28
bq | ECONOMY+FINANCE | IN CONTEXT
29
bq | COVER STORY | GCC INC
GCC
GCC INC - Part III In the third edition of the ongoing series featuring the GCC’s powerful decision makers, BQ magazine speaks to various prominent figures in select sectors, who front their organisations, and consistently and significantly contribute to the successful running of their companies in dynamic, unpredictable and volatile markets and environments By Shereen D’Souza
bq-magazine.com
March 2016
30
GUY HUTCHINSON
Chief Operating Officer, Rotana Hotel Management Corporation PJSC
bq | COVER STORY | GCC INC
expanded very fast with their strong operating base. “I think we’ve brought a lot to the table in terms of operational values. We have worked tirelessly in implementing structures across various regions inside the UAE and outside. We are opening more hotels and continue to deliver our quality of hospitality,” Hutchinson comments and adds: “We always maintain that if you’re staying at Rotana in Abu Dhabi or the one in Doha, you will experience the same Rotana hospitality.” “I can judge a hotel in the first 20 seconds of entering it,” he laughs. “Anybody who has spent time in the business will understand how it is run within 30 seconds to a minute of walking into the lobby.” According to Hutchinson, UAE possibly remains the strongest contender as far as favourable hospitality environments go. “Dubai is insulated in a way,” he says and adds: “For some reason, a lot of people don’t even consider it part of the Middle East. So definitely, they have the strongest market for inbound tourism. That said, Qatar is next in line.” The GCC, he believes, has great potential and support as well. “Qatar for instance, has one of the world’s best airlines as well as world-class meeting and convention facilities,” he says. The success of the destination depends on the success of the hospitality sector. “We engage where we can with tourism authorities. We are always inclined to think ‘destination first’ and then our business. If the destination doesn’t work, then nobody succeeds. So, we do what we can to drive the destinations,” Hutchinson explains.
A career in hospitality for over 20 years might mean reaching a saturation point for some, but not for Guy Hutchinson. Over the years, his passion and dedication to hospitality has enabled him to successfully convert challenges in this industry into opportunities.
Earlier this year, City Centre Rotana Doha celebrated its official opening with a vision to set new standards in Doha’s hospitality sector. The hotel characterised by its close proximity to the central business district, West Bay, and connection to the City Centre Doha shopping complex is the third hotel in the group’s portfolio in Qatar. For Hutchinson, it all started in 1989, when he joined a graduate training programme in a famous hotel company that owned and operated almost every famous hotel in the world. “They took 12 graduates from around the world into their training programme and I was selected for that. That’s how I started my career in hospitality,” Hutchinson cheerfully says.
Nasser Al Nowais and Selim El Zeyr founded Rotana Hotel Management Corporation (Rotana) in 1992. From its first property, in 1993, in Abu Dhabi, the company has over a 100 properties presently and is one of the region’s leading hotel management companies with major plans for the GCC, Middle East, Africa and other regions as well. Rotana comprises of Rotana Hotels and Resorts, Rayhaan Hotels and Resorts, Arjaan Hotel Apartments, Centro Hotels and The Residences by Rotana. Rotana has indeed evolved and
bq-magazine.com
Photograph: Mohamad Shams
“Anytime a five-star hotels open with 400 rooms and three to four restaurants, there are lots of business opportunities besides bringing around 600 jobs to the destination”
31
bq | COVER STORY | GCC INC
Expansion plans Part of their expansion strategy is moving out of traditional strongholds and positioning them globally. “We are strengthening our regional base while chasing gateway cities starting with Iran, Istanbul, Sub Saharan Africa and so on. We would like to get our brands in key European cities because our customers are there, and quite loyal. We would love to be present in London, Paris, Munich etc.,” reveals Hutchinson. Rotana has really stepped up the
