de vivre celebrates the seamless harmony between comfort, culture, and human connection. In modern luxury hotels, this translates into crafting experiences that are both effortless and meaningful, where service is intuitive, every detail is thoughtfully curated, and each moment exudes warmth and sophistication. It transforms a stay from a simple visit into a fully memorable experience.

AC: Guests often describe Sofitel Montreal Golden Mile as a place where French sophistication meets

Montreal’s vibrant cultural personality. How do you ensure this atmosphere consistently enhances the luxury experience?

MP: We ensure this atmosphere consistently enhances the luxury experience by blending French sophistication with Montreal’s vibrant cultural energy in every detail. From the design and culinary offerings to curated experiences, everything is thoughtfully crafted to engage the senses. By staying true to both identities, we create a luxury experience that feels authentic, welcoming , and consistently memorable for our guests.

AC: RENOIR Restaurant and NINI Salon à Cocktails have become iconic within the hotel’s identity. In your view, how essential is culinary creativity to shaping the luxury environment guests seek today?

MP: Culinary creativity is central to shaping the luxury environment as it transforms a stay into a full sensory experience. At Sofitel Montréal Golden Mile, RENOIR Restaurant and NINI Salon à Cocktails embody this philosophy by offering inventive, beautifully presented

dishes and cocktails that reflect both French savoir faire and local flavors. Today’s luxury is not only about comfort; it’s about authenticity and discovery. By elevating local and seasonal ingredients through creative craftsmanship, we offer guests memorable moments that reflect both our region and our commitment to exceptional taste.

AC: Families play an increasingly important role in luxury travel. How does the hotel design experience, such as the Le Petit Prince offerings, create meaningful stays for guests of all ages?

MP: At Sofitel Montréal Golden Mile, we believe luxury travel should be enjoyable for guests of all ages. We create meaningful family stays by offering experiences that delight children while still maintaining the comfort and sophistication adults expect. Our Le Petit Prince amenities and activities spark imagination, make young guests feel cherished, and allow families to fully enjoy their time together. This thoughtful balance helps every age feel welcome and cared for.

AC: From an industry standpoint, what shifts have you observed in the expectations of urban travelers, especially those choosing luxury hotels in major cultural destinations like Montreal?

MP: Urban travelers today expect more than beautiful spaces, they seek experiences that are authentic, immersive, and personalized. In cultural destinations like Montreal, guests look for luxury that feels alive: thoughtful service, meaningful local touches, and experiences that reflect the city’s rhythm. They value comfort and sophistication, but also creativity, culture, and a sense of connection to the destination . This shift challenges luxury hotels to go beyond accommodation, becoming vibrant gateways that allow guests to truly experience the heart of the city.

AC: Well-being remains central to contemporary hospitality. What inspired the creation of your new fitness and yoga space, and how does it reflect the evolving priorities of modern guests?

MP: We created our new fitness and yoga space in response to the growing desire of modern travelers to maintain wellness routines while traveling. Modern luxury is no longer just about comfort, it’s about feeling good, staying active, and having moments of calm. By designing a space that is both serene and inspiring, we offer guests a sanctuary to recharge in a way that reflects their evolving priorities and supports a more holistic, balanced travel experience.

AC: Montreal continues to grow as an international cultural and business hub. How does Sofitel Montreal Golden Mile adapt its services and guest experience offerings to stay aligned with this development?

MP: As Montreal grows as an international cultural and business hub, Sofitel Montréal Golden Mile adapts by blending refined French hospitality with the city’s dynamic energy. Our services are designed to meet the needs of both leisure and business travelers, offering personalized experiences, flexible meeting spaces, and curated local recommendations. By staying attentive to trends, listening to our guests, and weaving Montreal’s unique culture into every detail, we ensure each stay feels relevant, sophisticated, and seamlessly connected to the city’s vibrant spirit.

AC: Looking ahead, what opportunities do you foresee for the luxury hospitality sector, and how is Sofitel Montreal Golden Mile preparing to meet them?

MP: Looking ahead, the luxury hospitality sector has the opportunity to redefine experiences through personalization, sustainability, and meaningful cultural engagement. Today’s guests increasingly seek authenticity, wellness, and immersive local connections alongside the comforts of refined luxury. At Sofitel Montréal Golden Mile, we are meeting these expectations by continuously enhancing our service, embracing innovative experiences, and celebrating both French art de vivre and Montreal’s unique spirit. This approach ensures that every stay is not only luxurious but also memorable, relevant, and deeply connected to the world around us.

MANDARIN ORIENTAL VIENNA AUSTRIA

G HOTEL GURNEY MALAYSIA

AIRPORT

COLOMBIA

NADER IBRAHIM

MARRIOTT RIYADH HOTELS

SAUDI ARABIA

NADINE AL BULUSHI

NADER NEISHABOURI JUMEIRAH MESSILAH BEACH KUWAIT

NASEER THODI MÖVENPICK HOTEL WAAD AL SHAMAL

SAUDI ARABIA

PEOPLE WILL FORGET WHAT YOU SAID, FORGET WHAT YOU DID, BUT PEOPLE WILL NEVER FORGET HOW YOU MADE THEM FEEL.

