Middle East's Most Influential Leaders Shaping the Future of the Hospitality Industry, 2025
                     May, 2025


Honoring the Visionaries Redening 
Middle East Hospitality
elcome to the The Dubai Leaders edition of Middle East's Most Influential 
WLeaders Shaping the Future of the Hospitality Industry, 2025. As the region continues to rise as a global nexus of innovation, luxury, and cultural 
convergence, the hospitality sector stands at the forefront of this transformation—driven 
by visionary leaders who redefine excellence.
This special edition is a tribute to the minds and trailblazers who are not just responding to 
global trends but are boldly setting new ones. From reimagining guest experiences with 
cutting-edge technologies to advancing sustainability in ultra-luxury resorts, these leaders 
represent the bold spirit and resilience that define the Middle East’s hospitality 
renaissance.
What makes this year’s honorees exceptional is not only their business acumen but their 
commitment to cultural authenticity, inclusivity, and human-centric innovation. In a post-
pandemic era where the meaning of “hospitality” continues to evolve, these individuals 
remind us that leadership is ultimately about vision, empathy, and execution.
Whether you are an industry veteran, aspiring entrepreneur, or global observer, this edition 
offers valuable insights into how the Middle East is shaping the future of global travel and 
leisure. As nations invest in tourism as a pillar of economic diversification—from Saudi 
Arabia’s Vision 2030 to Dubai’s relentless pursuit of world-class experiences—the names 
featured here are the architects of that future.
Edors’s We invite you to explore their stories, strategies, and impact.Happy Reading!
Desk Preston B.
Honoring the Visionaries Redening 
Middle East Hospitality
elcome to the The Dubai Leaders edition of Middle East's Most Influential 
WLeaders Shaping the Future of the Hospitality Industry, 2025. As the region continues to rise as a global nexus of innovation, luxury, and cultural 
convergence, the hospitality sector stands at the forefront of this transformation—driven 
by visionary leaders who redefine excellence.
This special edition is a tribute to the minds and trailblazers who are not just responding to 
global trends but are boldly setting new ones. From reimagining guest experiences with 
cutting-edge technologies to advancing sustainability in ultra-luxury resorts, these leaders 
represent the bold spirit and resilience that define the Middle East’s hospitality 
renaissance.
What makes this year’s honorees exceptional is not only their business acumen but their 
commitment to cultural authenticity, inclusivity, and human-centric innovation. In a post-
pandemic era where the meaning of “hospitality” continues to evolve, these individuals 
remind us that leadership is ultimately about vision, empathy, and execution.
Whether you are an industry veteran, aspiring entrepreneur, or global observer, this edition 
offers valuable insights into how the Middle East is shaping the future of global travel and 
leisure. As nations invest in tourism as a pillar of economic diversification—from Saudi 
Arabia’s Vision 2030 to Dubai’s relentless pursuit of world-class experiences—the names 
featured here are the architects of that future.
Edors’s We invite you to explore their stories, strategies, and impact.Happy Reading!
Desk Preston B.
CONTENTS
Cover story 
08 
Profile
Redefining Hospitality Excellence:
20 The Visionary Leadership of
Vikram Jamwal
Articles 
From Automation to Personalization
16 How to Leverage Technology for Hospitality Innovaon?
From Manager to Mentor
24 How to Culvate Effecve 
Hospitality Leadership Skills?
CONTENTS
Cover story 
08 
Profile
Redefining Hospitality Excellence:
20 The Visionary Leadership of
Vikram Jamwal
Articles 
From Automation to Personalization
16 How to Leverage Technology for Hospitality Innovaon?
From Manager to Mentor
24 How to Culvate Effecve 
Hospitality Leadership Skills?
Editor-in-Chief 
Merry D'Souza
Managing Editor Executive Editor Assistant Editors 
Preston B. Jenny F. Michael W.
Visualizer   Art & Design Director  Associate Designer  
David King Rosy Scott Angela Ruskin
Senior Sales Managers Business Development Manager 
Brain Moody, Jack McDowell Mark Hassan
Marketing Manager  Sales Executives 
James M. Max Floyd
Technical Head  Business Development Executives 
Jacob Smile Simon, Tom
Featured Person Company Name Brief
Technical Specialist  Digital Marketing Manager  Cladys Magagna
Al Khozama Investment Magagna excels in food and beverage innovation, operational Irvin Wilson Dominique T. Corporate Director of efficiency, menu development, and elevating dining experiences 
Food and Beverage alkhozama.com within the hospitality sector.
SME-SMO Executive Research Analyst 
Muriya Tourism Mahfoodh Al Hadhrami is skilled in destination management, 
Steve Rodrigues Frank Adams Hafidh Mahfoodh tourism development, strategic planning, and stakeholder 
Al Hadhrami Development engagement, focusing on enhancing visitor experiences and 
Destination Director jebelsifah.com sustainable tourism growth.
Circulation Manager  Database Management  Technology Consultant   Jay (Jourdain) Green  Green is adept at building sponsorships, forging strategic 
Robert Brown Stella Andrew David Stokes  The BenchSponsorship & partnerships, brand collaborations, and maximizing value for 
Strategic Partnerships thebench.com stakeholders through creative alliance initiatives.
[email protected]
Sarah Schehadé
May, 2025 Schehadé possesses expertise in tourism strategy, hospitality Senior Consultant PwC Middle East
consulting, market analysis, and advising clients on industry 
at PwC | pwc.com best practices and growth opportunities.
Tourism & Hospitality
Follow us on :        www.facebook.com/thedubaileaders/ www.linkedin.com/company/the-dubai-leaders/ Vikram Jamwal Ayedh Dejem Group Jamwal specializes in hospitality operations, guest experience 
Head of Hospitality | optimization, team leadership, and driving service excellence 
We are also available on : dejem.com Dejem Group across diverse hospitality environments.
Copyright © 2025 The Dubai Leaders, All rights reserved. The content and images used in this magazine should not be reproduced or transmitted in 
any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission from The Dubai Leaders. 
Reprint rights remain solely with The Dubai Leaders.
Editor-in-Chief 
Merry D'Souza
Managing Editor Executive Editor Assistant Editors 
Preston B. Jenny F. Michael W.
Visualizer   Art & Design Director  Associate Designer  
David King Rosy Scott Angela Ruskin
Senior Sales Managers Business Development Manager 
Brain Moody, Jack McDowell Mark Hassan
Marketing Manager  Sales Executives 
James M. Max Floyd
Technical Head  Business Development Executives 
Jacob Smile Simon, Tom
Featured Person Company Name Brief
Technical Specialist  Digital Marketing Manager  Cladys Magagna
Al Khozama Investment Magagna excels in food and beverage innovation, operational Irvin Wilson Dominique T. Corporate Director of efficiency, menu development, and elevating dining experiences 
Food and Beverage alkhozama.com within the hospitality sector.
SME-SMO Executive Research Analyst 
Muriya Tourism Mahfoodh Al Hadhrami is skilled in destination management, 
Steve Rodrigues Frank Adams Hafidh Mahfoodh tourism development, strategic planning, and stakeholder 
Al Hadhrami Development engagement, focusing on enhancing visitor experiences and 
Destination Director jebelsifah.com sustainable tourism growth.
Circulation Manager  Database Management  Technology Consultant   Jay (Jourdain) Green  Green is adept at building sponsorships, forging strategic 
Robert Brown Stella Andrew David Stokes  The BenchSponsorship & partnerships, brand collaborations, and maximizing value for 
Strategic Partnerships thebench.com stakeholders through creative alliance initiatives.
[email protected]
Sarah Schehadé
May, 2025 Schehadé possesses expertise in tourism strategy, hospitality Senior Consultant PwC Middle East
consulting, market analysis, and advising clients on industry 
at PwC | pwc.com best practices and growth opportunities.
Tourism & Hospitality
Follow us on :        www.facebook.com/thedubaileaders/ www.linkedin.com/company/the-dubai-leaders/ Vikram Jamwal Ayedh Dejem Group Jamwal specializes in hospitality operations, guest experience 
Head of Hospitality | optimization, team leadership, and driving service excellence 
We are also available on : dejem.com Dejem Group across diverse hospitality environments.