pace in the last two years with a good number of hotel openings – 12-14 hotels in 24 months. “We’ve also grown outside our traditional areas of operation and opened our first property in Turkey – the gateway to expanding our brands outside the Middle East,” Hutchinson says. The group intends to open 12 hotels regionally in the next 12 months, excluding Qatar. They are opening their third hotel in Bahrain in a few weeks making them the largest hotel operator there. Abu Dhabi will see the opening of Saadiyat Resort and Saudi Arabia, being a key market for them, will see the addition of five more new properties. Besides the GCC, they have properties in Sub-Saharan Africa. “We will open in Kinshasa, Congo this year. We then have Dar Es Salam in Tanzania, Laos and Angola. In this part of the world, there is an absolute shortage of quality hotels, but huge business opportunities there. This region is growing very fast for us,” Hutchinson says. The group has exciting plans for Qatar too. This month will see the opening of Centro, their contemporary four star brand. “There is quite a gap when you look at mid-scale quality, affordable options. If you see the inventory of existing hotels and apartments, 75 percent are luxury and five star. We are bringing diversity to this market. After bringing five or six properties to this market, each one will have its own distinction. Our brand diversity will definitely help us,” states Hutchinson. With four properties in Qatar, and two slated to open by 2018 – Rayhaan and Arjaan – Rotana will bring an approximate of 2,000 rooms to Qatar. Not to mention, the slew of business opportunities the economy will see with the entry of these new properties. “Anytime a five-star hotels open with 400 rooms and three to four restaurants, there are lots of business opportunities besides bringing around 600 jobs to the destination,” Hutchinson reveals. He further illustrates his point: “I was talking to someone involved in the food supply industry. He was saying he doubled food supplies in 2015 to the hospitality industry. This speaks
“Currently we have a portfolio of just over a 100 hotels and when you have that scale, you can still be engaged in the real details of how hotels operate or how people interact with customers and how they interact with colleagues” volumes of the potential presented by this sector. So anytime we open a hotel, it has a very positive impact on the community and economy.” New source markets According to Hutchinson, there are more opportunities here than challenges. “We have an enormous amount of confidence in this market” he says. With plans for an increase in influx of tourists by 2030 and other infrastructural advancements, the fundamentals that sit under this market present a range of opportunities for the hotel industry. However, from an inventory perspective, what is lacking is quality three and four-star offerings, according to Hutchinson. “The market is heavily weighted into five-star luxury. Even when we were looking to build a set of competitors, it proved to be quite
March 2016
32
challenging. The market lacks the economic value side and it is an important segment when you look at the increasing number of tourist arrivals,” he explains. There needs to be more diversity according to Hutchinson. Speaking of new source markets, he says: “Qatar is quite dependent on tourists from the GCC. Building additional markets where the dependency on GCC tourists can be reduced and dependency on European and US markets can be strengthened is definitely required. Getting newer source markets is going to provide more bandwidth in terms of variety of visitors.” What gives them an edge? “I genuinely believe we bring hands-on operation capability to run our hotels. How we engage with our shareholders and this also gives us a competitive edge,” Hutchinson explains. “Our size and scale of operation enables us to do so. Currently we have a portfolio of just over a 100 hotels and when you have that scale, you can still be engaged in the real details of how hotels operate or how people interact with customers and how they interact with colleagues. If it’s commercial, quality related, people or customer related, we take off our jackets and work with our teams to make the asset work,” says Hutchinson, a true team player. “If you are running a hotel company with 1000 or 2000 hotels, the scale of engagement is different and you can no longer engage with that hotel. Investors are keen to partner if you have a property like this. There are a lot of zeros attached to this development and if they need something, we have the president or CEO of the company on speed dial. The owner of a multinational company may spend four million dollars on a five star hotel and you may never meet the CEO for ten years! But here, we are at the front end of the business,” he explains. Hutchinson concludes: “We are hoteliers! We run our business with hotel values not real estate values. Asset values fall into owner space. We are here to optimise the hotel and with that comes quality, customer, colleague and much more.”
bq-magazine.com
bq | COVER STORY | GCC INC
AMRUDA NAIR
Joint Managing Director and CEO, Aiana Hotels and Resorts Aiana Hotels and Resorts, the new joint venture company formed in partnership with Al Sawari Holding and Al Faisal Holdings, fronted by Amruda Nair, will embody a hospitality brand of upper-upscale hotels that offers fresh and relevant product design and facilities, created in response to the needs of tomorrow's traveller.
