Exclusive interview Antony Doucet, Chief Experience Officer, Kerten Hospitality

You were part of the editorial team for the Louis Vuitton City Guide. How did storytelling shape your philosophy around guest experience today?

While I was in Istanbul, I had the opportunity to be part of the editorial team of Istanbul Louis Vuitton City Guide for the food scene. What I learned from this experience is that places are never just places; they are layered stories. At Louis Vuitton City Guide, the work was not simply about listing where to go or eat, but about understanding a destination through its people, rituals, textures and contrasts. That shaped the way I think about hospitality today. A hotel or branded residence should not feel like an isolated object dropped into a location. It should feel like an entry point into a wider cultural narrative – as an integrated part of a lifestyle ecosystem where people live, work, socialise, shop and dine.

Storytelling is what transforms a stay into a memory, an emotional experience. Guests may remember a beautiful room or a good meal, but what stays with them is often the feeling that they touched something real: a local craft, a neighborhood rhythm, a conversation, a point of view. That is why I believe guest experiences must have emotional depth. Design, music, food, art and community programming are all narrative tools. When used well, they create belonging, curiosity and connection. That is the kind of hospitality we aim to build at Kerten Hospitality: not generic luxury, but meaningful immersion.

Winning Hospitality Executive of the Year in KSA recognizes leadership impact, what leadership philosophy has guided your journey?

My leadership philosophy is built around three principles: honesty, generosity, and cultural curiosity. Honesty matters because hospitality is a business of many moving parts, and people need a clear sense of purpose. Generosity matters because our industry is about people taking care of people: guests, teams, owners and communities. Cultural curiosity matters because we operate across very different markets, each with its own codes and aspirations.

I do not believe leadership in hospitality should be purely top-down. The strongest ideas often come from listening closely to local teams, artisans, residents and guests. You can only create relevant hospitality if you are paying attention to what already exists around you. I also believe in building brands with soul and meaning. Commercial success is key, but the most successful projects are the ones that create emotional relevance.

Kerten Hospitality entered 2026 with the signing of over 1,000 new keys and multiple openings planned across MENA and Europe. From an experience perspective, how do you scale growth without losing emotional authenticity?

Scaling without losing authenticity requires discipline. The mistake many hospitality groups make is replicating formulas too literally. At Kerten Hospiltality, we scale through principles, not through sameness. We have a framework of guidelines, not brand standards, on top of which we curate bespoke features for each project. We never copy-paste previous successes; we curate new ones.

What remains constant is our approach: community integration, design with local relevance, experiences rooted in culture and a strong sense of place. A property in AlUla should not feel like one in Cairo, Zanzibar or in Rome. Each project needs its own local language, social rhythm and ecosystem. To preserve authenticity, we spend time understanding the DNA of each location before finalizing the experience framework. Who are the local artisans What is the creative scene? What are the culinary references? How do residents gather? What can we add of new and fresh value to the destination? These questions matter as much as room typologies or F&B positioning.

How important is cultural adaptability when designing experiences for the Middle East’s diverse audience?

It is essential. The Middle East is often seen as one market, but in reality, it is deeply nuanced. The expectations of a guest in Kuwait, Riyadh, Dubai, Jeddah, Aqaba or Cairo can differ significantly in terms of social behavior, privacy, family dynamics, pace and the elements of hospitality itself.

Cultural adaptability does not mean diluting a brand. It means interpreting it intelligently. In practice, that can influence everything from spatial planning to programming, dining formats, wellness, music, service tone and operating hours. Guests want fresh experiences, but they also want to feel respected and understood. Adaptability is not a compromise; it is a sign of understanding, respect and relevance.

Have guest expectations in the UAE shifted toward more meaningful cultural immersion rather than luxury alone?

Luxury remains important in the UAE, but it is no longer enough on its own. Today’s guests are more informed, well-travelled and selective. People still appreciate beauty, comfort and service, but they also ask: what is distinctive here, what can I discover, what story am I part of? There is a growing appetite for experiences that feel curated rather than polished. Value is shifting from display to depth. This is especially true for younger travelers and regional audiences, who often seek places with personality, cultural relevance and emotional credibility.

