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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Exclusive interview with Jai Sharma, Founder, Envelop Designs Arabia 

Envelop has worked with major hospitality names including Taj Hotels, Rambagh Palace, Fairmont Udaipur, Ananta Hotels & Resorts and Emaar. What does a hotel or hospitality brand typically come to you wanting, and how does that differ from what a private client wants?

The starting point is actually the same, we begin with the story. Before we think about the space or the visual language, we want to understand who we’re designing for, their personalities, their values, what makes them different from everyone else in the room.

With a private client, that story is personal, a couple’s journey, their relationship, their families. With a hospitality brand, the story belongs to the property itself, its history, its guests, what it wants to be remembered for. The questions we ask change, but the process doesn’t. We’re still uncovering the emotional core before a single design decision gets made.

Hospitality brands are increasingly investing in “experience” as a differentiator rather than just service or amenities. From where you sit, is that a genuine shift in the industry or more of a marketing trend?

I’d call it a genuine shift, and it mirrors what we’ve seen happen with weddings over the last decade. The biggest change has been from display to meaning. Earlier, everything was about grandeur, now it’s increasingly about intention. Guests want experiences that reflect a place’s personality and values, not just its amenities.

The common thread across hospitality, weddings and brand experiences is emotional storytelling. People remember how something made them feel far longer than they remember what it looked like. We call it the memory economy, and hotels are starting to design for it the same way we’ve always designed celebrations, around recall, not just service.

You’ve now partnered with Rayqube to launch Envelop Designs Arabia in the UAE. What made Rayqube the right partner, and what does the division of expertise look like between design and technology in that partnership?

Rayqube brings nearly a decade of expertise in events, exhibition build-outs and technology-driven experiences, and that’s exactly the layer we needed to build properly in this market. Our strength has always been narrative, understanding a story and translating it into a spatial and experiential journey. Rayqube’s strength is production and technology, the infrastructure that makes ambitious ideas actually executable at scale.

Bringing that philosophy into the UAE through Envelop Designs Arabia let us build for a market that’s hungry for experiences with real cultural depth, and Rayqube is the right partner to help us do that. Design and technology under one roof means we’re not compromising on either side.

Hospitality operators think in terms of repeat guests and brand loyalty, not just single events. How do you design an experience that serves that longer-term relationship rather than just the moment itself?

A single celebration has one goal, to be remembered by the people in the room that night. A hospitality brand needs something that keeps working long after the guests have left, that makes them want to come back, or tell someone else about it.

What we’ve found is that the two aren’t actually in conflict. If an experience is built around genuine narrative rather than spectacle, it tends to create exactly the kind of memory that brings people back. We’re not designing for one night when we work with a hotel group, we’re designing for how that property wants to be felt every time someone walks through it.

The UAE hospitality and events market is famously competitive at the luxury end. What gap did you see here that made you confident there was still room for a studio built around narrative rather than décor?

We didn’t come to the UAE because it was the obvious next step. We came because I believe this region understands what it means to design a moment rather than just produce an event. There’s a real appetite here for depth, for culture, for experiences that are felt rather than simply seen.

Much of the region’s industry has been built around production and décor, and it’s genuinely excellent at that. What we saw was a different question waiting to be asked, not what a space should look like, but how it should make guests feel, treating every project as a complete sensory experience and reading psychology, pacing and emotion as real materials of design, alongside light, sound and space.

You’ve said Envelop deliberately limits itself to seven or eight social projects a year. Does that same discipline apply to hospitality partnerships, or does a longer-term brand relationship with a hotel group work differently from a single wedding or celebration?

The discipline is the same, even if the shape of the relationship is different. A hospitality partnership isn’t one project, it’s an ongoing one, so the depth we’d normally put into a single celebration gets spread across a longer relationship instead. That actually suits us. We’re not interested in taking on every hotel group that approaches us, we’re interested in the ones where there’s real alignment on what an experience should be.

The seven or eight number applies specifically to social projects, but the underlying principle, depth over volume, is what governs every relationship we take on, hospitality included.

With Envelop Designs Arabia, you’ve mentioned engaging in early conversations around Dubai’s real estate sector alongside hospitality and brand work. How closely connected are real estate and hospitality experience design from where you sit, and do they draw on the same process?

They’re closer than people assume. A real estate launch and a hospitality brand are both, in a sense, asking people to imagine a feeling before they’ve fully experienced the place, whether that’s living somewhere or staying somewhere. Both are memory economy exercises.

We’re already engaged in conversations for potential pitches with the city’s rapidly evolving real estate sector, and the process we’d bring to that is identical to what we bring to hospitality, understand the story, understand what feeling needs to be associated with the brand, then build the experience backward from there.

Technology is becoming a bigger part of how hospitality brands design guest experiences, from immersive installations to digital touchpoints. How do you decide when technology adds to a narrative versus when it distracts from it?

Technology can accelerate research, visualisation and execution, and we use it for exactly that. But it can not sit with a guest and understand what a particular moment means to them. That part of the work, empathy, intuition, storytelling, will always be human.

The test for us is simple, does the technology serve the story, or is it there because it looks impressive. If it’s the latter, we leave it out, no matter how capable it is. Technology should disappear into the experience, not announce itself.

Looking at Envelop’s growth trajectory, from Jaipur to Abu Dhabi to a full-time UAE presence, what does success in this market look like for you three to five years from now, beyond revenue targets?

The numbers matter, and we’ve set clear targets as part of that growth. But if I look at it purely through revenue, I’d be missing the point of why we came here in the first place.

Success for me looks like the UAE becoming a place where we get to attempt ideas we simply couldn’t have executed before, projects that need this scale, this appetite for depth, this cultural richness. If in three to five years people in this market associate Envelop with experiences that are felt rather than seen, that’s the real marker, the revenue will follow that, not the other way around.

