Exclusive interview with Ayman Ezzedine, Director of Development Middle East, Egypt and Pakistan, Radisson Hotel Group.

How is FHS going so far for you?

It’s very good, actually. It’s been busy. We had some great meetings, meet some industry peers as usual, catch up.

A lot of us have been in the game for a long time. So, it’s always good to see people from the past and always meeting new ones as well.

This event, you know, we’re all in the hospitality business here. So, the hospitality from the hosts, from the organizers and even our competitors or peers, we call them. It’s very nice. And then the owners. So, it’s a great industry. And it’s about hospitality.

Ayman, you’ve been in the industry for quite a while now. Can you share what shaped your approach towards development in developing such complex markets such as Middle East, Egypt and Pakistan?

It’s interesting when you put it Middle East, Egypt, Pakistan, and there are three completely different. Even in the Middle East, you know, you have UAE, you have Saudi Arabia, you have Lebanon, the Levant. So, every country has its own set of challenges, experiences, culture. Coming from the industry, starting out in operations, traveling, meeting, we start to understand the different cultures and how to work with different people.

So that starts, becoming the base. So now when I’m in negotiations with an owner from Pakistan, I go back on my experience of first working with colleagues from these different regions and start to understand their culture. Somebody once told me that Ayman, you speak Arabic, so you’ll do well in Egypt, because Egypt is a very interesting market for us.

The difference is you have to understand the culture, not just the language. So that’s, I think, it’s just understanding culture and then you could expand to them.

In your view, what is the differentiation, when it comes to understanding between a successful hospitality development project from a mere profitable one?

It always depends. Some projects are being done by the government for a greater good. Some are by owners who want to give back to the community. They want better training for staff from their hometown.

And some are purely for financial profit. Each one has its own incentive and its own. So, you really have to understand what the owner is looking for and make sure that we are aligned together.

From my experience, what’s a successful project hotel is one that meets three, four, five of those criterias. One, give back to the community, offer the guests what they want, staying true to our brand values, you know, and making money because we are a business event.

With KSA and Dubai evolving quickly, how have you personally experienced and observed the talents and expertise migration that are shaping the competitive landscape today?

The change has been, I mean, especially KSA in the recent, the recent changes have been such an advanced pace. It was a bit shocking and even for us disbelief at the beginning, but the level of expertise that is now available, you know, in Saudi Arabia, we’ve never had a franchise. Now we already have two, just because now we believe that this expertise exists in Saudi Arabia and we can be more relaxed and approach this opportunity. So, it’s becoming more of a mature market.

UAE has always, has been mature for a while, but it’s changing and it’s also adapting to the changes around the region and working closer with the Saudi market. So, I don’t think they’re competing with each other while they’re working and they’re finding their different niches and complementing.

can you share your insights on how AI and predictive analytics are influencing a smoother guest experience?

I’m still a paper and pen kind of guy, but UAE cannot negate the role that AI is having on the hospitality industry and the future for us to use it. It’s obviously for analyzing what guests like, how we act, what would they like us to do to present to them? So, it’s a tool that we have to use, but at the end, we are a people business.

It’s about the hospitality that comes from person to person. So, we have to learn and continue to learn how we can use AI to enhance that experience. And as people change, the information is out there now. We just cannot completely depend on AI. We got to keep the people in it as well.

Exclusive interview with Khalid Saeed, General Manager, Al Habtoor Grand Resort, Autograph Collection

With your extensive experience in the UAE’s hospitality industry, how has your local expertise shaped your leadership approach at Al Habtoor Grand Resort, Autograph Collection?

Working in the UAE for more than 26 years has taught me that hospitality here is about much more than service—it’s about culture and connection. At Al Habtoor Grand Resort, we live by our concept ‘Beach Meets Culture, blending our prime location on Jumeirah Beach with authentic touches of Emirati heritage. My leadership style reflects that same balance: operational discipline, financial responsibility, and genuine warmth that makes guests feel part of something special.

