Exclusive Interview with Philip Barnes, CEO, Rotana Hotel Management

What inspired you to pursue a career in the hospitality industry?

My first introduction to hospitality was what I would classify as a summer job before I finished school. I went to a hotel that had opened in the village where my parents lived in England. I took a job there for the summer, doing anything and everything I was told to do. This involved everything from making beds to answering phones, helping cook breakfast, serving, stocking the bars—you name it. I loved it. I fell in love with this industry because it was so diverse. Every day was different, and it continues along those lines, being different every day.

Something that has kept you motivated all these years to remain in this industry.

I think that when you’re in this industry, you have to have a love for people, first and foremost—whether it’s your guests or your colleagues. That’s where it begins and ends. Hotels, otherwise, are just bricks and mortar. The reality is you have to bring them to life through the people who work there, and that’s what stimulates me the most. How do you energize a hotel? How do you energize a business? That’s the piece that gets me out of bed every morning—thinking about what we are going to do today, where we are going today, and how we are going to bring a level of excitement into what we do. There is something exciting every day, and it’s not always something you want to deal with—it’s not always pleasant—but it’s the reality of the world in which we live. There’s always something that needs attention. I think if you have a passion for excellence, which I certainly believe that I do, then this comes to the forefront in everything that I do.

As you stepped into this position at Rotana, what is your main priority for the company?

So, really, what happened in the first 90 days after I arrived was that the first thing I needed to do was get to know the team, understand what we have, and go around the hotels. I’ve covered most of the hotels now in the UAE. I’ve met the general managers, I’ve met their teams, and I’ve spent time with all the corporate VPs. I’ve looked at everything they’re doing, and I’ve challenged everything we’re doing—not to challenge for the sake of it, but because I want to understand why we do things the way we do. When you come from outside a company, you bring a fresh perspective. I told the corporate office team, for example, on day one, that I would bring change. I wasn’t brought in to maintain the status quo; I was brought in to bring a different perspective. There are a whole series of things that you will learn about me, and they’re not designed to be challenging or difficult, but they are designed to bring a different thought process. That’s what I brought to Rotana, and that’s basically the premise upon which I was hired. The Chairman and the Deputy Chairman wanted somebody from outside Rotana to be the CEO—someone who brings a global perspective, who brings knowledge from other companies I’ve worked for, be it Fairmont, Four Seasons, or Shangri-La. They wanted all of those things brought to the table, and that’s what I’m doing.

With your experience across five continents, what cultural traditions do you believe impact hotel management?

I think the first thing you need to learn as you go from culture to culture is that you need to adapt and adopt what you do to suit the culture that is present. You can’t go into a place thinking you know everything or try to impose your culture on them. I was just in Pakistan this week in Islamabad, and I ignored the media portrayals of Pakistan because I wanted to go there with a fresh approach. They have the most wonderful hospitality and are the most exciting partners to deal with. The worst thing you can do is go into something thinking you know it all. Years ago, when I was with Fairmont, I was looking after Saudi Arabia. I had the benefit of a wonderful VP in Saudi who would say to me, “Yes, Phil, I understand, but in Saudi, this is the way we look at things.” So, as someone in hospitality or in any industry for that matter, you have to go into a culture with a fresh perspective and understand what they do. You have to take that around the world with you. For example, when I was in Vancouver, and a member of the Royal family came from Abu Dhabi to Vancouver, the team was unsure of what to do. I brought in someone I knew to help the operational team understand the differences and variations because that’s what you have to do. You can’t just do business as usual—you have to adapt and adopt. I think understanding cultures is key to doing business.

People look at you as a role model, is there any advice you would like to give to hotel managers on how they can be effective in their roles?

