Ryan Black, Co-founder & CEO of SAMBAZON – the organic, fair trade and sustainable açaí brand – shares that the future of sustainability belongs to brands that can show measurable metrics, independent audits and full supply chain transparency.

Consumers are willing to pay more for sustainable products, even when inflation continues to shape purchasing decisions. For hospitality businesses, this is an important signal. It underlines that sustainability still carries commercial value, particularly in premium cafés, hotels, restaurants and foodservice settings where quality, provenance and brand trust all influence buying behaviour.

At the same time, consumers are becoming quicker to question the claims behind the products they buy. They may still value sustainability, but they are far less willing to accept broad environmental language without evidence. For hospitality operators, that creates a clear challenge. Sustainability can still support premium pricing, but only when it is credible, specific and properly substantiated.

At SAMBAZON, we continue to see strong demand for certified organic and ethically sourced products, despite inflationary pressure. That is especially true across natural retail, specialty grocery, foodservice and premium café channels.

Middle East consumers now actively seek transparency, clean labels and brands with verified impact. Our retail partners report that shoppers are willing to pay more for products that deliver on both quality and purpose, especially when certifications are clearly displayed and backed by third-party verification.

Sustainability = Quality

In hospitality, this premium positioning is often even more visible. Consumers increasingly associate certified organic and fair trade ingredients with superior quality, and that can strengthen menu pricing power. In other words, sustainability does not sit outside the guest experience. It’s part of how quality is perceived.

But hospitality businesses cannot rely on good intentions or attractive messaging.

Today’s consumer expects evidence, not claims.

 The proof points that matter most are those that can be verified and explained clearly. That includes recognized certification standards such as Fair for Life and USDA Certified Organic, as well as traceability from harvest to finished product, third-party audits, transparent impact reporting and measurable environmental protection. Consumers also want to understand the wider effect of their purchase; they want to know how their buying decision supports farmers, protects ecosystems and reinvests in communities.

That shift matters, because many of the old shortcuts in sustainability communication no longer work. Terms such as sustainable, ethical, green and eco-friendly can quickly become meaningless if they are too broad or impossible to prove. In our view, those words should only be used when they can be defined clearly and supported by evidence. Internally, every sustainability claim we make has to meet three tests: it must be backed by third-party verification, terms used must be clearly defined, and we must be able to provide supporting data if asked. Whenever possible, we replace adjectives with numbers.

That discipline is important because misconceptions still persist. Some consumers assume that sustainability simply means a higher price without added value. Others confuse natural with certified ethical sourcing. Many still believe sustainability claims are mostly marketing.

In reality, verified sustainability requires audited standards, compliance costs and structural investment across the supply chain. The price reflects those commitments, but it also reflects quality, transparency and long-term environmental stewardship.

For SAMBAZON, ethical sourcing is not a campaign line. It is built into the structure of the business. One hundred per cent of our açaí is certified organic, and our entire supply chain is Fair for Life certified. We work directly with 827 individual açaí harvesters across 256 communities in the Amazon region.

Since our founding, we have invested more than $1 million in harvester communities through verified fair trade premiums, helping to fund schools, health centers and community improvements. In 2024 alone, our Fair Trade-certified harvest area encompassed 100,204 acres of Amazon rainforest, an area more than four times the size of Paris. According to an independent 60 Decibels survey, 100 per cent of harvesters believe SAMBAZON contributes to the development of their community.

Those figures matter in hospitality because they move the conversation away from abstract values and into operational fact. They also help buyers explain why a product costs what it does.

Inflation has increased costs across logistics, packaging and global freight, but we have not reduced our certification standards or sourcing commitments to offset those pressures. We justify price through certified organic quality, verified fair trade sourcing, functional benefits and transparent, documented impact. Retailers and hospitality buyers understand that cutting corners on sourcing may reduce short-term cost, but it can also compromise brand equity and long-term consumer trust.

This is where the industry still gets it wrong. Too many sustainability claims rely on broad, unverified language with little measurable backing. Greenwashing often happens when brands use undefined terms without certification, highlight one positive initiative while ignoring wider supply chain impacts, or avoid third-party verification altogether. That may once have been enough to support a story, but it’s no longer enough to sustain trust.

For hospitality businesses, the lesson is straightforward. Consumers value sustainable products and will often pay more for them, even in a pressured economy. But the premium depends less on promise than on proof.

The future of sustainability communication will belong to brands that can show measurable metrics, independent audits and full supply chain transparency. In hospitality, where trust and perceived quality matter so much, documented proof is no longer a nice addition. It is the standard consumers increasingly expect.

Exclusive interview with Kozhaya Tannous, Cluster General Manager, Edge by Rotana

In a market like Riyadh where expectations are evolving rapidly, what does ‘modern hospitality’ actually look like in practice, not conceptually, but in how guests experience your properties day-to-day?

Modern hospitality in Riyadh is about delivering effortless, intuitive experiences that feel personal at every touchpoint. It is no longer only about facilities or design; it is about how naturally a guest feels understood throughout their journey.

For us, it means combining technology-enabled efficiency with genuine human warmth. Guests expect speed, simplicity, and consistency but they also value authenticity and cultural understanding.