Aiana Hotels and Resorts is a global hotel management company that was established in 2015 and licensed by the Qatar Financial Centre. Aiana means eternal blossom in the ancient language of Sanskrit. It is also a place of refuge or retreat. The two powerful,
evocative images have inspired the creation of a unique hospitality brand that combines contemporary living with global hospitality – Aiana Hotels and Resorts. “This joint venture marks the coming together of Qatar’s leading
33
bq | COVER STORY | GCC INC
entrepreneur H.E. Sheikh Faisal Bin Qassim Al Thani and myself, a third generation hotelier, who share a common vision of creating a brand that will be the preferred choice of the young global traveller for providing its guests with unique and immersive experiences,” says Nair, joint managing director and chief executive officer. “My role is to position Aiana Hotels and Resorts as a global hotel brand and establish a hotel management company which is innovative, intuitive and ever evolving in service, design and operating philosophy,” she adds. Aged 33 years, this dynamic businesswoman develops the strategic plan as well as creates the brand’s signature products and services by leading the company’s overall business development including marketing, branding and PR initiatives in addition to overseeing upcoming projects. With a background in hospitality management and experience in leading international hospitality brands, Nair has successfully managed to bring a global perspective to the Aiana flag. “I am responsible for designing the brand's signature programming as well as spearheading the company's overall business development to create a unique proposition that will define the next wave of smart hospitality,” she says. In less than a year of announcing the new brand Aiana, three hotels are currently under construction in Qatar, Kingdom of Saudi Arabia and India. “We will be the first Indian inspired hotel brand to operate in Qatar and KSA. Our first hotel in India will be the first luxury resort in the picturesque destination of Munnar. With our partnerships with Moonriver Developers and Fern’s Estates we are also the first hotel brand to launch a fractional ownership model for resorts in Karnataka and Kerala,” Nair explains. Booming sector Qatar is estimated to see over 23,000 keys enter its hospitality market this year, registering a growth of 27 percent, according to a report by Colliers International, a global real estate advisory. Currently there are close to 18,100 hotel and service apartment keys in Qatar, including the addition of 1,460 keys in 2015.
The growth can be attributed to the limited presence of midscale hotels and serviced apartments in Doha, presenting new development opportunities and offering owners and investors a potential opportunity to target this market gap. Aiana Hotels and Resorts are committed to support the Qatar Tourism Authority’s (QTA) vision to position Qatar as a prominent destination for the MICE industry, according to Nair. “The Aiana Residences Doha has been designed specifically to meet the needs of tomorrow’s traveller and this niche service offering will contribute to Qatar’s appeal as a thriving business destination,” says Nair. “We stay committed to collaborate with QTA for any forthcoming initiatives that the entity might introduce for promoting business tourism in Qatar.” Qatar is fast emerging as a preferred destination for organising key industry events across diverse sectors. In fact Qatar’s tourism strategy seeks to triple the number of business events’ tourists by 2030, thereby contributing to at least half of the country’s revenue from tourism spending. Nair adds further statistics: “From an infrastructure perspective as well, Qatar has now created a capacity of 70,000 sq m. including world class venues such as QNCC and the recently opened Doha Exhibition and Convention Centre.” Preferred destination Nair strongly believes the investment going into achieving the four million visitor mark under the country’s
National Tourism Strategy makes it a good time to establish a base here. She tells BQ about why she chose Qatar as her destination of choice: “It represented a great place to be based out of in order to operate on a global scale. The well-diversified hospitality offering as per the strategic goal to establish Qatar as a world-class hub with deep cultural roots will help appeal to multiple market segments from cultural tourism and family travel from other GCC countries to sports fans from international source markets.” Despite working in multiple jurisdictions from the United States of America to Singapore and then India, starting up a company in Qatar was a steep learning curve for Nair. “Having a well-established, local partner certainly helped when adapting to