I think the most important thing for anybody in any world is to be authentic and genuine. If you’re paying lip service to something that you don’t really believe in, people can see right through you. Do what you believe is right. Follow your instincts, follow your passions, and understand what the guest is looking for. Understand what the customer is looking for. I’ve met countless chefs who told me, “Well, this is my specialty.” And I say, “Great, that’s terrific. What does the guest think? What does the customer think?” Because it really doesn’t matter what the chef thinks. If the customer doesn’t like it, then it’s irrelevant. The same applies to everything we do. I’ve said this many times since I’ve been at Rotana: I don’t really care what we say about ourselves—it’s what other people say about us that matters. So, when you’re looking at your business, understand what other people’s expectations are of you and focus on that. If you look around and see a dozen different things that need attention, every guest, every colleague—everybody—I have a philosophy that says I can’t walk by any problem. I cannot. I was in our office this morning and I was talking to our head of engineering and said, “We need to fix these tiles on the floor because they’re cracked.” You can’t say, “This is not my job.” You don’t have that luxury. When you get into a senior role, it’s your job, whatever it may be, and you can’t walk away.

Looking into the future, where do you want to take Rotana from here?

Rotana is a tremendous regional company now with 76 hotels. I have tremendous ambitions for the company. You mentioned Pakistan—our hotel in Islamabad is a franchise operation with wonderful partners there. I’d like to see us have 10 hotels in Pakistan. We’re opening two hotels in suburban London later this year. I’d like to see us have 10 hotels throughout the UK. I’d like to see us continue to grow the Rotana brand throughout the region. There are opportunities for us still remaining within the UAE, but also a lot of other opportunities in Qatar, Egypt, and other parts of the world. I’d like to see us growing, but with substance. It’s easy to put pins on a map, but that’s not what this is about. We have to go, deliver a quality experience, and take care of our owners. We have a lot of issues to address as part of who we are right now. There has to be depth. I’ve said when people have asked me to compare us to the big brands—the global multinational companies—I tell them they’re in the business of hotels. I’m in the hotel business. There’s a big difference. We have a depth of brand, we have a DNA, and that’s what we bring to the table.

In an exclusive interview with Integrator Media, Mr. Hesham Tantawi, Vice President at ASBIS Middle East delves into the dynamic world of ASBIS. With a remarkable 32-year partnership with Seagate and a strong focus on emerging technologies like AI and robotics, ASBIS has consistently demonstrated its commitment to innovation and success. From developing autonomous cleaning robots around iconic landmarks like Burj Khalifa to showcasing innovative solutions such as Robo-Cafe and Robo Beverage kiosks, ASBIS exemplifies its slogan, “Success Through Focus.”

How has the consumer electronics and IT industry evolved over the past decade? What key changes stood out to you?

The consumer electronics and IT industry is incredibly dynamic, constantly evolving in tandem with technological advancements that outpace developments in many other fields. When we first ventured into this business, the product life cycle was incredibly short—just six months before a new product would emerge. Despite this rapid pace, ASBIS has successfully navigated these changes and remained a key player in the industry. This experience has underscored the need for our operations to be faster and more efficient than those in other industries worldwide, especially because we deal with the ever-changing technological landscape.

Today, we’ve reached a point where we can predict with remarkable accuracy which products will be in demand in the coming year. This capability is a significant differentiator for ASBIS. We pride ourselves not just on selling technology but on leveraging it internally to forecast market trends and anticipate the needs of our partners and customers. By doing so, we ensure that we stay ahead of the curve in this fast-paced industry.

Which indicators does ASBIS monitor to stay ahead of market trends? And how do they influence your strategy decisions?

At ASBIS, we conduct a thorough analysis of the market and the products we offer to ensure we have a deep understanding of what we are selling. We consistently predict market developments a year in advance, allowing us to stay ahead of trends. These predictions are crucial to our strategy, enabling us to map markets effectively, understand the needs of our partners, and identify where the market is headed. By doing this, we can introduce the right product to the right audience at the optimal time.

Our approach heavily relies on advanced technology for forecasting, market mapping, and supply chain management. We use these tools to gain insights into consumer behavior and to ensure that we are always in tune with market demands. This strategic foresight allows us to remain agile and responsive, making informed decisions that keep us competitive in an ever-changing landscape.

