< Previous10 / HOTELIERMIDDLEEAST.COM / APRIL 2025 Careers Atlantis The Royal appoints new GM and senior vice president Dubai’s Atlantis The Royal has appointed a new general manager and senior vice president. Originally from Switzerland, Olivier Bonard joins the luxury property from Wynn Resorts Macau, where he spend 12 years. During his career, he has opened large- scale integrated resorts and managed multiple property portfolios across Europe and the Asia Pacific. He said: “I am honoured to join Atlantis The Royal, an iconic destination redefining ultra-luxury hospitality by pushing boundaries and setting new global benchmarks. “Like Dubai, a city of limitless ambition and constant evolution, Atlantis The Royal thrives on innovation and the relentless pursuit of excellence. This vision resonates deeply with me, I believe there is no finish line, only new beginnings.” Banyan Tree AlUla has appointed Bhavesh Rawal as general manager. In his new role, Rawal will oversee the resort’s daily operations, financial performance, and long-term strategy. His responsibilities include optimising operational efficiency, maintaining service standards, and enhancing guest experience. He will also work on strengthening key partnerships to align the resort’s offerings with market demand. Commenting on his appointment, Rawal stated: “I am truly honored to join the Banyan Tree AlUla team at such an exciting time for the destination. AlUla is a remarkable place with a rich heritage and vibrant cultural calendar, and I’m eager to contribute to the resort’s growth within the context of Saudi Arabia’s Vision 2030. “With AlUla becoming a key cultural hub, my focus will be on elevating Banyan Tree AlUla’s offerings, ensuring guests experience the perfect blend of luxury, culture and sustainability.” Bhavesh Rawal takes over as GM at Banyan Tree AlUla HOT_2404_10-11_APPOINTMENTS_13555439.indd 10HOT_2404_10-11_APPOINTMENTS_13555439.indd 1027/03/2025 16:4127/03/2025 16:4112 / HOTELIERMIDDLEEAST.COM / APRIL 2025 Careers / Day in the Life Rana Saab A day in the life of Al Jaddaf Rotana’s complex marketing and communications director shares her routine Rana Saab is a hospitality professional with over 20 years of experience in marketing, branding, and hotel openings across the Middle East. With a track record of successfully launching more than 30 properties in markets such as the UAE, Saudi Arabia, Bahrain, Iraq, Lebanon, and Syria, she has played a pivotal role in shaping the identity of numerous hotels, F&B outlets, and lifestyle venues. As complex marketing and communications director, she oversees marketing, digital strategy, public relations, and loyalty programs for three hotels, totalling 730 rooms and nine dining destinations. Saab spearheaded the launch of Al Jaddaf Rotana in 2020, positioning it as a key player in the luxury hospitality scene despite the challenges of the pandemic. Refl ecting on her daily routine, Saab says: “Every day is diff erent, we must be agile to respond to opportu- nities and challenges, especially in a competitive and fast-mov- ing market like Dubai’s luxury hospitality sector. Keeping up to date with the latest luxury travel and hospitality trends, and adapting the hotel’s marketing strategy accordingly to stay ahead of competitors. Weekends are more chilled but this is when sometimes I get creative and ideas pop up into my head so I write them down on the spot to be developed further the next day.” Here she shares a glimpse into her day-to-day: 8am: The day begins with reviewing key performance indi- cators (KPIs) from the previous day or week. This includes occupancy rates, booking trends, revenue per available room (RevPAR), guest satisfaction scores, and the performance of marketing campaigns. 8.30am: A quick meeting with the marketing team to discuss ongoing campaigns, social media strategies, upcoming events, and collaborations. I need to ensure that everyone is aligned with the hotel’s current objectives and provides guidance where needed. 9am: Each department head will share their priorities and challenges for the day, and we review in general the hotel performance and discuss in details the guest satisfaction survey and solutions to enhance our guest experience. 11.30am: A brainstorming session or meeting with the creative team, external agencies, or designers to review new marketing materials, digital ads, and social media content. This could also include reviewing upcoming campaigns for the hotel’s events, seasonal promotions, or new service off erings. 1pm: During my lunch break, I eat often in the offi ce as I bring my own home cooked meals unless I am entertaining in one of our restaurants. 3pm: During this time, I attend internal meetings, like the revenue meeting where we discuss the commercial perfor- mance of the hotel, review business on the books, segmenta- tion share and each channel production. We have it twice per week as I oversee three hotels. During the F&B marketing meeting, we brainstorm activ- ities and ideas with the culinary and service team, review the revenue for each outlet and discuss the challenges and upcoming promotions and off ers. 4.30pm: I often review the performance of digital channels, such as the hotel’s website, social media platforms, email marketing campaigns, and paid advertising eff orts. Adjust- ments are made to strategies to optimise results and reach the right high-net-worth individuals or infl uencers. I review content for social media posts, blog articles, and other marketing collateral is common, and I will approve or give feedback on content calendars, press releases, and media kits. 5.30pm: Before wrapping up for the day, I often review the performance of ongoing initiatives and analyse the success of campaigns launched earlier in the day or week. I also check the response from key markets and make necessary adjustments. I need to maintain and enhance the hotel’s brand image, ensuring all marketing materials are aligned with the hotel’s luxurious positioning. 