As Indonesia marks its Independence Day, Bobi Bowl reflects on how food, culture and hospitality help carry Indonesian identity beyond its borders.

From celebrating familiar flavours in Dubai to introducing Indonesian cuisine to new audiences, the restaurant shares what independence, authenticity and “Made in Indonesia” mean in modern hospitality.

How do Indonesians celebrate Independence Day, and how is Bobi Bowl marking the occasion?

Independence Day for us is a celebration of being Indonesian. Food is one of the easiest ways to bring that feeling with you, wherever you are.

At Bobi Bowl, we do not create a special Independence Day menu because we celebrate Indonesian food every day. Every dish we serve is already a celebration of Indonesia, from our rendang and empal gepuk to nasi goreng, satay and soto. These are dishes that carry memories, culture and a sense of home.

On Independence Day, we simply wanted to share that celebration with everyone. So instead of creating a special menu, we are giving our guests Klepon Merah Putih as a small gesture of sharing, which is such an important part of Indonesian culture.

What does independence mean for Indonesia’s hospitality industry, and how has the sector evolved globally?

I think independence in Indonesia’s hospitality industry is about having the confidence to say: this is who we are, this is what we eat, this is what we celebrate, this is our culture, and we proudly share it with the world.

Indonesia is no longer just a place people travel to for hospitality experiences. Indonesian identity itself is becoming something that can be exported.

Indonesian cuisine, design, wellness, craftsmanship and service culture are increasingly travelling beyond the country’s borders. Restaurants, chefs, hotels and lifestyle brands are introducing Indonesian experiences to international audiences.

How are Indonesian hospitality brands gaining international recognition?

International recognition does not mean making Indonesian hospitality look international. It means making Indonesian hospitality understandable internationally. One of the simplest signs that we are gaining international recognition is when people who are not Indonesian actively choose Indonesian food and hospitality.

For us at Bobi Bowl, we see that every day in Dubai. Our customers are not only Indonesians looking for a taste of home. We have people from different nationalities who come in, discover Indonesian food, come back with their friends, recommend dishes to others and gradually become familiar with flavours they may never have experienced before.

Why is Indonesian identity important in modern and luxury hospitality?

I think we sometimes define luxury too much by price. Luxury hospitality does not mean that it has to be expensive or inside a five-star hotel. For me, luxury is also about rarity, authenticity and emotional value.

Something that is ordinary in Indonesia can become a luxury when you experience it abroad. For Indonesians living overseas, having food that genuinely tastes like home can feel like a luxury. At the same time, for someone who has never experienced Indonesian food, that same dish can be their first introduction to our culture.

How are local talent, suppliers and operators helping bring Indonesian hospitality to new markets?

We do not expect people to already understand Indonesian food. Part of our role is to make it approachable while still keeping the Indonesian character of the food.

Local talent and operators are important because they are the ones who actually bring Indonesian hospitality to life. Indonesian hospitality is not just about the food itself. It is about the people who understand the food, the culture and the way we want people to experience it.

At Bobi Bowl, for example, Chef Bobby brings his knowledge of Indonesian cooking, but operating in Dubai means we also have to work with what is available here. We source locally where we can, find ways to get the ingredients we need and sometimes adapt without compromising the character of the dish.

What does “Made in Indonesia” mean in modern hospitality?

“Made in Indonesia” does not necessarily mean physically produced in Indonesia. Sometimes it means carrying something Indonesian with you and sharing it wherever you are.

We are Indonesian. We live and work abroad. We bring a little bit of Indonesia with us, and we share it.

Culture naturally evolves when it travels. We can modernise a dish, present it differently or introduce it to a new audience while keeping its Indonesian character. That is what we are doing at Bobi Bowl.

You first arrived in Abu Dhabi in 1987, expecting what you described as a short chapter in your career, yet nearly four decades later, The Club remains an integral part of your journey. What has made this place so special that it continues to feel like home?

I took up an appointment in December 1987 to join The Club in the capacity of Sous Chef and moved on to the reins of Executive Chef in August 1990. I have received the full support of the Committee, Management, Staff and Members to achieve what it is today. The path was never easy, but with the thought “The Club is the second home to its Members,” always at the back of my mind, my team and I are challenged to deliver consistency at all times. I drive myself to take full responsibility for any food on a plate produced at The Club. Sourcing the highest quality ingredients that our Members can enjoy at the most competitive price is predominantly a reason for our success.  The regular changes of outlet menus and special dishes or nights offered in various outlets and areas within the property make it a unique experience for the diners. The appreciation from our membership is seen by their decisions to avail themselves of these events. This success has seen our staff retention levels, in comparison to industry competitors, be the lowest. 

Having witnessed Abu Dhabi’s remarkable transformation over nearly four decades, how have you seen The Club evolve while preserving the sense of community and belonging that has defined it for generations?

I have always felt that The Club forms a major part of the expatriate community due to the offerings in place. Hosting various events with local dishes for the wide repertoire of membership has driven us to always focus on “under promising and over delivering”.

Today’s diners seek more than exceptional food, they value authenticity, storytelling and memorable experiences. How has your culinary approach evolved to meet these changing expectations while remaining true to The Club’s heritage? And, you’ve witnessed Abu Dhabi transform from a quiet coastal city into a global destination. If food could tell the story of that journey, what would it say?

As much as I have seen Abu Dhabi grow in the past decades, I say the same of The Club, too. We are proud to think that we are a heritage site offering modern food of the highest standard within the industry in the region. The varying nationalities of membership have grown considerably and helped us to be more of a globally recognised organisation. Staples that have been Fish and Chips have now moved over to Chicken Tikka Masala, Thai Green Curry or a Beef Nashif.