Al Habtoor Grand Resort has emerged as a sought-after destination for regional travelers, especially from the GCC. What do you believe is attracting this audience to the property today?

For GCC travellers, our resort offers the perfect mix of space, privacy, and connection. Families appreciate our suites, authentic Arabic design touches from elegant mashrabiya details to a warm contemporary Arabian style along with a wide choice of dining options and of course beachfront location. Business and leisure guests value our proximity to Dubai’s key districts. What sets us apart is consistency—guests know they can return to the same warm service and thoughtful details that make the stay truly memorable.

How is the hotel integrating today’s evolving travel trends, such as wellness, workcation, and experience-driven stays, into the guest journey?

Today’s travelers are seeking balance—wellness, productivity, and inspiring experiences. We meet these needs through our spa, fitness facilities, and a variety of outdoor activities, including four outdoor tennis courts, beach volleyball, a range of watersports for Adults, Kids water slides and  splash pad for children. For workcations, we offer high-speed connectivity and dedicated one of its kind  Club Lounge in the 25^th Floor designed for both comfort and productivity.

We further enhance the guest journey with curated dining experiences and cultural activations. This is where our ‘Beach Meets Culture’ identity truly shines—offering a stay that blends Dubai’s vibrant beach lifestyle with rich heritage, delivering an experience “exactly like nothing else”.

What role does digital innovation play in your operations and guest engagement strategy?

Digital innovation is a vital part of how we enhance the guest journey. Mobile check-in, digital concierge services, and tailored communications give guests convenience and personalisation, while analytics guide us in anticipating their needs. Yet hospitality is still about people—technology helps us deliver efficiency, but the human connection is what makes the experience unforgettable.

In such a competitive hospitality landscape, what marketing or sales strategies have proven most effective for you in driving both occupancy and loyalty?

Our strategy is built on clear positioning and disciplined execution. Personalized service, a strong focus on guest satisfaction, competitive promotions, and our ability to cater to a diverse mix of source markets have been key drivers of loyalty. Marriott Bonvoy also plays an important role, connecting us to a global community of travelers who value consistency and recognition. At the same time, we place strong emphasis on regional campaigns, strategic partnerships, and tailored promotions that resonate particularly well with the GCC market. What differentiates us is our ‘Beach Meets Culture’ identity, which allows us to highlight experiences that feel “exactly like nothing else” —whether it’s family-friendly recreation, cultural activations, or diverse dining.

What does success look like for you at Al Habtoor Grand Resort over the next year?

For me, success is about balance—achieving financial goals, creating unforgettable guest experiences, and keeping our team inspired. Over the next year, I want to strengthen our position as the resort where the spirit of place shines through—offering a stay that’s truly one of a kind. When our guests leave with lasting memories, our owners see measurable results, and our associates feel proud of where they work—that’s what true success looks like. True leadership is about empowering people to deliver results together, not alone.

Exclusive interview with İnanç Işık, General Manager – Retail, Kerry Middle East

You’ve spoken about the balance between taste, functionality, and sustainability. What technological advances are helping Kerry achieve sustainable innovation without compromising flavour or performance?

At Kerry, sustainability and taste are inseparable. Our Tastesense™ portfolio enables up to 50% sugar and salt reduction while preserving flavour integrity. We combine biotechnology, fermentation, and enzymology to extend shelf life and reduce food waste, supporting circular economy goals. Proprietary tools like Kerry NutriGuide model nutritional impact during reformulation, ensuring healthier profiles without trade-offs. These innovations are embedded in our Smart Taste™ platform, which addresses cost, supply, and regulatory pressures while maintaining indulgent taste. For example, our Cocoa Booster technology allows up to 20% cocoa reduction, mitigating volatility and lowering carbon footprint without compromising sensory experience.

Ingredient volatility — such as fluctuating cocoa and sugar prices — remains a major industry challenge. How is Kerry using R&D and data-led formulation to help manufacturers manage supply and cost risks?