7pm: I look forward to the evening to catch up with my son who is currently 10 years old. With our long working hours, I try to maintain a healthy balance. We chat, have dinner and sometimes he jogs with me around our compound. HOT_2404_12-13_DAY IN THE LIFE NEW_13569071.indd 12HOT_2404_12-13_DAY IN THE LIFE NEW_13569071.indd 1227/03/2025 18:1027/03/2025 18:1014 / HOTELIERMIDDLEEAST.COM / APRIL 2025 Saurav Puri is the new multi-property general manager at The St. Regis Downtown Dubai, Delta Hotels by Marriott, Dubai Investment Park, and Marriott Residences Al Barsha South, Dubai. With over 17 years of leadership experience, Puri wa most recentl at The Ritz- Carlton, Dubai, fi rst as director of operations and later as hotel manager. Here, we get to know him a little better. How and why did you get into the hospitality industry? I was raised in a culture where hospitality is a deep-rooted tradition. While initially pursuing engineering, my passion for food and travel led me to explore the hospitality industry. The sector off ers an exciting blend of leadership, service, and business strategy. Hospitality, for me, is about creating meaningful moments, and I’ve always been driven to deliver experiences that allow guests to “Live Exquisite.” The ability to positively impact someone’s stay, leaving them with lasting memories, continues to inspire me every day. Have any previous roles helped get you where you are today? I’ve been fortunate to work in various roles, from front offi ce and sales & marketing to revenue management, operations, and corporate-level responsibilities. These experiences have broadened my understanding of what makes a hotel successful. From managing the guest experience at the front desk to driving growth through sales and revenue, each role has reinforced the importance of adaptability, collaboration, and a guest-centric approach. These lessons have shaped my leadership style, enabling me to build strong teams and deliver outstanding results. Have there been any mentors in your career so far? Yes, I’ve had several mentors who have played a pivotal role in my career. One key lesson I’ve learned is that we don’t always need to reinvent the wheel – sometimes adopting best practices accelerates success. At the same time, embracing innovation and becoming a trendsetter rather than just a follower is equally important. Balancing proven strategies with fresh ideas allows us to stay ahead of guest expectations. What challenges are you expecting to face in your new role? Managing multiple properties comes with its unique challenges, such as maintaining consistent brand standards and optimising operational effi ciency across various locations. The key to success in this role will be ensuring clear ownership of priorities, bringing the brand to life in every guest interaction, and creating a work environment where associates feel motivated and fulfilled. My approach is to empower leadership teams, ensure alignment with the brand promise and drive performance through clear priorities and accountability. Fostering a strong culture, open communication and a focus on excellence will be essential. Saurav Puri The new recruit Marriott’s multi-property GM on what makes a hotel successful Careers / New recruit What advice would you give to other professionals in the industry? In hospitality, every moment counts – just like a chef perfecting a dish. The right ingredients, timing, and passion make all the diff erence. My advice is to embrace every opportunity, be present in the moment, and take pride in what you do. Success isn’t solely defi ned by big wins; it’s the consistent delivery of excellence in every detail. When you genuinely enjoy what you do, it shows in the experiences you create for your guests and the positive impact you have on your team. What is your ultimate goal in hospitality? My focus is currently on delivering exceptional performance across all key metrics in my role. The ultimate goal is to balance the needs of three critical stakeholders – owners, the brand, and associates – while driving sustainable success. We must evolve, innovate, and create a culture of excellence that sets us apart in an increasingly competitive industry. By fostering a high-performance environment where teams feel empowered and inspired, we not only achieve business success but also make a lasting impact on the industry. HOT_2404_14-15_NEW RECRUIT_13555442.indd 14HOT_2404_14-15_NEW RECRUIT_13555442.indd 1427/03/2025 16:4427/03/2025 16:44Opinion 16 / HOTELIERMIDDLEEAST.COM / APRIL 2025 The psychology of long-term guests Mohamed Mahmoud on The cluster GM at InterContinental Residences and Crowne Plaza Business Bay in Dubai shares his wisdom The psychology of long-term guests is truly fascinating. It speaks to a deep human need for stability, comfort, and a sense of belonging – something we all crave, especially when navigating a dynamic city like Dubai. Guests choosing extended stays aren't simply looking for a place to sleep; they are searching for a personal sanctuary, a home away from home. In a city known for its fast pace, high energy, and ever-evolving business