The Port, hosting storage facilities, has been cleared and transformed into an International Cruise Terminal, while the rear end of The Club has facilitated the new 4- to 5-lane main highway.

Having mentored generations of chefs and helped establish the Emirates Culinary Guild, what responsibility do experienced culinary leaders have in nurturing the next generation of talent, and what qualities do you believe young chefs should cultivate to succeed in today’s industry?

I have earned my present position of Vice President in The Emirates Culinary Guild, as I was always interested in innovation and modernisation of dishes. I competed amongst some of the best and helped gain recognition for The Club within the fraternity of hospitality establishments in the UAE. Being there to offer assistance to colleagues when they collected many accolades for individuals and for the club is an achievement itself. We believe in nurturing the youth by way of offering regular on the job trainings where we can then look to maintain the standards while sustaining the level of enthusiasm for business growth.

Rapid Fire questions:

What does success mean to you today?

Success to me today is that we meet all expectations and deliver to the highest standards consistently.

A signature dish everyone should try at The Club?

My signature dish is none, as I expect the diners to be adventurous and place all trust in the hands of the chef’s creations and interpretation of a dish, and try all we have to offer.

A young chef every aspiring professional should learn from?

The industry I came into almost 4 decades ago has evolved; thus, we cannot expect the staff to work the long hours we worked, give up weekends or parties for work. However, the need to offer 8 honest and productive hours to the establishment should be the vision. The work and lifestyle balance is very important for the youth of tomorrow. They need to be aware that good mental health is vital for success in achieving a happy family. I would also like to see a future that brings a positive attitude as being most important. Whatever you do is never going to be enjoyed if you are not in that frame of mind. Training can be provided, but a positive attitude has to be instilled from the initial education.

After spending almost two decades in banking, what inspired you to make the leap into hospitality?

I’ve always believed that entrepreneurship was where I ultimately wanted to be. Banking gave me an incredible foundation—it taught me discipline, financial acumen and, most importantly, how relationships are built on trust. But throughout those years, I found myself increasingly drawn to hospitality because it’s one of the few industries where you have the opportunity to create memorable experiences every single day.

After nearly two decades in banking, I felt it was time to challenge myself and build something of my own. I wanted to create a brand that reflected my personality and values—where people could connect, celebrate milestones, build relationships and feel genuinely welcomed. Bondz is the result of that vision. It’s more than a hospitality business; it’s about creating spaces where meaningful conversations and lasting connections happen naturally.

Entrepreneurship often comes with uncertainty. Looking back, what has been your biggest learning curve since making the transition?

The biggest lesson has been understanding that no amount of planning can prepare you for every challenge. When you’re building a business from scratch, you’re constantly making decisions with incomplete information, taking calculated risks and adapting to situations you never anticipated.

I’ve learned that resilience is one of an entrepreneur’s greatest strengths. There will always be setbacks, but each challenge teaches you something valuable—whether it’s about your business, your team or yourself. Hospitality, in particular, is an industry that evolves every day, so staying flexible, listening to your customers and continuously improving are essential. Every obstacle has helped shape Bondz into what it is today.

Bondz is a distinctive name. What does it represent beyond simply bringing people together?

The name Bondz carries multiple meanings, and that’s exactly what we wanted. At its heart, it’s about the bonds people create over food, drinks and shared experiences. Some of the most meaningful conversations, partnerships and friendships begin around a table.

At the same time, because we’re located in DIFC—one of the world’s leading financial districts—we liked the subtle connection to the financial term “bonds.” It reflects our roots while also reinforcing our vision of creating a place where business and social life intersect naturally.

Ultimately, Bondz represents connection in every sense of the word. Whether you’re meeting a client, reconnecting with friends or celebrating a milestone, we want every visit to leave you with a memorable bond.

DIFC attracts professionals from across industries. How has that influenced the concept?

DIFC is one of the most dynamic business communities in the region, bringing together professionals, entrepreneurs and global executives from every corner of the world. That diversity played a significant role in shaping Bondz.

We wanted to create a space that adapts to different needs throughout the day. During business hours, it’s a sophisticated setting for meetings, networking, coffee catch-ups and executive lunches. As the day transitions into evening, the atmosphere evolves into an elegant lounge where guests can unwind over handcrafted cocktails, curated entertainment and exceptional dining.

Our menu, design and service philosophy have all been created with an international audience in mind, ensuring guests from different cultures and industries feel equally at home.

You often speak about creating experiences rather than simply serving food. What does memorable hospitality look like to you?

Great food and exceptional drinks are important, but they’re only one part of the experience. What guests remember long after they’ve left is how they were made to feel.

For me, memorable hospitality is built on genuine service. It’s about anticipating a guest’s needs, paying attention to the smallest details and creating an atmosphere where people feel comfortable, valued and recognised.

Guests may not always remember every dish they ordered, but they’ll always remember how your team treated them. That’s why we’ve invested heavily in building a culture where service is warm, attentive and authentic. It’s this emotional connection that transforms first-time visitors into regular guests.

How closely did you work with Executive Chef Brando Del Mundo in shaping the menu?

It was a highly collaborative process. I had a clear vision of the kind of dining experience I wanted Bondz to offer—globally inspired cuisine that complements both business lunches and relaxed evening dining.

Chef Brando brought that vision to life with his creativity, technical expertise and deep understanding of international flavours. Together, we focused on creating a menu that’s approachable yet refined, offering dishes that are memorable without being overly complicated. The result is a menu that reflects Bondz’s personality—contemporary, versatile and designed to bring people together.

From co-working and networking during the day to cocktails and conversations in the evening, Bondz embraces two very different personalities. How do you ensure each experience feels authentic without compromising the other?