Copyright © 2025 The Dubai Leaders, All rights reserved. The content and images used in this magazine should not be reproduced or transmitted in 
any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission from The Dubai Leaders. 
Reprint rights remain solely with The Dubai Leaders.
Hafidh Mahfoodh Al Hadhrami
Director 
Muriya Tourism Development
Hafidh Mahfoodh Al Hadhrami
Director 
Muriya Tourism Development
he global tourism sector is rapidly evolving. development but also about cultivating interpersonal skills 
TTechnological innovations are introducing massive and strategic thinking in preparation for more advanced transformations, while opening doors for endless leadership positions.
opportunities. In an era of rapid transformation within the 
global tourism sector, few individuals exemplify the spirit Leadership at Muriya Tourism Development
of leadership and sustainable development quite like 
Hafidh Mahfoodh Al Hadhrami. In his capacity as Al Hadhrami’s appointment as Director at Muriya Tourism 
Director of Destination at Muriya Tourism Development, Development marked a significant turning point in his 
Al Hadhrami has guided the redefining of Oman's tourism career. Muriya, a joint venture between Orascom 
industry, focusing on innovation, protection of heritage, and Development Holding and Oman Tourism Development 
sustainability. Through his leadership, he has been at the Company (OMRAN GROUP), has established itself as a 
forefront of pushing forward important initiatives that are in key player in Oman’s tourism sector. As Director, Al 
line with the country's long-term goals. Through his Hadhrami oversees some of the most ambitious tourism 
visionary leadership and hard work, Al Hadhrami is not projects in the region, including the integrated tourism 
only defining tourism in Oman but also solidifying its complexes (ITCs) of Hawana Salalah and Jebel Sifah.
international position as a leading destination for tourists 
who are looking for genuine, sustainable experiences. The vision for the projects is straightforward: fusing luxury 
and sustainability and building spaces that honor and pay 
Early Career: Laying the Strong Foundation in homage to Oman's diverse cultural heritage. With Al 
Hospitality Hadhrami at the helm, Muriya has strived to build 
destinations that not only cater to international tourists but 
Al Hadhrami started his career in the hospitality and also support the local economy. These projects have been 
tourism industry in 2004, laying the foundation for what used as a means of promoting community interaction and 
would prove to be a career characterized by tenacity, providing new avenues for the local talent pool, having a 
excellence, and visionary leadership. Beginning for a short tangible effect on Oman's tourism and hospitality sectors.
period with Grand Hyatt Muscat and then at Shangri-La's 
Barr Al Jissah Resort & Spa, he was immersed in the Al Hadhrami’s approach is grounded in the belief that 
nuances of guest services, learning the fundamental values sustainability and luxury are not mutually exclusive but 
that underpin hospitality. The initial exposure to customer- rather complementary forces. The ITCs managed by Muriya 
focused service enabled him to appreciate the value of offer a diverse range of residential, hospitality, and 
attention to detail and the capacity to anticipate guest recreational facilities, carefully designed to integrate 
requirements. modern amenities while preserving the cultural identity of 
the region. His strategy emphasizes sustainability as a long-
His career path took him through various positions in term business model, focusing on environmental 
prominent properties such as Sifawy Boutique Hotel and conservation, local community development, and economic 
Juweira Boutique Hotel, which helped him develop his diversification.
leadership skills and understanding of the operational 
aspects of the hospitality industry. His stint as Asset 
Manager for the Oman Tourism Development Company 
(OMRAN GROUP) gave him an even better exposure to 
the intricacies of large-scale tourism development. It was 
here that Al Hadhrami had his skills further honed, Sustainability and luxury 
particularly in the fields of feasibility studies, project are not mutually exclusive 
development, and asset management.
but rather complementary 
What actually distinguished Al Hadhrami from his peers at 
that early stage was his embrace of challenges and learning forces.
from each experience. He soon gained recognition for his 
capacity to handle multicultural teams and operational 
effectiveness, which won the admiration of colleagues and 
industry leaders. The years were not just about technical 
he global tourism sector is rapidly evolving. development but also about cultivating interpersonal skills 
TTechnological innovations are introducing massive and strategic thinking in preparation for more advanced transformations, while opening doors for endless leadership positions.
opportunities. In an era of rapid transformation within the 
global tourism sector, few individuals exemplify the spirit Leadership at Muriya Tourism Development
of leadership and sustainable development quite like 
Hafidh Mahfoodh Al Hadhrami. In his capacity as Al Hadhrami’s appointment as Director at Muriya Tourism 
Director of Destination at Muriya Tourism Development, Development marked a significant turning point in his 
Al Hadhrami has guided the redefining of Oman's tourism career. Muriya, a joint venture between Orascom 
industry, focusing on innovation, protection of heritage, and Development Holding and Oman Tourism Development 
sustainability. Through his leadership, he has been at the Company (OMRAN GROUP), has established itself as a 
forefront of pushing forward important initiatives that are in key player in Oman’s tourism sector. As Director, Al 
line with the country's long-term goals. Through his Hadhrami oversees some of the most ambitious tourism 
visionary leadership and hard work, Al Hadhrami is not projects in the region, including the integrated tourism 
only defining tourism in Oman but also solidifying its complexes (ITCs) of Hawana Salalah and Jebel Sifah.
international position as a leading destination for tourists 
who are looking for genuine, sustainable experiences. The vision for the projects is straightforward: fusing luxury 
and sustainability and building spaces that honor and pay 
Early Career: Laying the Strong Foundation in homage to Oman's diverse cultural heritage. With Al 
Hospitality Hadhrami at the helm, Muriya has strived to build 
destinations that not only cater to international tourists but 
Al Hadhrami started his career in the hospitality and also support the local economy. These projects have been 
tourism industry in 2004, laying the foundation for what used as a means of promoting community interaction and 
would prove to be a career characterized by tenacity, providing new avenues for the local talent pool, having a 
excellence, and visionary leadership. Beginning for a short tangible effect on Oman's tourism and hospitality sectors.
period with Grand Hyatt Muscat and then at Shangri-La's 
Barr Al Jissah Resort & Spa, he was immersed in the Al Hadhrami’s approach is grounded in the belief that 
nuances of guest services, learning the fundamental values sustainability and luxury are not mutually exclusive but 
that underpin hospitality. The initial exposure to customer- rather complementary forces. The ITCs managed by Muriya 
focused service enabled him to appreciate the value of offer a diverse range of residential, hospitality, and 
attention to detail and the capacity to anticipate guest recreational facilities, carefully designed to integrate 
requirements. modern amenities while preserving the cultural identity of 
the region. His strategy emphasizes sustainability as a long-
His career path took him through various positions in term business model, focusing on environmental 
prominent properties such as Sifawy Boutique Hotel and conservation, local community development, and economic 
Juweira Boutique Hotel, which helped him develop his diversification.
leadership skills and understanding of the operational 
aspects of the hospitality industry. His stint as Asset 
Manager for the Oman Tourism Development Company 
(OMRAN GROUP) gave him an even better exposure to 
the intricacies of large-scale tourism development. It was 
here that Al Hadhrami had his skills further honed, Sustainability and luxury 
particularly in the fields of feasibility studies, project are not mutually exclusive 
development, and asset management.
but rather complementary 
What actually distinguished Al Hadhrami from his peers at 
that early stage was his embrace of challenges and learning forces.
from each experience. He soon gained recognition for his 
capacity to handle multicultural teams and operational 
effectiveness, which won the admiration of colleagues and 
industry leaders. The years were not just about technical 
for protecting guests and staff but also for rebuilding trust in 
the tourism sector. During this time, Al Hadhrami’s 
strategic vision extended beyond mere survival. He also 
recognized the importance of supporting the local My vision is to create 
community by promoting domestic tourism through destinations that respect 
initiatives like the “Within Oman” campaign. This 
promotion, promoted Omani nationals and expatriates to and celebrate Oman’s rich 
visit local tourist attractions, introducing customized 
packages which sustained the country's hospitality industry cultural heritage.
amid tough economic times.