On a day-to-day level, this translates into smooth arrivals, responsive teams, and a service culture that anticipates needs rather than reacts to them. Modern hospitality here is about being present, attentive, and consistently reliable.

Managing a cluster means managing complexity at scale, what has been the hardest leadership adjustment moving from single property to cluster oversight?

The biggest shift has been moving from hands-on operational leadership to empowering leaders across multiple properties.

In a single hotel, you are close to every detail. In a cluster, success depends on building strong teams, clear alignment, and trust in execution.

The challenge is not stepping away; it is stepping back without losing standards. You learn to lead through structure, clarity, and empowerment, ensuring every property reflects the same brand promise while adapting to its own market reality.

Ultimately, you move from managing operations to enabling performance at scale.

Riyadh operates at a unique intersection of rapid growth and cultural depth, what specific shifts have you made in your leadership style to stay effective in this environment?

Riyadh is a dynamic and fast-moving market, but it is also deeply rooted in culture and expectations. That combination requires a leadership style that is both agile and grounded. I have become more intentional in listening whether to guests, teams, or stakeholders. Decisions are made faster, but they are also made with greater awareness of context. I also place strong emphasis on visibility and presence on the ground. In this market, leadership is felt most when it is close to the operation and engaged with people directly. It is about balancing speed with respect, and growth with cultural understanding.

In a market dominated by luxury narratives, how does Edge by Rotana carve out a distinct value proposition without being perceived as just another midscale offering?

Edge by Rotana represents a smart, modern, and efficient approach to hospitality, designed to align with the evolving needs of today’s travellers. Rather than competing in the traditional luxury space, the brand offers a distinct value proposition that reflects how people live, work, and travel today. It focuses on delivering practical comfort with consistency, ensuring guests experience a seamless and reliable stay every time. Service is intentionally efficient and streamlined, removing unnecessary complexity while maintaining high standards of quality and care. At the same time, Edge embraces contemporary, lifestyle-driven experiences that resonate with a new generation of travellers seeking flexibility, convenience, and authenticity. This approach creates a hospitality offering that is both relevant and accessible, without compromising on the details that matter most. By combining thoughtful design, intuitive service, and a clear understanding of modern expectations, Edge by Rotana delivers a well-balanced experience that prioritises comfort, functionality, and ease, making it an ideal choice for business and leisure travellers alike.

With Vision 2030 accelerating inbound tourism, how is demand in Riyadh evolving beyond corporate travel?

Riyadh is rapidly evolving into a multi-dimensional destination, moving beyond its traditional positioning as a primarily corporate hub. While business travel continues to play a significant role, there is a clear and growing shift in demand across several segments, including leisure and cultural travel, weekend regional tourism, and family-focused domestic stays. The rise of “bleisure” travel is also becoming increasingly evident, with guests blending business commitments with personal time and seeking more flexible, extended stays. This shift is contributing to a more diverse and dynamic hospitality landscape, where expectations go beyond just accommodation. Today’s travellers are staying longer and looking for more immersive, experience-driven offerings that allow them to connect with the destination, whether through cultural exploration, lifestyle amenities, or curated social experiences. As a result, hotels are adapting to meet these evolving needs, focusing on creating well-rounded stays that cater to both business and leisure, while delivering greater value and relevance to a broader audience.

With shifting geopolitical dynamics across the region, have you observed any tangible changes in travel corridors or source markets into Riyadh, and how does that influence your commercial strategy?

We are seeing a broader and more diverse mix of source markets into Riyadh.

Regional GCC travel remains strong, while international corporate and project-related travel from Europe and Asia continues to grow.

This has led us to adopt a more segmented commercial approach, tailoring our engagement strategies to different guest profiles and travel purposes. At the same time, partnerships and strategic alignment with stakeholders have become even more important in capturing new demand flows.

With global economic fluctuations and geopolitical shifts, how resilient is the Riyadh hospitality market?

Riyadh remains one of the most resilient hospitality markets globally. This resilience is driven by long-term structural growth under Vision 2030, ongoing mega-project development, and strong inbound investment. While global economic fluctuations influence travel patterns, Riyadh’s demand base is supported by diverse and long-term drivers that continue to expand the market sustainably.

What’s one guest behaviour trend in Riyadh that has forced you to rethink traditional hospitality assumptions?

One of the most significant changes is the rise of the highly informed, highly connected guest.

Today’s guests expect control, transparency, and instant responsiveness. They want to shape their experience in real time rather than follow a fixed service structure.

This has encouraged us to rethink traditional service flows and move toward a model that is more flexible, responsive, and guest-led while still maintaining the warmth and consistency Rotana is known for. Hospitality today is about adapting to the guest without losing the human touch.

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

The UAE hospitality sector didn’t passively benefit from pent-up travel demand; it strategically positioned itself to capture it early and at scale. By reopening quickly and ensuring seamless entry through simplified visas and strong air connectivity, the country became one of the first accessible global destinations when travel resumed. This allowed it to convert suppressed demand into immediate high occupancy and visitor volumes.