That balance was intentional from day one. We never wanted Bondz to feel like two separate concepts operating under one roof. Instead, we designed it as a venue that naturally evolves with the rhythm of the day.

Our recently introduced Executive Work Hours reflect this philosophy perfectly. During the day, Bondz offers professionals a refined alternative to noisy cafés or hotel lobbies, providing a comfortable setting for meetings, focused work and networking over quality food and coffee. As the evening unfolds, the space seamlessly transforms into an intimate speakeasy-inspired lounge with curated music, handcrafted cocktails and vibrant social energy.

We’re fortunate to have Nitesh Manghnani of Knite Events, who brings more than two decades of experience in curating nightlife experiences, alongside an experienced hospitality team that understands how to manage this transition effortlessly. Most importantly, we continuously listen to our guests. Their feedback plays a vital role in shaping our offerings, ensuring Bondz remains relevant, welcoming and authentic throughout every hour of the day.

DLSM Studio recently completed NAC Kuwait, the sixth NAC venue you’ve delivered across the Middle East. As a brand expands across multiple markets, how do you maintain consistency while ensuring each location feels authentic to its destination?

Design is an opportunity to be curious and creative, to tell a unique story by creating an emotional and physical environment whether you are working on a standalone concept or a brand expansion.

Defining the design DNA is a vital component of designing for multi-site brands, curating a connective thread that unites each site without becoming repetitive, supporting long-term growth whilst still retaining a core identity.

As design guardians for NAC, we’ve developed a deep understanding of the brand’s defining character: its relaxed European elegance, social energy and sense of familiarity. This foundation informs every project whilst each new location interprets the brand through the lens of its surroundings.

For NAC Kuwait, our design draws inspiration from the energy of the Hessah District and its waterfront setting. Through expansive glazing, open terraces, natural materials and a muted palette, we created a seamless connection between the interior and the coastal landscape, delivering an experience that feels both locally relevant and unmistakably NAC.

Before entering design, you spent years understanding audiences and consumer behaviour. Do you think that perspective gives you an advantage when creating spaces that need to emotionally connect with guests?

Absolutely. Design has always been about people first.

Understanding consumer behaviour taught me to look beyond the aesthetics and ask why people make decisions, what influences them emotionally and what creates lasting memories. That strategic thinking still underpins every project we undertake. Before we even start our design process we’re asking questions about the guests, their journey, the brand values and the emotional response we want people to leave with.

Beautiful spaces are important, but beautiful spaces with purpose are what create commercial success. When you truly understand your audience, you’re able to design experiences that feel intuitive, meaningful and memorable.

Your recent work on The Trafalgar St. James and Radisson RED Twickenham demonstrates two very different approaches to hospitality design. How do you decide which stories are worth telling within a space?

Every project begins with curiosity.

We spend time understanding what’s behind our clients’ ambitions and brands, their commercial objectives, KPI’s, the people, personality, and intended audience, before we begin designing.

Combining this knowledge with our anthropologic research – studying the historical, architectural and cultural landscape of the site – helps us to build and ultimately reveal the narrative.

As with The Trafalgar St. James, it was rooted in the building’s heritage intertwined with a contemporary sense of luxury to create a stylish destination. Other times, it’s about creating a sense of community by capturing the energetic personality of the Alliance Twickenham Stadium combined with the bold brand of Radisson RED.

The story you choose to tell should always feel authentic to the operator and guest. Once you’ve found that truth, every design decision becomes much clearer because it all supports the same narrative.

DLSM Studio has worked across a diverse portfolio that includes luxury hotels, destination restaurants, branded residences and mixed-use developments. Have you noticed a shift in what clients are asking for compared to five years ago, and what does that tell us about where hospitality is heading?

Without question. Five years ago, conversations often centred around creating visually impressive destinations that felt rooted to the locality of the property. Today, clients are thinking much more holistically.

They’re asking how design can speak on both an emotional and physical level. Considering a more sensory and personalised experience that resonates with guests on a deeper level.

We are designing in stronger brand identifiers and looking at a greater focus on niche pillars – such as health and wellbeing. These elements are truly integrated into the property, not just positioned in the Spa or Gym, but across the food and beverage menus, in room amenities and guest touch points.

Hospitality is becoming increasingly layered. It’s no longer just about what a space looks like, it’s about how it performs and how it connects with people. That’s exactly where we believe the industry is heading, and it’s very much aligned with the way we’ve always approached design.

• The brand has built a reputation for creating spaces rooted in narrative. Why do you think storytelling has become such a powerful differentiator in a competitive evolving market?

Sharing stories builds deeper connections.

Storytelling is the ancient method of unifying people. It helps to create personality and purpose and intrigue. When guests become curious to explore and discover the story of a property it builds a deeper, positive emotional connection.

For us, storytelling isn’t about adding decorative references or themed moments. It’s about creating a coherent experience where every detail, from branding, interiors, operational delivery and guest journey, enhances and speaks to the same idea. When every touchpoint works together, the experience feels effortless, authentic and ultimately much more memorable.

Many designers focus on what a space looks like. You often speak about how a space feels. Why do you think emotion has become such an important design metric?

Because people don’t remember every material specification, they remember how a place made them feel.

Hospitality is an emotional industry. Whether someone is celebrating, travelling, relaxing or connecting with others, the environment plays an enormous role in shaping that experience. As designers, we’re creating spaces that appeal to the senses, support wellbeing and encourage genuine human connection.

When emotion becomes part of the design process, the outcome is far richer than aesthetics alone. Studies show that positive emotions toward a brand have a greater influence on loyalty than trust and other judgments, with emotionally connected guests having a 306% higher lifetime value towards the brand.

