By Joshua Oliver, Luxury Advisor and Founder, Joshua Oliver Concierge

The luxury concierge industry is entering an interesting period of transformation. For years, the value of a concierge was largely associated with access: securing reservations at exclusive restaurants, arranging private aviation, sourcing rare luxury goods or opening doors that might otherwise remain closed.

While these services remain important, I believe the future of luxury concierge will be defined by something far more valuable: the ability to understand a client, anticipate their needs and deliver a genuinely personalised experience.

Having worked with high-net-worth individuals for over a decade, I’ve witnessed a significant evolution in what clients expect. Today, exceptional service is no longer simply about fulfilling a request. It’s about removing complexity, saving time and providing a level of personal attention that technology alone cannot replicate.

Moving Beyond Exclusivity
One of the biggest changes within luxury hospitality is that access is becoming increasingly democratised.

Social media, digital booking platforms and the expansion of luxury hospitality brands have made experiences that were once considered exclusive far more visible and, in many cases, easier to obtain. A beautiful hotel suite, a Michelin-starred restaurant or a private yacht charter can often be discovered and booked online. As a result, simply providing access is no longer enough to differentiate a concierge business.

The real value lies in knowing which experience is right for a particular client, understanding their preferences and ensuring every detail is managed seamlessly.

For example, two clients may have identical budgets but completely different expectations. One might value privacy, discretion and complete relaxation, while another seeks social experiences, entertainment and excitement.

The role of a concierge is to understand those differences and make recommendations accordingly.

Technology Will Enhance, Not Replace, Human Service
Artificial intelligence will undoubtedly play an increasingly important role in the concierge industry.

From itinerary planning and reservation management to analysing client preferences and streamlining administrative processes, technology has the potential to make concierge businesses significantly more efficient.

However, I don’t believe technology will replace the human relationships that sit at the heart of exceptional luxury service. AI can recommend a hotel based on a client’s previous bookings, but it cannot necessarily understand the personal circumstances influencing their decision to travel.

It cannot replicate years of trust, discretion or the reassurance of having someone personally accountable when something goes wrong. For independent concierge businesses, technology should be used to reduce the time spent on administration, allowing more attention to be directed towards clients.

The businesses that succeed will be those that combine technological efficiency with genuine human understanding.

The Growing Importance of Time
For many high-net-worth individuals, time has become one of their most valuable assets. Their lives are often increasingly international, with business commitments, family responsibilities and travel spread across multiple destinations. Consequently, I believe the demand for comprehensive lifestyle management will continue to grow.

Rather than engaging separate providers for hotels, restaurants, transportation, aviation and personal shopping, clients increasingly value having one trusted point of contact who can oversee everything.

This creates opportunities for concierge businesses to develop longer-term relationships through membership and retainer-based services, rather than relying exclusively on individual transactions.

It also places greater importance on consistency, responsiveness and accountability. A client should not have to repeatedly explain their preferences or coordinate multiple suppliers. The entire purpose of a concierge is to simplify their life.

The Middle East’s Growing Influence
The Middle East, particularly Dubai, is becoming an increasingly important market for luxury concierge services.

The region’s international population, expanding hospitality sector and concentration of affluent residents create an environment where highly personalised services are particularly relevant.

Having established my business in Dubai, I see significant opportunities for collaboration between independent concierge companies, luxury hotels, hospitality groups and specialist service providers. However, successful partnerships must extend beyond simple referral arrangements.

Hotels and concierge businesses should work together to better understand shared clients, communicate preferences and deliver experiences that feel consistent from the initial enquiry through to departure. The strongest partnerships will be built on mutual trust, service standards and a shared commitment to the client experience.

A More Personal Future
Ultimately, I believe the future of luxury concierge will be less about how much a business can offer and more about how intelligently it delivers those services.

Clients will continue to expect access, efficiency and exceptional quality, but the businesses that distinguish themselves will be those capable of providing continuity, discretion and meaningful personalisation. As technology makes luxury experiences easier to discover and purchase, the importance of human judgement will only become more apparent.

For me, the future of concierge is not about replacing personal service with technology or pursuing exclusivity for its own sake. It’s about combining expertise, relationships and innovation to create something increasingly rare in a fast-moving world: a service that genuinely understands the individual.

And that, I believe, is where the true future of luxury lies.

Murmur, Sharjah’s first homegrown fine-dining restaurant, is making its Dubai debut with a winter pop-up at Marsa Boulevard, opening on 30 October 2026. Known for its creative take on Emirati and regional flavours, Murmur brings together traditional tastes, global influences and modern culinary techniques, inviting guests to discover the flavours of the UAE through a fresh and approachable contemporary bistro experience.

Murmur’s menu celebrates familiar local ingredients and flavours while drawing inspiration from cuisines around the world. Its contemporary fusion approach offers the locals  & residents a new way to rediscover their favourite flavours, while introducing international guests to regional cuisine through inventive yet comforting dishes.