Aside from the pandemic, Al Hadhrami has shown a sharp 
sense of foresight to predict industry trends and adjust in 
response. He has been an advocate of embracing smart His mentorship is not just limited to the workplace, since Al 
technologies, including AI-powered guest solutions and Hadhrami also participates in industry associations and 
green energy solutions, to optimize operational efficiency learning programs. He regularly addresses conferences and 
and guest experience. seminars and shares his expertise and experience with the 
future generations of tourism practitioners. Through 
Through cultivating a culture of innovation, Al Hadhrami encouraging a culture of ongoing learning and 
keeps ahead of the curve and poised to keep up with future development, Al Hadhrami is preparing Oman's tourism 
disruptors and opportunities. industry with the skills and know-how necessary to succeed 
in today's fast-paced world.
People Focused Leadership Style and Mentorship
Strategic Vision for Oman's Tourism Sector
One of the most striking aspects of Al Hadhrami’s 
leadership is his ability to inspire and empower those Gazing into the future, Al Hadhrami is keenly focused on 
around him. His leadership style is built on transparency, making Oman a premier destination for sustainable and 
authenticity, and a commitment to fostering a culture of experiential tourism. His vision extends beyond specific 
accountability and innovation. Al Hadhrami believes that projects to establishing a wider ecosystem that supports the 
effective leadership requires the ability to navigate country's long-term objectives of economic diversification 
evolving needs of travelers, ensuring that developments in ambiguity with clarity, build trust across all levels, and 
and sustainable development. This fits within Oman's 
Managing Challenges: Innovation and Adaptation
the hospitality sector remained accessible and resilient. create an environment where people feel valued and 
Vision 2040, which aims to wean the country from its 
The COVID-19 pandemic posed a significant challenge for empowered.
dependence on oil and gas by fostering sectors like tourism, 
manufacturing, and information technology.
the global tourism industry, and Oman was no exception. During the pandemic, Al Hadhrami was working at 
OMRAN GROUP. Alongside the portfolio of hotels which Mentorship is the other pillar of his practice. He actively 
During his illustrious career, Al Hadhrami has been 
Al Hadhrami’s leadership during this period was marked by he was managing, he was also holding positions such as: encourages his teams to question, question assumptions, 
dedicated to weaving sustainability into every aspect of 
his proactive response to the crisis. Recognizing the need to and constantly seek new learning. Al Hadhrami prides 
adapt quickly, he spearheaded digital transformation • Chairman of the Board of Sohar Beach Hotel SAOG himself on the professional development of his colleagues, 
development-from environmentally friendly resorts such as 
the Ras Al Jinz Turtle Reserve to smart urban planning that 
initiatives that enhanced online booking systems and virtual • Vice Chairman at the Hilton Beach Resort SAOG especially the ones who have progressed in their career 
under his mentorship. He cites a number of individuals, promotes sustainable tourism. By integrating sustainability experiences of the hospitality portfolio under his • Chairman of the Board of W Hotel Muscat 
including Abdul Latif Al Farsi, who is now a Resident into the DNA of every project, Al Hadhrami ensures that all management. These efforts were designed to cater to the • Chairman of the Board of JW Marriott Muscat 
Manager at a five-star hotel, and Mahmoud Al Nassri, who the developments are not only a success in the short term 
He resigned from all these boards when he left Omran is now an Asset Manager in Saudi Arabia, as proof of the 
but also future-proof and attuned to the needs of 
Effective leadership Group and Joined Rua Al Madinah Holding the PIF talent he has been able to develop. Al Hadhrami's 
international travelers.
subsidiary in Saudi Arabia. dedication to developing local talent is clear, as he takes 
requires the ability to great pride in seeing young professionals such as Sultan 
Al Hadhrami also played a key role in implementing Taher grow into self-assured leaders in their own right. navigate ambiguity with 
stringent health and safety protocols across all OMRAN 
clarity. GROUP hospitality portfolio. This was essential not only Al Hadhrami strongly believes that Sultan is the future of 
Saudi Hospitality Asset Management.
for protecting guests and staff but also for rebuilding trust in 
the tourism sector. During this time, Al Hadhrami’s 
strategic vision extended beyond mere survival. He also 
recognized the importance of supporting the local My vision is to create 
community by promoting domestic tourism through destinations that respect 
initiatives like the “Within Oman” campaign. This 
promotion, promoted Omani nationals and expatriates to and celebrate Oman’s rich 
visit local tourist attractions, introducing customized 
packages which sustained the country's hospitality industry cultural heritage.
amid tough economic times.
Aside from the pandemic, Al Hadhrami has shown a sharp 
sense of foresight to predict industry trends and adjust in 
response. He has been an advocate of embracing smart His mentorship is not just limited to the workplace, since Al 
technologies, including AI-powered guest solutions and Hadhrami also participates in industry associations and 
green energy solutions, to optimize operational efficiency learning programs. He regularly addresses conferences and 
and guest experience. seminars and shares his expertise and experience with the 
future generations of tourism practitioners. Through 
Through cultivating a culture of innovation, Al Hadhrami encouraging a culture of ongoing learning and 
keeps ahead of the curve and poised to keep up with future development, Al Hadhrami is preparing Oman's tourism 
disruptors and opportunities. industry with the skills and know-how necessary to succeed 
in today's fast-paced world.
People Focused Leadership Style and Mentorship
Strategic Vision for Oman's Tourism Sector
One of the most striking aspects of Al Hadhrami’s 
leadership is his ability to inspire and empower those Gazing into the future, Al Hadhrami is keenly focused on 
around him. His leadership style is built on transparency, making Oman a premier destination for sustainable and 
authenticity, and a commitment to fostering a culture of experiential tourism. His vision extends beyond specific 
accountability and innovation. Al Hadhrami believes that projects to establishing a wider ecosystem that supports the 
effective leadership requires the ability to navigate country's long-term objectives of economic diversification 
evolving needs of travelers, ensuring that developments in ambiguity with clarity, build trust across all levels, and 
and sustainable development. This fits within Oman's 
Managing Challenges: Innovation and Adaptation
the hospitality sector remained accessible and resilient. create an environment where people feel valued and 
Vision 2040, which aims to wean the country from its 
The COVID-19 pandemic posed a significant challenge for empowered.
dependence on oil and gas by fostering sectors like tourism, 
manufacturing, and information technology.
the global tourism industry, and Oman was no exception. During the pandemic, Al Hadhrami was working at 
OMRAN GROUP. Alongside the portfolio of hotels which Mentorship is the other pillar of his practice. He actively 
During his illustrious career, Al Hadhrami has been 
Al Hadhrami’s leadership during this period was marked by he was managing, he was also holding positions such as: encourages his teams to question, question assumptions, 
dedicated to weaving sustainability into every aspect of 
his proactive response to the crisis. Recognizing the need to and constantly seek new learning. Al Hadhrami prides 
adapt quickly, he spearheaded digital transformation • Chairman of the Board of Sohar Beach Hotel SAOG himself on the professional development of his colleagues, 
development-from environmentally friendly resorts such as 
the Ras Al Jinz Turtle Reserve to smart urban planning that 
initiatives that enhanced online booking systems and virtual • Vice Chairman at the Hilton Beach Resort SAOG especially the ones who have progressed in their career 
under his mentorship. He cites a number of individuals, promotes sustainable tourism. By integrating sustainability experiences of the hospitality portfolio under his • Chairman of the Board of W Hotel Muscat 
including Abdul Latif Al Farsi, who is now a Resident into the DNA of every project, Al Hadhrami ensures that all management. These efforts were designed to cater to the • Chairman of the Board of JW Marriott Muscat 
Manager at a five-star hotel, and Mahmoud Al Nassri, who the developments are not only a success in the short term 
He resigned from all these boards when he left Omran is now an Asset Manager in Saudi Arabia, as proof of the 
but also future-proof and attuned to the needs of 
Effective leadership Group and Joined Rua Al Madinah Holding the PIF talent he has been able to develop. Al Hadhrami's 
international travelers.
subsidiary in Saudi Arabia. dedication to developing local talent is clear, as he takes 
requires the ability to great pride in seeing young professionals such as Sultan 
Al Hadhrami also played a key role in implementing Taher grow into self-assured leaders in their own right. navigate ambiguity with 
stringent health and safety protocols across all OMRAN 
clarity. GROUP hospitality portfolio. This was essential not only Al Hadhrami strongly believes that Sultan is the future of 
Saudi Hospitality Asset Management.