What strategies does ASBIS use to identify and provide the right solution for partners, ensuring alignment with market demands and profitability?

ASBIS is deeply committed to our partners, and we continuously strive to adapt and grow in ways that meet their evolving needs. Our primary focus is on creating the best possible environment for business success and profitability for all parties involved. We achieve this by delivering solutions that are perfectly aligned with current market demands and by fostering long-term relationships built on trust and mutual growth.

For instance, we recently celebrated a 32-year partnership with Seagate Technology, a relationship that is a testament to our commitment and strategic collaboration. We are among the few distributors that have been with Seagate since the beginning, helping them grow their business, open new markets, and serve regions that are difficult for others to reach. This enduring partnership highlights our ability to not only meet market demands but also to help our partners thrive in a competitive environment.

How is ASBIS preparing for the growing integration of robotics and AI in the IT industry? Can you provide some examples of adapting to these technological advances?

The integration of robotics and AI into the IT industry represents one of the most significant technological advancements of our time, and ASBIS has been at the forefront of this movement for the past three to four years. We’ve actively participated in numerous AI projects, including those related to robotics, recognizing that these technologies are not just trends but transformative forces that will shape the future of our industry.

Robotics, in particular, is an area where we see tremendous growth potential. Over the last few years, we’ve invested in a company called AROS, which is a manufacturer, system integrator, and design house for various robotics solutions. This investment has enabled us to introduce cutting-edge robotics technologies to the market in the UAE, including cleaning robots that operate autonomously around the Burj Khalifa. These robots clean the area at night and return to their docking stations without human intervention, showcasing the practical applications of robotics in everyday environments.

In addition to cleaning robots, we are also pioneering other innovative solutions such as Robo-Cafe and Robo Beverage kiosks, which will be showcased at upcoming GITEX Global event in October. Furthermore, we are heavily involved in warehouse automation, deploying robots that automate various processes within warehouses, thereby improving efficiency and reducing operational costs. These examples illustrate our commitment to embracing and advancing AI and robotics technologies in a way that adds value to our partners and customers.

How does ASBIS maintain and leverage strong partnerships for mutual growth, especially when balancing long-standing relationships with major brands like AMD and Intel?

At ASBIS, our motto is “Success Through Focus” which encapsulates our approach to managing and nurturing our relationships with major technology brands like Intel, AMD, Logitech, Seagate, Western Digital, and Toshiba. Each of these partnerships is built on a foundation of trust, dedication, and a shared commitment to success. We have dedicated teams for each vendor or partner, with a laser focus on achieving success in their specific areas of expertise. For instance, one team may concentrate on advancing Intel technology, while another focuses on expanding AMD’s market presence.

Our partnership with AMD spans over 20 years, a period that has seen both companies grow and evolve together. This enduring relationship is a testament to the strength of our collaboration and our ability to deliver consistent results. Similarly, our partnership with Intel has been a cornerstone of our business for more than 26 years. These long-standing relationships are not just business arrangements; they are strategic alliances that have been nurtured over decades, and they play a crucial role in our continued success.

Our “Success Through Focus” strategy is integral to maintaining these partnerships. By dedicating resources and expertise to each partner, we ensure that we can meet their needs and exceed their expectations, which in turn drives mutual growth and success.

An Exclusive Interview with Andrew McCormack, COO of Al Etihad Payments

With over two decades of expertise in the financial services sector, Andrew McCormack is a seasoned payments executive currently serving as the Chief Operating Officer at Al Etihad Payments, UAE’s national payment system operator.

Could you briefly share your journey that led to your role as COO of Al Etihad Payments?

My journey into the payments industry has been quite diverse and unexpected. Initially, I began my career as a software engineer in the aerospace industry, where I spent nearly a decade honing my technical skills. After completing my MBA, I sought to broaden my horizons into business management and found myself leading a solar energy company in Canada. This role was invaluable in teaching me how to build and scale a small business.