Cocoa prices have surged by over 300% in the past year, and sugar markets remain highly volatile due to global supply constraints and regulatory pressures. Kerry addresses these challenges through a combination of predictive formulation tools like NutriGuide and advanced ingredient technologies.

For cocoa, our Cocoa Booster solutions enable up to 20% cocoa reduction without compromising indulgent taste or compliance. For sugar, our Tastesense™ technology delivers up to 50% sugar reduction, helping manufacturers manage cost exposure without compromising on taste while meeting consumer demand for healthier profiles.

These strategies not only reduce reliance on volatile raw materials but also improve manufacturing efficiency, delivering cost savings of up to 24% in bakery applications, while ensuring consistent quality, sustainability, and great taste.

Kerry’s approach to innovation often begins in foodservice before scaling to retail. How does this process work in practice, and what tools or insights make it effective?

Foodservice is our innovation incubator. Concepts validated in quick-service and casual dining channels, where trends emerge fastest, are adapted for retail using Taste Charts, Trendspotter AI, and Kerry Kalaido®, our generative AI concepting tool. These tools accelerate ideation-to-launch by combining consumer insights, sensory science, and chef-led prototyping. At Gulfood, we showcased Gold Brew Qahwa and Nashville Chicken Chips, examples of foodservice-inspired ideas scaled for retail through Kerry’s integrated RD&A network and global manufacturing footprint.

With the rise of GLP-1 health trends and growing demand for high-protein, functional products, how is Kerry adapting its strategy to meet new consumer nutrition needs?

GLP-1 adoption is reshaping consumer priorities toward satiety, digestive health, and metabolic support. Kerry’s Proactive Health platform delivers science-backed solutions like BC30™ probiotics for protein absorption, Eupoly-3™ omega-3s for heart health, and Tastesense™ masking solutions to improve flavour in high-protein, reduced-sugar formulations. Our proprietary research identifies five GLP-1 consumer personas, guiding innovation in formats such as protein bars, functional beverages, and meal replacements. At Gulfood, concepts like the Hot Honey Power Bar demonstrated how indulgence and functionality can coexist.

Kerry recently partnered with KidZania on the Kids Flavour Detective Workshop. How do initiatives like this help your teams understand emerging taste preferences and design products for future generations?

The Kids Flavour Detective Workshop gave us direct access to Gen Alpha’s flavour preferences through hands-on co-creation. Gen Alpha has more active taste buds and higher sensitivity to sweet, bitter, umami and spicy compounds. Insights from this activation helped us develop new cheese powder concepts, Savoury Parmesan and Creamy Gouda, featured at Gulfood. These initiatives ensure our innovation pipeline reflects the evolving tastes of younger consumers, enabling brands to future-proof their portfolios with flavours that resonate across generations.

Collaboration with research institutions such as KAUST and KHNI highlights Kerry’s investment in science-driven innovation. How do these partnerships translate bioscience and smart-health research into everyday food solutions?

Our partnerships with KAUST and the Kerry Health & Nutrition Institute (KHNI) accelerate breakthroughs in microbiome science, cellular biology, and functional ingredient development. These collaborations underpin innovations like personalised AI nutrition platforms, clean-label reformulation, and functional ingredients for better health. By embedding cutting-edge science into everyday application, from sugar reduction systems to hydration solutions, we deliver solutions that meet consumer health needs without compromising taste.

Looking ahead, what does the future of food manufacturing look like to you — and how will Kerry continue to lead the transformation of the region’s food ecosystem?

The future is digital, sustainable, and personalised. Expect AI-driven predictive analytics, carbon reduction strategies, and bioscience-led nutrition to dominate. Kerry will continue to lead by combining taste leadership, sustainability, and science-backed innovation, shaping a resilient food ecosystem for MENAT and beyond. Our ambition is clear: to reach two billion people with sustainable nutrition solutions by 2030, while enabling customers to deliver products that are better for people, society, and the planet.