In lifestyle destinations, community is woven into the experience through curated programming, cultural partnerships, local dining concepts, and shared social spaces, effectively function as neighborhood hubs. For developers, the advantage comes from attracting locals as well as travelers, fostering stronger loyalty and repeat visits. Also, mixed-use lifestyle developments support year-round activity, increasing ROI and resilience.

Ramadan transforms social rhythms across the region. How does hospitality design adapt to slower, more reflective guest experiences during this period?

Ramadan requires hospitality to become more intuitive, respectful and emotionally aware. The rhythm of the day changes, and with it the tone of the guest experience. Energy becomes softer, evenings become more social, and moments of gathering take on deeper meaning. From a design and programming perspective, this means adapting pace, lighting, sound, dining flow and social spaces. Public areas need to feel calmer by day and warmer by sunset. F&B becomes less about volume and more about rituals, generosity and togetherness. Iftar and suhoor are not simply meal periods, they are cultural moments that deserve sensitivity and care. Ramadan is also an opportunity for hospitality to reconnect with values that matter all year: reflection, community, humility and generosity.

With global economic uncertainty and shifting travel patterns, how resilient is lifestyle hospitality compared to traditional luxury models? 

Lifestyle hospitality can be extremely resilient when it is rooted in relevance. Traditional luxury often depends on a narrower set of signals: formality, exclusivity and status. Lifestyle hospitality is more adaptive in responding to changing traveler behaviors because it is built around flexibility, social energy, local connection and mixed-use value.

A strong lifestyle property can attract not only overnight guests, but also residents, remote workers, diners and event audiences. That creates a broader ecosystem and a more diversified demand base. When anchored in place, culture and community, a lifestyle hotel becomes a destination.

Interview with Jaime Castañeda, Chief Executive Officer, Ninety Nine SB Investment L.L.C. | 99 Sushi

You’ve built a career across some of the region’s most respected hospitality groups. Looking back, which early leadership lesson still shapes how you run Ninety Nine SB Investment today?

One of the earliest and most enduring lessons I learned is that every single day counts. Leadership is not about long-term vision alone; it is about daily execution. A team must clearly understand the direction in which the company is moving. That direction must be explicit, consistent, and visible in the decisions we make every day.

I strongly believe that at the end of each day, a leader should be able to say that something meaningful has been achieved, something that moves the company forward. Procrastination is dangerous in leadership. Equally risky is delegating responsibilities that a leader must personally confront. There are moments that require direct accountability.

Leading by example remains fundamental to how I operate. Engagement with Heads of Department is not optional; it is essential. When leadership is visible, aligned, and decisive, it cascades naturally throughout every department and ultimately shapes the culture of the entire organization. That culture of clarity, accountability, and momentum continues to define Ninety Nine SB Investment today.

As CEO, where do you personally spend most of your time today — operations, brand strategy, or future growth planning?

While brand strategy and future growth are constant priorities, I dedicate significant time to operations. Operations drive cash flow, and cash flow sustains independence. I often say that cash is the oxygen of the company. Without it, nothing else survives.

Despite my role as CEO, I remain closely involved in daily operational oversight alongside our General Managers and Heads of Department. This ensures that teams have the resources, structure, and support required to generate strong performance while maintaining the standards that define us.

Ninety Nine SB Investment grows organically. We do not rely on external funding or debt to expand. Our growth is driven by profitability, discipline, and reinvestment. That model requires operational precision and constant vigilance. Brand vision is critical, but operational excellence is what enables that vision to materialize sustainably.

From Les Roches to leading a globally recognised Japanese fine-dining brand, was this always the trajectory, or did hospitality surprise you along the way?

My original ambition was to become a General Manager of a hotel. After graduating from Les Roches, that was the clear path in my mind. By the age of 30, I had already joined the executive committee of a hotel, and I realized that the trajectory I had envisioned might unfold differently, and perhaps faster than expected.

After working within hotel environments, including a period with Meraas Holding, I was presented with the opportunity to bring 99 Sushi Bar & Restaurant to the region. At that time, I could not have imagined that I would one day be leading a Japanese fine-dining brand with international recognition.

Hospitality absolutely surprised me. The industry is dynamic, unpredictable, and full of unexpected doors. What began as a structured hotel career evolved into brand building, entrepreneurship, and international expansion. That unpredictability is, in many ways, what makes hospitality so compelling.

