Exclusive interview Antony Doucet, Chief Experience Officer, Kerten Hospitality

You were part of the editorial team for the Louis Vuitton City Guide. How did storytelling shape your philosophy around guest experience today?

While I was in Istanbul, I had the opportunity to be part of the editorial team of Istanbul Louis Vuitton City Guide for the food scene. What I learned from this experience is that places are never just places; they are layered stories. At Louis Vuitton City Guide, the work was not simply about listing where to go or eat, but about understanding a destination through its people, rituals, textures and contrasts. That shaped the way I think about hospitality today. A hotel or branded residence should not feel like an isolated object dropped into a location. It should feel like an entry point into a wider cultural narrative – as an integrated part of a lifestyle ecosystem where people live, work, socialise, shop and dine.

Storytelling is what transforms a stay into a memory, an emotional experience. Guests may remember a beautiful room or a good meal, but what stays with them is often the feeling that they touched something real: a local craft, a neighborhood rhythm, a conversation, a point of view. That is why I believe guest experiences must have emotional depth. Design, music, food, art and community programming are all narrative tools. When used well, they create belonging, curiosity and connection. That is the kind of hospitality we aim to build at Kerten Hospitality: not generic luxury, but meaningful immersion.

Winning Hospitality Executive of the Year in KSA recognizes leadership impact, what leadership philosophy has guided your journey?

My leadership philosophy is built around three principles: honesty, generosity, and cultural curiosity. Honesty matters because hospitality is a business of many moving parts, and people need a clear sense of purpose. Generosity matters because our industry is about people taking care of people: guests, teams, owners and communities. Cultural curiosity matters because we operate across very different markets, each with its own codes and aspirations.

I do not believe leadership in hospitality should be purely top-down. The strongest ideas often come from listening closely to local teams, artisans, residents and guests. You can only create relevant hospitality if you are paying attention to what already exists around you. I also believe in building brands with soul and meaning. Commercial success is key, but the most successful projects are the ones that create emotional relevance.

Kerten Hospitality entered 2026 with the signing of over 1,000 new keys and multiple openings planned across MENA and Europe. From an experience perspective, how do you scale growth without losing emotional authenticity?

Scaling without losing authenticity requires discipline. The mistake many hospitality groups make is replicating formulas too literally. At Kerten Hospiltality, we scale through principles, not through sameness. We have a framework of guidelines, not brand standards, on top of which we curate bespoke features for each project. We never copy-paste previous successes; we curate new ones.

What remains constant is our approach: community integration, design with local relevance, experiences rooted in culture and a strong sense of place. A property in AlUla should not feel like one in Cairo, Zanzibar or in Rome. Each project needs its own local language, social rhythm and ecosystem. To preserve authenticity, we spend time understanding the DNA of each location before finalizing the experience framework. Who are the local artisans What is the creative scene? What are the culinary references? How do residents gather? What can we add of new and fresh value to the destination? These questions matter as much as room typologies or F&B positioning.

How important is cultural adaptability when designing experiences for the Middle East’s diverse audience?

It is essential. The Middle East is often seen as one market, but in reality, it is deeply nuanced. The expectations of a guest in Kuwait, Riyadh, Dubai, Jeddah, Aqaba or Cairo can differ significantly in terms of social behavior, privacy, family dynamics, pace and the elements of hospitality itself.

Cultural adaptability does not mean diluting a brand. It means interpreting it intelligently. In practice, that can influence everything from spatial planning to programming, dining formats, wellness, music, service tone and operating hours. Guests want fresh experiences, but they also want to feel respected and understood. Adaptability is not a compromise; it is a sign of understanding, respect and relevance.

Have guest expectations in the UAE shifted toward more meaningful cultural immersion rather than luxury alone?

Luxury remains important in the UAE, but it is no longer enough on its own. Today’s guests are more informed, well-travelled and selective. People still appreciate beauty, comfort and service, but they also ask: what is distinctive here, what can I discover, what story am I part of? There is a growing appetite for experiences that feel curated rather than polished. Value is shifting from display to depth. This is especially true for younger travelers and regional audiences, who often seek places with personality, cultural relevance and emotional credibility.

In lifestyle destinations, community is woven into the experience through curated programming, cultural partnerships, local dining concepts, and shared social spaces, effectively function as neighborhood hubs. For developers, the advantage comes from attracting locals as well as travelers, fostering stronger loyalty and repeat visits. Also, mixed-use lifestyle developments support year-round activity, increasing ROI and resilience.

Ramadan transforms social rhythms across the region. How does hospitality design adapt to slower, more reflective guest experiences during this period?

Ramadan requires hospitality to become more intuitive, respectful and emotionally aware. The rhythm of the day changes, and with it the tone of the guest experience. Energy becomes softer, evenings become more social, and moments of gathering take on deeper meaning. From a design and programming perspective, this means adapting pace, lighting, sound, dining flow and social spaces. Public areas need to feel calmer by day and warmer by sunset. F&B becomes less about volume and more about rituals, generosity and togetherness. Iftar and suhoor are not simply meal periods, they are cultural moments that deserve sensitivity and care. Ramadan is also an opportunity for hospitality to reconnect with values that matter all year: reflection, community, humility and generosity.

With global economic uncertainty and shifting travel patterns, how resilient is lifestyle hospitality compared to traditional luxury models? 

Lifestyle hospitality can be extremely resilient when it is rooted in relevance. Traditional luxury often depends on a narrower set of signals: formality, exclusivity and status. Lifestyle hospitality is more adaptive in responding to changing traveler behaviors because it is built around flexibility, social energy, local connection and mixed-use value.

