Hospitality

HOW UAE HOSPITALITY IS ADAPTING TO A MORE CAUTIOUS TRAVELER

Published

5 months ago

April 15, 2026

Integrator Web-Admin

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.

Hospitality

SIPS & SERENATA: MIDWEEK, THE TRUE ITALIAN WAY AT CUCINA

Published

14 hours ago

September 1, 2026

Integrator Web-Editor

Wednesdays at Cucina are getting a new soundtrack with the launch of Sips & Serenata, bringing together live entertainment, a vibrant aperitivo

experience and authentic Italian flavours at the Palm West Beach trattoria. Inspired by Cucina’s celebration of aperitivo culture and the Italian ritual of gathering over good food, good wine and great company, the new weekly experience offers guests a taste of la dolce vita in the middle of the week.

Taking place every Wednesday from 7pm until late, Sips & Serenata is inspired by the Italian tradition of aperitivo, an evening made for sharing, socialising and lingering a little longer around the table. Guests can settle in over vino carafes and signature spritzes as the evening unfolds, bringing a little of the Italian way of life to Dubai’s midweek dining scene.

Priced at AED 299 for two, the experience includes two hours of free flow wine carafes alongside the Tagliere dello Chef, a generous antipasti board featuring a chef’s selection of Italian cheeses and an assortment of beef or pork cold cuts, with the option to enhance the experience with favourites such as arancini, bruschetta, focaccina, marinated Apulian olives and fried calamari.

Adding to the atmosphere, Verou Poli will provide the soundtrack to the evening. Known across Dubai for her live performances and distinctive one-woman-band format, Verou combines vocals, piano, percussion and live looping in real time. Fluent in both English and Italian, her repertoire spans timeless classics and contemporary favourites, creating the perfect backdrop for Cucina’s spirited aperitivo nights.

Made for after-work aperitivo, date nights or a midweek catch-up with friends, Sips & Serenata offers an easy excuse to linger a little longer at Cucina. The à la carte menu is also available throughout the evening.

Offer Details:
When: every Wednesday from September 2026
Time: 7:00pm until late
Where: Cucina, Palm West Beach
Price: AED 299 for two, including two hours of free-flow carafes of vino and Tagliere dello Chef
Add-ons: Arancini (4 pieces) AED 30, marinated Apulian olives AED 10, fried calamari AED 30, bruschetta (2 pieces) AED 20 and freshly baked focaccina AED 30
À la carte: also available

Hospitality

THE ART OF CULINARY VERSATILITY

Published

6 days ago

August 27, 2026

Integrator Web-Editor

Exclusive interview with Chef Tim Newton, Executive Chef of the Demind Group

You began your culinary journey in a small town and went on to work across some of the world’s leading gastronomic destinations. Looking back, what moments fundamentally changed the way you understood food and the craft of being a chef?

I don’t think there was one defining moment that changed how I understood food. As a young cook, you learn how to respect ingredients and bring out their best flavours. As you grow in the profession, you also learn how to create dishes that are commercially successful without compromising on taste. Now, in my forties, my focus is on respecting the product, creating something memorable for the guest, ensuring the business remains profitable and, most importantly, being original in my work.

From working alongside some of the industry’s most respected chefs to leading the culinary direction of multiple high-profile concepts, what experiences have most shaped your approach to cooking and leadership?

My approach to both cooking and leadership has been shaped by seeing where others have failed, as well as recognising my own failures. One of the greatest tests of a chef is the ability to make a mistake, recover from it and avoid repeating it. Do I still make mistakes as a leader? Absolutely. But I make a conscious effort to acknowledge and correct them immediately.

As Executive Chef of Demind Group, how do you see your role beyond creating dishes? What is your larger vision for the teams, concepts and dining experiences you are building?

My role at Demind has always extended beyond creating dishes. I have had the privilege of helping to shape and develop the brands themselves. My director has consistently given me the freedom to create, experiment and, importantly, make mistakes and grow from them. My vision for the team is to help each person mature and develop their skills. I never expect my employees to remain with me forever, so I believe it is our responsibility to prepare them for successful careers beyond Demind.

With Bagatelle, OPA, La Niña and Myrra each having their own culinary personality, what is your overarching vision for the kind of dining experiences Demind Group should be known for?

Demind Group is known for creating top-tier dining experiences, but each of its concepts has a distinct identity. At La Niña, guests experience refined Spanish and Latin American cuisine in a beautiful, romantic setting. OPA offers a complete night out, combining vibrant party energy with excellent food. Casa Myrra is positioned as an upscale-casual concept, offering the quality and attention to detail associated with La Niña and OPA, but within a more relaxed atmosphere.

Each of these concepts draws from a distinct culinary culture, from French and Greek to Iberian Latino and Greek-Spanish influences. How do you approach reinterpretation without losing the authenticity that makes a cuisine recognisable?

I approach every brand in the same way: I study, I develop the flavour profile and then I create. It may sound simple, but the process can take months. Take OPA Dubai, our flagship concept, for example. Even today, we never allow ourselves to become complacent when developing new dishes. Around 70 per cent of the menu remains consistent, while the remaining 30 per cent is continuously evolving. We study market trends, but we also aspire to set them. I travel across Greece, discovering regional dishes and ingredients that are often overlooked, while continually searching for the finest products available. At Demind, we are always moving forward.