99 Sushi Bar & Restaurant has retained its MICHELIN Star for three consecutive years. What non-negotiables ensure that level of consistency across markets?

Consistency at the level required to retain a MICHELIN Star demands absolute clarity of concept and unwavering discipline. At 99 Sushi Bar & Restaurant, two elements are completely non-negotiable: immaculate service and premium ingredients.

The concept is clearly defined and protected. From sourcing to preparation to presentation, every detail must align with our identity. Ingredient quality is paramount; we work exclusively with top-tier suppliers to ensure excellence without compromise.

Equally important is service. Precision, discretion, timing, and genuine attentiveness distinguish exceptional service from standard hospitality. Guests must feel guided yet unintruded upon, respected yet warmly engaged.

Recognition from the Michelin Guide is never treated as a guarantee. It is a responsibility. Maintaining a star requires constant vigilance, continuous training, and humility. The moment complacency enters, standards decline. For us, excellence must be protected daily.

KO by 99 introduces a more contemporary, accessible side of the brand. What gap were you aiming to fill with this concept?

KO by 99 was created to express a different dimension of the brand. It was not about filling a gap in the market, but about expanding what 99 represents.

While 99 Sushi Bar & Restaurant is rooted in fine dining, KO by 99 allows us to showcase a more contemporary, lifestyle-driven approach. It is more accessible in tone and pricing, but it does not compromise on quality. It offers a space where guests can socialize, enjoy cocktails, and engage in a vibrant atmosphere beyond a traditional seated dining experience.

We wanted to demonstrate that 99 is not solely a destination for formal fine dining. It can also be a place to connect, to celebrate, and to extend the evening beyond the meal itself. KO by 99 embodies that energy — refined, yet relaxed; sophisticated, yet approachable.

Today’s diners value experience as much as cuisine. How has guest expectation evolved in fine dining over the last five years?

The UAE market has matured significantly. Guests today are highly informed and experienced. Years of exposure to world-class restaurants have shaped a clientele that understands quality and demands more than just exceptional food.

Fine dining is no longer defined by cuisine alone. It is a 360-degree experience. Music, design, lighting, spatial flow, and atmosphere all play critical roles. Illumination, in particular, is often underestimated. Lighting can transform a meal into an immersive experience or diminish it entirely.

Guests also expect continuity. If they choose 99 for dinner, they want the experience to extend beyond the final course. A digestif at the bar, a curated cocktail, carefully selected music – these moments must carry the same level of refinement as the dining experience itself. Today’s diner seeks immersion. Excellence must be holistic.

Having operated across the Middle East and Europe, how do hospitality expectations differ between regions?

At the high-end level, excellence is universal. Guests in Europe and the GCC both expect precision, quality, and professionalism. However, cultural nuances are significant. In the GCC, respect, privacy, and discretion carry particular weight. There is a strong emphasis on generosity, formality in certain contexts, and cultural sensitivity. Service must adapt fluidly to those expectations without appearing forced or overly rigid.

In Europe, service may sometimes feel more relaxed or informal, even within fine dining. In the Middle East, attentiveness and structured hospitality are often more pronounced. Understanding these nuances is essential. True luxury hospitality is not about imposing a single model of service; it is about interpreting excellence through the lens of cultural awareness.

Interview with Chef Dhimas, Head Chef (Papafuku, Velvet Social & The Office)

Your career spans luxury resorts, high‑volume kitchens, and fine‑dining concepts across the world. Which early experience most shaped your culinary philosophy today?

The experience that shaped me most was working in my early years within disciplined luxury resort kitchens where precision was everything. In those environments, you learn quickly that consistency is not optional – it is the foundation of credibility. When you are cooking for guests who have travelled across the world, expectations are high and there is no room for ego.

At the same time, growing up in Indonesia surrounded by bold Southeast Asian flavours gave me a deep emotional connection to food. Food was never just about presentation; it was about memory, warmth, and generosity. That contrast between strict classical techniques and deeply rooted Asian flavours shaped my approach today.

I believe great cuisine must balance discipline and soul. Technique builds structure, but flavour tells the story. Whether I am working on an elevated Asian fine-dining plate or a more accessible concept, that philosophy remains the same: respect ingredients, respect the guest, and respect the craft.