A strong lifestyle property can attract not only overnight guests, but also residents, remote workers, diners and event audiences. That creates a broader ecosystem and a more diversified demand base. When anchored in place, culture and community, a lifestyle hotel becomes a destination.

The post KERTEN HOSPITALITY ON CRAFTING EXPERIENCES ROOTED IN STORYTELLING, CULTURE AND COMMUNITY appeared first on The Integrator.

Interview with Jaime Castañeda, Chief Executive Officer, Ninety Nine SB Investment L.L.C. | 99 Sushi

You’ve built a career across some of the region’s most respected hospitality groups. Looking back, which early leadership lesson still shapes how you run Ninety Nine SB Investment today?

One of the earliest and most enduring lessons I learned is that every single day counts. Leadership is not about long-term vision alone; it is about daily execution. A team must clearly understand the direction in which the company is moving. That direction must be explicit, consistent, and visible in the decisions we make every day.

I strongly believe that at the end of each day, a leader should be able to say that something meaningful has been achieved, something that moves the company forward. Procrastination is dangerous in leadership. Equally risky is delegating responsibilities that a leader must personally confront. There are moments that require direct accountability.

Leading by example remains fundamental to how I operate. Engagement with Heads of Department is not optional; it is essential. When leadership is visible, aligned, and decisive, it cascades naturally throughout every department and ultimately shapes the culture of the entire organization. That culture of clarity, accountability, and momentum continues to define Ninety Nine SB Investment today.

As CEO, where do you personally spend most of your time today — operations, brand strategy, or future growth planning?

While brand strategy and future growth are constant priorities, I dedicate significant time to operations. Operations drive cash flow, and cash flow sustains independence. I often say that cash is the oxygen of the company. Without it, nothing else survives.

Despite my role as CEO, I remain closely involved in daily operational oversight alongside our General Managers and Heads of Department. This ensures that teams have the resources, structure, and support required to generate strong performance while maintaining the standards that define us.

Ninety Nine SB Investment grows organically. We do not rely on external funding or debt to expand. Our growth is driven by profitability, discipline, and reinvestment. That model requires operational precision and constant vigilance. Brand vision is critical, but operational excellence is what enables that vision to materialize sustainably.

From Les Roches to leading a globally recognised Japanese fine-dining brand, was this always the trajectory, or did hospitality surprise you along the way?

My original ambition was to become a General Manager of a hotel. After graduating from Les Roches, that was the clear path in my mind. By the age of 30, I had already joined the executive committee of a hotel, and I realized that the trajectory I had envisioned might unfold differently, and perhaps faster than expected.

After working within hotel environments, including a period with Meraas Holding, I was presented with the opportunity to bring 99 Sushi Bar & Restaurant to the region. At that time, I could not have imagined that I would one day be leading a Japanese fine-dining brand with international recognition.

Hospitality absolutely surprised me. The industry is dynamic, unpredictable, and full of unexpected doors. What began as a structured hotel career evolved into brand building, entrepreneurship, and international expansion. That unpredictability is, in many ways, what makes hospitality so compelling.

99 Sushi Bar & Restaurant has retained its MICHELIN Star for three consecutive years. What non-negotiables ensure that level of consistency across markets?

Consistency at the level required to retain a MICHELIN Star demands absolute clarity of concept and unwavering discipline. At 99 Sushi Bar & Restaurant, two elements are completely non-negotiable: immaculate service and premium ingredients.

The concept is clearly defined and protected. From sourcing to preparation to presentation, every detail must align with our identity. Ingredient quality is paramount; we work exclusively with top-tier suppliers to ensure excellence without compromise.

Equally important is service. Precision, discretion, timing, and genuine attentiveness distinguish exceptional service from standard hospitality. Guests must feel guided yet unintruded upon, respected yet warmly engaged.

Recognition from the Michelin Guide is never treated as a guarantee. It is a responsibility. Maintaining a star requires constant vigilance, continuous training, and humility. The moment complacency enters, standards decline. For us, excellence must be protected daily.

KO by 99 introduces a more contemporary, accessible side of the brand. What gap were you aiming to fill with this concept?

KO by 99 was created to express a different dimension of the brand. It was not about filling a gap in the market, but about expanding what 99 represents.

While 99 Sushi Bar & Restaurant is rooted in fine dining, KO by 99 allows us to showcase a more contemporary, lifestyle-driven approach. It is more accessible in tone and pricing, but it does not compromise on quality. It offers a space where guests can socialize, enjoy cocktails, and engage in a vibrant atmosphere beyond a traditional seated dining experience.

We wanted to demonstrate that 99 is not solely a destination for formal fine dining. It can also be a place to connect, to celebrate, and to extend the evening beyond the meal itself. KO by 99 embodies that energy — refined, yet relaxed; sophisticated, yet approachable.

Today’s diners value experience as much as cuisine. How has guest expectation evolved in fine dining over the last five years?

The UAE market has matured significantly. Guests today are highly informed and experienced. Years of exposure to world-class restaurants have shaped a clientele that understands quality and demands more than just exceptional food.

Fine dining is no longer defined by cuisine alone. It is a 360-degree experience. Music, design, lighting, spatial flow, and atmosphere all play critical roles. Illumination, in particular, is often underestimated. Lighting can transform a meal into an immersive experience or diminish it entirely.

Guests also expect continuity. If they choose 99 for dinner, they want the experience to extend beyond the final course. A digestif at the bar, a curated cocktail, carefully selected music – these moments must carry the same level of refinement as the dining experience itself. Today’s diner seeks immersion. Excellence must be holistic.

Having operated across the Middle East and Europe, how do hospitality expectations differ between regions?

