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.
Cover Story
The Shift to Unified Content Workflows Is Redefining Enterprise Media!

Walk into any modern content setup today, whether it’s a podcast studio, a corporate webinar room, or a hybrid event environment, and you’ll see a familiar pattern, one that reflects how fragmented the content production stack has become.
A microphone connected to an interface.
An interface connected to a laptop.
A laptop running multiple layers of software to mix, switch, stream, and record.
It works, but it’s rarely seamless.
Because the biggest challenge in content creation today isn’t access to tools, it’s understanding how they all fit together.
The Real Problem: Too Many Tools, Too Little Clarity
The rise of podcasting and video content has created a new kind of friction. Users are no longer asking what they can create; they are asking how to make the tools work together.
Recording audio separately, syncing video later, transferring large files to high-end machines, and relying on multiple software layers have become the default workflow. It works, but it is inefficient, expensive, and prone to failure.
The expanding ecosystem of devices, features, and formats has made even basic setup decisions unnecessarily complex.
When it comes to products from RØDE, users & creators already recognize the product’s potential to simply clarify and help elevate the overall workflow experience.
From Tools to Unified Systems
This is where the shift begins to stand out.
What we are seeing is not simply the addition of new features, but the consolidation of functions.
Mixer. Recorder. Audio interface. Video switcher. Stream encoder.
What traditionally required a stack of hardware and software is now being brought into a single console environment.
For creators, that simplifies production.
For enterprises, it changes how content infrastructure is designed.
As this shift gains momentum, it is also being acknowledged at a leadership level.

“Real innovation isn’t about adding more; it’s about removing friction and enhancing workflows.
Kalinda Atkinson,
With the introduction of platforms like the RØDECaster Video, we’re starting to see audio and video unified in one system, unlocking faster, more focused creative output.”
Global Marketing Director, RØDE
Why This Matters Beyond Creators
This shift is not limited to podcasters or streamers. Enterprises are increasingly building in-house content studios, executive communication channels, internal video platforms, and hybrid event capabilities as part of their broader communication strategy.

In these environments, complexity quickly becomes a bottleneck. Multiple tools often translate into longer setup times, increased points of failure, and a growing dependency on technical operators to manage what should ideally be straightforward workflows.
A unified system begins to reduce that friction, allowing teams to focus less on managing the process and more on the output itself.
The End of the Laptop-Centric Setup
One of the most significant changes is subtle: the laptop is no longer central.
With recording, streaming, and switching built directly into the console, content can now be produced without relying on external software or intermediary platforms. Audio and video routing happens natively within the system, removing the need to manage multiple layers of tools.
This, in turn, reduces reliance on tools like OBS Studio and lowers the need for high-performance machines in the production chain.
Broadcast Capabilities, Simplified
Features that were once limited to broadcast environments are now being integrated directly into compact systems. Capabilities such as multi-camera switching, ISO recording with separate tracks for each input, audio-based automatic switching between speakers, and network-driven video workflows like NDI are no longer confined to high-end production setups.
For enterprise teams, this translates into professional-grade production without the need for dedicated control rooms or complex broadcast infrastructure.
Modularity Signals Long-Term Thinking
Another important shift lies in how these systems evolve over time.
With expansion options such as adding video capabilities to existing audio consoles, RØDE is enabling a more modular approach to production. Instead of replacing entire systems, users can extend them based on their needs.
This becomes particularly relevant for organizations that may begin with audio-first content using consoles such as the RØDECaster Duo or RØDECaster Pro II, gradually expanding into video production with consoles such as RØDECaster Video, RØDECaster Video S, or even the RØDECaster Core, and scaling internal media capabilities over time. The result is a more flexible investment model that reduces upfront costs while supporting long-term growth.

A Shift in the Competitive Landscape
On the surface, this still appears to sit within the audio hardware category. In practice, however, it competes with something far broader.
As these systems begin to handle capture, processing, and output within a single environment, they start to overlap with production software ecosystems, video switching platforms, and content workflow tools.
The implication is clear: when orchestration happens within the system itself, the need for external layers begins to diminish.
The Opportunity Ahead
As the layers of complexity fade, creators will have more time for creative storytelling and less time worrying about the setup.
The new products and technology from RØDE not only remove setup barriers, but they also enable creators & enterprises to operate at a full professional standard, accelerating both the creativity and innovation ecosystems.

