By: Rasha Al Mubarak, the visionary Founder & Chairwoman of Music Nation

1. Can you tell us a bit about your background and what drew you to the world of music rights?

I was fortunate to grow up in a family that deeply valued culture, justice, and humanitarian work. At the same time, I have always been passionate about music, art and storytelling as powerful ways to share our heritage. The intersection of these influences: law, humanitarianism, and creativity, naturally drew me to music rights, where I saw an opportunity to protect creators, empower communities, and ensure that culture remains accessible and celebrated.

• How would you describe Music Nation’s mission and the role it plays in supporting artists and the creative economy as a whole?

Music Nation was founded with a clear and compelling mission: to support music creators and rightsholders within the UAE by protecting and licensing their copyrighted works to businesses that use music, but also offering guidance on their career development throughout the music industry. We empower creators to understand the business landscape, cultivate meaningful industry relationships, and effectively monetize their work.

• Congratulations on Music Nation’s Collective Management Organization (CMO) permit award by the Ministry of Economy and Tourism. What does this milestone mean for music creators as well as the hospitality sector, and why is such recognition so important for all parties?

For me, this historic milestone is about recognition. It means that music creators in the UAE, and from around the world, now have an official, trusted body that protects their rights and ensures they are fairly compensated whenever their music is played. That sense of security allows them to focus on their craft, knowing their work is valued and protected.

At the same time, hotels, restaurants, and other venues also benefit from this system. Instead of navigating a gray area, they now have a clear legal framework to play music, while respecting the creators behind it. This creates a healthier, more transparent ecosystem where everyone wins: artists are rewarded, businesses have peace of mind, and audiences get to enjoy music in spaces that honor creativity.

• Your collaboration with global entities BMI and SoundExchange is notable. How do these partnerships enhance Music Nation’s capacity to meet international standards in rights management?

I’m grateful for the opportunity to work alongside our partners BMI and SoundExchange; organizations with long-standing, global reputations. BMI helped us build the foundation for public performance licensing in the UAE years ago. Their expertise ensures that songwriters and publishers are properly supported and compensated through proven technology and systems.Our partnership with SoundExchange has taken things further in the neighboring rights space. Their advanced technology, data tools, and administration capabilities are the best in the business, and these systems allow us to collect and distribute royalties for performers and producers/labels with speed, accuracy and transparency.

What this means for our artists is that they’re getting world-class rights protection and royalty distribution. For me, it’s a source of pride to bring these advanced systems home to the UAE, so that artists here benefit from fairness, clarity, and credibility that matches what creators around the world expect and deserve.

• It can be problematic when it comes to businesses playing music because of the complexity and legal risks involved. How does Music Nation simplify this process for restaurants, hotels, and other F&B operators?

In the past, music licensing was cumbersome and essentially ambiguous. Today it is just the opposite. Our leadership recognizes the positive impact of the UAE’s creative and cultural industries and has introduced robust copyrights legislation to protect and nurture our creatives and provide them with the opportunity to build sustainable careers through royalty distribution. The ambiguity of the past has been resolved through regulation, and using music today without a license is considered copyright infringement, carrying significant risks. With Music Nation, we facilitate all of that licensing officially, seamlessly and throughout the UAE.

Music Nation was built for this purpose. In the world of music copyright law, we have authors rights that protect the authors and publishers of a song  and we have neighboring rights (also known as related rights) that protect the performers and producers/labels of recorded music. In most other markets, a business would have to pay a license fee to one society for author/publisher rights and another fee to another society for neighboring rights. Music Nation is the one-stop solution for licensing all of these rights under a single umbrella. This simplifies things enormously, and we believe we are the first Collective Management Organization in the world to natively achieve this. Rather than juggling multiple contracts with multiple parties or risking unlicensed use, hospitality licensees like restaurants and hotels can now secure clear, legal access to music with one efficient license from Music Nation.

• Music is often seen as culture, but it’s also a powerful economic driver. How do you see licensed music contributing to the growth of the UAE’s creative economy?

I’ve always believed that music is both a cultural heartbeat and an economic engine. When music is properly licensed, it ensures that creators are fairly compensated, which in turn encourages more artists to invest their time, talent, and resources into making more music. This cycle doesn’t just benefit artists; it supports businesses, creates jobs, and attracts investment into the wider creative industries.

In the UAE, this has an even greater significance. The country has placed the creative economy at the center of its National Strategy for Cultural and Creative Industries 2031, aiming to make it one of the nation’s key growth sectors. Licensed music plays a direct role in that vision: it gives artists a reliable income stream, provides venues and businesses with legal clarity, and builds trust in the ecosystem.