It’s those emotional moments that create loyalty, advocacy and lasting memories, which are ultimately the true measure of successful hospitality design.

What lessons from working with global luxury hospitality brands do you believe can be applied to residential living today?

The boundaries between hospitality and residential design are becoming increasingly blurred.

People want their homes to offer the same sense of luxury, comfort and considered experience they enjoy when staying in a great hotel. It is the considered nature of a hospitality experience that people are bringing into their houses that enhance the way they move and live at home.

Thoughtful planning, intuitive functionality, wellbeing, craftsmanship and a strong sense of place all contribute to a richer everyday experience. Great design should improve people’s lives, support their routines and create moments of joy.

As we say in our studio, it’s about designing beyond the aesthetic and creating environments that people genuinely love spending time in.

Every great restaurant begins with an idea. What sparked the vision for LOOP, and what gap did you feel existed in Dubai’s dining scene?

LOOP was born from a simple question: What makes people come back to a restaurant again and again? We realised it isn’t just a beautiful space or a trending dish. It’s how a place becomes part of your everyday life.

That’s exactly what we wanted to create—a restaurant people return to whether it’s for a morning coffee, a leisurely Turkish breakfast, a business lunch, dinner with friends or a late-night meal. The name “LOOP” reflects that idea of coming full circle, of becoming part of someone’s routine.

Dubai has countless restaurants designed for special occasions. We wanted to build one designed for everyday moments, where exceptional food, genuine hospitality and a welcoming atmosphere make every visit feel worth repeating.

Business Bay is evolving into one of Dubai’s busiest lifestyle destinations. What made it the perfect home for LOOP?

Business Bay has evolved into far more than a business district. It’s become one of Dubai’s most vibrant neighbourhoods, where professionals, residents and visitors all cross paths throughout the day.

That made it the perfect location for an all-day dining concept like LOOP. From early breakfasts and coffee meetings to relaxed lunches, family dinners and late-night gatherings, the area naturally lends itself to every dining occasion.

Being located along the Dubai Canal also allows guests to step away from the pace of the city and enjoy a meal in a setting that feels calm, social and inviting. We wanted LOOP to become the neighbourhood restaurant people think of first, regardless of the hour.

Operating around the clock is an ambitious undertaking. What inspired the decision to create a true 24-hour dining destination?

Food doesn’t follow office hours, and neither do people.

Some guests start their day before sunrise with coffee and breakfast, while others are looking for a quality dinner or comforting meal long after most kitchens have closed. We wanted to remove the idea that there is a “right time” to visit a restaurant.

Operating 24 hours allows us to serve fresh, thoughtfully prepared food whenever our guests choose to dine. Whether it’s an early breakfast spread, a Mediterranean lunch, a family dinner or a late-night bite after work, the same attention to quality and hospitality remains at the centre of every service.

Mediterranean cuisine has become increasingly popular in the UAE. How does LOOP bring its own interpretation to this culinary tradition?

Mediterranean cuisine is all about simplicity, generosity and letting great ingredients speak for themselves, and that’s the philosophy we’ve embraced at LOOP.

Our menu is inspired by the Mediterranean with a distinctive Turkish influence, bringing together vibrant seasonal produce, premium grilled meats, fresh seafood and colourful sharing plates that encourage people to gather around the table.

Rather than reinventing traditional recipes, we focus on refining them through quality ingredients, careful technique and contemporary presentation. Guests can enjoy everything from authentic Turkish breakfast spreads to beautifully grilled kebabs, fresh mezze and signature Mediterranean dishes designed for sharing.

While shisha naturally complements the relaxed atmosphere, it has never defined who we are. Food is the heart of LOOP. Every dish is created to encourage conversation, long meals and the joy of sharing great flavours with family and friends.

Personalisation has become a defining trend in hospitality. How do you ensure returning guests feel recognized without making the experience feel scripted?

For us, personalisation begins with paying attention.

It’s about remembering a guest’s favourite table, knowing how they like their coffee, recommending a new dish based on what they’ve enjoyed before or simply greeting them by name.

We’re also developing the LOOP app to make reservations more seamless and help us better understand our guests’ preferences over time. Technology gives us useful insights, but it’s our team that brings those insights to life through genuine hospitality.

The goal is never to create a scripted experience. It’s to make every returning guest feel naturally welcomed, as though they’re visiting a place that already knows them.

Guests today expect more than great food. How are expectations changing around experience, technology and service?

Guests still come for exceptional food, but what they remember is how a restaurant made them feel.

Today’s diners expect a complete experience: beautifully prepared dishes, attentive service, a comfortable atmosphere and effortless convenience. Every detail matters, from the music and lighting to the pace of service and the way food arrives at the table.

Technology helps us enhance that experience by making reservations easier, streamlining operations and allowing our team to spend more time engaging with guests instead of focusing on processes.

At the end of the day, hospitality remains deeply human. Great food brings people through the door, but genuine service and memorable experiences are what inspire them to come back.

Exclusive interview with Andrea Orrú, General Manager, Al Baleed Resort Salalah by Anantara

1. Your journey has taken you from Sardinia to some of the world’s most celebrated luxury destinations. Looking back, what first inspired you to pursue hospitality, and what continues to excite you about the industry today?

What first drew me to hospitality was the human side of it. It is an industry built around people, stories and experiences, and no two days are ever quite the same. Since beginning my career in 1999, I have had the privilege of working in many different parts of the world, and that has given me a real sense of being a citizen of the world. Every destination, culture and team has shaped me in some way. What still excites me is seeing an idea come to life and witnessing the effect it has on a guest or a colleague. It could be a new experience, a thoughtful detail in the guest journey or an opportunity for someone in the team to grow.