Al Hadhrami repositioned successfully thanks 
to his rapid decision-making and strategic 
vision. This taught him again the seismic 
effect that leadership can have, not just on the 
bottom line of a company but on human 
livelihoods too.
As he looks back on these experiences, Al 
Hadhrami stresses the value of listening to 
stakeholders, hearing their concerns, and 
determining solutions that are good for 
everyone involved. He has always believed 
that leadership is more than meeting financial 
objectives-it's about making value for the 
people and communities that the organization 
touches.
His legacy is one of resilience, adaptability, 
and unwavering commitment to excellence. 
By consistently turning obstacles into 
steppingstones, Al Hadhrami has set a 
benchmark for future leaders in Oman’s 
tourism sector and beyond.
A Vision for the Future of Oman’s Tourism 
Sector
Al Hadhrami’s leadership exemplifies a 
commitment to sustainable tourism that 
respects cultural heritage while promoting 
modernity and innovation. His efforts are 
he promotes further investment in infrastructure, 
shaping Oman's tourism industry into one that 
community, and the conservation of the environment 
provides visitors not only luxury but also 
as the fundamental pillars to the assurance that the 
authenticity and sustainability. Through his 
tourism industry of Oman can remain strong far into 
strategic leadership, mentorship, and emphasis 
the future. Sustainability to Al Hadhrami is not 
on resilience, Al Hadhrami is leaving a lasting 
merely reducing one's impact on the environment but 
impression on Oman's tourism future, making 
also developing lasting value for communities, such 
it a model of sustainability, cultural 
that tourism translates to concrete gains for people 
authenticity, and economic prosperity for 
living in the areas surrounding these facilities.
decades to come.
From Adversities to Opportunities: Resilience 
Leaves a Lasting Legacy
The leadership trajectory of Al Hadhrami has been 
marked by his strength of converting adversity to 
opportunity. Possibly one of the most emblematic moments 
of his career is how he managed to turnaround assets to 
profitability within only two years. These businesses, each 
of which presented a distinct set of challenges, from 
operational inefficacies to misalignment with their brands, 
Al Hadhrami repositioned successfully thanks 
to his rapid decision-making and strategic 
vision. This taught him again the seismic 
effect that leadership can have, not just on the 
bottom line of a company but on human 
livelihoods too.
As he looks back on these experiences, Al 
Hadhrami stresses the value of listening to 
stakeholders, hearing their concerns, and 
determining solutions that are good for 
everyone involved. He has always believed 
that leadership is more than meeting financial 
objectives-it's about making value for the 
people and communities that the organization 
touches.
His legacy is one of resilience, adaptability, 
and unwavering commitment to excellence. 
By consistently turning obstacles into 
steppingstones, Al Hadhrami has set a 
benchmark for future leaders in Oman’s 
tourism sector and beyond.
A Vision for the Future of Oman’s Tourism 
Sector
Al Hadhrami’s leadership exemplifies a 
commitment to sustainable tourism that 
respects cultural heritage while promoting 
modernity and innovation. His efforts are 
he promotes further investment in infrastructure, 
shaping Oman's tourism industry into one that 
community, and the conservation of the environment 
provides visitors not only luxury but also 
as the fundamental pillars to the assurance that the 
authenticity and sustainability. Through his 
tourism industry of Oman can remain strong far into 
strategic leadership, mentorship, and emphasis 
the future. Sustainability to Al Hadhrami is not 
on resilience, Al Hadhrami is leaving a lasting 
merely reducing one's impact on the environment but 
impression on Oman's tourism future, making 
also developing lasting value for communities, such 
it a model of sustainability, cultural 
that tourism translates to concrete gains for people 
authenticity, and economic prosperity for 
living in the areas surrounding these facilities.
decades to come.
From Adversities to Opportunities: Resilience 
Leaves a Lasting Legacy
The leadership trajectory of Al Hadhrami has been 
marked by his strength of converting adversity to 
opportunity. Possibly one of the most emblematic moments 
of his career is how he managed to turnaround assets to 
profitability within only two years. These businesses, each 
of which presented a distinct set of challenges, from 
operational inefficacies to misalignment with their brands, 
From Automation to Personalization
How to Leverage 
Technology for 
Hospitality 
Innovation?
ospitality is at the threshold of a technology 
Hrevolution. With rising trends in emerging technologies, guest expectations continue to shift, 
and innovation is no longer a choice but a requirement for 
hotels, resorts, and other service providers. Embracing 
technology assists hospitality stakeholders in minimizing 
complexity, enhancing the guest experience, and competing 
successfully within a high-velocity, high-change 
environment.
Application of digital technology in the hospitality sector is 
revolutionizing conventional models of service provisioning. 
Ranging from guest individualization to smart data analysis, 
technological innovation is paving the way for a future age. 
With the right technology at the right time, organizations are 
able to gain maximum efficiency, amplify earnings, and build 
deeper customer loyalty.
Enhancing Guest Experience through Personalization 
Technology offers unprecedented guest personalization. 
Hotels can now use customer analytics and artificial 
intelligence to forecast guests' likes, from the ambiance in 
their rooms to what they eat. Such levels of personalization 
lead to greater satisfaction and loyalty as the guests feel 
attended to and valued throughout their stay.
Smart room functionalities and mobile apps are becoming the 
new standard for delivering hassle-free, personalized 
experiences. The guest can control room temperature, 
lighting, and entertainment systems from their phone or 
voice. These apps not only introduce convenience but also 
talk about the company's move towards new-gen user-centric 
service.
16 17
www.thedubaileaders.com | May 2025 | www.thedubaileaders.com | May 2025 |
From Automation to Personalization
How to Leverage 
Technology for 
Hospitality 
Innovation?
ospitality is at the threshold of a technology 
Hrevolution. With rising trends in emerging technologies, guest expectations continue to shift, 
and innovation is no longer a choice but a requirement for 
hotels, resorts, and other service providers. Embracing 
technology assists hospitality stakeholders in minimizing 
complexity, enhancing the guest experience, and competing 
successfully within a high-velocity, high-change 
environment.
Application of digital technology in the hospitality sector is 
revolutionizing conventional models of service provisioning. 
Ranging from guest individualization to smart data analysis, 
technological innovation is paving the way for a future age. 
With the right technology at the right time, organizations are 
able to gain maximum efficiency, amplify earnings, and build 
deeper customer loyalty.
Enhancing Guest Experience through Personalization 
Technology offers unprecedented guest personalization. 
Hotels can now use customer analytics and artificial 
intelligence to forecast guests' likes, from the ambiance in 
their rooms to what they eat. Such levels of personalization 
lead to greater satisfaction and loyalty as the guests feel 
attended to and valued throughout their stay.
Smart room functionalities and mobile apps are becoming the 
new standard for delivering hassle-free, personalized 
experiences. The guest can control room temperature, 
lighting, and entertainment systems from their phone or 
voice. These apps not only introduce convenience but also 
talk about the company's move towards new-gen user-centric 
service.
16 17
www.thedubaileaders.com | May 2025 | www.thedubaileaders.com | May 2025 |
Operational Efficiency through Automation Sustainable Innovation through Smart Technologies
Daily operations are greatly enhanced through automation. Sustainability is becoming an utmost priority among travelers 
Front desk services, housekeeping activities, and inventory in the current age, and technology provides the means to 
management can be made more efficient using computers, achieve green practices. Smart energy management systems, 
minimizing human intervention and enabling employees to for example, control and optimize energy utilization in hotel 
concentrate on more guest-related services. For instance, real- operation. Automated lighting, HVAC control, and water 
time tracking and department coordination are offered via management reduce consumption without compromising 
cloud-based property management systems. comfort.
Additionally, robotic automation is being implemented in Second, technology-driven electronic check-in and keyless 
certain sectors of the hospitality industry. Robots are already entry eradicate paper use and plastic waste that comes with 
used in certain high-end hotels to welcome guests or deliver physical keys. Going green with technology adds not only to 
room service, cutting wait times and introducing novelty. green goals but also to brand appeal to eco-conscious guests. 