• As a successful Emirati entrepreneur, what lessons have you learned on your journey that you would like to pass on to the next generation of women leaders?

One of the most important lessons I’ve learned is to take the time to truly search for your passion. It’s not always obvious at first, but once you find what excites you, what gives you energy, that’s where your strength lies. And when you do discover it, I encourage you to think about how to turn that passion into something both innovative and meaningful, while staying authentic. Something that not only allows you to express your creativity but also benefits the community around you.

For me, combining my love for law, humanitarian work, and the arts led to building organizations that protect creators and give back to society. That balance is what keeps me motivated.

By Christian Kiefer CEO and Founder, Spa Wellness Project Management

Looking back at your journey, what inspired you to dedicate your career to redefining wellness in hospitality?

My journey into wellness began almost by chance, though in hindsight, it feels like it was always meant to be.

What inspired me to dedicate my career to wellness in hospitality was the realization that wellness could be more than a treatment or a spa session. It could be a philosophy woven into the very fabric of how we live, travel, and experience the world. When I transitioned to land-based hospitality and later moved to the Middle East in 2010, I saw that while this region was booming with luxury hotels and breathtaking resorts, wellness was often treated as an afterthought. My vision became clear: to redefine wellness not as an amenity, but as an essential pillar of hospitality.

Redefining wellness meant making it accessible, ethical, and deeply integrated into hotel operations—so that guests didn’t just leave with beautiful memories of their stay but with a renewed sense of health, balance, and connection to themselves. That has been my inspiration ever since.

What core philosophy drives Spa Wellness Project Management, and how do you ensure that your projects deliver both commercial value for hotels and genuine wellness for guests?

The core philosophy of Spa Wellness Project Management is rooted in three words: accessibility, authenticity, and sustainability. I founded the company because I saw the gap between what hotels were offering and what guests were truly seeking. Too often, wellness was packaged as luxury but lacked depth, or it was operationally unsustainable and therefore short-lived.

For me, delivering value means creating win-win solutions: hotels must see measurable returns, and guests must experience genuine transformation. That balance is non-negotiable. From the commercial perspective, I focus on building spas and wellness brands that are revenue centers, not cost centers. That involves smart design, efficient operations, rigorous training for therapists, and programs that appeal to both hotel guests and the local community.

On the guest side, authenticity is everything. Guests can immediately sense when wellness is superficial. We design experiences that are rooted in true healing philosophies—whether it’s holistic therapies, sustainable product sourcing, or integrating local cultural practices into treatments. At the same time, we ensure consistency and quality across all locations.

This dual focus on commercial viability and authentic wellness is what has allowed Rayya Wellness and Wellbeings Holistic Healing to thrive.

Rayya Wellness and Wellbeings Holistic Healing have seen impressive growth across the UAE. What do you believe has been the key factor behind their success?

The success of Rayya Wellness and Wellbeings Holistic Healing lies in their adaptability and clarity of purpose. Both brands were created with a strong identity. The key factor, though, has been the consistency of execution. Growth does not come from a glossy brochure or a clever marketing campaign alone. It comes from every guest walking away with the feeling that they have been cared for, that their needs have been understood, and that they’ve experienced something real.

Another crucial element is the long-term partnerships we’ve built with hotels. Operators trust us because we don’t just bring a brand—we bring a strategy, a training framework, a strong operational backbone, and a proven track record of profitability. That trust has fueled our expansion.

How are hotels in the region evolving in their approach to wellness, and what role do you see wellness playing in driving occupancy and guest loyalty?

Hotels in this region are undergoing a fundamental shift. Ten years ago, a spa was often just a line item in a hotel’s brochure, a beautiful space, yes, but not necessarily a strategic driver. Today, wellness is no longer optional. Guests, whether they are millennials, Gen Z, or baby boomers, are prioritizing health and well-being as a core part of their travel experience.

We’re seeing hotels move beyond the traditional spa model into wellness-integrated stays. This means wellness is present not only in treatments but also in dining concepts, fitness facilities, room design, and even meeting packages. Wellness is becoming experiential and holistic, shaping the entire guest journey.

As for occupancy and loyalty, wellness has become a differentiator. In a competitive market like the UAE, a hotel can no longer rely on luxury rooms or prime locations alone. Guests want experiences that enrich them. A strong wellness offering can influence booking decisions and keep guests returning. I believe wellness will increasingly become a key revenue driver and a brand loyalty anchor for hotels.

Sustainability is a growing focus in hospitality. What practical steps can spas and wellness brands take to reduce their environmental footprint while maintaining luxury standards?