Having worked across Europe, Asia, the Middle East and the Maldives, what has each region taught you about the true meaning of luxury hospitality?

Every region has shaped my understanding of luxury in a different way. Europe taught me to appreciate heritage, craftsmanship and the discipline behind consistently high standards. Asia showed me the beauty of intuitive service, where the smallest details are often noticed without the guest needing to ask. The Maldives reinforced the importance of privacy, personalisation and caring for a fragile natural environment. The Middle East has taught me a great deal about generosity, warmth and creating experiences that speak to couples, families and multigenerational travellers alike. Australia also holds a very special place in my heart. It was an important chapter both professionally and personally, as it is where I met my wife, Jana. Today, we have two beautiful children together, so my time there will always remain especially meaningful to me. What I have learnt across all of these destinations is that luxury is not necessarily about having more. It is about making every element feel considered. Guests remember how smoothly everything flowed, how well the team understood them and whether they felt a genuine connection to the place. The setting is important, of course, but the people bring it to life. That is where true luxury is found.

Al Baleed Resort Salalah by Anantara has consistently strengthened its position as one of Oman’s leading luxury destinations. What has been the biggest contributor to that success?

Without question, it is our people. A beautiful resort gives you a strong foundation, but it is the team who create the experience guests remember. Our success has come from having a clear direction and a team that understands what we are trying to achieve together. We have continued to strengthen the resort around what makes both Anantara and Salalah special: a strong sense of place, meaningful wellness, memorable dining and a genuine commitment to sustainability. You can see this in many areas, from the personalised service offered by our villa hosts to our locally inspired wellness experiences and the annual culinary festival, which brings international chefs from Michelin-starred backgrounds alongside Omani talent.

Luxury hotels often tell their own stories. Al Baleed Resort seems to tell Salalah’s story instead. Was that always the vision?

Yes, absolutely. Anantara is at its best when the hotel becomes a gateway to the destination rather than a world separated from it. Al Baleed sits beside the UNESCO World Heritage site of the Land of Frankincense and is surrounded by an extraordinary combination of coastline, mountains and Dhofari culture, so it would be a missed opportunity for the resort to focus only on itself. We aim to showcase Salalah through the guest journey: locally inspired design, frankincense rituals, regional ingredients, Omani culinary experiences, cultural excursions with our Salalah Insider and collaborations that place local creativity alongside international expertise. Even contemporary concepts, such as the Anantara Khareef Chocolate, are developed with ingredients and stories rooted in Dhofar. Ideally, the resort should give visitors the confidence and curiosity to explore beyond its gates.

The frankincense tree-planting ceremony is a distinctive addition to your 25th anniversary experience. How does this initiative reflect Al Baleed Resort Salalah by Anantara’s broader approach to sustainability and responsible tourism?

Frankincense is deeply woven into Dhofar’s identity, so the tree-planting experience felt like a meaningful way to mark Anantara’s 25th anniversary. It allows guests to contribute to the destination, rather than simply experience it from the outside. Each tree is marked with a bespoke engraved plaque, and guests receive a keepsake pouch of frankincense to take home. They also receive quarterly updates from our Farm Guru, so the connection continues long after their stay and they can follow the progress of the tree they planted. The experience reflects our wider approach to sustainability, which is not centred on one initiative alone, but on the choices we make every day. Our on-site farm supports farm-to-table dining and gives guests the opportunity to understand more about local cultivation. Our in-house water-bottling operation helps reduce reliance on single-use plastic, and we were the first resort in Dhofar to introduce electric-vehicle charging. We also support beach clean-ups and work with organisations including the Environment Society of Oman to help protect local wildlife. For us, responsible tourism should leave something positive behind. The frankincense tree is a lasting symbol of that commitment and gives guests a personal connection to the heritage and future of Dhofar.

Rapid Round

What is one hidden gem in Salalah that every first-time visitor should experience?

It’s difficult to choose just one. I would recommend the Sugar Dunes in Fushi, around two hours from Salalah, where powder-white dunes meet the coastline, as well as Al Hawta, with its dramatic waves, green landscapes and its seasonal waterfall. Al Hawta is especially beautiful during Khareef, when the microclimate brings the scenery to life, while the Sugar Dunes remain striking throughout the year.

Coming from Sardinia, is there anything that reminds you of home when you are in Salalah?

There are several similarities. Both Sardinia and Salalah have areas of unspoilt, almost untouched scenery, with dramatic coastlines, mountains and landscapes that still feel wonderfully undiscovered.

They also share a long history and a very strong sense of heritage. What perhaps reminds me most of home, however, is the warmth of the people. Much like Omanis, Sardinians are proud of where they come from and genuinely want visitors to experience the beauty, traditions and character of their land.

What hospitality trend do you think is currently overhyped?

I think the industry sometimes becomes too focused on adding more, more concepts, more technology and more touchpoints, when what guests often value most is simplicity. They want things to feel effortless, personal and well considered.

Luxury should not feel complicated or overproduced. The most memorable experiences are often the quietest ones: being recognised, having a preference remembered or receiving thoughtful service at exactly the right moment.

If guests leave Al Baleed remembering just one feeling rather than one facility, what would you want that feeling to be?

I would want them to feel that Al Baleed was not simply a place where they stayed, but a destination they came to experience.

That means feeling genuinely cared for, having the small details noticed and being encouraged to discover Salalah in a way that feels personal. Ideally, they leave with beautiful memories of the resort, but also with a deeper connection to Dhofar and a desire to return. 

Hospitality assets across the GCC are becoming increasingly complex, particularly with the rise of mixed-use developments and branded residences. How has this changed the role of independent asset management in recent years?

