Exclusive interview with Andrea Orrú, General Manager, Al Baleed Resort Salalah by Anantara

1. Your journey has taken you from Sardinia to some of the world’s most celebrated luxury destinations. Looking back, what first inspired you to pursue hospitality, and what continues to excite you about the industry today?

What first drew me to hospitality was the human side of it. It is an industry built around people, stories and experiences, and no two days are ever quite the same. Since beginning my career in 1999, I have had the privilege of working in many different parts of the world, and that has given me a real sense of being a citizen of the world. Every destination, culture and team has shaped me in some way. What still excites me is seeing an idea come to life and witnessing the effect it has on a guest or a colleague. It could be a new experience, a thoughtful detail in the guest journey or an opportunity for someone in the team to grow.

Having worked across Europe, Asia, the Middle East and the Maldives, what has each region taught you about the true meaning of luxury hospitality?

Every region has shaped my understanding of luxury in a different way. Europe taught me to appreciate heritage, craftsmanship and the discipline behind consistently high standards. Asia showed me the beauty of intuitive service, where the smallest details are often noticed without the guest needing to ask. The Maldives reinforced the importance of privacy, personalisation and caring for a fragile natural environment. The Middle East has taught me a great deal about generosity, warmth and creating experiences that speak to couples, families and multigenerational travellers alike. Australia also holds a very special place in my heart. It was an important chapter both professionally and personally, as it is where I met my wife, Jana. Today, we have two beautiful children together, so my time there will always remain especially meaningful to me. What I have learnt across all of these destinations is that luxury is not necessarily about having more. It is about making every element feel considered. Guests remember how smoothly everything flowed, how well the team understood them and whether they felt a genuine connection to the place. The setting is important, of course, but the people bring it to life. That is where true luxury is found.

Al Baleed Resort Salalah by Anantara has consistently strengthened its position as one of Oman’s leading luxury destinations. What has been the biggest contributor to that success?

Without question, it is our people. A beautiful resort gives you a strong foundation, but it is the team who create the experience guests remember. Our success has come from having a clear direction and a team that understands what we are trying to achieve together. We have continued to strengthen the resort around what makes both Anantara and Salalah special: a strong sense of place, meaningful wellness, memorable dining and a genuine commitment to sustainability. You can see this in many areas, from the personalised service offered by our villa hosts to our locally inspired wellness experiences and the annual culinary festival, which brings international chefs from Michelin-starred backgrounds alongside Omani talent.

Luxury hotels often tell their own stories. Al Baleed Resort seems to tell Salalah’s story instead. Was that always the vision?

Yes, absolutely. Anantara is at its best when the hotel becomes a gateway to the destination rather than a world separated from it. Al Baleed sits beside the UNESCO World Heritage site of the Land of Frankincense and is surrounded by an extraordinary combination of coastline, mountains and Dhofari culture, so it would be a missed opportunity for the resort to focus only on itself. We aim to showcase Salalah through the guest journey: locally inspired design, frankincense rituals, regional ingredients, Omani culinary experiences, cultural excursions with our Salalah Insider and collaborations that place local creativity alongside international expertise. Even contemporary concepts, such as the Anantara Khareef Chocolate, are developed with ingredients and stories rooted in Dhofar. Ideally, the resort should give visitors the confidence and curiosity to explore beyond its gates.

The frankincense tree-planting ceremony is a distinctive addition to your 25th anniversary experience. How does this initiative reflect Al Baleed Resort Salalah by Anantara’s broader approach to sustainability and responsible tourism?

Frankincense is deeply woven into Dhofar’s identity, so the tree-planting experience felt like a meaningful way to mark Anantara’s 25th anniversary. It allows guests to contribute to the destination, rather than simply experience it from the outside. Each tree is marked with a bespoke engraved plaque, and guests receive a keepsake pouch of frankincense to take home. They also receive quarterly updates from our Farm Guru, so the connection continues long after their stay and they can follow the progress of the tree they planted. The experience reflects our wider approach to sustainability, which is not centred on one initiative alone, but on the choices we make every day. Our on-site farm supports farm-to-table dining and gives guests the opportunity to understand more about local cultivation. Our in-house water-bottling operation helps reduce reliance on single-use plastic, and we were the first resort in Dhofar to introduce electric-vehicle charging. We also support beach clean-ups and work with organisations including the Environment Society of Oman to help protect local wildlife. For us, responsible tourism should leave something positive behind. The frankincense tree is a lasting symbol of that commitment and gives guests a personal connection to the heritage and future of Dhofar.