At the same time, the UAE diversified its demand base by balancing leisure tourism with business travel and large-scale events. Conferences, exhibitions, and global events helped sustain momentum beyond the initial leisure surge, supporting year-round performance rather than a short-term spike.

The sector also focused on enhancing experiences, with continuous investment in new hotels, attractions, and luxury offerings. This encouraged repeat visits and increased length of stay, turning demand into deeper engagement rather than just higher footfall.

Importantly, the UAE maintained strong pricing power, capturing higher revenue per visitor without compromising its premium positioning. Combined with coordinated government strategies and global marketing, this approach transformed pent-up demand into sustained growth and long-term competitiveness.

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

Yes, within the context of 99 Sushi Bar, traveler priorities are shifting, but in a way that actually reinforces its positioning rather than challenges it.

Luxury at 99 Sushi Bar is already aligned with the new definition of the category. The concept is built around exceptional product quality, refined technique, and highly personalized service, rather than overt opulence. Its philosophy of “respect for the product” and use of premium ingredients like bluefin tuna naturally fits the growing demand for authentic, high-value dining experiences.

At the same time, the rise of experience-led dining works strongly in its favor. The brand blends traditional and contemporary Japanese cuisine, offering both classic and innovative dishes, which keeps the experience dynamic and engaging for repeat guests.

Wellness, while less explicit, is indirectly addressed through quality sourcing, balance, and precision, key elements of Japanese cuisine that resonate with today’s health-conscious diners.

In the UAE market, this convergence means 99 Sushi Bar isn’t adapting to trends, it’s already positioned at the intersection of experiential luxury, quality-driven dining, and meaningful guest engagement, which is exactly where demand is heading.

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

Yes, local sourcing and partnerships are playing an increasingly important role in maintaining both menu quality and pricing stability, particularly in markets like the UAE.

On the quality side, sourcing locally allows restaurants to access fresher ingredients with shorter lead times, which directly improves taste, consistency, and seasonality. It also enables closer collaboration with suppliers, chefs can influence growing practices, secure specific varieties, and ensure more reliable standards compared to relying solely on imports. We at 99 have shifted towards this philosophy years ago encouraging local produce as Dibba bay oysters or UNS for fresh herbs and greenery.

From a pricing perspective, local partnerships help reduce exposure to global supply chain volatility, currency fluctuations, and import costs. While local produce isn’t always cheaper, it offers greater predictability, which is critical for menu engineering and margin control. Long-term agreements with regional suppliers can also lock in pricing or at least smooth out extreme swings.

There’s also a brand and demand advantage. Diners are increasingly responsive to locally sourced ingredients, associating them with sustainability and authenticity, which supports perceived value even if prices are maintained or slightly increased.

Overall, local sourcing doesn’t eliminate cost pressure, but it creates more control, consistency, and resilience, allowing operators to protect both quality and pricing more effectively.

Are chefs innovating with Emirati produce to keep menus dynamic?

Yes, chefs in the UAE are increasingly innovating with Emirati produce, and it’s becoming a key way to keep menus dynamic while reinforcing identity. Our Local produce runs seemlessly throughout the menu, introducing great freshness and bragging rights as ambassadors for the produced sourced locally.

There’s a noticeable shift from relying heavily on imported ingredients to exploring what can be grown locally, from desert herbs and local seafood to dates, camel dairy, and regionally farmed vegetables. What’s interesting is that this isn’t just about tradition, chefs are reinterpreting Emirati ingredients through modern techniques and global influences, creating dishes that feel both rooted and contemporary.

This approach gives menus a natural sense of evolution. Because local produce is often seasonal and still developing in scale and variety, chefs are encouraged to rotate dishes more frequently, experiment with new suppliers, and adapt based on availability. That constant adjustment keeps offerings fresh without needing to reinvent concepts entirely.

There’s also a storytelling element that resonates with diners. Using Emirati produce allows chefs to connect guests more deeply to place, which aligns with the broader demand for meaningful, experience-driven dining.

Ultimately, local innovation isn’t just a creative choice, it’s becoming a strategic tool for differentiation, sustainability, and long-term menu relevance.

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

To maintain occupancy and drive revenue growth, the focus has been on balancing demand diversification with disciplined commercial strategy rather than relying on volume alone.

A key approach is targeting multiple demand segments simultaneously, leisure, corporate, and events, so performance isn’t dependent on one stream. By actively leveraging partnerships, programming, and seasonal campaigns, demand is smoothed across periods that would traditionally see softer occupancy.

At the same time, there’s a strong emphasis on revenue management. Instead of discounting to fill rooms, pricing is dynamically adjusted based on demand patterns, booking windows, and market trends, allowing us to protect rate integrity while still maximizing occupancy.

Another important lever is enhancing the guest experience to drive repeat visitation and longer stays. This includes curated offers, personalized service, and evolving on-property experiences that encourage higher spend per guest rather than just higher footfall.

Finally, collaboration plays a role, working closely with airlines, tourism boards, and local partners helps expand reach and tap into new source markets. Overall, the strategy is about maintaining a premium positioning while being agile enough to capture demand as it shifts.