Rapid Fire Questions:

What is the most unexpected food combination you genuinely love?

I’m a big fan of ranch dressing, so I would have to say Bolognese with a generous dollop of ranch on top. The height of gourmet dining!

What’s the one dish you would happily cook for friends at home, and what’s the one dish you absolutely refuse to make outside the professional kitchen?

Tacos, any day of the week.

What is the one kitchen rule you refuse to compromise on?

Respect one another.

A dish I would refuse to make outside the kitchen?

That’s a difficult one, because I don’t find anything too challenging. I would gladly take on any culinary challenge in my home kitchen.

Every chef has a dish they secretly think they make better than anyone else. What’s yours?

Paella—for sure!

Hospitality

BUILDING THE WORKFORCE OF TOMORROW

Published

7 days ago

August 26, 2026

Integrator Web-Editor

Exclusive interview with Ravi Jethwani, CEO, Innovations Global

As the UAE enters the second half of 2026, how would you assess the current state of the job market? What key trends are shaping recruitment today?

The UAE job market remains fundamentally resilient, although it has become more selective. Regional uncertainty created some short-term caution among employers, particularly around the middle of the year, but this has not changed the underlying attractiveness of the UAE as a business and employment hub. Recruiters are already expecting hiring activity to strengthen as companies restart recruitment plans that were temporarily paused.

Despite recent regional uncertainties, hiring activity appears to be picking up. What factors are driving this renewed recruitment momentum?

The biggest driver is the UAE’s continued economic diversification. Businesses are investing across technology, financial services, healthcare, real estate, infrastructure, energy and professional services rather than relying on a single economic engine.

Dubai’s Q1 2026 GDP grew 2.4% year-on-year, with particularly strong performances in healthcare, construction, financial services and utilities.

There is also a significant amount of investment already committed to long-term projects. As business confidence improves, organisations that delayed hiring are likely to revisit those plans.

Dubai has become one of the world’s most attractive employment destinations. What do you believe has contributed to this transformation, and why does it continue to attract global talent?

Dubai has successfully created something that goes beyond simply being a place to work—it has become a global platform for business.

Its advantages include world-class infrastructure, connectivity, a highly international business environment, a relatively business-friendly regulatory framework and access to markets across the Middle East, Africa and Asia. Importantly, Dubai has continuously reinvented itself. It has moved from being primarily associated with trade and real estate to becoming a significant centre for finance, technology, logistics, tourism, healthcare, and professional services and innovation.

Which sectors are expected to lead hiring in the UAE during the second half of 2026, and what roles are currently in highest demand?

I would expect technology and AI, financial services, healthcare, energy and renewables, construction, real estate, logistics, professional services to remain among the strongest areas.

In terms of roles, demand is increasingly concentrated around AI and data professionals, technology specialists, cybersecurity, finance and investment professionals, sales and business development, healthcare specialist, engineering and specialized talent. The important point is that AI is creating demand not only for pure AI specialists, but for people who can combine AI capability with industry expertise

What advice would you give to professionals who are looking to advance their careers or secure new opportunities in the UAE?

My advice would be to be much more strategic about the job search. Don’t simply apply to hundreds of vacancies with the same CV. Understand the industry, identify companies that are expanding and tailor your profile to the requirements of those organisations. Networking is also extremely important in the UAE. Build relationships with recruiters, industry professionals and decision-makers rather than relying entirely on job portals.

Are there any emerging workplace trends—such as flexible work, upskilling, or digital transformation—that will significantly influence the future of work in the UAE?

First is AI enabled work. AI will increasingly become part of everyday workflows rather than a separate technology function.

Second is continuous upskilling. The half-life of skills is becoming shorter, so employers and employees will both have to invest in learning. Third is the evolution of flexible working. I don’t think the future will necessarily be completely remote or completely office-based. Instead, organisations will increasingly adopt hybrid models based on productivity, collaboration and the nature of the role. The UAE has an opportunity to become a leader in this new model because of its young, international and digitally sophisticated workforce.

Looking ahead, what is your outlook for the UAE job market over the next 12 months, and what opportunities do you foresee for employers and job seekers?

I am cautiously optimistic about the next 12 months. I expect recruitment to become progressively more active as businesses move beyond the uncertainty of the first half of 2026 and resume investment and expansion plans. The fundamentals remain strong: economic diversification, infrastructure investment, international capital, population growth and the UAE’s continued positioning as a global business hub.

However, I don’t expect every segment of the market to grow equally. The market will remain selective, and employers will continue to demand stronger productivity and specialised skills.

For employers, the opportunity is to access an increasingly sophisticated global talent pool. For professionals, the opportunity is to build careers in sectors that are expanding rapidly.

Ultimately, I believe the UAE job market is moving from a “jobs market” to a “skills market.” The winners over the next few years will be organisations that can attract and retain the right talent, and professionals who continuously upgrade their skills and demonstrate measurable value.