Rapid Round

What is one hidden gem in Salalah that every first-time visitor should experience?

It’s difficult to choose just one. I would recommend the Sugar Dunes in Fushi, around two hours from Salalah, where powder-white dunes meet the coastline, as well as Al Hawta, with its dramatic waves, green landscapes and its seasonal waterfall. Al Hawta is especially beautiful during Khareef, when the microclimate brings the scenery to life, while the Sugar Dunes remain striking throughout the year.

Coming from Sardinia, is there anything that reminds you of home when you are in Salalah?

There are several similarities. Both Sardinia and Salalah have areas of unspoilt, almost untouched scenery, with dramatic coastlines, mountains and landscapes that still feel wonderfully undiscovered.

They also share a long history and a very strong sense of heritage. What perhaps reminds me most of home, however, is the warmth of the people. Much like Omanis, Sardinians are proud of where they come from and genuinely want visitors to experience the beauty, traditions and character of their land.

What hospitality trend do you think is currently overhyped?

I think the industry sometimes becomes too focused on adding more, more concepts, more technology and more touchpoints, when what guests often value most is simplicity. They want things to feel effortless, personal and well considered.

Luxury should not feel complicated or overproduced. The most memorable experiences are often the quietest ones: being recognised, having a preference remembered or receiving thoughtful service at exactly the right moment.

If guests leave Al Baleed remembering just one feeling rather than one facility, what would you want that feeling to be?

I would want them to feel that Al Baleed was not simply a place where they stayed, but a destination they came to experience.

That means feeling genuinely cared for, having the small details noticed and being encouraged to discover Salalah in a way that feels personal. Ideally, they leave with beautiful memories of the resort, but also with a deeper connection to Dhofar and a desire to return. 

Exclusive interview with João Cravo, VP of Asset Management, Trilight Hospitality Asset Management

Hospitality assets across the GCC are becoming increasingly complex, particularly with the rise of mixed-use developments and branded residences. How has this changed the role of independent asset management in recent years?

The role has evolved significantly as independent asset management was viewed primarily as a performance-monitoring function — focused on reviewing reports, challenging budgets and tracking how the hotel was performing. Today, especially in the GCC region, the role has become far more strategic than that.

Many hospitality assets today are no longer just hotels, particularly when within mixed-use developments where the hotel operates alongside branded residences, F&B concepts, wellness offerings, retail and in some cases, office or entertainment components. In many instances, the residential component is a key driver of the overall investment proposition, however its inclusion also makes the model much more complex.

If these projects are set up well, they can create real value across the different components. However, they can also lead to operational challenges and stakeholder conflicts if the overall structure, governance and long-term operating framework are not carefully thought through from the outset. Each component should be assessed independently, with clearly defined objectives and financial logic, ensuring that the project in its entirety works without one component subsidising another.

In these mixed-use developments, the asset manager function and role have evolved substantially. It is no longer sufficient to evaluate the hotel operation in isolation. A broader approach is required to first understand and then develop and manage the complete ecosystem, including the various stakeholders involved. This includes aligning interests across shared areas and services in a way that creates synergies, supports collaboration and protects the long-term value of the asset for all stakeholders.

Many hotel owners assume that partnering with a strong international operator guarantees long-term success. Where do the biggest blind spots tend to emerge within operator-owner relationships?

One of the key considerations that is often overlooked is at the very beginning: selecting the right operator or brand for the asset. Owners can sometimes place too much emphasis on fee structures, whereas the most important question should be whether the operator is the right fit for the asset and whether the chosen brand has the ability to genuinely create value.

A stronger brand can easily justify a higher fee if it delivers better distribution and stronger market reach through its systems and platforms. However, this value proposition needs to be carefully assessed. In markets where there is already a high concentration of hotels operating under the same brand family, the incremental value by that brand may be more limited than expected.

More broadly, owners should not assume that appointing a leading operator automatically guarantees into a successful investment outcome. The operator relationship is a long-term partnership, and the decision should be evaluated by considering the overall brand fit, the operating model, the commercial assumptions and the agreement itself.

The complexity increases further in mixed-use projects, where the interests extend beyond the hotel owner and operator, to include residential owners, as well as owners and tenants of other components. This makes early strategic planning and ongoing asset oversight critical. Owners benefit from engaging advisors who remain actively involved beyond the development and pre-opening stages, to support long-term performance.

From your experience, what are some of the biggest differences between how operators measure success versus how owners and investors evaluate asset performance?