Pre‑opening kitchens are high‑pressure environments. Beyond menu development, what does your role truly involve during a launch?

Menu creation is actually the smallest visible part of a pre-opening role. Pre-opening is about building culture before the first guest walks through the door. It involves recruitment, training, supplier alignment, cost engineering, kitchen layout planning, workflow efficiency, tastings, standard operating procedures, and creating systems that allow creativity to survive under pressure.

You are not just designing dishes; you are designing an ecosystem. At Papafuku, Velvet Social, and The Office Restaurant, my responsibility is to ensure that each kitchen operates with clarity from day one. That means mentoring young chefs, setting standards for hygiene and discipline, aligning with procurement teams, and constantly testing recipes to ensure scalability without compromising quality.

Opening multiple venues simultaneously requires emotional resilience. There are long days, shifting timelines, and constant problem-solving. But if the foundation is strong: the right team, the right systems, the right mindset, service becomes an execution of preparation rather than a reaction to chaos.

Each of your venues has its own identity. How do you ensure every menu communicates a unique story without overlap?

For me, a menu must feel like a reflection of the venue’s identity, not just a collection of dishes. At Papafuku, the approach is bold, modern Asian with an edge, refined yet playful. The menu leans into vibrant flavours, dynamic plating, and a social dining, designed to feel exciting, expressive, and layered.

Velvet Social, on the other hand, carries a more elevated, atmospheric personality. The dishes are more crafted to complement the mood and experience.

The Office Restaurant is structured differently as well. It requires comfort, accessibility, and familiarity while maintaining quality and creativity.

To keep these identities distinct, I begin by asking: What emotion should the guest feel here? Is it nostalgia? Excitement? Intimacy? Celebration? From there, flavour profiles, plating style, portioning, and even ingredient sourcing evolve accordingly. The discipline lies in ensuring there is no overlap in personality. Each venue should feel like stepping into a different chapter, not a repetition of the same idea.

You’ve cooked for royalty, global icons, and large‑scale banquets. How have these experiences influenced your leadership style and composure in the kitchen?

Cooking for royalty and high-profile guests teaches you that pressure is part of the profession, but panic should never be. When preparing for a banquet of several hundred guests or a private dinner for dignitaries, there is no second chance. Every plate must be identical. Every timing must align. That environment trains you to stay calm under scrutiny.

The biggest lesson I learned is that the kitchen mirrors its leader. If the head chef loses composure, the team follows. If the leader remains steady, the team feels secure. Today, regardless of whether we are serving a celebrity, a corporate group, or a family celebrating a birthday, I treat each service with the same respect. True professionalism is consistency under all circumstances.

What is one common misconception about chefs that you feel needs to be corrected?

The biggest misconception is that chefs are driven by ego or personal creativity alone. In reality, great chefs are service-driven. Our work exists for the guest. Creativity is important, but it must be functional. A beautiful dish that disrupts service flow or confuses the guest is not successful.

Another misconception is that leadership in the kitchen means being aggressive. Modern kitchens require emotional intelligence. Mentorship, communication, and psychological safety create stronger teams than fear ever could. The industry has evolved. Today, strength in the kitchen is defined by discipline, empathy, and accountability.

You’re known for mentoring young chefs. What is the first lesson you instil in your team when they join your kitchen?

The first lesson I instil is humility. No matter how talented you are, there is always more to learn. Technique can be taught. Attitude cannot. I encourage my teams to understand that repetition builds mastery. Cutting vegetables perfectly every day may seem simple, but that consistency defines professionalism. Small details compound into excellence.

I also emphasise ownership. Every dish leaving the pass represents the entire team. When young chefs begin to take pride not only in their station but in the overall success of service, they grow much faster.

Quick Questions

One word that best describes your cooking philosophy?
Balance.

What’s the biggest challenge when opening multiple venues simultaneously?
Maintaining consistency across different concepts while building separate team identities at the same time. It requires clarity of vision and strong delegation.

One ingredient you can’t live without in the kitchen?
Soy sauce. It is foundational in many Asian cuisines, and its depth, saltiness, and umami can transform even the simplest preparation into something memorable.

A cuisine outside Asia that inspires you most?
French cuisine. Its structure, sauces, and classical techniques provide a strong backbone that complements Asian flavours beautifully.