While not a human substitute, these technologies are taking Sustainability being the measure of excellence, hopping on 
pressure off staffing shortages and improving productivity. the green technology bandwagon is a strategic and moral 
imperative.
Data-Driven Decision Making
Staff Empowerment and Training through Technology
Access to information has transformed hospitality 
organization decision-making. Instant data collection and Use of technology also improves training and employee 
processing enable accurate forecasting, pricing, and asset empowerment. Utilization of e-learning systems gives the 
management. Hotel managers are able to track guest activity, employees demand-driven flexible training, which 
taste, and opinion and utilize it in making wise service and continuously refreshes the employees with the most recent 
operations level decisions. procedures, safety policies, and service standards. This makes 
the better-informed and confident workforce.
Predictive analytics will also assist with demand pattern and 
trend forecasting. Inventory can be optimized for control, Second, mobile communication devices and collaboration 
marketing can be optimized, and room rates can be set team platforms enable greater internal coordination. Workers 
dynamically to achieve peak occupancy and profitability by can be informed in real time, share resources, and better 
leveraging history and real-time data. Data-driven is sure to communicate. The tools enable openness and accountability 
be quick and agile in the competitive environment. in operations that, in turn, transfer into improved guest 
experience and organizational culture.
Digital Marketing and Guest Engagement
Conclusion
Internet channels have completely changed the way 
hospitality businesses interact with customers. Social media Technology is not just a tool for an end, but a change driver for 
marketing, sponsored posts, and influencer partnerships are the hospitality industry. Guest experience to back-of-house 
now all part of brand presence and image. Strong digital operational efficiency, technology is transforming how to 
marketing strategy assists hospitality businesses in acquiring, deliver excellent service. But the key to effective 
converting, and retaining customers in ways previously implementation of technology is in strategic planning, human 
unimaginable. design, and continuous innovation.
In addition, intelligent technologies like chatbots and As the hospitality industry keeps evolving with even more of a 
customer relationship management technologies related to digital world, it will be welcoming innovation freely and 
g u e s t  c o m m u n i c a t i o n  s i m p l i f y  g u e s t  j o u r n e y willingly that will take it to success in the years to come. The 
communications. Automated customized communication hospitality future will be not just of technology, but of how 
during booking, check-in, and post-stay follow-ups deliver much of it it taps to offer evolving guest needs and evolving 
brand consistency. This technology-enabled interaction not business problems. The Dubai Leaders 
only leads to conversion but also creates long-term 
relationships with guests.
18
www.thedubaileaders.com | May 2025 |
Operational Efficiency through Automation Sustainable Innovation through Smart Technologies
Daily operations are greatly enhanced through automation. Sustainability is becoming an utmost priority among travelers 
Front desk services, housekeeping activities, and inventory in the current age, and technology provides the means to 
management can be made more efficient using computers, achieve green practices. Smart energy management systems, 
minimizing human intervention and enabling employees to for example, control and optimize energy utilization in hotel 
concentrate on more guest-related services. For instance, real- operation. Automated lighting, HVAC control, and water 
time tracking and department coordination are offered via management reduce consumption without compromising 
cloud-based property management systems. comfort.
Additionally, robotic automation is being implemented in Second, technology-driven electronic check-in and keyless 
certain sectors of the hospitality industry. Robots are already entry eradicate paper use and plastic waste that comes with 
used in certain high-end hotels to welcome guests or deliver physical keys. Going green with technology adds not only to 
room service, cutting wait times and introducing novelty. green goals but also to brand appeal to eco-conscious guests. 
While not a human substitute, these technologies are taking Sustainability being the measure of excellence, hopping on 
pressure off staffing shortages and improving productivity. the green technology bandwagon is a strategic and moral 
imperative.
Data-Driven Decision Making
Staff Empowerment and Training through Technology
Access to information has transformed hospitality 
organization decision-making. Instant data collection and Use of technology also improves training and employee 
processing enable accurate forecasting, pricing, and asset empowerment. Utilization of e-learning systems gives the 
management. Hotel managers are able to track guest activity, employees demand-driven flexible training, which 
taste, and opinion and utilize it in making wise service and continuously refreshes the employees with the most recent 
operations level decisions. procedures, safety policies, and service standards. This makes 
the better-informed and confident workforce.
Predictive analytics will also assist with demand pattern and 
trend forecasting. Inventory can be optimized for control, Second, mobile communication devices and collaboration 
marketing can be optimized, and room rates can be set team platforms enable greater internal coordination. Workers 
dynamically to achieve peak occupancy and profitability by can be informed in real time, share resources, and better 
leveraging history and real-time data. Data-driven is sure to communicate. The tools enable openness and accountability 
be quick and agile in the competitive environment. in operations that, in turn, transfer into improved guest 
experience and organizational culture.
Digital Marketing and Guest Engagement
Conclusion
Internet channels have completely changed the way 
hospitality businesses interact with customers. Social media Technology is not just a tool for an end, but a change driver for 
marketing, sponsored posts, and influencer partnerships are the hospitality industry. Guest experience to back-of-house 
now all part of brand presence and image. Strong digital operational efficiency, technology is transforming how to 
marketing strategy assists hospitality businesses in acquiring, deliver excellent service. But the key to effective 
converting, and retaining customers in ways previously implementation of technology is in strategic planning, human 
unimaginable. design, and continuous innovation.
In addition, intelligent technologies like chatbots and As the hospitality industry keeps evolving with even more of a 
customer relationship management technologies related to digital world, it will be welcoming innovation freely and 
g u e s t  c o m m u n i c a t i o n  s i m p l i f y  g u e s t  j o u r n e y willingly that will take it to success in the years to come. The 
communications. Automated customized communication hospitality future will be not just of technology, but of how 
during booking, check-in, and post-stay follow-ups deliver much of it it taps to offer evolving guest needs and evolving 
brand consistency. This technology-enabled interaction not business problems. The Dubai Leaders 
only leads to conversion but also creates long-term 
relationships with guests.
18
www.thedubaileaders.com | May 2025 |
 Middle East's Most Influenal Leaders Shaping the Future of the Hospitality Industry, 2025
Redefining Hospitality Excellence: 
The Visionary Leadership of 
Vikram Vikram Jamwal Head of Hospitality  
Ayedh Dejem Group
Jamwal 
ospitality leadership begins with a passion for These experiences reaffirmed the importance of being 
Hservice and global interest. Early careers in varied adaptable, resilient, and culturally sensitive as a leader. markets instill cultural flexibility and a particular They also reinforced a fundamental conviction: 
worldview that is both global standard and local nuances. In empowering individuals and creating a collaborative culture 
a culturally and technology-driven industry, experienced are key to achieving sustained excellence. 
leaders who have worked in regions such as Southeast Asia, 
Europe, the Middle East, and Africa innovate to create true Transformational Leadership: Inspiring Teams to Excel
hospitality—preempting and providing meaningful 
moments that extend past a guest stay. Good leadership in hospitality is more about people than 
about processes. At the start of his career, Jamwal embraced 
Operation and Revenue Mastery a directive style, establishing expectations and compelling 
outcomes through direct management. But with growing 
The ultimate chapter of a hospitality professional's career is exposure to multiple cultures and markets, his leadership 
transitioning from operating jobs to leading from a strategic style transmuted into transformational.
standpoint. In the case of Vikram Jamwal, such a 
development was the period he worked at Hilton, which is Empathy, listening, and teamwork became key to his 
among the globe's most renowned hospitality names. While philosophy. By establishing clear objectives, allocating 
here, he refined his craft in guest experience, revenue resources, and delegating autonomy, Jamwal enabled his 
maximization, and brand management with global markets teams to innovate and excel. This created a culture of trust, 
and properties. accountability, and ongoing improvement-unleashing 
creativity and engagement at every level.