The role has evolved significantly as independent asset management was viewed primarily as a performance-monitoring function — focused on reviewing reports, challenging budgets and tracking how the hotel was performing. Today, especially in the GCC region, the role has become far more strategic than that.

Many hospitality assets today are no longer just hotels, particularly when within mixed-use developments where the hotel operates alongside branded residences, F&B concepts, wellness offerings, retail and in some cases, office or entertainment components. In many instances, the residential component is a key driver of the overall investment proposition, however its inclusion also makes the model much more complex.

If these projects are set up well, they can create real value across the different components. However, they can also lead to operational challenges and stakeholder conflicts if the overall structure, governance and long-term operating framework are not carefully thought through from the outset. Each component should be assessed independently, with clearly defined objectives and financial logic, ensuring that the project in its entirety works without one component subsidising another.

In these mixed-use developments, the asset manager function and role have evolved substantially. It is no longer sufficient to evaluate the hotel operation in isolation. A broader approach is required to first understand and then develop and manage the complete ecosystem, including the various stakeholders involved. This includes aligning interests across shared areas and services in a way that creates synergies, supports collaboration and protects the long-term value of the asset for all stakeholders.

Many hotel owners assume that partnering with a strong international operator guarantees long-term success. Where do the biggest blind spots tend to emerge within operator-owner relationships?

One of the key considerations that is often overlooked is at the very beginning: selecting the right operator or brand for the asset. Owners can sometimes place too much emphasis on fee structures, whereas the most important question should be whether the operator is the right fit for the asset and whether the chosen brand has the ability to genuinely create value.

A stronger brand can easily justify a higher fee if it delivers better distribution and stronger market reach through its systems and platforms. However, this value proposition needs to be carefully assessed. In markets where there is already a high concentration of hotels operating under the same brand family, the incremental value by that brand may be more limited than expected.

More broadly, owners should not assume that appointing a leading operator automatically guarantees into a successful investment outcome. The operator relationship is a long-term partnership, and the decision should be evaluated by considering the overall brand fit, the operating model, the commercial assumptions and the agreement itself.

The complexity increases further in mixed-use projects, where the interests extend beyond the hotel owner and operator, to include residential owners, as well as owners and tenants of other components. This makes early strategic planning and ongoing asset oversight critical. Owners benefit from engaging advisors who remain actively involved beyond the development and pre-opening stages, to support long-term performance.

From your experience, what are some of the biggest differences between how operators measure success versus how owners and investors evaluate asset performance?

Operators and owners evaluate the same asset, but from fundamentally different perspectives. Operators typically focus on the performance of the business as an operating platform — including key operating metrics such as occupancy, ADR, RevPAR, guest satisfaction, loyalty contribution, market share and adherence to brand standards. While these indicators remain important and will always be, owners and investors primarily assess the asset through a long-term investment lens. Their focus is on profitability, cash flow, return on capital and overall operational efficiency. A hotel can be performing well operationally while still under-delivering from an ownership perspective if the cost base is too high, the capital structure is suboptimal, or certain parts of the asset are not performing to their full potential.

The other shift in the market is the changing nature of operators themselves. Many are prioritising the expansion of their platforms, including through franchise models, which provides owners with more options but also requires clarity on objectives and expectations at the outset of the partnership.

Ultimately, the core difference remains operators are primarily focused on the day-to-day running and performance of the business, whereas owners are focused on whether the asset is generating the right long-term value. Increasingly, even trophy and luxury assets that were previously not fully optimised are being refined towards higher levels of operational efficiency. This is occurring even where current owners may have no immediate intention to exit, although such optimisation preserves optionality for future ownership cycle and ensures the asset is well positioned for any strategic shift overtime.

Hospitality today is often driven by occupancy, visibility and guest experience, but how can owners identify whether an asset is truly performing sustainably behind the scenes.

Occupancy remains an important performance indicator, but it only represents one part of the overall story. In many cases, assets that achieve very high occupancy levels may struggle to keep pace with the maintenance requirements and ongoing investment needed to preserve the asset, creating challenges over the longer term. Owners should look beyond top-line and bottom-line performance and assess the profitability by department, labour productivity, cost per occupied room, energy efficiency, long term capital expenditure planning and the asset’s ability to maintain the integrity of these ratios without compromising the future.

This approach is a key consideration in the assets we manage and encourage owners to maintain a strong focus on long-term capital planning. An asset may appear to be performing well today; however deferred maintenance or insufficient reinvestment can quickly become a future liability over time. This is particularly relevant in a region like the Middle East where the pace of innovation continues to accelerate.

It is also important to recognise that occupancy can be driven through increased spend; market visibility can be purchased and even guest satisfaction can sometimes be enhanced in the short term through over-servicing and over-spending. Sustainable performance requires a deeper evaluation that considers not only current operating results, but also asset condition, maintenance standards, lifecycle planning in conjunction with the market trend and funds available.

At what stage should developers and investors involve independent asset managers in a project and what costly mistakes happen when strategic oversight comes in too late?

As owner representatives, asset managers should be involved from the earliest stage of a project. Key phases such as highest and best-use analysis, concept development, feasibility assessment and operator selection all benefit from the involvement of an experienced asset management company. Even where external consultants are appointed, the ownership team still needs the ability to critically review, challenge recommendations and validate key assumptions and outcomes. One common example is the appointment of designers and architects who may have limited understanding of hospitality market dynamics and the commercial implications of design decisions. The layout, facilities, room mix and operational requirements can have a significant impact on the long-term performance of the asset and should not progress without a robust strategic and commercial review.

This is particularly important for mixed-use and luxury developments, where the ambition of the project can sometimes exceed the commercial discipline and the right development methodology. Creating a visually impressive asset is one objective; however, creating an asset that is equally compelling while operating efficiently for the next two decades and achieving the desired investment returns is far more complex.

