Exclusive interview with Naim Maadad, Chief Executive & Founder, Gates Hospitality

How has UAE hospitality capitalized on pent-up travel demand?

The momentum from pent-up travel demand has not disappeared, but it has certainly softened in the short term. International travel decisions are being delayed or reconsidered, and we are seeing a natural dip in forward bookings as a result. However, what the UAE has done well, and continues to do, is adapt quickly. Rather than relying solely on inbound tourism, operators have shifted focus toward domestic demand and resident audiences. This has always been a strength of the UAE market, particularly in community-driven locations.

At Gates Hospitality, we have leaned into that reality by reinforcing familiarity and consistency. Guests today are not necessarily seeking novelty; they are seeking comfort, places they know, brands they trust, and experiences that feel grounding. In that sense, the role of hospitality becomes less about attraction and more about reassurance.

The alignment between public and private sectors also continues to play a key role. Clear communication, measured responses, and a unified approach help maintain confidence, which is critical in moments like this.

Are travelers’ priorities changing (luxury vs. wellness vs. experiences)?

In the current environment, priorities are shifting more noticeably toward emotional value. Guests are gravitating toward experiences that feel safe, familiar, and meaningful rather than purely aspirational.

Wellness, in particular, is taking on a broader definition. It is no longer limited to health-focused offerings, but extends to atmosphere, space, and a sense of ease. People are choosing venues where they can relax, disconnect from the noise, and feel looked after.

At the same time, we are seeing a clear recalibration within the dining landscape itself. Traditionally high-end or fine dining concepts, which have been more exposed to fluctuations in international travel and discretionary spending, are beginning to adapt their offerings to remain relevant to a more cautious market. This is coming through in the introduction of more accessible entry points, whether through curated set menus, shorter formats, or more flexible dining experiences that allow guests to engage with the brand at different price levels.

True luxury today is about adaptability, understanding your audience, and meeting them where they are. The ability to offer both aspiration and accessibility within the same brand is becoming increasingly important.

Experiences remain important, but they are being approached differently. There is less appetite for excess and more appreciation for authenticity and simplicity done well. Even in luxury, the focus has moved toward understated quality, personalization, and comfort.

Are local sourcing and partnerships helping maintain menu quality and pricing stability?

Local sourcing has become increasingly important in navigating both operational and economic pressures. That said, it would not be entirely accurate to say that pricing has remained stable. Like every market globally, we are seeing continued increases from suppliers across multiple categories, driven by broader economic and logistical challenges.

This puts operators in a position where maintaining menu integrity becomes a careful balancing act. Absorbing cost increases entirely is not always sustainable, but passing them on directly to the guest can impact demand, particularly in the current climate where spending is more considered.

This is where local partnerships play a critical role. By working closely with regional farms, fisheries, and producers, we are able to reduce some of the volatility associated with long supply chains while maintaining a higher level of consistency in quality. It also allows for more flexibility in how menus are structured, adapting to what is available rather than relying on fixed sourcing.

At the same time, there is a growing appreciation among guests for locally sourced ingredients, which helps support this approach from a consumer standpoint. It creates a stronger connection between the product and the place, while also reinforcing value beyond just price.

Ultimately, local sourcing is not a solution to rising costs, but it is a key part of managing them more effectively. It allows operators to stay agile, protect quality, and navigate pricing pressures in a way that feels considered rather than reactive.

Are chefs innovating with Emirati produce to keep menus dynamic?

Yes, and this is one of the more positive shifts we are seeing. Constraints often drive creativity, and chefs are increasingly turning to regional ingredients as a source of inspiration rather than limitation. Emirati produce is being reinterpreted through a more contemporary lens, allowing chefs to create dishes that feel both relevant and rooted in place. This adds depth to the dining experience while also reinforcing a sense of identity.

At Gates Hospitality, we encourage our teams to approach innovation with purpose. It is not about complexity, but about relevance, creating dishes that resonate with where we are and what guests are looking for right now.

Seasonality and locality naturally push creativity forward, and in many ways, this period is accelerating that evolution.

What strategies are you using to maintain occupancy and revenue growth?

In the current environment, the approach to occupancy and revenue needs to be measured and strategic. Aggressive discounting may drive short-term volume, but it risks long-term brand value. Instead, the focus needs to be on relevance and connection. For us, community has always been at the heart of everything we do, and now more than ever. Creating spaces where people feel comfortable coming together, even in quieter, more understated ways, helps maintain consistent footfall.

What we are seeing is that guests are not necessarily looking for grand gestures, they are looking for familiarity, a sense of belonging, and places that feel steady during uncertain times. As operators, it becomes our responsibility to create that environment. This is where community-driven initiatives come into play. Rather than leading with offers, we are focusing on moments that bring people together in a more meaningful way. Whether it is opening up our spaces for remote working, for community markets, hosting simple community gatherings, or creating low-pressure occasions for people to reconnect, the intention is to give people a reason to step out that goes beyond a transaction.

These initiatives are not designed to drive immediate revenue, but they play a critical role in maintaining relevance and building long-term loyalty. When guests feel connected to a space, they return, not because of a promotion, but because of how that place makes them feel.

There is also an important emotional layer to this. In times like these, hospitality goes beyond service; it becomes part of the social fabric. Providing a space where people can come together, even briefly, creates a sense of normalcy and comfort that is just as valuable as the product itself.

Flexibility is equally important. This includes adapting operating hours, managing costs carefully, and ensuring teams are structured in a way that allows the business to remain efficient without compromising service.

What we are yet to see however is some sense of collective responsibility within the industry. Landlords, operators, suppliers, and partners all play a role in maintaining stability. The more aligned these stakeholders are, the more resilient the ecosystem becomes.