While acting as Regional Director of Revenue, Africa and 
the Indian Ocean, Jamwal had to manage revenue strategies Mentoring and staff development became individual 
across multiple assets. Not just analytical competence was objectives. Jamwal invested in comprehensive training 
required here but also clear comprehension of marketplace initiatives and career advancement programs, providing 
trends and client psyche. Based on data-driven decision- employees with the necessary skills to respond to the 
making, he fine-tuned pricing, boosted profitability, and changing needs of the business. This led to an efficient, 
made all his properties competitively positioned locally. enthusiastic workforce with the ability to create outstanding 
guest experiences and contribute to organizational 
Managing operations in nations like Nigeria and South development. 
Africa involved overcoming distinctive challenges-from 
navigating regulatory landscapes to working with 
multicultural teams. 
20 21
www.thedubaileaders.com | May 2025 | www.thedubaileaders.com | May 2025 |
 Middle East's Most Influenal Leaders Shaping the Future of the Hospitality Industry, 2025
Redefining Hospitality Excellence: 
The Visionary Leadership of 
Vikram Vikram Jamwal Head of Hospitality  
Ayedh Dejem Group
Jamwal 
ospitality leadership begins with a passion for These experiences reaffirmed the importance of being 
Hservice and global interest. Early careers in varied adaptable, resilient, and culturally sensitive as a leader. markets instill cultural flexibility and a particular They also reinforced a fundamental conviction: 
worldview that is both global standard and local nuances. In empowering individuals and creating a collaborative culture 
a culturally and technology-driven industry, experienced are key to achieving sustained excellence. 
leaders who have worked in regions such as Southeast Asia, 
Europe, the Middle East, and Africa innovate to create true Transformational Leadership: Inspiring Teams to Excel
hospitality—preempting and providing meaningful 
moments that extend past a guest stay. Good leadership in hospitality is more about people than 
about processes. At the start of his career, Jamwal embraced 
Operation and Revenue Mastery a directive style, establishing expectations and compelling 
outcomes through direct management. But with growing 
The ultimate chapter of a hospitality professional's career is exposure to multiple cultures and markets, his leadership 
transitioning from operating jobs to leading from a strategic style transmuted into transformational.
standpoint. In the case of Vikram Jamwal, such a 
development was the period he worked at Hilton, which is Empathy, listening, and teamwork became key to his 
among the globe's most renowned hospitality names. While philosophy. By establishing clear objectives, allocating 
here, he refined his craft in guest experience, revenue resources, and delegating autonomy, Jamwal enabled his 
maximization, and brand management with global markets teams to innovate and excel. This created a culture of trust, 
and properties. accountability, and ongoing improvement-unleashing 
creativity and engagement at every level.
While acting as Regional Director of Revenue, Africa and 
the Indian Ocean, Jamwal had to manage revenue strategies Mentoring and staff development became individual 
across multiple assets. Not just analytical competence was objectives. Jamwal invested in comprehensive training 
required here but also clear comprehension of marketplace initiatives and career advancement programs, providing 
trends and client psyche. Based on data-driven decision- employees with the necessary skills to respond to the 
making, he fine-tuned pricing, boosted profitability, and changing needs of the business. This led to an efficient, 
made all his properties competitively positioned locally. enthusiastic workforce with the ability to create outstanding 
guest experiences and contribute to organizational 
Managing operations in nations like Nigeria and South development. 
Africa involved overcoming distinctive challenges-from 
navigating regulatory landscapes to working with 
multicultural teams. 
20 21
www.thedubaileaders.com | May 2025 | www.thedubaileaders.com | May 2025 |
A Vision for the Middle East: Blending Heritage with satisfaction. Digital transformation programs, such as data Working in tandem with government representatives, 
Modernity analytics, mobile integrations, and AI-powered services, international stakeholders, and logistics experts, the project 
have transformed the guest experience-providing demanded intense cooperation and strategic coordination. 
Currently, Head of Hospitality at Ayedh Dejem Group personalized, frictionless interactions that surpass The forum's successful delivery not only raised the profile 
(ADG), Jamwal is a leading figure in one of the globe's expectations. of the region but also demonstrated the power of hospitality 
most exciting markets. The Middle East, and Saudi Arabia to transform globally. I am commied to blending 
in particular, is witnessing a hospitality renaissance fueled Sustainability and Community Impact tradional Arabian hospitality 
by ambitious national visions and unprecedented tourism Attendance at WEF 2014 in Davos further reinforced the with modern amenies to 
and infrastructure investment. Sustainability is no longer an option but a requirement for message. Managing hospitality and catering services for the 
the contemporary hospitality sector. In light of this, Ayedh Nigerian delegation, Jamwal's team catered to more than create unique and memorable 
Jamwal's vision for Ayedh Dejem Hospitality is Dejem Group has embarked on green building trends and 2,500 high-profile dignitaries, including heads of state and guest experiences.
unmistakable: to establish a benchmark of excellence by environmental initiatives as a fundamental aspect of its world economic leaders. The size, delicacy, and gravitas of “
combining the rich heritage of Arabian hospitality with development strategy. By integrating energy-efficient the event required the highest level of professionalism and 
modern amenities and international standards. This entails technologies and sustainable materials, the group ensures precision-proving that hospitality can be a key driver in the 
developing destinations that respect cultural heritage while that its developments have a positive impact on the development of international relationships and economic 
embracing innovative places where both local and environment and establish new benchmarks for sustainable engagement. 
international visitors can discover unique, memorable development.
experiences. Embracing Change: Technology and Talent A Legacy of Vision and Impact
Community involvement is just as crucial. The commitment Development
Ayedh Dejem Group's heritage since 1884 offers a core of to quality within the group does not stop with the guest Jamwal's story epitomizes the characteristics that 
trust and authenticity. Diversified as it is, across real estate, experience but extends to positive contributions to the The Saudi Arabian and wider Middle Eastern hospitality distinguish contemporary hospitality leadership: global 
asset management, and hospitality, the group is well- communities it serves. Through local employment, training industry stands at the crossroads, driven by Vision 2030 and vision, strategic acumen, and an authentic focus on people 
equipped to offer value-added solutions integrating guest initiatives, or donations to charity programs, the goal is to a movement of digital revolution. Guest attitudes are and community. Through the integration of operational 
experience, community development, and quality create value that will long outlast a guest's visit. changing very quickly, and there is increased pressure for expertise, creativity, and cultural awareness, he has 
improvement. Quality, innovation, and sustainability are not customization and seamlessness. Technology's transformed Ayedh Dejem Group's hospitality arm into a 
merely business plans-they are a philosophy of life that Hospitality as Diplomacy: The World Economic Forum incorporation-from artificial intelligence concierge to best-practice model for the industry.
infuses every endeavor. Experience virtual tours-is reshaping the art of providing world-class 
service. As the industry continues to transform, his vision makes 
Strategic Growth and Operational Excellence Hospitality, in collaboration with its best, is not just about certain that Ayedh Dejem Group not only addresses the 
convenience; it is also a movement for connection, Ayedh Dejem Group is leading the way in this revolution, challenges of tomorrow but also establishes new 
Lying at the center of ADG's hospitality arm is an diplomacy, and economic growth. This was brought home investing in employee training, sophisticated property benchmarks for what is possible. By creating destinations 
unrelenting passion for operational excellence. Managing a strongly during the World Economic Forum (WEF) on management systems, and digital touchpoints that improve that respect heritage, adopt innovation, and deliver enduring 
portfolio of hotels, resorts, and serviced apartments, Jamwal Africa when Jamwal coordinated negotiations and real-time responsiveness. The hospitality industry of the value, Jamwal is redefining the very essence of hospitality 
is tasked with developing and implementing strategies that operations to bring the high-profile forum to Abuja, Nigeria future will be characterized by sustainable practices, in the 21st century.
are in accordance with the group's overall mission of for the first time. immersive technologies, and hyper-personalization. By 
quality and community enhancement. adopting these trends, the group is poised to take the 
industry into a new age of guest-centric innovation.
