Hospitality Interviews
Tigrus Restaurant Holding: Savoring Sustainability in Every Bite
The Integrator had an exclusive interview with Henrik Winther, Founder, Tigrus Restaurant Holding
Could you provide a brief overview of Tigrus Restaurant Holding and its founding principles?
We are a sustainable, family-friendly hospitality group that prides itself on operating eco-friendly restaurants, educating on leaving a better world behind for future generations to come. Being sustainable is a lifestyle choice for us, and it’s something we work on as a team daily, creating a positive, motivating, and uplifting work ethic for the whole team.
How has Tigrus evolved since its establishment in 2005, and what sets it apart in the restaurant industry?
Our growth and efforts have been a huge factor in evolving. Since we began in 2005, we’ve expanded into the Middle East and now plan to launch 25 restaurants in the next 4 years in the GCC. When we started, we were not carbon neutral. Our most significant evolution was understanding where we could cut back, and in three years, we reduced our CO2 emissions by 43%. We have now achieved a state of neutrality. We’re different from other hospitality brands as we have implemented sustainability into our lifestyle and company culture. It’s not something we do half-heartedly; it’s our tool for growth and expansion as it drives team morale and saves us money.
Tigrus Holding is known for its commitment to sustainability. Could you elaborate on the initiatives the company has taken to fully compensate for its carbon footprint and achieve zero waste since 2018?
We do many things. Some of my favorites include utilizing coffee ground waste to become plant food to feed foliage in the restaurants, switching our kitchen stoves to induction, and sponsoring wild cats around the world in locations where we open restaurants. We are sponsoring Siberian Tigers in Russia and snow leopards in Tajikistan and are in the process of doing the same in the UAE. I really enjoy taking my team on excursions to experience something new and take part in saving wildlife.
Tigrus recently launched Osteria Mario in Dubai Marina. What motivated the choice of location, and how does this new venture align with the company’s overall mission and values?
The marina is a bustling hotspot in Dubai. If you’ve visited our Marina branch, you’ll notice that we have an extensive terrace filled with live plants and the most beautiful view, which both align with our brand as we like to be in hotspots and have plenty of space for plants.
Could you share insights into the unique features that Osteria Mario offers in Dubai Marina?
As mentioned, we have an extensive terrace. Unusually, we also have a dine-in, out concept for cooler months as we have had bi-fold doors fitted on the ground level so we can open them up to give guests the same open plan view of the marina up and down in the restaurant.
Tigrus has ambitious plans to expand its chain to 100 restaurants. Can you share some insights into the company’s strategy for achieving this growth while maintaining its commitment to sustainability?
Having four restaurants in Dubai has meant our supplier database is expensive, so we’ve done the groundwork here to operate sustainably. We’re currently exploring how to do that in other GCC countries as we grow in this region. As mentioned throughout, sustainability is a lifestyle choice that we take everywhere we go.
Hospitality
Raising the Bar of Innovation in Every Kitchen
Exclusive interview with James Russell, Country Manager, UNOX
Can you briefly explain what sets your ovens apart from other products in the market and how they enhance the overall kitchen experience?
What sets our ovens apart is their innovation and sustainability. Our goal is to raise the bar of technological innovation in foodservice equipment, especially with the evolution of more advanced technologies, stricter demands, and the global pursuit of sustainability. If you’re passionate about designing your ideal kitchen experience, we leverage on innovative features such as Digital.ID, Data Driven Cooking, and OPTIC.Cooking to deliver best outcomes. Moreover, we let you test our ovens in your kitchen or at our Experience Center. In fact, our dedication to innovation has been recognised industry-wide as UNOX AI-powered combi oven CHEFTOP-X was awarded the Red Dot Winner 2024 and Red Dot Winner 2024 – Innovative Product.
If you’re passionate about sustainability, we are the oven manufacturer with the most ENERGY STAR rated ovens. We also have ambitious corporate sustainability targets and aim to achieve net-zero emissions by 2030 through the Unox e-miXion program.
What inspired the development of the new CHEFTOP-X and BAKERTOP-X ovens?
Today, it is important for ovens to combine mechanical robustness and performance with digital user interfaces, electronic controls and sensors, and make them work together in a way that can be easily understood by customers and users. The CHEFTOP-X and BAKERTOP-X combi ovens are robust, AI-integrated, futuristic technologies with automated cooking algorithms and user-friendly interfaces – transforming the foodservice world’s views of what people generally think an oven can do.
Can you explain the benefits of voice-activated controls and OPTIC.Cooking for kitchen efficiency?