NAZARET CARBONARI

WALDORF ASTORIA RIVIERA MAYA

MEXICO

PIERRE-HENRI BOVSOVERS

W VERBIER

SWITZERLAND

PEDRO ALMEIDA SANTOS MYRIAD

PORTUGAL

PIETER VAN BEUGEN

DOUBLETREE BY HILTON RESORT & SPA MARJAN ISLAND

GOLDEN TULIP HOTEL APARTMENT

SHARJAH

UAE

RICHARD GOSLING HILTON WOKING

UNITED KINGDOM

RADEK CAIS LE ROYAL MÉRIDIEN PLACE VENDÔME LUSAIL

QATAR

RICHARD TAN

PAN PACIFIC SERVICED SUITES ORCHARD, PAN PACIFIC SERVICED SUITES BEACH ROAD, AND PARKROYAL SERVICED SUITES SINGAPORE SINGAPORE

ROBBERT VAN RIJSBERGEN

RELAIS & CHÂTEAUX HOTEL

BÜLOW PALAIS

GERMANY

INDONESIA

BLU RESORT CAM RANH

RICHARD TAN

GENERAL MANAGER

FOLLOWING HIS RECOGNITION AMONG THE TOP 100 HOTEL GENERAL MANAGERS OF THE WORLD BY LUXURY LIFESTYLE AWARDS, RICHARD TAN, VICE PRESIDENT OF SERVICED SUITES SINGAPORE AND UOL SPECIAL PROJECTS JOINS AN EXCLUSIVE CONVERSATION LED BY ALEXANDER CHETCHIKOV, PRESIDENT OF THE WORLD LUXURY CHAMBER OF COMMERCE. IN HIS ROLE, MR. TAN OVERSEES PAN PACIFIC SERVICED SUITES ORCHARD, PAN PACIFIC SERVICED SUITES BEACH ROAD, AND PARKROYAL SERVICED SUITES SINGAPORE, WHILE ALSO SUPPORTING UOL GROUP LIMITED ON STRATEGIC INITIATIVES.

The discussion explores leadership philosophy, contemporary definitions of luxury, the evolving expectations of serviced living, and how a portfolio-led approach continues to shape refined long-stay experiences through people-centric culture, operational discipline, and measured innovation.

Alexander Chetchikov: As Vice President overseeing multiple serviced suites properties in Singapore, how do you define luxury today within the serviced living segment, and how does that definition translate consistently across different locations and guest profiles?

Richard Tan: Luxury today, particularly within serviced living, is less about opulence and more about delivering thoughtful, seamless experiences that make guests feel genuinely cared for. At Pan Pacific Hotels Group, this philosophy is reflected in our brand promise, “Sincerely Yours,” which guides how we connect with guests in a warm, intuitive, and personal way.

Across our serviced suites, we bring this to life through a series of brand signatures designed to elevate everyday living. Our Pan Pacific Ambassador service ensures that long-stay guests have a dedicated point of contact who understands their preferences and supports their stay from arrival to departure. Programmes such as the Happy Sleeper Programme prioritise restorative rest, while premium touches—from Jo Loves bathing amenities in our Pan Pacific properties to Appelles amenities at PARKROYAL Serviced Suites—add a refined sensory experience.

While the service philosophy remains consistent, each property expresses it in a way that reflects its surroundings and guest

profile. Whether it is the urban sophistication of Orchard or the culturally rich neighbourhood of Beach Road, our goal is to ensure every guest feels recognised, comfortable, and at home, while still experiencing the distinctive personality of each location.

AC: Long-stay guests often seek stability, familiarity, and trust over time. From a portfolio perspective, how do you ensure consistency of experience while allowing each property to retain its own character and sense of place?

RT: Consistency starts with a clear set of service standards and operational protocols that all properties follow. At the same time, we empower each leadership team to interpret these standards in ways that reflect their property’s character and the needs of their guests. For instance, Pan Pacific Serviced Suites Beach Road celebrates its vibrant, culturally rich surroundings by offering local experiences that connect guests to the neighbourhood, while Pan Pacific Serviced Suites Orchard focuses on design-led spaces, contemporary comfort, and luxury amenities tailored to business and long-stay travellers. By balancing structured service excellence with thoughtful local expression, we ensure our guests experience both dependable quality and the distinctive personality of each property.

AC: Your role spans both operational leadership and group-level special projects. How does this dual responsibility influence your leadership mindset and decision-making across serviced suites operations?

RT: Balancing operational leadership with strategic projects requires a mindset that is both forward-looking and grounded in daily realities. On one hand, I focus on portfolio-wide priorities such as innovation, operational efficiency, and longterm positioning to ensure our serviced suites remain competitive in a dynamic hospitality landscape.

At the same time, staying closely connected to frontline operations is essential. Hospitality ultimately comes down to people and service, and I believe leadership should remain attuned to guest feedback and the experiences our teams deliver every day. Initiatives such as the Pan Pacific Ambassador programme reflect this philosophy, ensuring that guests receive attentive, personalised support throughout their stay while empowering our teams to take ownership of the guest experience.

On the other hand, part of my role also involves supporting key strategic projects for UOL Group Limited, where we explore broader opportunities that contribute to the group’s long-term growth and value creation. Having visibility across both operational and strategic dimensions allows me to make decisions that are practical, people-focused, and aligned with the wider direction of the organisation.

AC: People-first leadership remains a cornerstone of hospitality. How do you align teams across multiple properties around shared service standards while empowering local leadership to respond to guests with discretion and judgment?

RT: Our approach is rooted in trust and clarity. Teams are trained on shared standards, but we encourage autonomy within those frameworks. By investing in leadership development and fostering a culture of accountability, local leaders can make informed decisions that benefit the guest in real time. Open communication and regular cross-property sharing of best practices reinforce alignment while maintaining flexibility for personalized service.

AC: Sustainability and responsible practices are increasingly embedded in long-stay hospitality expectations. How do these considerations inform strategic planning and daily operations across the serviced suites portfolio?

RT: Sustainability is integral to both our strategic planning and daily operations. Across our serviced suites portfolio, we prioritise energy efficiency, responsible sourcing, waste reduction, and meaningful community engagement. For our guests, this translates into seamless sustainable choices— whether through eco-conscious amenities, complimentary

bicycle rentals to reduce carbon footprint, or CSR initiatives that give back to the community. Embedding these practices ensures our operations are responsible today and resilient for the future. I’m also proud to share that Pan Pacific Serviced Suites Orchard Singapore was recently awarded the BCA Green Mark Platinum 2025 by Singapore’s Building and Construction Authority (BCA), recognising our commitment to environmentally sustainable building and operations.

AC: From an industry standpoint, how do you see the serviced suites segment evolving in a mature and highly competitive market such as Singapore?