At the high-end level, excellence is universal. Guests in Europe and the GCC both expect precision, quality, and professionalism. However, cultural nuances are significant. In the GCC, respect, privacy, and discretion carry particular weight. There is a strong emphasis on generosity, formality in certain contexts, and cultural sensitivity. Service must adapt fluidly to those expectations without appearing forced or overly rigid.

In Europe, service may sometimes feel more relaxed or informal, even within fine dining. In the Middle East, attentiveness and structured hospitality are often more pronounced. Understanding these nuances is essential. True luxury hospitality is not about imposing a single model of service; it is about interpreting excellence through the lens of cultural awareness.

The post WHERE HIGH STANDARDS MEET GREAT TASTE appeared first on The Integrator.

Interview with Chef Dhimas, Head Chef (Papafuku, Velvet Social & The Office)

Your career spans luxury resorts, high‑volume kitchens, and fine‑dining concepts across the world. Which early experience most shaped your culinary philosophy today?

The experience that shaped me most was working in my early years within disciplined luxury resort kitchens where precision was everything. In those environments, you learn quickly that consistency is not optional – it is the foundation of credibility. When you are cooking for guests who have travelled across the world, expectations are high and there is no room for ego.

At the same time, growing up in Indonesia surrounded by bold Southeast Asian flavours gave me a deep emotional connection to food. Food was never just about presentation; it was about memory, warmth, and generosity. That contrast between strict classical techniques and deeply rooted Asian flavours shaped my approach today.

I believe great cuisine must balance discipline and soul. Technique builds structure, but flavour tells the story. Whether I am working on an elevated Asian fine-dining plate or a more accessible concept, that philosophy remains the same: respect ingredients, respect the guest, and respect the craft.

Pre‑opening kitchens are high‑pressure environments. Beyond menu development, what does your role truly involve during a launch?

Menu creation is actually the smallest visible part of a pre-opening role. Pre-opening is about building culture before the first guest walks through the door. It involves recruitment, training, supplier alignment, cost engineering, kitchen layout planning, workflow efficiency, tastings, standard operating procedures, and creating systems that allow creativity to survive under pressure.

You are not just designing dishes; you are designing an ecosystem. At Papafuku, Velvet Social, and The Office Restaurant, my responsibility is to ensure that each kitchen operates with clarity from day one. That means mentoring young chefs, setting standards for hygiene and discipline, aligning with procurement teams, and constantly testing recipes to ensure scalability without compromising quality.

Opening multiple venues simultaneously requires emotional resilience. There are long days, shifting timelines, and constant problem-solving. But if the foundation is strong: the right team, the right systems, the right mindset, service becomes an execution of preparation rather than a reaction to chaos.

Each of your venues has its own identity. How do you ensure every menu communicates a unique story without overlap?

For me, a menu must feel like a reflection of the venue’s identity, not just a collection of dishes. At Papafuku, the approach is bold, modern Asian with an edge, refined yet playful. The menu leans into vibrant flavours, dynamic plating, and a social dining, designed to feel exciting, expressive, and layered.

Velvet Social, on the other hand, carries a more elevated, atmospheric personality. The dishes are more crafted to complement the mood and experience.

The Office Restaurant is structured differently as well. It requires comfort, accessibility, and familiarity while maintaining quality and creativity.

To keep these identities distinct, I begin by asking: What emotion should the guest feel here? Is it nostalgia? Excitement? Intimacy? Celebration? From there, flavour profiles, plating style, portioning, and even ingredient sourcing evolve accordingly. The discipline lies in ensuring there is no overlap in personality. Each venue should feel like stepping into a different chapter, not a repetition of the same idea.

You’ve cooked for royalty, global icons, and large‑scale banquets. How have these experiences influenced your leadership style and composure in the kitchen?

Cooking for royalty and high-profile guests teaches you that pressure is part of the profession, but panic should never be. When preparing for a banquet of several hundred guests or a private dinner for dignitaries, there is no second chance. Every plate must be identical. Every timing must align. That environment trains you to stay calm under scrutiny.

The biggest lesson I learned is that the kitchen mirrors its leader. If the head chef loses composure, the team follows. If the leader remains steady, the team feels secure. Today, regardless of whether we are serving a celebrity, a corporate group, or a family celebrating a birthday, I treat each service with the same respect. True professionalism is consistency under all circumstances.

What is one common misconception about chefs that you feel needs to be corrected?

The biggest misconception is that chefs are driven by ego or personal creativity alone. In reality, great chefs are service-driven. Our work exists for the guest. Creativity is important, but it must be functional. A beautiful dish that disrupts service flow or confuses the guest is not successful.

Another misconception is that leadership in the kitchen means being aggressive. Modern kitchens require emotional intelligence. Mentorship, communication, and psychological safety create stronger teams than fear ever could. The industry has evolved. Today, strength in the kitchen is defined by discipline, empathy, and accountability.

You’re known for mentoring young chefs. What is the first lesson you instil in your team when they join your kitchen?

The first lesson I instil is humility. No matter how talented you are, there is always more to learn. Technique can be taught. Attitude cannot. I encourage my teams to understand that repetition builds mastery. Cutting vegetables perfectly every day may seem simple, but that consistency defines professionalism. Small details compound into excellence.

I also emphasise ownership. Every dish leaving the pass represents the entire team. When young chefs begin to take pride not only in their station but in the overall success of service, they grow much faster.

Quick Questions

One word that best describes your cooking philosophy?
Balance.

What’s the biggest challenge when opening multiple venues simultaneously?
Maintaining consistency across different concepts while building separate team identities at the same time. It requires clarity of vision and strong delegation.

One ingredient you can’t live without in the kitchen?
Soy sauce. It is foundational in many Asian cuisines, and its depth, saltiness, and umami can transform even the simplest preparation into something memorable.