Operators and owners evaluate the same asset, but from fundamentally different perspectives. Operators typically focus on the performance of the business as an operating platform — including key operating metrics such as occupancy, ADR, RevPAR, guest satisfaction, loyalty contribution, market share and adherence to brand standards. While these indicators remain important and will always be, owners and investors primarily assess the asset through a long-term investment lens. Their focus is on profitability, cash flow, return on capital and overall operational efficiency. A hotel can be performing well operationally while still under-delivering from an ownership perspective if the cost base is too high, the capital structure is suboptimal, or certain parts of the asset are not performing to their full potential.

The other shift in the market is the changing nature of operators themselves. Many are prioritising the expansion of their platforms, including through franchise models, which provides owners with more options but also requires clarity on objectives and expectations at the outset of the partnership.

Ultimately, the core difference remains operators are primarily focused on the day-to-day running and performance of the business, whereas owners are focused on whether the asset is generating the right long-term value. Increasingly, even trophy and luxury assets that were previously not fully optimised are being refined towards higher levels of operational efficiency. This is occurring even where current owners may have no immediate intention to exit, although such optimisation preserves optionality for future ownership cycle and ensures the asset is well positioned for any strategic shift overtime.

Hospitality today is often driven by occupancy, visibility and guest experience, but how can owners identify whether an asset is truly performing sustainably behind the scenes.

Occupancy remains an important performance indicator, but it only represents one part of the overall story. In many cases, assets that achieve very high occupancy levels may struggle to keep pace with the maintenance requirements and ongoing investment needed to preserve the asset, creating challenges over the longer term. Owners should look beyond top-line and bottom-line performance and assess the profitability by department, labour productivity, cost per occupied room, energy efficiency, long term capital expenditure planning and the asset’s ability to maintain the integrity of these ratios without compromising the future.

This approach is a key consideration in the assets we manage and encourage owners to maintain a strong focus on long-term capital planning. An asset may appear to be performing well today; however deferred maintenance or insufficient reinvestment can quickly become a future liability over time. This is particularly relevant in a region like the Middle East where the pace of innovation continues to accelerate.

It is also important to recognise that occupancy can be driven through increased spend; market visibility can be purchased and even guest satisfaction can sometimes be enhanced in the short term through over-servicing and over-spending. Sustainable performance requires a deeper evaluation that considers not only current operating results, but also asset condition, maintenance standards, lifecycle planning in conjunction with the market trend and funds available.

At what stage should developers and investors involve independent asset managers in a project and what costly mistakes happen when strategic oversight comes in too late?

As owner representatives, asset managers should be involved from the earliest stage of a project. Key phases such as highest and best-use analysis, concept development, feasibility assessment and operator selection all benefit from the involvement of an experienced asset management company. Even where external consultants are appointed, the ownership team still needs the ability to critically review, challenge recommendations and validate key assumptions and outcomes. One common example is the appointment of designers and architects who may have limited understanding of hospitality market dynamics and the commercial implications of design decisions. The layout, facilities, room mix and operational requirements can have a significant impact on the long-term performance of the asset and should not progress without a robust strategic and commercial review.

This is particularly important for mixed-use and luxury developments, where the ambition of the project can sometimes exceed the commercial discipline and the right development methodology. Creating a visually impressive asset is one objective; however, creating an asset that is equally compelling while operating efficiently for the next two decades and achieving the desired investment returns is far more complex.

Independent asset management adds value from the outset by introducing a commercial and operational perspective into decisions that may otherwise be driven by architecture, brand standards or development momentum. This ensures the final product is aligned with the vision and positioned for long-term value creation.

As the GCC hospitality market becomes more competitive and investment-focused, how do you see the relationship between owners, operators and independent asset managers evolving over the next few years?

The Middle East has developed and continues to develop some of the most impressive hotels and mixed use developments in the world. The region has become a leading platform for brands to innovate, launch new concepts and enhance their product offerings. As a result, we are seeing brands introduce sophisticated experiences, amenities, and overall product standards – at times creating assets that are beyond traditional benchmarks. However, this level of ambition should not come at the cost of owners and developers. With the right commercial discipline, it is possible to develop assets that are financially sustainable.

We also believe that for many years, the growth of the market allowed certain operational inefficiencies to be absorbed. Strong demand, destination growth and increasing market appeal helped mask some underlying challenges. As the market continues to mature, capital becomes more selective and new supply increases competition, owners will place greater emphasis on profitability, cash flow generation, capital allocation and governance rather than focusing solely on topline growth and brand affiliation.