It was during this time that my interest in financial services began to grow, particularly as I took on responsibilities for the company’s payments and financial operations. This newfound interest led me into the banking sector, then into insurance, and eventually into the payments industry.

I joined Payments Canada and ultimately became the CIO, where I oversaw the technology and payment services. Later, I had the opportunity to relocate to Singapore to establish an office for the Bank for International Settlements, an experience that was both challenging and rewarding, especially in the wake of the COVID-19 pandemic.

Currently, I have the privilege of serving as the COO at Al Etihad Payments, where I am leveraging my diverse experiences to build and transform the company into a leading national payment infrastructure provider.

Al Etihad Payments was established by the Central Bank of the UAE in 2023. What were the key motivations behind its creation, and how does AEP align with the UAE’s broader objectives for advancing the digital economy?

In many countries, the central bank doesn’t directly operate retail payment systems. Instead, they often rely on an operating entity to provide those retail-facing services for a variety of reasons. However, the central bank typically prefers to maintain an oversight role over the retail payment schemes and systems, and in this country, that is precisely how Al Etihad Payments came into existence.

The Central Bank decided to divest several functions, such as the UAEWPS and the UAESWITCH, the card switch that we manage. In addition, we have been tasked with enhancing these services with new offerings, such as AANI Instant Payments and others we will discuss later. This approach makes sense from an operational perspective, as a central bank in most countries acts more as a supervisor than an operator, and we have implemented this model here in the UAE.

The company was established last year, and we are in the process of scaling up, taking over the operational responsibilities for UAEWPS and the UAESWITCH. We launched the AANI Instant Payment service in late 2023 and will be launching a national card scheme in the not-too-distant future.

Could you share how AANI is driving innovation in the instant payments landscape and the progress you have made in expanding its reach?

AANI is the platform for innovation in instant payments, offering 24/7 real-time payment experiences and enabling a range of overlay services.

For example, users can simply send money using a mobile phone number, scan a QR code at a merchant checkout, or use it in an online e-commerce setting. AANI facilitates this level of digital innovation, supporting interbank payments, transactions between banks and wallet providers, and all other possible combinations.

All participants in the AANI system are licensed institutions, which includes banks, payment service providers, digital wallets, and exchange houses. We serve as the glue that connects these systems, offering a platform for innovation that participants can leverage to serve their customers and merchants.

Additionally, we have the AANI Mobile app, available in all major app stores. However, the reach of AANI payments extends beyond our app. The goal is for AANI services to be ubiquitous. We currently have around 30 participants, including banks and exchange houses, connected to the platform, and we expect to reach at least 50 by the end of the year. This means that the vast majority of the market will be connected, and AANI services will be available not just through our app, but through the apps of all these financial channels.

As a customer of a participating bank, you won’t even need to download our app to use AANI payment services—they will be natively available within your bank’s app or digital wallet. By the end of the year, we expect to have at least 95% of the market connected.

Could you provide some insight into how AANI plans to handle cross-border payments and integrate these services?

AANI’s initial focus is on the domestic payments side, such as person-to-person and person-to-merchant transactions using QR codes or mobile phone numbers— the use cases I previously described. Our priority is to scale the platform, connect all the banks and licensed participants, and have them enroll their customers. This step is crucial as it requires obtaining the customer’s consent to activate these services, and we also need to onboard all the merchants.

We want people to recognize AANI and see QR codes at checkout, providing them with the option to pay using this payment method. Our initial push is domestic, but as you mentioned, there are other countries implementing similar services. We do aspire to find ways to connect with them, so extending our platform from a domestic to a cross-border perspective is certainly on our roadmap.

Jaywan, the domestic card scheme, is a significant initiative. How will Jaywan improve the UAE’s payment infrastructure and cost structure?