Srijith KN covers enterprise technology, media infrastructure, and digital transformation across the Middle East.
Cover Story
Cloud waste isn’t about Visibility it’s about Timing, says Atmoz CEO
“Cloud waste isn’t created by bad engineers. It’s created by systems that show problems too late. Once I saw that, it became clear, the solution wasn’t better reporting. It was prevention.” – Atmoz CEO Yael Shatzky
Yael Shatzky didn’t set out to build a company around cloud costs. What she noticed, after more than 25 years across enterprise technology, product marketing, and growth at organisations including Amdocs and Microsoft’s R&D ecosystem, was a pattern.
Not just rising cloud spend, but a deeper structural disconnect in how it’s managed.
If you were introducing yourself and Atmoz to someone outside tech, where would you begin?
I’d say I’m building a company that changes how people think about waste—specifically cloud and AI waste.
Imagine a house where electricity prices constantly change depending on what you use and when, but no one knows the cost. Lights stay on, AC runs all day, and while you know you’re wasting about 30%, you have no way to prevent it. The only signal you get is last month’s bill.
That’s how companies operate in the cloud today.
Atmoz changes that by bringing cost awareness into the moment decisions are made, helping teams make smarter choices without disrupting how they work. The result is simple: waste is prevented before it happens.
What is the core problem Atmoz is solving—and where has the market gone wrong?
The market has focused on visibility, dashboards and reports that explain what already happened.
But the problem isn’t visibility.
It’s timing.
By the time companies see the data, the money is already spent and systems are already in production. Even with perfect visibility, nothing changes.
Atmoz works at the moment engineers are building, engaging them with immediate, simple recommendations that don’t slow them down. That’s where prevention becomes possible.
What does ‘AI-first’ product development look like at Atmoz?
We built a data foundation that reconstructs cost signals as resources are created, before billing data exists. That’s the hard part.
On top of that, we use AI where it matters most: interaction and execution. Our AI agent takes accurate, contextual data and delivers actionable recommendations directly within developer workflows.
Because the system is grounded in precise data, the guidance isn’t just intelligent, it’s reliable and immediately usable.
What are the biggest challenges in getting engineers to trust AI-driven recommendations?
Interestingly, it’s not trust in AI, it’s the belief that prevention is even possible.
For years, companies have been told they can reduce costs, yet around 30% of cloud spend is still wasted. That’s because most tools analyse waste after it happens, they don’t stop it.
Once engineers see an issue flagged in real time, with clear context and a simple fix, the skepticism disappears. It becomes tangible.
What is one leadership mistake that fundamentally changed how you operate?
Focusing too much on the product, and not enough on marketing early on.
Great products don’t speak for themselves, especially when you’re creating a new category. Marketing isn’t something you layer on later; it shapes how the product is understood and adopted. Starting early makes a significant difference.
Where do you see the biggest inefficiencies today?
The biggest inefficiency is the disconnect between engineering decisions and their financial impact.
Every time a developer deploys infrastructure or triggers an AI workload, they’re making a financial decision, without visibility into its cost implications.
AI is amplifying this. Costs are more volatile, and traditional feedback loops can’t keep up.
Atmoz brings cost awareness into that decision point, making efficiency part of the engineering discipline, much like security became over time.
At this stage, how do you define success?
Success isn’t a single milestone, it’s a series of moments.
Signing a new customer. Launching a capability that impacts spend. Getting a call from a customer excited because they just saved $30K on something they didn’t even know was happening.
Those moments are what drive us forward.
You’re defining a new category. What does it take to change long-held assumptions?
It starts with conviction. You’re asking people to question something they’ve accepted as normal.
But conviction alone isn’t enough, proof is everything. Category change happens when someone sees it working in their own environment and has that “aha” moment.
That’s why we focus on immediate, tangible value. When waste is prevented in real time, the mindset shift follows naturally.
Resilience also matters. When you challenge established models, you will be dismissed. The key is to stay grounded in the problem and keep showing evidence.
Has the industry been solving cloud waste the wrong way? Why hasn’t it changed?
I wouldn’t say wrong, FinOps tools solved the problem they were designed for. They brought visibility and governance, which was critical.
But they were built on the assumption that cost is something you analyse after it happens.
Today, cost is created instantly, when infrastructure is provisioned or AI workloads run. But feedback still comes later. That gap is the issue.
What’s changed is the pace of engineering. With AI, decisions are faster and costs are more dynamic. What used to be inefficient is now unsustainable.
That’s why prevention isn’t just an improvement, it’s becoming essential.
How will engineering teams work differently in five years?
Cost will no longer be treated as something external, owned by finance. It will become part of the engineering feedback loop, like performance or reliability.
Atmoz brings that awareness into everyday workflows, guiding better decisions without adding friction.
Over time, this shifts behaviour. Waste isn’t something you detect and fix later, it simply doesn’t get created.
The result is not just lower cost, but faster teams, better decisions, and more room to innovate.
Cover Story
Huawei MatePad Mini: A Tablet That Feels Like a Real Notebook