This is about more than the administration of properties-it's 
about creating destinations that cater to the dreams of the Mentorship and the Next Generation
places they operate in. By combining innovative design 
with timeless values, the group has been able to develop In addition to operational success, Jamwal is also 
award-winning projects that speak to both domestic and Mentoring the next passionate about developing the next generation of 
overseas audiences. Strategic collaborations with investors, hospitality leaders. Mentoring and cultivating a culture of 
architects, and hospitality companies have helped to make generao“n of hospitality innovation, he seeks to equip up-and-coming leaders to be these vision-reality projects possible. leaders and fostering a trend-savvy, continuously learn, and be empathetic. His philosophy is uncomplicated but deep: hospitality success is Innovation is the very heart of the group's philosophy. From culture of connuous learning founded upon teamwork, flexibility, and an unrelenting the embracing of sophisticated property management is both my responsibility and commitment to guest satisfaction. 
systems such as Yardi Voyager to the installation of smart 
building technologies, the division is always on the lookout my passion. Chairman Ayedh Dejem Group with Vikram J.
for methods to increase operational effectiveness and guest 
22 23
www.thedubaileaders.com | May 2025 | www.thedubaileaders.com | May 2025 |
A Vision for the Middle East: Blending Heritage with satisfaction. Digital transformation programs, such as data Working in tandem with government representatives, 
Modernity analytics, mobile integrations, and AI-powered services, international stakeholders, and logistics experts, the project 
have transformed the guest experience-providing demanded intense cooperation and strategic coordination. 
Currently, Head of Hospitality at Ayedh Dejem Group personalized, frictionless interactions that surpass The forum's successful delivery not only raised the profile 
(ADG), Jamwal is a leading figure in one of the globe's expectations. of the region but also demonstrated the power of hospitality 
most exciting markets. The Middle East, and Saudi Arabia to transform globally. I am commied to blending 
in particular, is witnessing a hospitality renaissance fueled Sustainability and Community Impact tradional Arabian hospitality 
by ambitious national visions and unprecedented tourism Attendance at WEF 2014 in Davos further reinforced the with modern amenies to 
and infrastructure investment. Sustainability is no longer an option but a requirement for message. Managing hospitality and catering services for the 
the contemporary hospitality sector. In light of this, Ayedh Nigerian delegation, Jamwal's team catered to more than create unique and memorable 
Jamwal's vision for Ayedh Dejem Hospitality is Dejem Group has embarked on green building trends and 2,500 high-profile dignitaries, including heads of state and guest experiences.
unmistakable: to establish a benchmark of excellence by environmental initiatives as a fundamental aspect of its world economic leaders. The size, delicacy, and gravitas of “
combining the rich heritage of Arabian hospitality with development strategy. By integrating energy-efficient the event required the highest level of professionalism and 
modern amenities and international standards. This entails technologies and sustainable materials, the group ensures precision-proving that hospitality can be a key driver in the 
developing destinations that respect cultural heritage while that its developments have a positive impact on the development of international relationships and economic 
embracing innovative places where both local and environment and establish new benchmarks for sustainable engagement. 
international visitors can discover unique, memorable development.
experiences. Embracing Change: Technology and Talent A Legacy of Vision and Impact
Community involvement is just as crucial. The commitment Development
Ayedh Dejem Group's heritage since 1884 offers a core of to quality within the group does not stop with the guest Jamwal's story epitomizes the characteristics that 
trust and authenticity. Diversified as it is, across real estate, experience but extends to positive contributions to the The Saudi Arabian and wider Middle Eastern hospitality distinguish contemporary hospitality leadership: global 
asset management, and hospitality, the group is well- communities it serves. Through local employment, training industry stands at the crossroads, driven by Vision 2030 and vision, strategic acumen, and an authentic focus on people 
equipped to offer value-added solutions integrating guest initiatives, or donations to charity programs, the goal is to a movement of digital revolution. Guest attitudes are and community. Through the integration of operational 
experience, community development, and quality create value that will long outlast a guest's visit. changing very quickly, and there is increased pressure for expertise, creativity, and cultural awareness, he has 
improvement. Quality, innovation, and sustainability are not customization and seamlessness. Technology's transformed Ayedh Dejem Group's hospitality arm into a 
merely business plans-they are a philosophy of life that Hospitality as Diplomacy: The World Economic Forum incorporation-from artificial intelligence concierge to best-practice model for the industry.
infuses every endeavor. Experience virtual tours-is reshaping the art of providing world-class 
service. As the industry continues to transform, his vision makes 
Strategic Growth and Operational Excellence Hospitality, in collaboration with its best, is not just about certain that Ayedh Dejem Group not only addresses the 
convenience; it is also a movement for connection, Ayedh Dejem Group is leading the way in this revolution, challenges of tomorrow but also establishes new 
Lying at the center of ADG's hospitality arm is an diplomacy, and economic growth. This was brought home investing in employee training, sophisticated property benchmarks for what is possible. By creating destinations 
unrelenting passion for operational excellence. Managing a strongly during the World Economic Forum (WEF) on management systems, and digital touchpoints that improve that respect heritage, adopt innovation, and deliver enduring 
portfolio of hotels, resorts, and serviced apartments, Jamwal Africa when Jamwal coordinated negotiations and real-time responsiveness. The hospitality industry of the value, Jamwal is redefining the very essence of hospitality 
is tasked with developing and implementing strategies that operations to bring the high-profile forum to Abuja, Nigeria future will be characterized by sustainable practices, in the 21st century.
are in accordance with the group's overall mission of for the first time. immersive technologies, and hyper-personalization. By 
quality and community enhancement. adopting these trends, the group is poised to take the 
industry into a new age of guest-centric innovation.
This is about more than the administration of properties-it's 
about creating destinations that cater to the dreams of the Mentorship and the Next Generation
places they operate in. By combining innovative design 
with timeless values, the group has been able to develop In addition to operational success, Jamwal is also 
award-winning projects that speak to both domestic and Mentoring the next passionate about developing the next generation of 
overseas audiences. Strategic collaborations with investors, hospitality leaders. Mentoring and cultivating a culture of 
architects, and hospitality companies have helped to make generao“n of hospitality innovation, he seeks to equip up-and-coming leaders to be these vision-reality projects possible. leaders and fostering a trend-savvy, continuously learn, and be empathetic. His philosophy is uncomplicated but deep: hospitality success is Innovation is the very heart of the group's philosophy. From culture of connuous learning founded upon teamwork, flexibility, and an unrelenting the embracing of sophisticated property management is both my responsibility and commitment to guest satisfaction. 
systems such as Yardi Voyager to the installation of smart 
building technologies, the division is always on the lookout my passion. Chairman Ayedh Dejem Group with Vikram J.
for methods to increase operational effectiveness and guest 
22 23
www.thedubaileaders.com | May 2025 | www.thedubaileaders.com | May 2025 |
From Manager to Mentor
How to Cultivate 
Effective Hospitality 
Leadership 
Skills?
n the colorful, high-energy world of hospitality, leadership is not simply 
Iproviding orders or guaranteeing operational effectiveness—it's about motivating people, delivering personalized guest experiences, and 
building a culture where both customers and staff feel appreciated. 
Developing Effective Hospitality Leadership competencies is critical for 
anyone seeking to succeed in this exciting industry.
No matter if you're running a boutique hotel, heading a restaurant staff, or 
owning a large resort, your leadership can make or break your team's 
happiness and your business's reputation. 
Let's investigate the main components and concrete tips for building effective 
leadership in the hospitality industry.
1. Learn about the Essence of Hospitality
Hospitality is not a business; it's an attitude based on service, compassion, 
and a sense of detail. To become a successful leader within this arena 
requires one to clearly understand and live these ideas. Great Hospitality 
Leadership starts with a genuine understanding of guest expectations and the 
desire to surpass them time and again.
The leaders have to empathize both with the guests and with members of 
their team. This two-way empathy forms a good basis for establishing trust, 
fostering cooperation, and eventually providing great service.
2. Lead by Example
One of the strongest ways to build Effective Hospitality Leadership is to lead 
by example. When the leader demonstrates professionalism, punctuality, 
patience, and enthusiasm for work, it creates an example that the rest of the 
team follows. What you do as a leader becomes a daily guidebook for your 
employees.
This does more than foster respect, but also develops a culture of pride and 
accountability. Workers work better when they observe their boss working 
equally hard.