HEY.Unox, the voice-activated control, allows chefs to operate the ovens hands-free, which streamlines workflows in the kitchen. With your voice, you can tell the oven to adjust settings, start or stop cooking cycles, and even access recipes without needing to touch the oven.
OPTIC.Cooking, through the use of our optic lens, detects the food inserted in the cooking chamber and automatically starts the right program. Once the food is in, OPTIC.Cooking monitors it in real-time and adjusts cooking parameters based on the food’s characteristics.
Together, these features significantly reduce the time chefs spend managing equipment, allowing them to focus on creativity and presentation.
How will the new Dubai experience center improve customer interaction with UNOX products?
Unox Experience Center is all about exchanging ideas.
In September, we launched our UAE Experience Center, aiming to bring more people to experience our innovative ovens with our Chef, to participate in our Individual Cooking Experiences. A key factor in Unox success has been allowing our customers to test our latest ovens before they purchase.
The new UAE Experience Center is an essential part of Unox broader vision. Over the past two years, Unox has opened 8 new Experience Centres in Brazil, South Korea, the United Kingdom, Sweden, India, France, Colombia, the UAE, and Saudi Arabia in 2025. This strategy brings our customers right to us and our innovations, allowing them to test our products with their own recipes, and for us to personalise interaction while gathering valuable feedback on a global scale.
Additionally, as the Headquarters of the MENA region, the center will serve as a hub for training and workshops, enabling our members to gain practical insights into how to maximise efficiency and creativity with Unox ovens. This interactive approach not only fosters a deeper understanding of our products but allows our members to build stronger relationships with our customers, ensuring customers feel supported and inspired in their culinary journeys.
How does cross-industry collaboration drive innovation at UNOX?
Cross-industry collaboration is a cornerstone of innovation at Unox. We partner with diverse sectors – culinary, education, food and beverage – to gain unique perspectives and insights that enhance Unox product development. Working with professionals from various industries helps us identify emerging trends and consumer needs, which inspire new product features and solutions. Collaborating with chefs, KOLs, restaurateurs, business owners, industry professionals, organisations, and trendsetters helps us understand day-to-day challenges of the kitchen, which shapes our ideas for future products and solutions.
Why are live product demonstrations, like at GulfHost, important for UNOX’s brand?
Live product demonstrations, such as those at GulfHost, are crucial for Unox’s brand for several reasons. Firstly, this is the chance for potential customers to have an immersive experience of our ovens’ innovative technologies in real-time.
Additionally, live product demonstrations foster direct engagement with our audience. We ensure our potential customers’ needs are met as our Unox representatives address any questions our customers may have. This interaction not only helps us understand customer needs better but also strengthens relationships with industry professionals.
What’s next for UNOX in terms of innovation in kitchen technology?
Something is cooking in our R&D kitchen right now. We launch a new product approximately every 18 months. Next year, we will be unveiling a brand-new oven that addresses the topics of space, service speed, time, and cost. In 2025, we will also bring to life the concept of Unox Lounges throughout the UAE and beyond. We are proud to be the market leader in commercial combi ovens, and all our products are created to continue elevating culinary standards worldwide.
Will robots take away the personal touch from the hospitality industry?
Robots and technology are designed not to replace humans in the industry; they are designed primarily to help chefs in the kitchen and to enhance the level of service businesses can provide.
Customers crave personal touch. As a technology-centric manufacturer of combi ovens, we invest heavily in our Unox People, conducting consistent upskilling workshops and training.
The future of hospitality lies in striking harmony between technology and human interaction.
Hospitality
We Ensure Travelers Find the Best Deals and Peace of Mind
Exclusive interview with Bernard Corraya, General Manager, India, Wego
Wego is known for simplifying the travel planning process. How do you ensure that users get the most accurate and competitive prices in real-time?
At Wego, we are committed to providing travelers with a seamless and transparent experience. Our platform aggregates data from hundreds of airlines, hotels, and online travel agencies globally, ensuring that users always get the most accurate and competitive prices in real-time. By leveraging advanced algorithms and machine learning, we continuously update and cross-check prices, so users can make informed decisions with confidence. Our goal is to make sure travelers not only find the best deals but also enjoy peace of mind throughout their booking journey.
With more travelers shifting to mobile platforms, how does Wego ensure a seamless experience for users across different devices?
We recognize the importance of delivering a smooth and intuitive experience across all devices. Wego’s mobile app is designed with the traveler’s needs at the core, offering a fast, user-friendly interface that works seamlessly on both iOS and Android platforms. By leveraging the latest in mobile app development, we ensure that users enjoy the same efficient search, comparison, and booking experience whether they’re on their smartphones, tablets, or desktops. Real-time syncing of searches and bookings across devices also allows users to switch effortlessly between platforms as they plan their trips.