RT: Serviced living is evolving from purely functional accommodation to a more holistic lifestyle offering. Guests expect flexibility, connectivity, and curated experiences beyond their suite. In Singapore’s competitive landscape, differentiation comes from the ability to combine operational excellence with lifestyle enrichment, technology-enabled convenience, and personalized service—essentially making long stays feel effortless, enriching, and memorable.

AC: Talent development is often cited as a long-term challenge in hospitality. How do training, mentorship, and leadership continuity contribute to sustaining service culture across several properties?

RT: People are the foundation of our service promise. We invest heavily in training, mentorship, and succession planning to ensure service excellence is both taught and lived daily. By nurturing talent internally and providing clear pathways for growth, we maintain continuity and consistency in guest experience. Our service culture is strengthened not just through protocols, but through empowered teams who feel ownership and pride in their work.

AC: Looking ahead, what strategic priorities do you believe will define the next phase of luxury serviced living, and how is Pan Pacific Hotels Group positioning its serviced suites portfolio to remain relevant to future long-stay guests?

RT: The future of luxury serviced living lies in personalization, flexibility, and a human-centric approach. Guests will increasingly value spaces that adapt to their lifestyle, supported by intuitive technology and immersive experiences. At Pan Pacific, we are investing in portfolio-wide innovations, design enhancements, and people development to meet these evolving expectations. By combining operational discipline with thoughtful, people-focused innovation, we ensure our serviced suites continue to be a preferred choice for long-stay guests seeking both comfort and meaningful experiences.

Discover Pan Pacific Hotels Group’s serviced suites portfolio in Singapore: www.panpacific.com/orchard www.panpacific.com/beach-road www.panpacific.com/singapore

SHERIF NASSAR LE MÉRIDIEN MEDINA

SAUDI ARABIA

SUBASH GADTAULA BEST WESTERN PREMIER SONASEA

PHU QUOC

VIETNAM

SOUHAIEL ABDELJAOUAD

DORAT NAJD RESORT

SAUDI ARABIA

SUSAN ANTHONY

POWER YOUR BUSINESS GROWTH WITH WORLD LUXURY CHAMBER OF COMMERCE

JOIN A PREMIER NETWORK OF LUXURY BRANDS FOR COLLABORATION AND SUCCESS.

LEARN MORE

SUSAN ANTHONY

GENERAL MANAGER

FOLLOWING HER RECOGNITION AMONG THE TOP 100 HOTEL GENERAL MANAGERS OF THE WORLD BY THE LUXURY LIFESTYLE AWARDS, THIS EXCLUSIVE INTERVIEW SPOTLIGHTS SUSAN ANTHONY, GENERAL MANAGER OF AMARI KUALA LUMPUR, WHOSE LEADERSHIP CONTINUES TO SHAPE A PEOPLEDRIVEN, SUSTAINABILITY-FOCUSED APPROACH TO URBAN HOSPITALITY. LED BY ALEXANDER CHETCHIKOV, PRESIDENT OF THE WORLD LUXURY CHAMBER OF COMMERCE, THE CONVERSATION EXPLORES HOW MODERN LUXURY IS DEFINED THROUGH CULTURE, INNOVATION, AND RESPONSIBLE GROWTH AT AMARI KUALA LUMPUR.

Alexander Chetchikov: Luxury today is often described as emotional and experiential, how do you personally define luxury hospitality, and how does that philosophy translate into the guest experience at Amari Kuala Lumpur?

Susan Anthony: For me, luxury hospitality isn’t just about opulence or grand gestures — it’s about how a guest feels throughout their stay. It’s emotional, intuitive, and deeply personal. True luxury happens in the moments that feel effortless yet meaningful: when your preferences are anticipated, when you feel genuinely welcomed, and when every detail, no matter how small, contributes to your comfort and peace of mind. We focus on turning these moments into memories for our guests.

At Amari Kuala Lumpur, we bring this philosophy to life through authentic guest experiences. It could be a

returning business traveller who’s remembered by name, or a family who feels completely at home from the moment they arrive. From warm, attentive service and thoughtfully designed spaces to subtle touches that reflect local culture, we aim to create experiences that feel effortless, memorable, and uniquely personal. Our goal is for every guest — whether here for work or leisure — to leave feeling cared for, understood, and truly valued.

AC: In your view, how can a luxury hotel balance warmth, inclusivity, and refinement while catering to both business and leisure travellers in a fastpaced city like Kuala Lumpur?

SA: Luxury hospitality today is really about how a guest feels. It’s not about excess or formality, but about thoughtful moments that feel personal and genuine.

True luxury is when things happen seamlessly — when your needs are anticipated, you feel sincerely welcomed, and the experience feels effortless from start to finish, At Amari Kuala Lumpur, this comes through in the real moments our guests often share with us. It could be a returning business traveller who appreciates being remembered by name, or a family who tells us how comfortable and cared for they felt throughout their stay. These authentic experiences — the quiet gestures, the warm conversations, the sense of familiarity — are what define luxury for us. We want guests to feel relaxed, understood, and completely at ease, whether they’re here for one night or many during their stay.

AC: How do exclusive elements such as Club-level privileges, personalised service, and thoughtfully designed spaces contribute to a sense of elevated yet accessible luxury for today’s guests?

SA: Exclusive elements such as Club-level privileges, personalised service, and thoughtfully designed spaces play an important role in shaping how guests experience luxury today — but only when they feel natural and accessible, not intimidating.

Club-level privileges, for example, are about giving guests a sense of ease and flow. It’s the convenience of a dedicated space to work quietly during the day, unwind in the evening, or enjoy a moment of calm away from the pace of the city. Guests often tell us they value the comfort, privacy, and small details that make their stay feel smoother and more relaxed.

Personalised service is where luxury becomes truly meaningful. Remembering a guest’s preferences, offering thoughtful recommendations, or simply recognising a returning guest creates a feeling of familiarity and trust. These genuine interactions make guests feel seen and valued, without ever feeling over-serviced.