Jaywan is the forthcoming national domestic card scheme. The name reflects the country’s heritage, as “Jaywan” translates to “precious pearl,” symbolizing the UAE’s rich culture and history. While domestic card schemes are not new—Canada’s Interac and Saudi Arabia’s Mada are established examples—the introduction of Jaywan is a significant step for the UAE. It represents a locally developed solution tailored for the UAE, ensuring secure and reliable transactions across various use cases, including point-of-sale and e-commerce.

Having a domestic card scheme provides several benefits, including enhancing resilience by giving the country control over its payment infrastructure. It also has the potential to reduce costs, as card payment fees for merchants can be quite high. One of the key objectives is to manage and control the cost structure of accepting digital and card payments within the UAE. Furthermore, Jaywan aims to ensure interoperability, not just within the UAE but also beyond its borders.

What are the key priorities for the launch of Jaywan, and how are you ensuring its success?

From a launch perspective, our current priority is acquiring. To simplify, it is crucial that once a bank issues a Jaywan card, it must work seamlessly wherever needed. For instance, when a customer uses the card in a shop, it should function properly from day one.

Our focus is on ensuring that the card works at ATMs, point-of-sale terminals, and supports various methods like tap, chip, and pin. E-commerce is another critical area, as it is more complex than point-of-sale. We need Jaywan to be accepted across a wide range of online retailers.

Additionally, we are working to onboard the initial group of issuers as soon as possible. We have a growing pipeline of issuers interested in developing their card products. While it’s challenging to provide an exact launch date, rest assured that all these components are progressing, and we are dedicated to ensuring a successful launch.

How does Al Etihad Payments support financial institutions, and what role do you play in assisting SMEs and retail customers?

Al Etihad Payments operates as a wholesaler, focusing on working with financial institutions rather than having direct relationships with SMEs or retail customers. Our support is channeled through our banking partners. We ensure that our partner banks are well-informed and equipped with the necessary information and documentation to assist their customers effectively.

While we do not engage directly in training or support for end users, such as small and medium-sized businesses, we provide the resources and support needed by our banking partners. These partners then assist their clients in integrating our services into their ERP systems, point-of-sale systems, and other applications. In summary, our role is to facilitate through our financial institution partners rather than engaging directly with end users.

How do the banking community and other financial entities perceive AANI compared to traditional credit and debit card usage?

We have received an overwhelmingly positive response from the banking community, as well as from digital wallets, payment service providers, and exchange houses. These participants are enthusiastic about joining and contributing to the initiative. While the attractive cost structure is a significant factor, the real value lies in the innovation this platform enables.

The platform allows participants to offer services that genuinely delight their customers. For instance, sending money to family members, splitting bills at restaurants, or other everyday transactions become extremely easy and cost-effective.

Industry response has been very encouraging. Although integrating these services requires a substantial technical effort from participants, we are making significant progress. We began last year with 10 participants and expect to exceed 50 by the end of this year. Nearly 1,000,000 end users are already enrolled, and our focus is now on enhancing merchant and e-commerce experiences.

In the next one to two years, we anticipate substantial innovation in the commercial space, with new and creative ways to seamlessly integrate payments into various customer journeys. This central platform supports industry-driven innovation, allowing us to facilitate rather than lead the development.

In your view, how soon could the UAE transition to becoming a 100 percent cashless economy, and what are the key steps required to achieve this goal?

The concept of becoming cashless is quite complex and nuanced. We prefer to think in terms of “less cash” rather than entirely cashless. Cash possesses unique attributes that are challenging to replicate in the digital world. For example, in a worst-case scenario where the power goes out, cash still functions, highlighting why it’s not practical to eliminate it from the economy.

Cash is widely used, universally accepted, and familiar to people, which are all valuable traits. Our goal is not to eliminate cash but to enhance our payment infrastructure by promoting more acceptance and usage of cost-effective digital payment methods. Over time, these methods may reduce cash usage in significant ways, but the objective is not to completely remove cash from the ecosystem.