A cuisine outside Asia that inspires you most?
French cuisine. Its structure, sauces, and classical techniques provide a strong backbone that complements Asian flavours beautifully.

The post HOW CHEF DHIMAS SHAPES MODERN ASIAN FINE DINING appeared first on The Integrator.

This year, 15 Irish companies are exhibiting at Gulfood — what makes this group particularly strong or diverse?

The strength of this group lies in both its diversity and depth. We have companies represented across dairy, meat, ingredients and value-added food, serving retail, foodservice and manufacturing customers.

What is particularly notable is the mix of long-established exporters alongside companies that are newer to the region, all united by a focus on quality, reliability, and customer partnership. Together, they showcase the breadth of Ireland’s food offering and our ability to meet a wide range of market needs.

How important are traceability, provenance, and quality assurance for buyers in this region?

These factors are fundamental for buyers in the Middle East. Customers here place a strong emphasis on health and nutrition, knowing where food comes from and how it is produced.

Irish food and drink performs well in this context because our systems provide high levels of traceability and quality assurance, giving buyers confidence in both product integrity and consistency of supply.

You’ve led Bord Bia through a period of major global change — from Brexit to supply chain disruptions. Looking back, what has been the most defining moment of your tenure as CEO?

One of the most defining periods was navigating the immediate aftermath of Brexit while also managing global supply chain disruption. It reinforced the importance of market diversification, strong customer relationships and adaptability.

It also underlined the value of having a long-term strategy focused on building resilience for Irish exporters, rather than reacting to individual shocks in isolation. 

 Is there a moment from your travels or trade missions that really crystallized for you the global potential of Irish food and drink?

 What consistently stands out is seeing Irish products on shelves, menus and in foodservice operations in markets far from home. That visibility reflects years of work by exporters and agencies alike.

Trade missions like this one often crystallise the opportunity — when you see buyers from multiple regions engaging with Irish companies, it reinforces the truly global potential of Irish food and drink.

Which sectors — such as dairy, meat, seafood, or beverages — are seeing the strongest demand in the region?

 Dairy continues to perform very strongly in the region, particularly in ingredients and value-added consumer products. Meat is also seeing solid demand across retail and foodservice channels.

In addition, consumer foods and Irish beverages — particularly whiskey — continue to gain traction, supported by premium positioning and growing brand recognition.

How important is storytelling — origin, farming practices, sustainability — in influencing hospitality purchasing decisions today?

Storytelling has become increasingly important. Buyers are looking for products that not only meet quality and price requirements, but also align with consumer expectations around origin, production standards and sustainability.

Irish producers are well positioned here, as these stories are rooted in real practices rather than marketing alone, which resonates strongly with both buyers and end consumers.

What role can Irish producers play in supporting food security and consistency of supply in the Middle East?

Irish producers can play a meaningful role by offering reliable, high-quality supply from a well-regulated and export-focused food system.

Consistency, long-term planning and strong partnerships are key in this region. Ireland’s ability to deliver at scale, while maintaining quality and sustainability standards, makes us a dependable partner in supporting food security objectives across the Middle East.

The post IRISH FOOD PRODUCERS SHOWCASE STRENGTH AND DIVERSITY appeared first on The Integrator.

Premium beef is no longer limited to white-tablecloth dining. How are hotels today integrating premium beef sourcing across different F&B formats, from luxury restaurants to all-day dining and casual concepts, without compromising margins?

Hotels are no longer sourcing beef purely on price. Instead, they are prioritising consistency, yield and eating quality across all F&B formats, from signature restaurants to all-day dining and casual outlets.

Premium beef is now being used far beyond fine dining, particularly in burgers, grills and sharing concepts, where guests are willing to pay for quality. Grain-fed and Wagyu beef are increasingly appearing in casual formats because they deliver flavour and reliability without adding complexity in the kitchen.

Australian beef allows hotels to manage margins by using a wider range of cuts, including secondary cuts and smaller portions, while still delivering a premium experience. Consistent eating quality, traceability and provenance give chefs confidence that the product will perform across multiple outlets, helping hotels balance quality, creativity and commercial returns.

You lead Meat & Livestock Australia across multiple regions and verticals. What drew you to this industry in the first place, and what keeps you motivated to drive premium Aussie Beef and Lamb adoption in the UAE and MENA region?

I joined MLA in 2025 with over 25 years’ senior executive experience in global business, specialising in the international marketing and business development of Australian agricultural products across the Middle East, Africa and the Subcontinent, supported by extensive cross cultural leadership experience.

What attracted me to this role and what continues to drive me is the immense opportunity I see here for Australia’s high quality, consistent, and sustainably produced Aussie Beef and Lamb. Over the past five years Australia’s red meat export volume growth has been faster to the MENA region than the rest of the global markets combined (10% vs 7%) and value growth has been more than double to the MENA region (14% vs 6%), which speaks to its reputation not only in the MENA region but around the world.

Consumers are looking for responsibly farmed, high quality meat, and Aussie Beef and Lamb is leading the way in meeting those expectations.

Chefs are increasingly shaping purchasing decisions rather than simply executing them. How are fine-dining concepts and chef-led menus influencing demand for higher-grade beef cuts across the region?

Chefs are now central to purchasing decisions, driving demand for premium cuts, consistent eating quality, and trusted provenance. They want confidence in where the beef and lamb they buy comes from and how it’s produced, and that it’s going to meet their customers’ expectations, every time.

Australia’s grain-feeding programs are carefully designed to support each animal reach their quality potential, delivering that signature rich and deep flavour that high marbling, premium beef is known for. Combined with Australia’s ideal environment, strong biosecurity measures, and rigorous processing standards, you get a consistently premium product that can be supplied 12 months of the year to the highest global standards.