Thoughtfully designed spaces bring all of this together. When a space is intuitive, comfortable, and reflective of local character, guests can move effortlessly between work and leisure. At Amari Kuala Lumpur, our aim is to create environments that feel refined yet welcoming — places where guests can be productive, connect, or simply slow down.

Together, these elements create an elevated experience that feels warm, inclusive, and relevant to how today’s guests travel — where luxury is defined not by formality, but by comfort, connection, and authenticity.

AC: Sustainability is increasingly intertwined with luxury, how do initiatives such as eco-certification, reduced plastic use, and local sourcing enhance rather than dilute the luxury narrative?

SA: Today, luxury and sustainability go hand in hand. For us, sustainability doesn’t take away from the experience — it adds meaning and depth to it. Guests want to enjoy comfort and quality, while also feeling confident that their stay is thoughtful and responsible. Sustainability is a lifestyle.

At Amari Kuala Lumpur, eco-certification reflects our commitment to doing things properly, not just visibly. Being recognised as a Certified Eco Hotel under the ESG Adoption Programme, alongside receiving the International Sustainability Award, reassures guests that sustainability is embedded into our lifestyle.

Our efforts to reduce plastic use are intentionally subtle. We focus on well- designed alternatives in guest rooms and public areas, so the experience still feels refined and considered. Guests often tell us that these details feel natural and unobtrusive, which is exactly how sustainability should be experienced.

Local sourcing plays a meaningful role in how we express luxury. By working with local suppliers and incorporating regional flavours, materials, and cultural influences, we create experiences that feel rooted in Kuala Lumpur. Whether it’s through our dining concepts or collaborations with local partners, guests gain a genuine sense of place while knowing their stay supports the surrounding community.

Ultimately, sustainability at Amari Kuala Lumpur enhances the luxury narrative by making it more conscious, more authentic, and more relevant. It allows guests to enjoy an elevated experience while feeling good about the choices behind it — and that, to us, is modern luxury.

AC: You are known for a collaborative and empowering leadership style. How does leading by example help shape hotel culture and influence service excellence across departments?

SA: For me, leadership starts with leading by example. How we show up as leaders every day sets the tone for the hotel—how teams work together and how they care for our guests.

At Amari Kuala Lumpur, I believe collaboration and empowerment have to work both ways. Leaders must listen, trust, and support their teams, and at the same time, teams need to take ownership and step up. When that balance is right, people feel respected and confident in what they do.

That sense of shared responsibility breaks down silos, strengthens teamwork across departments, and ultimately shows in the guest experience. Service excellence becomes natural because everyone understands that their role—no matter how visible— matters. At Amari Kuala Lumpur, this culture of shared responsibility and mutual respect allows service excellence to happen naturally. Our team takes pride in what they do, feels confident to make decisions in the moment, and understands that every role — no matter how visible — contributes to the overall guest experience. That collective ownership is what truly elevates our service.

AC: How do you inspire, train, and retain talent in a competitive hospitality market while ensuring long-term motivation, well-being, and professional growth for your team?

SA: In today’s competitive hospitality landscape, inspiring, training, and retaining talent requires more than good intentions — it requires action. That’s why the idea of ‘Accelerate Action’ resonates strongly with me.

For me, empowerment is not about giving everyone the same opportunities, but about giving them a shoe that fits. People have different strengths, motivations, and stages in their careers. When leaders take the time to understand that, training becomes more meaningful, roles become more purposeful, and performance improves naturally.

At Amari Kuala Lumpur, we focus on placing people where they can thrive, supporting them with the right guidance, and trusting them with responsibility. When team members feel seen, valued, and set up for success, they are more engaged, more loyal, and more willing to grow with the organisation.

That is how we inspire action, build capability, and retain talent — by turning equity and empowerment into everyday leadership practice, not just a concept.

AC: What operational or service improvements under your leadership best reflect the evolution of the hotel, particularly in areas such as smart technology, efficiency, and guest satisfaction?

SA: The evolution of Amari Kuala Lumpur has been driven by a clear focus on using smart systems to enhance both guest satisfaction and operational efficiency — always with the intention of supporting our people, not replacing the human touch.

On the guest experience side, ReviewPro plays a vital role in how we listen to our guests and respond meaningfully. By monitoring real-time feedback across all major review platforms, we’re able to identify trends, address concerns quickly, and make informed, datadriven improvements across departments. The insights from sentiment analysis, guest satisfaction surveys, and our Global Review Index™ allow us to continuously refine our service standards. Improvements in guest sentiment, faster response times, and stronger online ratings are clear indicators that these efforts are making a real difference.

From a commercial and revenue perspective, tools such as Cockpit and Avalon support more informed and agile decision-making. Cockpit allows us to track performance in real time. Winnow Food Management System supports our culinary team to monitor food usage and waste in real time, allowing us to make smarter decisions around menu planning, portioning, and procurement. This not only reduces food waste and costs, but also

reinforces a culture of accountability and awareness across the kitchen.

Together, these improvements reflect how Amari Kuala Lumpur continues to evolve — embracing smart technology, improving efficiency, and delivering a more seamless, satisfying experience for both our guests and our team..

AC: Looking ahead, how do you see the hospitality industry in Asia evolving, and what role do citycentre lifestyle hotels like Amari Kuala Lumpur play in shaping its future?

SA: Looking ahead, hospitality in Asia is becoming far more experience-driven and purposeful. Guests today want more than just a place to stay — they want connection, ease, and experiences that feel relevant to their lifestyle and the city they’re in.

For city-centre lifestyle hotels like Amari Kuala Lumpur, our role is to bring the city to life through thoughtful service, local culture, and seamless convenience. Technology and sustainability will support that journey, but at the heart of it is people.