Sustainability and luxury are not opposites—they can, and must, coexist. For spas and wellness brands, this begins with choosing partners and products that prioritize ethical sourcing, recyclable packaging, and natural ingredients, ensuring that every treatment reflects care for both the guest and the planet. Operational efficiencies also play a major role; from reducing single-use plastics to implementing water-saving fixtures and energy-efficient lighting, even small adjustments can significantly reduce environmental impact. Another important step is local sourcing—whether that’s using regionally made teas, oils, or wellness products—which not only supports the community but also reduces the carbon footprint tied to global shipping. Just as important is educating guests and inviting them into the sustainability journey by making eco-conscious initiatives visible and meaningful, whether through refillable amenities or wellness programs designed with environmental awareness in mind. The key is to integrate these measures seamlessly so that guests never feel that sustainability is a compromise; instead, it becomes part of a more thoughtful, elevated expression of luxury.

Your career began on luxury cruise liners and has since taken you to some of the most prestigious hotel groups. What lessons from your early career still guide you today?

Working on cruise liners taught me two invaluable lessons: the importance of adaptability and the power of human connection. Onboard, you deal with hundreds of guests every week, each with different expectations, needs, and cultural backgrounds. To succeed, you had to be agile—ready to pivot in an instant while still delivering excellence. That adaptability has stayed with me, especially in a dynamic market like the Middle East.

The second lesson is about people. No matter how luxurious the facility, it is the human touch that makes or breaks a guest experience. I learned early on that genuine hospitality comes from empathy—understanding what a guest needs even before they voice it. This belief continues to guide every training session we deliver and every brand we build.

Looking five years ahead, how do you see the intersection of hospitality and wellness evolving in this region—and what role do you want Spa Wellness Project Management to play in shaping that future?

I see the future of hospitality and wellness in this region as one of deep integration. Wellness will no longer be a “department” within a hotel—it will be the essence of the entire experience. Guests will expect wellness to influence everything: the way rooms are designed to promote sleep, the way food is curated for health, the way activities are built around mindfulness and movement.

Technology will play a role too, with personalized wellness journeys supported by data-driven insights and AI. But the heart of it will remain human—the need for authentic, healing, face-to-face experiences.

My goal for Spa Wellness Project Management is to be at the forefront of this transformation. I want us to continue pioneering accessible, ethical, and commercially viable wellness solutions for hotels. More importantly, I want us to shape a wellness culture that is not just about luxury treatments, but about helping people live healthier, more balanced lives—even after they check out.

In five years, I envision a region where every major hotel view wellness not as an amenity, but as a core promise. And I want our team to be the trusted partner making that vision a reality.

Dave’s Hot Chicken, the cult-favorite LA-born brand known for its Nashville-style hot chicken, has officially landed in Abu Dhabi with the grand opening of its newest branch at Marina Mall. This highly anticipated launch marks the brand’s debut in the capital, bringing its bold flavors and signature heat to one of the UAE’s most vibrant culinary hubs.

Walid Hajj, CEO of Lavoya Group, stated: “We’re incredibly excited to open our doors in Abu Dhabi, especially in a landmark location like Marina Mall. This marks our first location in the capital, and it’s a significant milestone for the brand’s journey in the UAE. The response to Dave’s Hot Chicken across the UAE has been overwhelming, and expanding into the capital is a natural next step in regional growth. We’re here to bring fans our crave-worthy menu, while also introducing new audiences to the bold experience that defines Dave’s Hot Chicken.”

The Abu Dhabi launch reinforces Lavoya Group’s commitment to catering to its growing fan base across the UAE and expanding its presence in key markets. With a continued focus on accessibility and innovation, the new Marina Mall branch is strategically positioned to serve both residents and tourists in the heart of the city.

Known for its Hot Chicken Sliders, Tenders and Dave’s Bites, the brand offers a build-your-own-heat experience with seven spice levels, from No Spice to the infamous Reaper, a fiery challenge that even comes with a signed waiver. Sides like creamy Mac & Cheese, fresh Kale Slaw, Top-Loaded Fries, and loaded milkshakes round out the menu, making it a destination for flavor seekers of all kinds!

The Marina Mall branch delivers the unmistakable Dave’s Hot Chicken vibe. Designed to welcome both groups and solo diners, the space offers energetic indoor seating alongside a relaxed outdoor area, perfect for everything from weekend hangouts to mid-shopping fuel-ups. This opening marks another milestone in the brand’s UAE journey, with more exciting expansions on the horizon, including a second Abu Dhabi location set to open soon in Yas Mall.