In the age of personalization, how does Wego use technology like AI or machine learning to offer tailored travel recommendations?
Personalization is a key focus for Wego as we strive to enhance the travel experience for every user. By utilizing AI and machine learning, we analyze user preferences, past searches, and behavior to deliver tailored travel recommendations that suit individual needs. Whether it’s suggesting destinations based on previous trips or highlighting deals that match a user’s budget and interests, our technology helps travelers discover options that are highly relevant and personalized. The more our users engage with the platform, the more accurate and insightful these recommendations become.
Sustainability is becoming increasingly important in travel. How is Wego helping travelers make more eco-conscious travel choices?
At Wego, we believe in supporting the global shift towards more sustainable travel. We’re working on providing users with greater visibility into eco-conscious travel options by highlighting airlines, hotels, and providers that prioritize sustainability. Through partnerships with eco-certified providers, we enable travelers to make informed choices about their carbon footprint, helping them select accommodations or flights with greener credentials. Sustainability isn’t just a trend—it’s a responsibility that we take seriously, and we’re constantly exploring new ways to support eco-conscious decisions within our platform.
As travel tech evolves, what do you think will be the next big technological innovation that will impact the travel industry?
The next big leap in travel tech is likely to be centered around enhanced personalization through AI-driven experiences and the adoption of blockchain for greater transparency and security in transactions. As travelers demand more customized and seamless journeys, we see innovations in real-time data analytics and predictive modeling playing a pivotal role in anticipating traveler needs before they even arise. Meanwhile, blockchain has the potential to streamline and secure every facet of travel, from payments to loyalty programs, offering more trust and efficiency for both users and providers. At Wego, we’re excited to be at the forefront of these developments, continuously enhancing the way people explore the world.
Cover Story
Hotels Shouldn’t Feel Like Home They Should Feel Extraordinary
In an exclusive interview with Bani Haddad, Founder and Managing Director of Aleph Hospitality, we explore the visionary journey of a leader who has transformed the hospitality landscape in the Middle East and Africa. Bani discusses his motivation to establish Aleph Hospitality, highlighting the importance of creating an extraordinary experience that goes beyond the “home away from home” concept. Bani also shares insights on his lasting legacy he hopes to leave—a legacy that redefines both the guest experience and the work-life philosophy within the hospitality industry.
You have had a remarkable journey, transitioning from working with top international brands to founding Aleph Hospitality. What inspired you to start something of your own?
The primary motivation for me was the desire to create and build something impactful, as well as to establish an organization. That has always been the core of my ambition behind starting Aleph Hospitality. While some individuals aspire to build a successful career within organizations, and others may aim to work with NGOs or charitable institutions, my deep motivation has always been to create an organization. With my extensive experience working with various hotel groups, the idea of having my own hotel management company gradually took shape.
As a top hotelier and visionary leader, how do you foster innovation within your company?
There are two key elements I focus on. Firstly, it’s crucial to allow people to do what they are best at. I aim to recruit individuals who possess more expertise than I do in their specific fields. Once that is achieved, it’s essential to give them the freedom and empowerment to carry out their roles. Without this, creativity is stifled. However, that alone is not enough. You must set clear goals, a vision, and a direction for people to push their limits and unlock their creativity. For me, creating a relaxed and comfortable work environment is essential. I want everyone to feel excited about coming to work, not burdened by it. This positive / THE MAIN COURSE / September 2024 31Hospitality Integrator www.integratormedia.com culture at Aleph Hospitality directly influences how people think and perform, enabling them to come up with new ideas and deliver great results.
Secondly, at Aleph Hospitality, we established the Aleph Innovation Lab, where we invite startups to collaborate with us. The lab serves multiple purposes: it provides opportunities for others, while also inspiring myself and the team. Having young people working on fresh ideas energizes us and pushes the team beyond their routine tasks.
Regarding the name “Aleph Hospitality,” which is the first letter of the Arabic alphabet, what inspired you to choose this name for your company?
We were the first to introduce third-party or independent hotel management in the region in a professional, structured way, marking a turning point in how the industry operates here. Aleph, as you’ve rightly noted, is the first letter of the Arabic alphabet. But going back 4000 years, Aleph was actually the first letter invented by the Phoenician people, which later evolved into the Greek and Roman alphabets, and eventually, the Arabic alphabet. Aleph became alpha, and alpha became A. This development essentially revolutionized communication for all of us. So, I thought it fitting to choose a name that symbolizes a significant shift—just as Aleph changed communication, we’re changing the way the hotel industry functions in this part of the world.