Independent asset management adds value from the outset by introducing a commercial and operational perspective into decisions that may otherwise be driven by architecture, brand standards or development momentum. This ensures the final product is aligned with the vision and positioned for long-term value creation.

As the GCC hospitality market becomes more competitive and investment-focused, how do you see the relationship between owners, operators and independent asset managers evolving over the next few years?

The Middle East has developed and continues to develop some of the most impressive hotels and mixed use developments in the world. The region has become a leading platform for brands to innovate, launch new concepts and enhance their product offerings. As a result, we are seeing brands introduce sophisticated experiences, amenities, and overall product standards – at times creating assets that are beyond traditional benchmarks. However, this level of ambition should not come at the cost of owners and developers. With the right commercial discipline, it is possible to develop assets that are financially sustainable.

We also believe that for many years, the growth of the market allowed certain operational inefficiencies to be absorbed. Strong demand, destination growth and increasing market appeal helped mask some underlying challenges. As the market continues to mature, capital becomes more selective and new supply increases competition, owners will place greater emphasis on profitability, cash flow generation, capital allocation and governance rather than focusing solely on topline growth and brand affiliation.

This shift does not mean relationships between owners and all stakeholders will become adversarial; in fact, the strongest partnerships are built on alignment of sustainable grounds to work. Operators will increasingly be required to justify investment requirements, whether related to repositioning initiatives or capital allocation, particularly as more mature and older assets require strategic reinvestment. Owners will seek greater transparency into performance drivers, while independent asset managers will increasingly play a critical role in bridging the gap between operational performance and investment outcomes.

We expect the continued growth of branded residences, mixed-use destinations and more sophisticated ownership structures to accelerate this trend. As assets become more complex, evaluating performance through a single lens is no longer sufficient. This is why we consistently refer to the importance of understanding the “sum of the parts” – an approach that has become our motto.

Ultimately, the owner needs an independent perspective focused not on operating the hotel, or protecting the brand, but on ensuring that the overall asset continues to deliver the appropriate  commercial outcomes over time.

Leña by Dani García at Maxx Royal Bodrum

Conceived by acclaimed chef Dani García, Leña by Dani García, redefines the traditional grill through a gastronomic concept where fire and live embers take centre stage, transforming primal cooking techniques into a refined, cosmopolitan dining experience. The restaurant’s contemporary interiors echo its culinary philosophy, featuring warm, earthy tones and rich wood finishes that reinforce the connection to fire, while creating an inviting, stylish atmosphere. The menu strikes a confident balance between tradition and modernity, showcasing signature dishes that have become synonymous with the brand, from the iconic grilled avocado and its emblematic burger to expertly selected cuts such as aged ribeye from mature cattle. Together, they embody Leña’s unmistakable identity: a celebration of precision, flavour and a modern approach to steakhouse culture on an international stage.

Attributable to Chef Dani García:

Leña is built around fire as both technique and emotion. How would you describe the restaurant’s identity in one sentence beyond the idea of a steakhouse?

Leña is a celebration of living through fire. It’s a place where technique, emotion and sharing come together to create unforgettable moments around the table. We are much more than a steakhouse; we are a restaurant where fire becomes a language.

• You achieved three Michelin stars and then made the rare decision to close your restaurant at its peak. What mindset drives a decision like that?

I have always believed that gastronomy is about evolution and taking risks. Closing a three-Michelin-star restaurant was not about leaving something behind but about opening new doors. I’m driven by curiosity and by the desire to keep creating experiences that connect with more people around the world.

From Smoked Room’s rapid Michelin recognition to Leña’s global expansion, what connects all your culinary chapters?

The common thread is emotion. Whether it’s a tasting menu at Smoked Room or a dinner at Leña, my goal is always the same: to move people through flavour, hospitality and storytelling. Every project has a different expression, but the soul is identical.

What makes Turkey’s Bodrum coastline a meaningful setting for Leña’s philosophy?

Bodrum has a unique energy. There is a deep connection with the sea, with nature and with the joy of gathering around a table, and that fits perfectly with Leña’s philosophy. Fire feels very natural here. The Mediterranean lifestyle, the beauty of the coastline and the relaxed sophistication of Bodrum make it an extraordinary destination for our concept.

You’ve built a career on combining traditional Spanish ingredients with global techniques. How do you know when a dish has found the perfect balance between heritage and innovation?

When innovation doesn’t hide the ingredient or the memory behind it but elevates it. A dish works when it surprises you while still feeling familiar. Respect for the product and emotion are always the final judges.

Rapid Fire Questions

What is your personal favourite cut or ingredient to cook over fire?

I love cooking red prawns over fire. It’s a delicate ingredient that completely transforms with smoke and heat while preserving its essence.

What is the most memorable dining moment you’ve experienced as a guest, not a chef?

There have been many, but the moments I remember most are those where I felt genuine hospitality and emotion. Great food is important, but the feeling a restaurant leaves with you is what stays forever.

If you could host a dream fire-cooking dinner anywhere in the world, where would it be?

On a secluded beach in the Mediterranean, with the sea in front of us and a long table shared with friends, producers and chefs from around the world.

Is there a flavour profile that you find yourself returning to repeatedly, regardless of the concept or location?

Acidity and smokiness. I love the tension between freshness and fire. It’s a combination that appears in many of my dishes in one way or another.

Leña operates within luxury hospitality environments. How important is collaboration between hotel experience and restaurant identity?

It’s essential. The guest doesn’t separate the restaurant from the hotel experience; they remember the emotion of the whole journey. In places like Bodrum, where hospitality is taken to another level, that collaboration becomes even more important and allows us to create something truly memorable.