landscape, extended-stay models provide a unique solution, blending residential flexibility with the luxury and convenience of a hotel. The rising demand for extended stays The demand for extended-stay accommodations has seen remarkable growth, not just in Dubai but across the region. The hospitality sector is witnessing a shift where extended- stay units have not only recovered but have surpassed pre-2019 occupancy levels, fuelled by multiple factors. These include booming business sectors, an influx of international talent, the rise of remote work, and the increasing need for corporate relocations. Dubai, as a major business and tourism hub, has become a magnet for professionals on extended projects, expatriates settling into new roles, and travellers looking for longer, immersive stays. Recent data reveals that long-stay segments at our property have exceeded budget expectations by 178 percent, reinforcing the growing preference for this model. In a market as competitive as Dubai, this signals a shift from transient tourism to long-term, experience- driven stays. The emotional connection of long- term stays Hospitality has always been about service, but with extended stays, it becomes about relationships. The longer a guest stays, the better we get to know them – not just as customers, but as individuals with unique routines, habits, and preferences. This allows us to fine-tune their experience, offering them a home-like environment while still indulging them with five-star luxury. Guests in extended- stay properties appreciate small, thoughtful touches – perhaps their favourite fruit placed in their suite, their preferred morning beverage ready before they ask, or a surprise birthday celebration orchestrated by our staff. This extends beyond standard hospitality; it’s about creating an emotional connection. From remembering how a guest likes their coffee to curating personalised dining and leisure recommendations, these thoughtful gestures elevate a stay from ordinary to extraordinary. These moments create lasting memories and establish an emotional connection between the guest and the property. Unlike short-term stays, where interactions are often fleeting, long-term guests become part of a community, where they are known by name and their preferences are anticipated. A win-win for hoteliers and guests The extended-stay model isn't just beneficial for guests – it presents a strategic advantage for hoteliers as well. From an operational perspective, long-term stays offer greater stability, reducing guest turnover and streamlining housekeeping and front-office operations. In an industry where seasonality can significantly impact revenue, extended stays help mitigate fluctuations by providing a predictable revenue stream. According to JLL Hotels & Hospitality, extended-stay guests demonstrate higher levels of loyalty, making them more likely to return and recommend the property. In a market as competitive as Dubai, such loyalty is invaluable, translating into sustained occupancy rates and a positive reputation. Longer stays foster deeper guest relationships, allowing us to truly understand their individual needs and preferences. For our team, the joy of working in an extended-stay environment comes from these connections. Employees take immense pride in creating personalised experiences, which in turn boosts job satisfaction and service excellence. When a guest feels at home, it fosters a cycle of mutual appreciation – loyal guests, engaged staff, and a thriving hospitality business. Investing in the experience The extended-stay market is poised to play an increasingly critical role in the future of hospitality. In regions where tourism patterns are seasonal, long-term stays offer a strategic “Extended stays are about investing in the guest experience and fostering a deep sense of belonging” HOT_2404_16-17_OPINION_13555445.indd 16HOT_2404_16-17_OPINION_13555445.indd 1627/03/2025 16:4427/03/2025 16:44Opinion APRIL 2025 / HOTELIERMIDDLEEAST.COM / 17 solution to stabilise revenue. Cities such as Dubai, Riyadh, and Muscat have become hubs for international professionals, expatriates, and corporate travellers who require stable yet flexible accommodation solutions. Additionally, with the rise of hybrid work models, the demand for serviced apartments and extended-stay residences will continue to grow. Business travellers who once relied on short stays in traditional hotels are now seeking longer, more comfortable stays where they can work and unwind in a familiar space. Extended stays are more than just about providing accommodation; they are about investing in the guest experience and fostering a deep sense of belonging. The growing demand in this region reflects a fundamental shift in guest expectations, where flexibility, comfort, and emotional connection outweigh traditional hotel stays. For hoteliers, embracing this model means securing guest loyalty, stabilising revenue, and redefining the very essence of hospitality. At InterContinental Residences Dubai Business Bay, we have embraced this shift in guest expectations, ensuring that every element of our extended-stay offering is curated to meet the needs of long-term residents. Our guests seek more than just accommodation; they want experiences that nourish the body, mind, and soul. Whether it's organised wellness activities, a fully equipped kitchen, spacious living areas, or personalised concierge services, the goal is to free our guests from daily burdens and allow them to focus on what truly matters. We remain committed to perfecting the