We’re not pretending to reinvent the wheel here at Aleph; it’s a proven concept that has worked in the US and Europe for years, but it was new to the Middle East and Africa when we introduced it.
Aleph Hospitality introduced the independent hotel management model in the Middle East and Africa. How this has revolutionized the hospitality industry?
Traditionally, when large hotel groups like Intercontinental, Hilton, and Sheraton came to the region 35-40 years ago, they managed the hotels themselves, which worked fine. But when we started in 2015, we took a different approach. We proposed that instead of these brands managing the hotels directly, they could grant us the franchise rights, similar to how it’s done in the US and Europe, and we would handle the day-to-day operations. It took a few years to convince the brands that we had the right infrastructure and capability in the region to uphold their standards. At the same time, we had to build trust with hotel investors and owners, so they felt confident entrusting their assets to us. As this model gained traction, we did a lot of educational work through conferences, press articles, and presentations to promote it. Now, it’s not just us using this model—large American and European hotel groups have followed suit. Some brands, which used to manage around 80-90% of their properties directly, now have about 60% franchised and only 40% managed by themselves. Hotel owners, too, have become much more open to this, often preferring third-party management over brand-managed operations.
How does Aleph Hospitality define luxury, and in your view, what constitutes true luxury in hospitality?
Aleph Hospitality has recently ventured into the luxury segment. We have opened one property in Dubai and are in the process of acquiring two luxury properties in Morocco. This marks the beginning of a new division at Aleph Hospitality, one specifically tailored to the luxury market. Managing luxury hotels is fundamentally different from operating a 4-star or even a standard 5-star hotel, as it requires an entirely distinct approach. This approach begins with recruiting the right individuals and implementing suitable training programs. However, the key focus is on how we cater to the needs of our guests, not only upon their arrival at the hotel but also well in advance. This process starts with the design of the hotel, the facilities we provide, and the carefully crafted programs designed specifically for our guests.
Even at the booking stage, we aim to create an atmosphere that makes guests feel special, whether they are contacting the hotel or visiting our website. The luxury experience should begin before the guests set foot in the hotel. From there, we maintain communication with the guests, ensuring they feel valued and that we have taken their preferences and anticipations into account. By the time they arrive, our goal is not just to meet, but to exceed, their expectations. For us, luxury involves a unique mindset, and we are developing a dedicated division to manage this segment. While it is still in its early stages, this is the path we are pursuing.
With a pipeline of 50 hotels by 2027, what are the major factors driving you toward that ambitious goal?
It primarily comes down to the evolving market and changing demands. As I mentioned, hotel owners are now more exposed to different management models. They’re realizing, “My asset can be managed differently, while still carrying the brand, and I can make more profit. I can have more involvement in the day-to-day operations and enjoy greater flexibility.” There’s nothing more reassuring for someone who has invested millions, sometimes hundreds of millions, in a hotel than being able to directly reach a decision-maker managing their assets. We don’t have multiple layers—owners can contact me, my business partner, or our CEO, and immediate decisions can be made.
The first key driver for our growth is the heightened awareness within the hotel investment community. Owners now better understand the benefits of this model. The second driver is the international hotel brands themselves. They are much more comfortable franchising their brands in the region, just as they do in the US and Europe. They / THE MAIN COURSE / September 2024 33Hospitality Integrator www.integratormedia.com ALEPH HOSPITALITY are even sending opportunities our way, saying, “We have someone interested in the brand. Why don’t you manage it? We’ll just provide the franchise.” And lastly, it’s our people. We have great people driving this growth.
What legacy do you hope to leave for Aleph Hospitality?
Well, I hope we continue to build an organization where people don’t feel like they’re just waking up and going to work. There are a couple of concepts I really dislike. One is the “home away from home” concept in hotels. No matter how luxurious or comfortable the hotel is, when people go to a hotel, they’re looking for a different experience—not to feel like they’re at home. I don’t want anyone telling me “welcome home” when I walk into a hotel. I’m here for something new, something unique, not to replicate home life.
Another concept I struggle with is the idea of “work-life balance.” I get the intention behind it, but why should work and life be two separate things that need balancing? Work is life, and life is balanced when you enjoy what you do. If we blur the lines between work and personal life, people will be much happier. It shouldn’t feel like an obligation to go to work—it should just be part of a fulfilling life. That’s the legacy I hope to leave at Aleph Hospitality, and I believe we’re already on the path to achieving it.
From a business perspective, I also want to make a significant impact on the profitability of hotel investors by giving them more control over their assets and bottom lines. That’s another major part of the legacy we aim to create.
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