As leaders, our responsibility is to inspire, train, and retain talent by empowering our teams — and that empowerment must work both ways. When team members feel trusted, supported, and valued, they naturally deliver more meaningful experiences to our guests. That’s how we stay relevant, competitive, and future-ready

To learn more about the experience, location, and lifestyle, visit www.amari.com

HILTON BAHRAIN

BAHRAIN

THOMAS VIDAL

JAPAN

TANIA LEAL RODRIGUES

TJ JOULAK

WALDORF ASTORIA MALDIVES

ITHAAFUSHI

MALDIVES

TOMAS GREGOR

ONE ELEVEN RESORT & BVILLA RESORTS BALI

INDONESIA

ULISSES MARREIROS

BELMOND BRAZIL

BRAZIL

TORSTEN RICHTER

ANANTARA SIAM BANGKOK HOTEL

THAILAND

 Company Website Winner Profile  Company Website Winner Profile  Company Website Winner Profile  Company Website Winner Profile

VINCENT DAVID

GENERAL MANAGER

VINCENT DAVID, GENERAL MANAGER OF RIXOS GULF HOTEL DOHA, IS AMONG THE WORLD’S MOST RESPECTED HOSPITALITY LEADERS, HAVING BEEN HONORED AS ONE OF LUXURY LIFESTYLE AWARDS’ TOP 100 HOTEL GENERAL MANAGERS OF THE WORLD FOR 2025. THIS PRESTIGIOUS RECOGNITION CELEBRATES HIS EXCEPTIONAL LEADERSHIP, STRATEGIC VISION, AND ABILITY TO ELEVATE GUEST EXPERIENCES IN ONE OF THE MIDDLE EAST’S MOST DYNAMIC LUXURY DESTINATIONS.

Located along Doha’s iconic waterfront, Rixos Gulf Hotel Doha holds a unique place in Qatar’s hospitality history. Situated on a landmark historical site, it was the first five-star hotel ever to open in Qatar and today stands as the country’s first all-inclusive beach resort. Under Vincent David’s leadership, the property has reinforced its legacy while redefining contemporary luxury through elevated service standards, innovative guest offerings, and a strong culture of excellence.

Our exclusive interview is led by Alexander Chetchikov, President of the World Luxury Chamber of Commerce and CEO of Luxury Lifestyle Awards.

Alexander Chetchikov: Congratulations on being named one of the Luxury Lifestyle Awards TOP 100 Hotel General Managers of the World for 2025. What does this recognition mean to you personally and professionally?

Vincent David: Being named among the Luxury Lifestyle Awards TOP 100 Hotel General Managers of the World for 2025 is truly an honor and a humbling recognition. Personally, it represents years of dedication,

resilience, and passion for hospitality, as well as the invaluable mentorship and support I have received throughout my career.

Professionally, this recognition reflects the collective effort of the entire Rixos Gulf Hotel Doha team. Leadership in hospitality is never an individual achievement; it is built on trust, collaboration, and a shared commitment to excellence. I am proud to lead a team that consistently strives to elevate guest experiences while respecting the legacy and significance of this iconic property. This award further motivates me to continue innovating, investing in people, and setting new standards for luxury hospitality in Qatar and the region.

AC: How would you describe your leadership style, and how does it influence the culture and daily operations at Rixos Gulf Hotel Doha?

VD: My leadership style blends high standards with human focus. I believe that if you respect people, clarify expectations, and give them freedom to excel, they deliver results beyond targets.

At Rixos Gulf Hotel Doha, this approach has shaped a culture of accountability, passion, and guest obsession where every department understands its role in the guest journey.

Operationally, it means structured organization, strong talent development, open communication, and datadriven decisions, enabling us not only to maintain premium Experiences & All-Inclusive standards, but also to perform at a high level across guest satisfaction, service consistency, and financial metrics.

AC: Staff engagement and development are key pillars of successful hospitality leadership. How do you inspire, train, and retain talent within your team?

VD: For me, the key to staff engagement is to make people feel valued, supported, and challenged. I inspire talent by creating a culture of purpose and excellence, where everyone understands how their work contributes to the guest experience. We invest heavily in training, cross-exposure, upskilling, and leadership development, while encouraging ownership and initiative at all levels.

I believe that creating emotional connections with the team makes all the difference. At Rixos Gulf Hotel Doha, I hold weekly round-table lunches, department meetings, and recognize top performers with incentives for crossselling and guest service excellence. I lead by example and embed mentoring, feedback, and daily training into operations, ensuring people feel valued, motivated, and empowered to grow.

Retention comes naturally when people have career growth, recognition, fair standards, and strong leadership, and I am proud to see many team members progressing within the hotel and within the broader Rixos organization.

AC: Since assuming your role as General Manager, what operational or service improvements are you most proud of achieving at the hotel?

VD: Since assuming my role, we have focused on elevating both service quality and operational performance. We refined the All-Inclusive guest experience, enhanced team training and standards, and optimized key operational processes from housekeeping and F&B to front office and recreation.

As a result, we saw:

• Higher guest satisfaction scores in 2025 vs 2024

• More consistent service delivery across touchpoints, mainly in F&B and Front office.

• Better internal communication & departmental coordination, regular meetings with the team, round table, participate at the onboarding of each staff, incentive based on cross selling, trackers to anticipate the main event of the year in terms of anticipation to take the best decision in revenue.

I am particularly proud that these improvements also reinforced our image as a flagship luxury All-Inclusive hotel in Doha.

AC: Rixos Gulf Hotel Doha occupies a unique position in the Qatari luxury hospitality market. How do you ensure the brand remains distinctive while meeting evolving guest expectations?

VD: Rixos occupies a unique space in Qatar because we not only offer luxury accommodation, but also a complete lifestyle ecosystem built on experiences, culture, gastronomy, wellness, and family connection.

To stay distinctive, we are constantly refining our signature All-Inclusive model by elevating:

• Culinary diversity & premium dining: 7 signature outlets providing various international cuisines and experiences.

• Entertainment and Cultural Activations: all-day sports programs for all levels, complemented by day-to-night entertainment across the resort, offering spaces to relax, socialize, dance, and enjoy vibrant dining experiences.

• Family & wellness experiences featuring Rixy Kids’ Club, daily activities from 10:00 AM to 10:00 PM, dedicated games rooms, and nightly live shows.