This shift does not mean relationships between owners and all stakeholders will become adversarial; in fact, the strongest partnerships are built on alignment of sustainable grounds to work. Operators will increasingly be required to justify investment requirements, whether related to repositioning initiatives or capital allocation, particularly as more mature and older assets require strategic reinvestment. Owners will seek greater transparency into performance drivers, while independent asset managers will increasingly play a critical role in bridging the gap between operational performance and investment outcomes.

We expect the continued growth of branded residences, mixed-use destinations and more sophisticated ownership structures to accelerate this trend. As assets become more complex, evaluating performance through a single lens is no longer sufficient. This is why we consistently refer to the importance of understanding the “sum of the parts” – an approach that has become our motto.

Ultimately, the owner needs an independent perspective focused not on operating the hotel, or protecting the brand, but on ensuring that the overall asset continues to deliver the appropriate  commercial outcomes over time.

Exclusive interview with Chef Dani García at Maxx Royal Bodrum

Leña by Dani García at Maxx Royal Bodrum

Conceived by acclaimed chef Dani García, Leña by Dani García, redefines the traditional grill through a gastronomic concept where fire and live embers take centre stage, transforming primal cooking techniques into a refined, cosmopolitan dining experience. The restaurant’s contemporary interiors echo its culinary philosophy, featuring warm, earthy tones and rich wood finishes that reinforce the connection to fire, while creating an inviting, stylish atmosphere. The menu strikes a confident balance between tradition and modernity, showcasing signature dishes that have become synonymous with the brand, from the iconic grilled avocado and its emblematic burger to expertly selected cuts such as aged ribeye from mature cattle. Together, they embody Leña’s unmistakable identity: a celebration of precision, flavour and a modern approach to steakhouse culture on an international stage.

Attributable to Chef Dani García:

Leña is built around fire as both technique and emotion. How would you describe the restaurant’s identity in one sentence beyond the idea of a steakhouse?

Leña is a celebration of living through fire. It’s a place where technique, emotion and sharing come together to create unforgettable moments around the table. We are much more than a steakhouse; we are a restaurant where fire becomes a language.

• You achieved three Michelin stars and then made the rare decision to close your restaurant at its peak. What mindset drives a decision like that?

I have always believed that gastronomy is about evolution and taking risks. Closing a three-Michelin-star restaurant was not about leaving something behind but about opening new doors. I’m driven by curiosity and by the desire to keep creating experiences that connect with more people around the world.

From Smoked Room’s rapid Michelin recognition to Leña’s global expansion, what connects all your culinary chapters?

The common thread is emotion. Whether it’s a tasting menu at Smoked Room or a dinner at Leña, my goal is always the same: to move people through flavour, hospitality and storytelling. Every project has a different expression, but the soul is identical.

What makes Turkey’s Bodrum coastline a meaningful setting for Leña’s philosophy?

Bodrum has a unique energy. There is a deep connection with the sea, with nature and with the joy of gathering around a table, and that fits perfectly with Leña’s philosophy. Fire feels very natural here. The Mediterranean lifestyle, the beauty of the coastline and the relaxed sophistication of Bodrum make it an extraordinary destination for our concept.

You’ve built a career on combining traditional Spanish ingredients with global techniques. How do you know when a dish has found the perfect balance between heritage and innovation?

When innovation doesn’t hide the ingredient or the memory behind it but elevates it. A dish works when it surprises you while still feeling familiar. Respect for the product and emotion are always the final judges.

Rapid Fire Questions

What is your personal favourite cut or ingredient to cook over fire?

I love cooking red prawns over fire. It’s a delicate ingredient that completely transforms with smoke and heat while preserving its essence.

What is the most memorable dining moment you’ve experienced as a guest, not a chef?

There have been many, but the moments I remember most are those where I felt genuine hospitality and emotion. Great food is important, but the feeling a restaurant leaves with you is what stays forever.

If you could host a dream fire-cooking dinner anywhere in the world, where would it be?

On a secluded beach in the Mediterranean, with the sea in front of us and a long table shared with friends, producers and chefs from around the world.

Is there a flavour profile that you find yourself returning to repeatedly, regardless of the concept or location?

Acidity and smokiness. I love the tension between freshness and fire. It’s a combination that appears in many of my dishes in one way or another.

Leña operates within luxury hospitality environments. How important is collaboration between hotel experience and restaurant identity?

It’s essential. The guest doesn’t separate the restaurant from the hotel experience; they remember the emotion of the whole journey. In places like Bodrum, where hospitality is taken to another level, that collaboration becomes even more important and allows us to create something truly memorable.