24 25
www.thedubaileaders.com | May 2025 | www.thedubaileaders.com | May 2025 |
From Manager to Mentor
How to Cultivate 
Effective Hospitality 
Leadership 
Skills?
n the colorful, high-energy world of hospitality, leadership is not simply 
Iproviding orders or guaranteeing operational effectiveness—it's about motivating people, delivering personalized guest experiences, and 
building a culture where both customers and staff feel appreciated. 
Developing Effective Hospitality Leadership competencies is critical for 
anyone seeking to succeed in this exciting industry.
No matter if you're running a boutique hotel, heading a restaurant staff, or 
owning a large resort, your leadership can make or break your team's 
happiness and your business's reputation. 
Let's investigate the main components and concrete tips for building effective 
leadership in the hospitality industry.
1. Learn about the Essence of Hospitality
Hospitality is not a business; it's an attitude based on service, compassion, 
and a sense of detail. To become a successful leader within this arena 
requires one to clearly understand and live these ideas. Great Hospitality 
Leadership starts with a genuine understanding of guest expectations and the 
desire to surpass them time and again.
The leaders have to empathize both with the guests and with members of 
their team. This two-way empathy forms a good basis for establishing trust, 
fostering cooperation, and eventually providing great service.
2. Lead by Example
One of the strongest ways to build Effective Hospitality Leadership is to lead 
by example. When the leader demonstrates professionalism, punctuality, 
patience, and enthusiasm for work, it creates an example that the rest of the 
team follows. What you do as a leader becomes a daily guidebook for your 
employees.
This does more than foster respect, but also develops a culture of pride and 
accountability. Workers work better when they observe their boss working 
equally hard.
24 25
www.thedubaileaders.com | May 2025 | www.thedubaileaders.com | May 2025 |
3. Invest in Communication Skills 6. Prioritize Guest Experience Without Compromising 
Staff Wellbeing
Transparent, respectful, and prompt communication is 
essential in any leadership position—but in hospitality, it's There is a fine line between making guests happy and 
not an option. The industry involves high-stress situations keeping your staff from burnout. Fantastic hospitality 
much of the time, and being able to communicate leaders know how to navigate this line. They encourage 
expectations, hear concerns, and give constructive criticism their staff members to exceed expectations, but also make 
is essential. sure they have the tools and backing to make it happen.
Successful Hospitality Leadership is about emotional Effective Hospitality Leadership does not equate to 
intelligence. It's not what you say, but how you say it. overextending your staff in the name of guest happiness. 
Leaders need to learn to read situations, adjust their tone, Rather, it's about building streamlined processes, providing 
and speak to the team members in a manner that inspires proper breaks, and listening to feedback and iterating to get 
and does not intimidate. better. Happy employees equal happy guests it's really that 
simple.
4. Foster Team Engagement and Development
7. Adapt and Innovate
An authentic hospitality leader understands that business 
success is measured by the strength of its people. Getting The hospitality business constantly changes whether it's 
the right people is only the first step encouraging their evolving customer expectations, emerging tech, or 
development is where leadership excels. unexpected surprises like a pandemic. Leaders need to be 
open to innovation and ongoing improvement.
Offer frequent training possibilities, acknowledge and 
reward excellent work, and persuade staff to contribute Fostering a culture of creativity and flexibility in your team 
ideas. Successful Hospitality Leadership fosters a is essential. Get feedback on an ongoing basis, experiment 
supportive environment in which all members feel they're with new things, and learn about the latest trends in the 
contributing to something greater. By making workers feel industry. Hospitality Leadership is being current and ready 
valued and listened to, turnover is reduced, and to shift when circumstances require it.
performance increases.
8. Develop Cultural Intelligence
5. Remain Calm Under Stress
Diversity is the lifeblood of the hospitality industry. Guests 
Hospitality settings are inherently unpredictable. From an and employees are diverse and come from all walks of life. 
unexpected turnout of visitors to last-minute event Leaders need to be able to relate to individuals from 
cancellations or client grievances, leaders must continually different backgrounds.
think on their feet.
Cultural intelligence the capacity to understand, respect, 
Maintaining a serene and collected demeanor, particularly and collaborate across cultures—is an important 
in times of duress, is a signature of Effective Hospitality component of Effective Hospitality Leadership. It's the 
Leadership. It reassures your staff, prevents chaos from ability to respect religious dietary traditions, understand 
ensueing, and establishes the tone for tackling difficulties. communication differences, or celebrate cultural holidays. 
This skill promotes a more welcoming and inclusive 
A practical tip: pause before reacting. Breathe, assess the atmosphere.
situation, and then make a thoughtful decision. This not 
only improves outcomes but also models professionalism Final Thoughts
for your staff.
It takes more than having a title to be a good leader in the 
hospitality sector—it takes gaining the trust of your staff 
and the loyalty of your clients. Successful Hospitality 
Leadership is developed over time through consistent 
behavior, a true passion for serving others, and a strong 
commitment to growing others.
26
www.thedubaileaders.com | May 2025 |
3. Invest in Communication Skills 6. Prioritize Guest Experience Without Compromising 
Staff Wellbeing
Transparent, respectful, and prompt communication is 
essential in any leadership position—but in hospitality, it's There is a fine line between making guests happy and 
not an option. The industry involves high-stress situations keeping your staff from burnout. Fantastic hospitality 
much of the time, and being able to communicate leaders know how to navigate this line. They encourage 
expectations, hear concerns, and give constructive criticism their staff members to exceed expectations, but also make 
is essential. sure they have the tools and backing to make it happen.
Successful Hospitality Leadership is about emotional Effective Hospitality Leadership does not equate to 
intelligence. It's not what you say, but how you say it. overextending your staff in the name of guest happiness. 
Leaders need to learn to read situations, adjust their tone, Rather, it's about building streamlined processes, providing 
and speak to the team members in a manner that inspires proper breaks, and listening to feedback and iterating to get 
and does not intimidate. better. Happy employees equal happy guests it's really that 
simple.
4. Foster Team Engagement and Development
7. Adapt and Innovate
An authentic hospitality leader understands that business 
success is measured by the strength of its people. Getting The hospitality business constantly changes whether it's 
the right people is only the first step encouraging their evolving customer expectations, emerging tech, or 
development is where leadership excels. unexpected surprises like a pandemic. Leaders need to be 
open to innovation and ongoing improvement.
Offer frequent training possibilities, acknowledge and 
reward excellent work, and persuade staff to contribute Fostering a culture of creativity and flexibility in your team 
ideas. Successful Hospitality Leadership fosters a is essential. Get feedback on an ongoing basis, experiment 
supportive environment in which all members feel they're with new things, and learn about the latest trends in the 
contributing to something greater. By making workers feel industry. Hospitality Leadership is being current and ready 
valued and listened to, turnover is reduced, and to shift when circumstances require it.
performance increases.
8. Develop Cultural Intelligence
5. Remain Calm Under Stress
Diversity is the lifeblood of the hospitality industry. Guests 
Hospitality settings are inherently unpredictable. From an and employees are diverse and come from all walks of life. 
unexpected turnout of visitors to last-minute event Leaders need to be able to relate to individuals from 
cancellations or client grievances, leaders must continually different backgrounds.
think on their feet.
Cultural intelligence the capacity to understand, respect, 
Maintaining a serene and collected demeanor, particularly and collaborate across cultures—is an important 
in times of duress, is a signature of Effective Hospitality component of Effective Hospitality Leadership. It's the 
Leadership. It reassures your staff, prevents chaos from ability to respect religious dietary traditions, understand 
ensueing, and establishes the tone for tackling difficulties. communication differences, or celebrate cultural holidays. 
This skill promotes a more welcoming and inclusive 
A practical tip: pause before reacting. Breathe, assess the atmosphere.
situation, and then make a thoughtful decision. This not 
only improves outcomes but also models professionalism Final Thoughts
for your staff.
It takes more than having a title to be a good leader in the 
hospitality sector—it takes gaining the trust of your staff 
and the loyalty of your clients. Successful Hospitality 
Leadership is developed over time through consistent 
behavior, a true passion for serving others, and a strong 
commitment to growing others.
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www.thedubaileaders.com | May 2025 |