Huawei’s compact tablet feels less like a gadget and more like a thoughtfully designed digital notebook, blending portability with everyday productivity.
I have been using Huawei’s MatePad 11.5 S for a while now for writing, editing, and most of my day-to-day journalistic work. It has turned out to be a surprisingly capable productivity device. So, when the MatePad Mini arrived, I was curious to see how Huawei would translate that experience into a much smaller form factor.
Reviewed By: Srijith KN, Senior Editor, Integrator
Design and Accessories

The first thing that stood out during the unboxing was not just the device, its accessories! Huawei has clearly put thought into the overall experience. The tablet ships with well-designed cases, including a transparent option and a diary-style booklet cover.
The diary cover, in particular, immediately felt right to me. It makes the tablet feel less like a gadget and more like a compact notebook you would carry every day. There is a certain familiarity to it, almost like picking up a journal rather than a device.
Huawei also continues to include a charger in the box, and this one comes with a 66W unit, a thoughtful touch at a time when many brands have moved away from bundling one altogether.
Everyday Portability

The 8.8 inch tablet immediately feels comfortable in the hand. It is extremely light and compact, measuring just 5.1 mm thick and weighing around 255 grams. That portability is noticeable right away.
In many ways, it feels closer to carrying a paperback than a traditional tablet. I currently use the Nothing Phone 3 as my daily device, and at times even that feels heavier than this. The MatePad Mini, on the other hand, almost disappears in your hands.
Huawei is also using a magnesium alloy body here, which keeps the device light without compromising on rigidity. Given how thin it is, that added structural strength feels reassuring.
A Paper Like Experience That Works
Last night, I found myself reading long articles on it for hours without feeling any strain. That is where the device really begins to make sense.

It genuinely feels like a digital paper booklet, built for reading, note-taking, writing, or quickly catching up on work while on the move. The green variant, in particular, features Huawei’s PaperMatte display, and it is easily one of the most distinctive aspects of this device.
Huawei claims the display reduces up to 99 percent of ambient light interference, and in real-world use, that translates into a noticeably glare-free experience. Even under indoor lighting, reflections are minimal, and the screen remains comfortable to look at for extended periods.
At the same time, it does not compromise on performance. With up to 1800 nits of brightness, a 120Hz refresh rate, and a wide color gamut, the display manages to balance readability with visual richness, something that is not easy to get right in smaller devices.
There is also an eBook mode that shifts the display into a black and white, paper like view, along with other settings designed to reduce eye strain during longer reading sessions. Additional options like eye comfort and sleep mode further support extended use.
Writing and Creativity
I also spent some time using the M Pencil for quick notes, and the experience feels surprisingly close to paper. Coming from the MatePad 11.5 S, Huawei continues to deliver one of the better stylus experiences in this space.

The M Pencil Pro adds more depth to the experience than expected. With different tip options and subtle haptic feedback, writing feels more tactile and intentional, rather than just tapping on glass.
Paired with the updated Huawei Notes app, the experience becomes more refined. Features like handwriting enhancement subtly improve legibility without taking away the personal feel of your writing, making it especially useful for quick notes and longer-form thinking.
Hardware and Performance
The MatePad Mini packs a 6400 mAh battery with support for fast charging, capable of going from zero to full in about an hour. On paper, it looks promising, though I will reserve judgment until I have spent more time with it.

On the hardware side, it includes a 50MP rear camera and a 32MP front camera, along with stereo speakers, Wi-Fi 7, USB-C 3.0, and a fingerprint sensor, something I wish Huawei had included on the MatePad 11.5 S as well.
Editor’s Perspective
Whenever I am seen using a Huawei device, the first question that comes up from people around me is usually about the ecosystem, particularly about Google services.
I too had similar concerns earlier, but having used Huawei devices for a while now, the experience has been smoother than expected. HarmonyOS feels clean and fluid, and tools like GBox make it possible to access most essential apps. Even for someone deeply tied to Google services, it has been more manageable than I initially thought.
What becomes clearer over time is that this is not just a smaller tablet. It sits somewhere between an eBook reader and a productivity device, built for focused, everyday use.
The MatePad Mini does not feel like Huawei shrinking a tablet. It feels like a refinement of how a compact device should actually be used. Its notebook-like form, paper-inspired display, and practical accessories make it easy to carry, pick up, and use throughout the day.
It is still early days, but the first impressions are strong. In a crowded tablet market, this feels like one of the more purposeful and interesting form-factor than the other compacts that we have seen in a while.
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