Additionally, Australia is home to the second largest Wagyu herd in the world behind Japan and is the largest exporter of Wagyu beef. Combining traditional Japanese Wagyu bloodlines with innovative and sustainable farming techniques, Aussie Wagyu delivers exceptional marbling and flavour all year-round.

Innovation is a major focus for Meat & Livestock Australia at Gulfood 2026, with five pioneering brands showcasing next-generation solutions. How important is innovation, from oxygen-elimination packaging delivering chilled shelf life beyond 120 days to supply-chain efficiencies in futureproofing the red meat industry for hospitality?

Innovation is critical. Advances in packaging shelf life and cold chain efficiency are transforming how Aussie Beef and Lamb is stored, shipped and utilised, reducing waste, improving consistency and giving hospitality operators greater flexibility without compromising quality. Innovation supports premium positioning, rather than replacing product quality.  

Australian beef exports to the region are seeing average unit values grow nearly twice as fast as the global average, signalling that buyers are paying more for quality, marbling, and consistency. How have chef and buyer expectations evolved over the past few years, and what does this mean for suppliers?

Buyers are far more informed and discerning than they were even a few years ago. With growing affluence among the MENA region households, and continued strong growth forecast to 2030, particularly in Saudi Arabia and the UAE (US $50,0000 + annual household disposable income), they’re paying for reliability, eating quality, and brand trust.

With its world class traceability and eating quality grading systems, premium Australian grainfed beef delivers this trust from farm to fork, every animal is tracked, ensuring top tier food safety and transparency.

Sustainability credentials and provenance are an increasingly part of supplier selection and brand storytelling, not a “nice to have”.

What’s one thing you want hospitality leaders in the UAE to understand about premium beef in 2026 that they might not be thinking about yet?

Premium beef is no longer just a luxury ingredient; it’s a brand and experience differentiator. Those who integrate it into their broader food story, will see the strongest returns. As a brand, Aussie Beef & Lamb logos now have high awareness and strong associations with quality, safety and trust. Australian red meat is widely viewed as the “most superior” among imports by affluent MENA region consumers.

Looking ahead, what should hotel groups and F&B leaders be paying closer attention to when it comes to premium beef sourcing in the next three to five years?

Over the next three to five years, premium beef sourcing will be less about individual cuts and last-minute substitutions, and more about long-term, reliable partnerships that deliver consistency, flexibility, and eating quality across multiple dining formats.

In 2026, some 128m tourists are expected to arrive in the region and spend around US$ 151.3bn. An additional 27m tourists are forecast between 2025-2030 with Saudi Arabia, UAE and Egypt leading the growth. An additional 560 new hotels (and associated dining venues) are forecast to be built over the same period, boosting food and red meat consumption.

Visitors to the UAE are more informed and adventurous diners; they expect high quality and menus designed for international tastes. Aussie Beef and Lamb are a trusted choice across all international cuisines from fine dining, to casual and all-day menus. As expectations around sustainability, transparency, and supply-chain reliability continue to rise, operators will increasingly favour suppliers that can support menu engineering, yield optimisation, and storytelling.

The post WHY HOTELS ARE BETTING ON PREMIUM BEEF AS A BRAND DIFFERENTIATOR IN 2026 appeared first on The Integrator.

Take us back to 2006, what was it like running your cozy little ramen spot in Shibuya during those first few years?

I started with a small shop of just 23 square meters and only 8 seats. It was located in a narrow alley where only about 30 locals passed by each day, and no cars could enter. During the first year, I had only about five customers on most days, and even on good days, it was less than 20. Since I was married, it was especially tough to make a living. I couldn’t afford to waste ingredients, so I would take home any leftover ingredients, which allowed me to get by each day. In Japan, ramen shops typically only serve ramen, and it was common for a customer to eat just one bowl and leave. A bowl of ramen was priced at about half of what it is today, so we had no room to buy ingredients for ourselves. Since there were many times when there were no customers in the shop, I used that time, as well as after closing, to constantly study ingredients and cooking techniques. I always thought about what kind of ramen would be appreciated by customers and made an effort to learn and improve.

What first drew you into the kitchen? Was it passion, curiosity, or pure hunger to create something your own?

When I was 24 years old, I witnessed a chef at a restaurant I visited for the first time receiving thanks from a regular customer who said, “Thank you for always serving delicious food. It was very tasty today as well.” Seeing that made me want to pursue a job where I could inspire and be appreciated by others, just like that chef. I still remember that moment vividly.

From Tokyo to Dubai, how did adapting to the UAE dining scene challenge or change your cooking mindset?

I am constantly thinking about how to create ramen that utilises local ingredients and how to make it unique to me. Additionally, I have always considered what is necessary for the local residents to appreciate my ramen. My philosophy is to continue improving the flavour until it receives positive feedback. If there has been a change within me, it is my perspective on the taste preferences of the people in Dubai. I have reaffirmed that people’s tastes differ significantly from country to country.

If every bowl tells a story, what do you hope the final spoonful leaves your guest thinking?

I hope that customers understand that the flavour of the ramen they enjoy is the result of many years of development. I strive to create flavours that allow them to experience the story of the maker when they eat it.

What’s the one lesson you learnt by sleeping in your shop and tweaking recipes until midnight, what would you tell your younger self?

The year I opened my shop in 2006 was a time when many well-regarded restaurants were opening. My shop received no customers at all, while many others that opened the same year quickly had long lines. I felt incredibly frustrated. However, I believed that if I worked hard, I could surely become the best. As a result of taking the time to improve my ramen, I am where I am today. I believe that hard work never betrays you.