For its Marsa Boulevard debut, Murmur has created an exclusive menu featuring playful interpretations of familiar favourites. Highlights include the Saffron Chicken Burger, featuring saffron garlic mayonnaise and a sesame saffron Hokkaido bun; Musakhan Croquettes, made with sumac chicken and fried onions; and Biryani Arancini, bringing together Murmur’s signature biryani and dal makhani in an Italian-inspired creation. Other specials include Eggplant Melanzane, served with roasted eggplant, matchstick fries and burrata, and Marsa Fries, featuring Murmur’s signature seasoning.

Alongside these exclusive creations, guests can explore Murmur’s signature dishes, including Wagyu Short Rib & Tahdig, pairing crispy tahdig rice with braised beef short rib, and Machboos Arancini, a contemporary interpretation of the traditional Emirati rice dish. For dessert, the Karak San Sebastian combines the comforting flavours of karak with the richness of a classic san sebastian, finished with saffron foam.

Set against the scenic waterfront of Marsa Boulevard, the winter pop-up offers an inviting outdoor dining experience, perfect for relaxed evenings, gatherings with friends and discovering new flavours during Dubai’s cooler months.

Inspired by murmuration, the beautiful synchronised movement of birds, Murmur reflects the idea of different elements coming together in harmony. With its first Dubai location, the brand continues to celebrate its local roots while bringing Emirati and regional flavours to a wider audience through creativity, culture and contemporary dining.

Location: Marsa Boulevard, Dubai | Opening Date: 30th October 2026 | Operating Hours: 4PM -12PM – Weekends 1AM | Reservations: Walk in basis

Exclusive interview with Eti Bhasin, Executive Director at Majestic Hotels, UAE

As Executive Director of Majestic Hotels, what are your key priorities in overseeing the group’s operations, growth and long-term direction?

Representing as the Executive Director of Majestic hotels, key priorities:

• Bringing in strategies for forecasting the demand and simultaneously liaise with operations teams to meet objectives laid out for the year.

• Values and ethos foundation laid out to be consistent amongst all team members working at Majestic Hotels, whether at different properties or within different tiers of management
• Expansion possibilities and generating sources of revenue generation

Majestic Hotels announced its fourth Dubai property, Majestic Central Hotel, in 2026. The 68-room, three-star property is near Sharaf DG Metro Station and caters to business and leisure travelers, with flexible monthly stays?

With the war situation that occurred in March 2026, we were amidst the opening of our 4th property Majestic Central Hotel, and it was a challenge posed to us to function with the best strategies for survival and monthly long terms contracts were introduced for the locals residing here in UAE. Being right in front of the metro station proved advantageous to our local crowd and that brought our occupancy levels to over 75% within 2 days of opening.

Having built F&B concepts such as Dhaba Lane and The Permit Room, what have been the biggest lessons from your entrepreneurial journey, and how have they shaped your approach to hospitality?

One of the biggest learning lessons that I received from my F&B journey so far, is to be consistent and persistent towards your goal. Each day in hospitality is a new learning. No two days are the same and service industry humbles you in that way.

Most importantly, to be relevant whether in terms of digital awareness or even latest food trends, guests demands are ever evolving. Also, it’s necessary that restauranters need to be up to date with latest technologies and be able to translate the same into their business.

In 2026, Majestic Hotels marked two decades of operating in Dubai, reflecting on its homegrown identity, returning guests and the memories created through its properties.

When Majestic started, Dubai was a very different destination. Today, it is one of the world’s most competitive hospitality markets. We have seen the city change, guest expectations change, technology change and the way people travel change. Through all of that, we moved from one hotel to four, but our strongest asset has remained the same: people who know us and choose to come back.

For us, 20 years is therefore not about looking backwards. It is about proving that a homegrown brand can evolve without losing its personality.

Your 20th-anniversary campaign combines staycation offers with discounts on dining. How do you see such experiences helping hotels connect with residents as well as international visitors?

A staycation allows us to become part of the guest’s life rather than simply part of their travel itinerary. For Dubai residents, it is an opportunity to rediscover their own city. For international travelers, it gives them an opportunity to experience more than the traditional hotel stay.

Dining plays an important role because food creates memories in a way very few things can. A guest may not remember every detail of their room, but they will remember a dinner, a celebration, a conversation or an evening spent with family.

That is why our anniversary campaign is not simply about putting a discount on a room. It is about giving people a reason to walk through our doors and creating enough of an experience for them to want to return.

• Dubai’s hospitality market is highly competitive, with international chains, boutique properties and independent hotel groups competing for attention. How can homegrown brands differentiate themselves beyond brand name, pricing and location?

A homegrown hotel does not have the global footprint of a multinational chain, and it does not need to. What we have is something that is much harder to manufacture, local understanding and genuine relationships.

We know our market. We know our guests. We can make decisions quickly. We can adapt our products around what people actually need rather than waiting for a global brand strategy to change. But being homegrown cannot become an excuse for staying traditional. Local does not mean old-fashioned. International brands can offer recognition, homegrown brands can offer belonging. That is where we believe the real differentiation lies.