• Personalized guest engagement throughout the journey, with thoughtfully curated touchpoint experiences around the pools and across various departments.

At the same time, we closely monitor guest feedback, global trends, and market dynamics to continuously evolve our offering, whether through health-conscious dining, digital convenience, immersive experiences, or family-focused luxury.

This balance between honoring our brand DNA and adapting to market evolution ensures that Rixos Gulf Hotel Doha remains both distinctive and highly relevant within Qatar’s fast-evolving hospitality landscape.

AC: Strategic partnerships and collaborations are increasingly important in luxury hospitality. Can you share how collaboration has played a role in the hotel’s success?

VD: In the luxury hospitality segment, no hotel succeeds in isolation; true excellence is built through strong ecosystems. Collaboration has been instrumental in positioning Rixos Gulf Hotel Doha as a market leader, strengthening both our strategic presence and the experiential value we deliver to our guests.

We work closely with:

Tourism boards and travel trade partners to stimulate international demand and diversify source markets

Lifestyle, wellness, and entertainment brands to elevate and enrich our all-inclusive guest experience

Local cultural and business entities to remain deeply connected to the community and aligned with Qatar’s national tourism vision

These partnerships enable us to curate experiences that extend well beyond accommodation, reinforce our brand differentiation, and contribute meaningfully to Qatar’s growing reputation as a premier luxury and family destination.

Ultimately, collaboration has allowed us to create a more dynamic, immersive, and globally relevant product, one that sits at the heart of the Rixos success story in Qatar.

AC: How do you personally define “modern luxury,” and how is this vision reflected in the guest experience at Rixos Gulf Hotel Doha?

VD: I believe modern luxury is no longer defined solely by opulence; it is defined by how guests feel. For today’s travellers, true luxury means:

• Time well spent

• Freedom of choice

• Personalized attention

• A touch of Fun

• Comfort without stiffness

At Rixos Gulf Hotel Doha, this philosophy is reflected in our elevated All-Inclusive lifestyle concept, where guests discover a curated world of gastronomy, wellness, entertainment, and family experiences without friction, without complication, and without unnecessary formality.

Our service culture focuses on anticipation, emotional intelligence, and personalization, ensuring that guests feel both valued and relaxed.

This is how we translate modern luxury into a living experience, not just a product.

AC: As a globally recognized hotel leader, what legacy do you hope to build at Rixos Gulf Hotel Doha, and what advice would you offer to the next generation of luxury hospitality executives?

VD: Legacy, for me, is about creating systems, standards, and cultures that continue to thrive independently of the leader. At Rixos Gulf Hotel Doha, I aspire to leave behind a resilient organization, a best-in-class AllInclusive product, and a talent culture that grows future leaders for the brand and for the region. If in a few years the hotel remains a benchmark of excellence and innovation in Qatar, and many of our talents have progressed in their careers, then the legacy will be meaningful.

To the next generation of luxury hospitality executives, my advice is to embrace human leadership, strategic thinking, and continuous learning. Understand that modern luxury is about emotion, personalization, and experience, not just assets and aesthetics. Surround yourself with good people, invest in their development, and never lose touch with the guest.

In the end, success in hospitality comes from a simple truth: we don’t manage hotels, we lead people who create experiences.

Discover the world of Rixos Gulf Hotel Doha by visiting www.rixos.com

VIVEK MAHAJAN GRAND MERCURE AGRA INDIA

RADISSON RESIDENCES CAIRO, HELIOPOLIS EGYPT

WALEED AWAD SILAN

GENERAL MANAGER

IN A CITY WHERE HOSPITALITY CARRIES PROFOUND MEANING BEYOND COMFORT OR DESIGN, JABAL OMAR MARRIOTT HOTEL MAKKAH HAS DISTINGUISHED ITSELF AS A PLACE OF PURPOSE, PRECISION, AND QUIET EXCELLENCE. POSITIONED STEPS FROM AL-MASJID AL-HARAM, THE HOTEL SERVES AS A TRUSTED COMPANION TO MILLIONS OF GUESTS NAVIGATING ONE OF LIFE’S MOST SIGNIFICANT JOURNEYS. ITS RECOGNITION AS BEST LUXURY CITY HOTEL, MAKKAH, SAUDI ARABIA, BY LUXURY LIFESTYLE AWARDS

2025 REFLECTS A RARE ACHIEVEMENT: DELIVERING WORLD-CLASS LUXURY WHILE REMAINING DEEPLY ALIGNED WITH THE SPIRITUAL RHYTHM OF MAKKAH.

Leading this remarkable property is Waleed Awad Silan, General Manager, and newly named as one of Luxury Lifestyle Awards’ TOP 100 Hotel General Managers of the World for 2025. His leadership has been instrumental in shaping the hotel’s identity, one rooted in discipline, cultural intelligence, and an uncompromising focus on guest experience. Through thoughtful strategy and hands-on stewardship, Waleed has elevated Jabal Omar Marriott into a benchmark for urban luxury hospitality in sacred destinations.

The conversation is guided by Alexander Chetchikov, President of the World Luxury Chamber of Commerce and long-time leader of the Luxury Lifestyle Awards.

Alexander Chetchikov: Congratulations on being named one of LLA’s TOP 100 Hotel General Managers of the World for 2025. What does this recognition mean to you personally and professionally?

Waleed Awad Silan: Personally, this recognition is a profound honor and a reflection of a career built on discipline and a passion for hospitality. Professionally, it validates our team’s commitment to elevating Jabal Omar Marriott Hotel Makkah into a global benchmark for luxury within a sacred destination. It reinforces our mission to align world-class luxury with the spiritual rhythm of this holy city.

AC: Jabal Omar Marriott Hotel Makkah has received multiple international accolades. What do you believe makes this hotel stand out in such a spiritually significant city?

WAS: Our hotel stands out because it serves as a “trusted companion” to guests on one of life’s most significant spiritual journeys. We have successfully distinguished ourselves through “purpose, precision, and quiet excellence,” ensuring that our luxury offerings never overshadow the spiritual significance of the location.