Finally, what I would like to tell my younger self is, “Thank you for always believing in yourself and continuing to work hard.” I am simply filled with gratitude. Moving forward, I will do my utmost to put smiles on my customers’ faces.

The post CRAFTING THE PERFECT BOWL appeared first on The Integrator.

How is FHS going so far for you?

It’s very good, actually. It’s been busy. We had some great meetings, meet some industry peers as usual, catch up.

A lot of us have been in the game for a long time. So, it’s always good to see people from the past and always meeting new ones as well.

This event, you know, we’re all in the hospitality business here. So, the hospitality from the hosts, from the organizers and even our competitors or peers, we call them. It’s very nice. And then the owners. So, it’s a great industry. And it’s about hospitality.

Ayman, you’ve been in the industry for quite a while now. Can you share what shaped your approach towards development in developing such complex markets such as Middle East, Egypt and Pakistan?

It’s interesting when you put it Middle East, Egypt, Pakistan, and there are three completely different. Even in the Middle East, you know, you have UAE, you have Saudi Arabia, you have Lebanon, the Levant. So, every country has its own set of challenges, experiences, culture. Coming from the industry, starting out in operations, traveling, meeting, we start to understand the different cultures and how to work with different people.

So that starts, becoming the base. So now when I’m in negotiations with an owner from Pakistan, I go back on my experience of first working with colleagues from these different regions and start to understand their culture. Somebody once told me that Ayman, you speak Arabic, so you’ll do well in Egypt, because Egypt is a very interesting market for us.

The difference is you have to understand the culture, not just the language. So that’s, I think, it’s just understanding culture and then you could expand to them.

In your view, what is the differentiation, when it comes to understanding between a successful hospitality development project from a mere profitable one?

It always depends. Some projects are being done by the government for a greater good. Some are by owners who want to give back to the community. They want better training for staff from their hometown.

And some are purely for financial profit. Each one has its own incentive and its own. So, you really have to understand what the owner is looking for and make sure that we are aligned together.

From my experience, what’s a successful project hotel is one that meets three, four, five of those criterias. One, give back to the community, offer the guests what they want, staying true to our brand values, you know, and making money because we are a business event.

With KSA and Dubai evolving quickly, how have you personally experienced and observed the talents and expertise migration that are shaping the competitive landscape today?

The change has been, I mean, especially KSA in the recent, the recent changes have been such an advanced pace. It was a bit shocking and even for us disbelief at the beginning, but the level of expertise that is now available, you know, in Saudi Arabia, we’ve never had a franchise. Now we already have two, just because now we believe that this expertise exists in Saudi Arabia and we can be more relaxed and approach this opportunity. So, it’s becoming more of a mature market.

UAE has always, has been mature for a while, but it’s changing and it’s also adapting to the changes around the region and working closer with the Saudi market. So, I don’t think they’re competing with each other while they’re working and they’re finding their different niches and complementing.

can you share your insights on how AI and predictive analytics are influencing a smoother guest experience?

I’m still a paper and pen kind of guy, but UAE cannot negate the role that AI is having on the hospitality industry and the future for us to use it. It’s obviously for analyzing what guests like, how we act, what would they like us to do to present to them? So, it’s a tool that we have to use, but at the end, we are a people business.

It’s about the hospitality that comes from person to person. So, we have to learn and continue to learn how we can use AI to enhance that experience. And as people change, the information is out there now. We just cannot completely depend on AI. We got to keep the people in it as well.

The post Hospitality Is Still a People Business—Even in the Age of AI appeared first on The Integrator.

With your extensive experience in the UAE’s hospitality industry, how has your local expertise shaped your leadership approach at Al Habtoor Grand Resort, Autograph Collection?

Working in the UAE for more than 26 years has taught me that hospitality here is about much more than service—it’s about culture and connection. At Al Habtoor Grand Resort, we live by our concept ‘Beach Meets Culture, blending our prime location on Jumeirah Beach with authentic touches of Emirati heritage. My leadership style reflects that same balance: operational discipline, financial responsibility, and genuine warmth that makes guests feel part of something special.

Al Habtoor Grand Resort has emerged as a sought-after destination for regional travelers, especially from the GCC. What do you believe is attracting this audience to the property today?

For GCC travellers, our resort offers the perfect mix of space, privacy, and connection. Families appreciate our suites, authentic Arabic design touches from elegant mashrabiya details to a warm contemporary Arabian style along with a wide choice of dining options and of course beachfront location. Business and leisure guests value our proximity to Dubai’s key districts. What sets us apart is consistency—guests know they can return to the same warm service and thoughtful details that make the stay truly memorable.

How is the hotel integrating today’s evolving travel trends, such as wellness, workcation, and experience-driven stays, into the guest journey?

Today’s travelers are seeking balance—wellness, productivity, and inspiring experiences. We meet these needs through our spa, fitness facilities, and a variety of outdoor activities, including four outdoor tennis courts, beach volleyball, a range of watersports for Adults, Kids water slides and  splash pad for children. For workcations, we offer high-speed connectivity and dedicated one of its kind  Club Lounge in the 25^th Floor designed for both comfort and productivity.

We further enhance the guest journey with curated dining experiences and cultural activations. This is where our ‘Beach Meets Culture’ identity truly shines—offering a stay that blends Dubai’s vibrant beach lifestyle with rich heritage, delivering an experience “exactly like nothing else”.

What role does digital innovation play in your operations and guest engagement strategy?

Digital innovation is a vital part of how we enhance the guest journey. Mobile check-in, digital concierge services, and tailored communications give guests convenience and personalisation, while analytics guide us in anticipating their needs. Yet hospitality is still about people—technology helps us deliver efficiency, but the human connection is what makes the experience unforgettable.