extended-stay experience. By blending luxury with personalised service, we are not just offering a place to stay – we are creating homes away from home. Because in the end, hospitality is about making guests feel valued, comfortable, and truly at home – no matter how far they are from it. HOT_2404_16-17_OPINION_13555445.indd 17HOT_2404_16-17_OPINION_13555445.indd 1727/03/2025 16:4427/03/2025 16:4418 / HOTELIERMIDDLEEAST.COM / APRIL 2025 Careers / In Conversation Aynur Mamedova In conversation with Rosewood Abu Dhabi’s director of communications on craft ing compelling campaigns HOT_2404_18-19_IN CONVERSATION_13555441.indd 18HOT_2404_18-19_IN CONVERSATION_13555441.indd 1827/03/2025 16:4527/03/2025 16:45APRIL 2025 / HOTELIERMIDDLEEAST.COM / 19 Aynur Mamedova recently joined Rosewood Abu Dhabi, taking on the role of director of communications. Originally from Azerbaijan, Mamedova has a rich career history – from creating content for OK! Magazine, to writing and editing films and documentaries, as well as being a TV and radio host. She later moved into communications for hospitality, and spent time working in Kuwait, Seychelles and Qatar. Mamedova’s passion for her craft is undeniable. In her most previous role at Waldorf Astoria Kuwait, Mamedova was named as one of the top 101 Marketing Leaders in Hotelier’s Marketing Power List 2024. Now at Rosewood Abu Dhabi, Mamedova brings her creativity and strategic approach to the brand. “I decided it was time for a new chapter, and to get out of my comfort zone. I’d been looking to move to Abu Dhabi for quite for some time, and I was looking for a brand that will work well for me, as well as which brand I would be a good fit for,” shares Mamedova. She explains how due to Rosewood Abu Dhabi’s values and ‘A Sense of Place’ philosophy, it was a perfect fit for both parties. The way team members are treated, how the brand is presented, as well as its trajectory all drew Mamedova in. Understanding the language of the media With previous experience in media, Mamedova brings a highly specialised set of storytelling skills to Rosewood Abu Dhabi. She shares: “One of my mentors said to me, don’t ever quit this career path, because you live and breathe content creation – you will always understand media as it speaks the same language as you.” Mamedova continues: “When I stepped into the hospitality industry, it was really interesting to learn how the corporate world works, as well as the other side of PR and marketing – how to deal with the media and how to personalise messaging for guests.” While she came from a different working environment, Mamedova highlights the parallels between both the media and hospitality industries. She sees her role as a good blend of skills – understanding the operations side of hospitality as well as the communications. Her experience writing scripts helps her with writing press releases, while her experience with videography helps her when developing visual content. “I know the right lighting and the best angle to get a Careers / In Conversation “I know how to create emotionally appealing content that will speak to the audience well” certain shot. I also know how to create emotionally appealing content that will speak to the audience well. It's a nice blend where I can utilise my previous experience,” adds Mamedova. The secret sauce to a compelling campaign The biggest mistake a marketing team can make, according to Mamedova, is to be rigid in its way of doing things. To always want to do things the same way and not be open to trying anything new. Just because something was successful in the past doesn’t mean something else won’t be successful in the present or future. The director of communications says: “It’s important to to try and bring something new, and to think out of the box. If you do nothing different, you become part of the grey mass like everyone else.” For Mamedova, creating emotionally appealing content is her motto. She explains that while anyone can take a beautiful photo, it requires something else to convey an emotionally engaging story. One that evokes personal memories or feelings and transports your audience to another time and place. It shouldn’t just be about selling something, it should be personal and serve the guest’s needs. “Whether its a simple caption, press release, or a photo or video, everything should tell a story,” says Mamedova. “My team and I are striving to achieve this kind of storytelling in our content, where it evokes certain emotions and makes you resonate with the place.” Balancing authenticity with brand promotion is one of the key strategies Mamedova and her team are building out. While there are brand standards and tone of voice to uphold, Rosewood Abu Dhabi provides flexibility, allowing the team members to bring their individual personalities to the content, Mamedova tells us. She shares how the hotel’s values are similar to Emirati values – providing warm and welcoming hospitality. This is the sentiment Rosewood Abu Dhabi wishes to convey in its content too. Working with a local woman to develop content in Arabic also helps to make the content appeal to the local community. “We’re telling the story of our people. We want to advocate the beauty of the area, telling the stories of where guests can visit, what we offer in our outlets, how our chefs engineer the menu to blend modernity with tradition. We want to make our guests feel at home,” concludes Mamedova. HOT_2404_18-19_IN CONVERSATION_13555441.indd 19HOT_2404_18-19_IN CONVERSATION_13555441.indd 1927/03/2025 16:4527/03/2025 16:45Next >