AC: How do you and your team strike a balance between luxury, mindfulness, and the sacred atmosphere of Makkah?

WAS: We achieve this through “cultural intelligence” and thoughtful strategy. By being positioned just steps from Al-Masjid al-Haram, we remain deeply aligned with the spiritual rhythm of Makkah while providing a world-class luxury environment that allows guests to focus on their devotion with comfort and peace.

AC: Service is often described as the soul of the hotel. How do you cultivate a culture of attentiveness and consistency among your team?

WAS: Cultivating this culture requires “hands-on stewardship” and an uncompromising focus on the guest experience. We instill a sense of discipline and purpose in our team, recognizing that in Makkah, hospitality carries a profound meaning that goes far beyond simple design or comfort.

AC: The hotel caters to pilgrims, families, and business travelers from all over the world. How do you ensure a personalized experience for such a diverse guest profile?

WAS: We treat every guest as a unique individual navigating a meaningful journey. Whether they are here for pilgrimage or business, our leadership is rooted in understanding their specific needs and providing a harmonious blend of luxury and comfort that respects their diverse backgrounds.

AC: What innovations or enhancements can guests expect from the hotel in the coming years?

WAS: Guests can expect a continued focus on elevating the harmony between luxury and spirituality. We are dedicated to refining our identity as a benchmark for urban luxury hospitality, ensuring that our facilities and services evolve to meet the high expectations of the modern luxury traveler in a sacred destination.

AC: As a leader in luxury hospitality, what advice would you offer to aspiring hotel general managers seeking distinction in this industry?

WAS: Distinction comes from a commitment to “quiet excellence” and the ability to lead with purpose. My advice is to remain disciplined, develop deep cultural intelligence, and always prioritize the guest experience above all else, especially when operating in unique and significant destinations.

AC: What legacy do you hope to leave at Jabal Omar Marriott Hotel Makkah, both for your team and for the guests who pass through its doors?

WAS: I hope to leave a legacy of excellence where the hotel is remembered as a place that truly understood the “profound meaning” of hospitality in Makkah. For my team, I hope to leave a culture of discipline and pride; for our guests, I want them to remember us as the companion that enhanced their most sacred journey through unparalleled service and spiritual harmony.

YENNY TANUDJAJA

GENERAL MANAGER

IN THIS EXCLUSIVE INTERVIEW, GENERAL MANAGER YENNY TANUDJAJA

SHARES HER PERSPECTIVE ON LEADERSHIP, PRIVATE GOLF

EXCELLENCE,

AND THE STRATEGIC DIRECTION OF EMERALDA GOLF CLUB IN INDONESIA.

The conversation is led by Alexander Chetchikov, President of the World Luxury Chamber of Commerce, and explores the principles behind Tanudjaja’s approach to managing a highly selective golf and estate destination. Recognized among the TOP 100 Hotel General Managers of the World, she has guided the club toward a clearly defined position within Indonesia’s private golf landscape. The distinction, presented by Luxury Lifestyle Awards, reflects a leadership style centered on operational discipline, carefully managed membership, and a consistent focus on delivering value beyond member expectations within the luxury golf sector.

Alexander Chetchikov: As General Manager, how do you personally define luxury within a private golf and estate environment where access is limited to members and their guests?

Yenny Tanudjaja: Luxury means delivering an experience that goes far beyond basic comfort or service— for us, it is about exceeding expectation and emotional impact.

Luxury in a private golf and estate environment is defined by discretion, consistency, and a deep respect for privacy. When access is limited to our members and guests, luxury is not about excess, but about how thoughtfully the experience is curated. It is reflected in seamless service, impeccable course conditions, and an atmosphere where our golfers feel comfortable, recognized, and understood.

True luxury lies in delivering a sense of ease and belonging, where every detail is managed with care so every golfer can simply enjoy their time without interruption or compromise.

Luxury in hospitality is about exceeding expectations in a deeply personal, seamless, and emotionally resonant way—not just offering expensive products.

AC: Emeralda Golf Club serves a highly selective audience. What elements are essential to maintaining a sense of exclusivity without compromising warmth and service quality?

YT: Maintaining exclusivity while preserving warmth comes down to culture and consistency. Exclusivity should never feel rigid or unapproachable. At Emeralda, we place strong emphasis on personalized service, attention to detail, and genuine hospitality. Our team is trained to understand our members, anticipate their preferences, and engage with professionalism balanced by sincerity. When standards are clear and service is delivered with confidence and care, exclusivity becomes an experience of comfort and trust rather than distance.

AC: The club emphasizes exceeding customer expectations. How does this value translate into day-to-day decisions across golf operations, hospitality, and facilities?

YT: Exceeding customer expectations is embedded in how we make everyday decisions. Across golf operations, hospitality, and facilities, we consistently ask whether an action enhances the member experience in a meaningful way. This influences everything from course conditioning and pace-of-play management to service flow in dining and the responsiveness of our facilities team. We focus on consistency, anticipation, and followthrough—often in small details that members may not consciously notice but always feel. By prioritizing longterm quality and listening closely to feedback, we ensure that expectations are not only met but thoughtfully surpassed.

AC: Emeralda has invested in first-class facilities, from championship courses to wellness amenities. How do these features support a refined lifestyle rather than simply adding scale?

YT: Our approach to facilities is guided by purpose rather than size. Every investment is carefully evaluated based on how it supports the lifestyle of our members. The championship courses, wellness amenities, and social spaces are designed to complement one another, encouraging balance between sport, relaxation, and social connection. Rather than adding scale, we focus on refinement—ensuring that each facility is relevant, wellintegrated, and maintained to the highest standard. This creates an environment where members can enjoy a complete and meaningful experience, not just impressive infrastructure.

AC: From an industry perspective, what standards define a top-tier golf course today, and how do you ensure Emeralda consistently meets the highest level of play and presentation?