In such a competitive hospitality landscape, what marketing or sales strategies have proven most effective for you in driving both occupancy and loyalty?

Our strategy is built on clear positioning and disciplined execution. Personalized service, a strong focus on guest satisfaction, competitive promotions, and our ability to cater to a diverse mix of source markets have been key drivers of loyalty. Marriott Bonvoy also plays an important role, connecting us to a global community of travelers who value consistency and recognition. At the same time, we place strong emphasis on regional campaigns, strategic partnerships, and tailored promotions that resonate particularly well with the GCC market. What differentiates us is our ‘Beach Meets Culture’ identity, which allows us to highlight experiences that feel “exactly like nothing else” —whether it’s family-friendly recreation, cultural activations, or diverse dining.

What does success look like for you at Al Habtoor Grand Resort over the next year?

For me, success is about balance—achieving financial goals, creating unforgettable guest experiences, and keeping our team inspired. Over the next year, I want to strengthen our position as the resort where the spirit of place shines through—offering a stay that’s truly one of a kind. When our guests leave with lasting memories, our owners see measurable results, and our associates feel proud of where they work—that’s what true success looks like. True leadership is about empowering people to deliver results together, not alone.

The post BLENDING HERITAGE WITH HIGH-TOUCH HOSPITALITY appeared first on The Integrator.

You’ve spoken about the balance between taste, functionality, and sustainability. What technological advances are helping Kerry achieve sustainable innovation without compromising flavour or performance?

At Kerry, sustainability and taste are inseparable. Our Tastesense portfolio enables up to 50% sugar and salt reduction while preserving flavour integrity. We combine biotechnology, fermentation, and enzymology to extend shelf life and reduce food waste, supporting circular economy goals. Proprietary tools like Kerry NutriGuide model nutritional impact during reformulation, ensuring healthier profiles without trade-offs. These innovations are embedded in our Smart Taste platform, which addresses cost, supply, and regulatory pressures while maintaining indulgent taste. For example, our Cocoa Booster technology allows up to 20% cocoa reduction, mitigating volatility and lowering carbon footprint without compromising sensory experience.

Ingredient volatility — such as fluctuating cocoa and sugar prices — remains a major industry challenge. How is Kerry using R&D and data-led formulation to help manufacturers manage supply and cost risks?

Cocoa prices have surged by over 300% in the past year, and sugar markets remain highly volatile due to global supply constraints and regulatory pressures. Kerry addresses these challenges through a combination of predictive formulation tools like NutriGuide and advanced ingredient technologies.

For cocoa, our Cocoa Booster solutions enable up to 20% cocoa reduction without compromising indulgent taste or compliance. For sugar, our Tastesense technology delivers up to 50% sugar reduction, helping manufacturers manage cost exposure without compromising on taste while meeting consumer demand for healthier profiles.

These strategies not only reduce reliance on volatile raw materials but also improve manufacturing efficiency, delivering cost savings of up to 24% in bakery applications, while ensuring consistent quality, sustainability, and great taste.

Kerry’s approach to innovation often begins in foodservice before scaling to retail. How does this process work in practice, and what tools or insights make it effective?

Foodservice is our innovation incubator. Concepts validated in quick-service and casual dining channels, where trends emerge fastest, are adapted for retail using Taste Charts, Trendspotter AI, and Kerry Kalaido®, our generative AI concepting tool. These tools accelerate ideation-to-launch by combining consumer insights, sensory science, and chef-led prototyping. At Gulfood, we showcased Gold Brew Qahwa and Nashville Chicken Chips, examples of foodservice-inspired ideas scaled for retail through Kerry’s integrated RD&A network and global manufacturing footprint.

With the rise of GLP-1 health trends and growing demand for high-protein, functional products, how is Kerry adapting its strategy to meet new consumer nutrition needs?

GLP-1 adoption is reshaping consumer priorities toward satiety, digestive health, and metabolic support. Kerry’s Proactive Health platform delivers science-backed solutions like BC30 probiotics for protein absorption, Eupoly-3 omega-3s for heart health, and Tastesense masking solutions to improve flavour in high-protein, reduced-sugar formulations. Our proprietary research identifies five GLP-1 consumer personas, guiding innovation in formats such as protein bars, functional beverages, and meal replacements. At Gulfood, concepts like the Hot Honey Power Bar demonstrated how indulgence and functionality can coexist.

Kerry recently partnered with KidZania on the Kids Flavour Detective Workshop. How do initiatives like this help your teams understand emerging taste preferences and design products for future generations?

The Kids Flavour Detective Workshop gave us direct access to Gen Alpha’s flavour preferences through hands-on co-creation. Gen Alpha has more active taste buds and higher sensitivity to sweet, bitter, umami and spicy compounds. Insights from this activation helped us develop new cheese powder concepts, Savoury Parmesan and Creamy Gouda, featured at Gulfood. These initiatives ensure our innovation pipeline reflects the evolving tastes of younger consumers, enabling brands to future-proof their portfolios with flavours that resonate across generations.

Collaboration with research institutions such as KAUST and KHNI highlights Kerry’s investment in science-driven innovation. How do these partnerships translate bioscience and smart-health research into everyday food solutions?

Our partnerships with KAUST and the Kerry Health & Nutrition Institute (KHNI) accelerate breakthroughs in microbiome science, cellular biology, and functional ingredient development. These collaborations underpin innovations like personalised AI nutrition platforms, clean-label reformulation, and functional ingredients for better health. By embedding cutting-edge science into everyday application, from sugar reduction systems to hydration solutions, we deliver solutions that meet consumer health needs without compromising taste.

Looking ahead, what does the future of food manufacturing look like to you — and how will Kerry continue to lead the transformation of the region’s food ecosystem?

