Exclusive interview with Thinus van der Westhuizen – Culinary Director | Ninety Nine SB Investment L.L.C.

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.

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.

The Dubai Corporation for Consumer Protection and Fair Trade (DCCPFT), part of the Dubai Department of Economy and Tourism (DET), has signed a strategic collaboration agreement with AutoPro, part of the Emirates National Oil Company (ENOC) Group, to enhance service quality, transparency, and operational consistency within Dubai’s vehicle maintenance sector.

Under the agreement, AutoPro will act as a technical and operational partner, supporting the implementation of quality standards across the sector. The collaboration includes conducting structured technical assessments, introducing best practice frameworks, and supporting awareness initiatives aimed at enabling consumers to make more informed decisions when selecting vehicle service providers.

This collaboration also reflects DCCPFT’s continued focus on emphasising a balanced marketplace where both consumers and businesses operate within a clear and transparent framework. This is in alignment with the wider objectives of the Dubai Economic Agenda, D33, which aims to double the size of the emirate’s economy by 2033 and further consolidate Dubai’s position as a leading global destination for business and leisure.

The partnership introduces a structured framework for technical oversight within the automotive aftersales market, contributing to greater consistency in service delivery and reinforcing accountability across providers. By embedding recognised technical standards and promoting adherence to fair pricing practices, the initiative is expected to strengthen overall market discipline while reducing potential areas of dispute between consumers and service providers.

Mohammed Abdulla Shael AlSaadi, CEO of Dubai Corporation for Consumer Protection and Fair Trade (DCCPFT), said: “This collaboration represents a practical step towards further strengthening consumer protection within the automotive sector. By working with a trusted partner, we are enhancing the consistency of vehicle maintenance services while reinforcing transparency across the market. Our focus remains on strengthening service standards and enabling consumers to make informed choices, while supporting businesses in operating within clear and fair market frameworks.”

Hussain Sultan Lootah, GCEO of ENOC Group, said: “AutoPro’s recognition as an authorised service partner, achieved through our collaboration with the Dubai Corporation for Consumer Protection and Fair Trade, is anchored in our long-term vision of delivering comprehensive, high-quality, and customer-centric automotive solutions to elevate the UAE’s evolving automotive landscape. The collaboration actively contributes to the nation’s strategic goals of safeguarding consumer rights and ensuring fair business practices to create a more competitive and thriving economy.”

The collaboration will also support the development of a more informed consumer base, with targeted awareness efforts designed to improve understanding of service standards and rights. This is expected to drive demand towards compliant, high-quality providers, further reinforcing positive market behaviour.

By combining regulatory oversight with industry expertise, the initiative supports the consistent application of quality and compliance standards across vehicle maintenance services. It also supports Dubai’s positioning as a leading global model for well-regulated, consumer-centric service markets that prioritise both trust and performance.

This collaboration reflects DCCPFT’s broader mandate to promote fair trade practices, strengthen competitiveness, and safeguard consumer rights. Through sector-focused initiatives aligned with DET’s strategy and the Dubai Economic Agenda, D33, the Corporation continues to enhance market transparency and encourage responsible business practices.

As one of the UAE’s largest automotive service networks, AutoPro operates 42 locations across the UAE, employs more than 1,500 frontline staff, and serves approximately two million customers annually through ENOC and EPPCO service stations.