YT: A top-tier golf course today is defined by consistency, course conditioning, design integrity, and the overall quality of the playing experience. Beyond layout, players expect excellent turf health, clear course presentation, safety, and a balance between challenge and playability. At Emeralda, we ensure these standards through disciplined maintenance programs, experienced agronomy leadership, and continuous evaluation of course conditions across all holes. Long-term planning, attention to detail, and daily commitment from our team allow us to deliver a course that meets international expectations every day, not only during major events.

AC: Operating within Indonesia, how do local culture and the Sundanese lifestyle influence the club’s identity and guest experience?

YT: Local culture plays an important role in shaping Emeralda’s identity. The Sundanese lifestyle emphasizes harmony, respect, and a calm way of life, values that naturally align with the spirit of golf. We reflect these through our Clubhouse – built similar to Gedung Sate (a historic landmark building in Bandung, West Java, Indonesia—and one of the most iconic examples of Indonesian colonial-era architecture.) and our approach to service is how we maintain the landscape and environment.

By integrating these cultural principles, we create an experience that feels authentic and grounded, offering members a sense of tranquility while still meeting international standards of a private golf club.

AC: What does being named among the TOP 100 Hotel General Managers of the World represent for you personally, and how does it shape your outlook on the future of the golf and estate industry in Southeast Asia?

YT: Being named among the TOP 100 Hotel General Managers of the World is both an honor and a

responsibility. Personally, it validates the dedication, discipline, and passion that our team brings to every aspect of Emeralda.

Professionally, it reinforces my commitment to continue improving the leadership. Looking ahead, I see great potential for Southeast Asia to redefine luxury golf and estate living through authenticity, sustainability, and excellence in service. This recognition inspires me to continue elevating standards, creating meaningful member experiences, and contributing to the long-term growth of the region’s private golf industry.

To learn more, visit www.emeralda-golfclub.com

The Chamber Behind the Awards

DISCOVER WLCC

POWER YOUR BUSINESS GROWTH WITH WORLD LUXURY CHAMBER OF COMMERCE

IF YOU’RE IN THE BUSINESS OF LUXURY, YOU ALREADY KNOW THAT PERCEPTION IS EVERYTHING. FROM THE ELEGANCE OF YOUR PACKAGING TO THE TONE OF YOUR COMMUNICATIONS, EVERY DETAIL MATTERS. SO WHEN IT COMES TO WHO YOUR BRAND ALIGNS WITH, THE COMPANY YOU KEEP ISN’T JUST IMPORTANT—IT’S DEFINING.

Enter the World Luxury Chamber of Commerce (WLCC)—a global network built specifically for luxury brands, by luxury experts. It’s not your average business network. This is a curated community where craftsmanship meets commerce, innovation meets tradition, and bold ambition meets refined execution.

And now, it’s also the official home of the Luxury Lifestyle Awards—one of the most prestigious recognition programs in the world for excellence in luxuray. With this integration, LLA winners gain access to a deeper ecosystem of opportunities, influence, and visibility. It’s not just about the accolade; it’s about what comes next—and WLCC is what’s next.

YOU’RE NOT JUST JOINING A NETWORK—YOU’RE JOINING THE NETWORK

WLCC isn’t a numbers game. It’s about who is in the room. Think top-tier decision-makers, influential creatives, and leaders shaping the future of luxury across industries—fashion, hospitality, yachts, wine, real estate, and beyond. It’s the kind of access that opens doors you didn’t even know were there. Whether you’re seeking brand collaborations, global expansion, or just that one golden introduction, WLCC connects you with people who can move the needle.

Visibility That Actually Matters

Luxury isn’t mass. It’s selective. So is WLCC’s approach to promotion. As a member, your brand steps into the spotlight through targeted global campaigns, prestigious media features, and a presence in Luxury People Magazine, the Chamber’s official publication. It’s the right kind of attention—from the right kind of audience.Plus, with access to WLCC’s media hub, you’ll find collaboration opportunities with leading publications that understand how to elevate a brand without diluting its identity.

Stay Ahead Without Getting Lost in the Noise

The luxury sector is evolving fast—sustainability, digital transformation, and emerging markets are rewriting the rules. WLCC gives you direct access to the latest insights, trends, and strategies through expert-led webinars, executive programs, and curated workshops. Whether you’re rethinking your retail experience or exploring how AI fits into luxury storytelling, the resources here are both rich and relevant.

Your Brand Deserves to Be Recognized—Elegantly

WLCC doesn’t just hand you a certificate and send you on your way. They equip you with sophisticated tools to express your membership with subtle strength—an elegant lapel pin, a premium plaque, curated stickers, and a personalized welcome letter. It’s branding, done the luxury way. This kind of credibility speaks volumes to clients, partners, and even competitors. It says: We belong here. We are part of something bigger—and better.

The Events and Luxury Education Hub Offers Exceptional Value on Their Own

WLCC’s event calendar and Luxury Education Hub read like a who’s-who of the luxury world—executive programs in Milan and Paris, thought-leader webinars with experts like Chris Roebuck and Antonio Paraiso, and VIP gatherings in global capitals. Members enjoy priority access, discounted packages, and exclusive experiences that are as enriching as they are glamorous. These aren’t just events; they’re opportunities to be inspired, seen, and remembered.

So, What’s the Catch?

Truthfully? WLCC isn’t for everyone—and that’s the point. To qualify, you need to bring something to the table: excellence in your field, an international mindset, and a shared commitment to sustainability and innovation. This is a community of leaders, not followers. But if your brand lives and breathes luxury, if you’re looking to scale with integrity and connect with kindred brands across the globe—then WLCC might just be the strategic edge you’ve been waiting for.

BECAUSE IN LUXURY, GROWTH ISN’T JUST ABOUT SELLING MORE. IT’S ABOUT CONNECTING BETTER, COMMUNICATING SMARTER, AND POSITIONING YOURSELF EXACTLY WHERE YOUR AUDIENCE EXPECTS TO FIND YOU—AMONG THE WORLD’S BEST.