The future is digital, sustainable, and personalised. Expect AI-driven predictive analytics, carbon reduction strategies, and bioscience-led nutrition to dominate. Kerry will continue to lead by combining taste leadership, sustainability, and science-backed innovation, shaping a resilient food ecosystem for MENAT and beyond. Our ambition is clear: to reach two billion people with sustainable nutrition solutions by 2030, while enabling customers to deliver products that are better for people, society, and the planet.

The post Designing the Next Generation of Functional, Future-Ready Foods appeared first on The Integrator.

1. From its Breville heritage to the Sage identity today, how has the brand’s philosophy evolved, especially when catering to professional kitchens, homes and hotels alike?
2. Our heritage lies in Breville’s engineering-led approach to creating appliances defined by precision and performance. When the Group expanded globally, it introduced the Sage® brand in markets such as the UK, Europe and the Middle East, since the Breville name was already owned by a third party in these regions. This gave us a company-owned identity that delivers the same global innovation while resonating with local consumers.

Coffee has always been at the center of that journey. What began as engineering for performance has evolved into what is now known as third-wave coffee at home, where origin, flavor integrity and ritual matter as much as caffeine. Guided by our “Food Thinking” ethos, we work with baristas, chefs and consumers to translate challenges into “Simple Moments of Brilliance.”

Today this means “Mastery in a Box”: intuitive appliances that empower people to achieve café-quality results at home and “Master Every Moment” with family and friends.

• As Managing Director, how do you identify emerging trends in hospitality and dining that could inspire the next generation of Sage products?
• The most important thing is to spend time in our customers’ kitchens, listening, observing and learning. Trends do not appear overnight; they grow from cultural and lifestyle shifts. In coffee, the growing focus on wellness has meant cleaner flavors, less sugar and a stronger emphasis on origin and brewing style. At the same time, entertaining at home has become more experiential, with the kitchen increasingly acting as the stage.

We also look closely at the café world, since what happens behind the bar often sets the tone for what people later want at home. Guided by our “Food Thinking” ethos, we translate those insights into innovations we describe as “Mastery in a Box.” By the time cold brew or plant-based milk became mainstream at home, Sage had already anticipated the shift, giving consumers the ability to create café-quality experiences with confidence in their own kitchens.

• Sage just rolled deep into the UAE market with the Luxe Precision Brewer and Oracle Jet with cold functions—so tell us, what’s the vibe behind bringing such café-level tech into hospitality ecosystems here?
• The UAE is one of the most dynamic coffee landscapes in the world, where tradition and innovation exist side by side. Consumers here are highly discerning, well-traveled and passionate about food and drink, and their expectations at home are shaped by the quality they encounter in specialty cafés. Introducing products like the Luxe Precision Brewer and the Oracle Jet with cold functions is about making that same level of craftsmanship accessible in domestic kitchens.

Ultimately, it is about elevating the domestic ritual. A guest visiting your home in Dubai might expect their morning coffee to be just as refined as the one they would order in a café. By bringing this level of technology into the home, Sage helps people transform everyday routines into memorable experiences, whether it is a family breakfast or an evening with friends.

• Cold beverages have become central to menus in the Middle East’s climate. How do Sage’s latest innovations answer this growing hospitality trend?
• In the Middle East, cold coffee is not just a seasonal refreshment but a year-round staple. What began as a niche has quickly become a central part of home coffee culture. Consumers now expect more than a simple iced coffee; they want cold brews, iced lattes and flash-brewed pour-overs with the same flavor integrity and depth as hot coffee.

Our latest machines, particularly the Oracle Jet, were designed with this in mind. They do more than brew coffee that is later chilled; they deliver extractions tailored to cold beverages, ensuring that flavor remains vibrant and authentic. For home entertainers, this versatility is transformative. One machine can produce a perfect morning espresso, a refreshing iced latte in the afternoon and a clean, balanced cold brew for dinner guests. This flexibility allows people to explore their creativity, expand their repertoire and surprise their guests while keeping the process simple and consistent.

• Coffee in the Middle East isn’t just about caffeine—it’s about flavor notes, from earthy to savory. How do Sage machines ensure these subtler profiles are preserved?
• Coffee in this region is cultural, artisanal, and steeped in tradition. It’s less about the caffeine hit and more about the flavor journey. Preserving those nuances is at the heart of our engineering.  Sage machines employ technologies like PID temperature control, low-pressure pre-infusion, and adjustable flow rates to ensure precise and repeatable extractions. These details may sound technical, but they translate into something very tangible at home: the floral notes in an Ethiopian roast or the earthy richness of Yemeni beans can shine through rather than being lost.

We also focus heavily on grind precision and milk texturing. Many of the subtler flavor profiles are diminished when paired with poorly textured milk or an inconsistent grind. By controlling these variables, our machines protect the integrity of the bean and the craft of the roaster. For home users, that means confidence—whether they’re making a quick morning coffee or hosting a tasting evening, every cup lives up to its promise.

• What role do you see Sage playing in shaping coffee tasting menus—where coffee is paired with specific courses, desserts, or even savory dishes in fine dining?
• This is one of the most exciting trends we are seeing: coffee moving beyond the end of the meal and becoming part of the broader hospitality experience at home. More and more people want to explore coffee in new ways, treating it as something to be discovered, shared and celebrated.

Sage’s role is to make this exploration accessible. Our machines allow users to fine-tune every variable, from grind size to temperature to extraction time, so they can highlight flavor notes and create moments that feel truly personal. For some, this might mean experimenting with pairings, while for others it is simply about elevating the daily ritual.

For us, success is when coffee becomes more than a beverage. It becomes a tool for creativity, connection and shared experience in the home.

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