a new geography,” she comments while explaining the challenges she faced in this market. “We overcame the challenges of being a start-up by aiming for steady growth and introducing the company incrementally. This was achieved by hiring, expanding and taking on customers in a balanced manner. I believe that entrepreneurship is all about opportunity, timing and the ability to take risks. In the case of my latest venture, Aiana Hotels and Resorts which is based in Qatar, it was also about meeting the right business partner Sheikh Faisal Bin Qassim Al Thani, who shared my passion for hospitality and supported my idea of creating an Indian brand on a global scale. We also chose to be licensed by the Qatar Financial Centre which is a great platform for a company
“We are the first Indian-inspired hospitality brand to enter the Qatari market and we are confident of its unique appeal”
March 2016
34
Expansion plans The brand was launched exactly a year ago and within less than a year, seven properties have been added to its fast growing portfolio; first being the 180 key Aiana Suites and Residences Doha that will be located in the prestigious central business district of West Bay and is expected to welcome guests in 2016. The brand’s first property in India, Aiana Munnar – A Moonriver Resort will open in Munnar. “We have recently also signed an agreement with India’s Ferns Estates and Developers to manage and operate four new resorts in the Southern Indian state of Karnataka.” Scheduled to open in 2019, the resort is set in the hilly coffee plantation of 45 acres, in the district of Sakleshpur which is a three-hour drive from Bengaluru. In addition to a full service hotel development with recreational, spa and banqueting facilities, holiday home villas will also be sold under a fractional ownership model. As far as the brand’s unique propositions go, Nair intends to establish Aiana Hotels and Resorts as a global hospitality brand that embodies the best of Indian service ethos and leads as an innovative hotel management company in the region. “We are currently focused on creating top of mind recall for hotel owners and real estate companies who want to diversify into the hospitality sector. This process would eventually see us adding more properties by the end of the decade,” she reveals. Every aspect of the brand – from its service and local inspired design to its operating philosophy is geared to exceed the expectations of a new generation of savvy travellers. Aiana Hotels and Resorts blends contemporary aesthetics with local touches, making each hotel distinct according to its destination. All of the hotels’ lobbies feature beautiful, sustainable living green walls, which create an atmosphere of tranquility and peace. Nair concludes on a high note: “We are the first Indianinspired hospitality brand to enter the Qatari market and we are confident of its unique appeal.”
bq-magazine.com
RAMESH PRABHAKAR
a very different attitude to retailing, completely different customer profiles – very discerning, among other things,” he says and adds: “In the early 80s, the industry was still nascent and today, most of the regional capitals have standards that are comparable to any other region in the world. Rivoli Group is definitely operating with the same standards. We’ve moved with the region’s growth and incorporated standards that are as good as anybody else’s.” Prabhakar believes his biggest achievement is running an enterprise that has best practises. “Qualitatively creating a structure, creating an organisation with strong ethical values, representing our principles in goods and services, no short cuts and ensuring that the mission is achieved quick and fast, but after due diligence – these are all achievements that’s led to a company having best practices,” he says.
Managing Partner, Rivoli Group
Ramesh Prabhakar has witnessed the retail industry growth like a time lapse. With over 370 stores in the region and 2,000 employees plus, the group is testament to the concept of success based on pure diligence and vision.
From their humble beginnings in 1988, Rivoli Group has come a long way. From a small wholesale watch distribution store in the heart of old Dubai to a brand name synonymous with luxury retail, the group has travelled through time in the true sense. Ramesh Prabhakar, managing partner of Rivoli Group, has been spear-heading Rivoli’s growth with his passion for business and dedication to the enterprise which has witnessed
the introduction of an array of luxury brands into the region. Under his leadership, the group well represents the Middle East markets with a portfolio that spans across watches, writing instruments, leather accessories, eye wear and luxury communication. The change, in this very dynamic industry, have been several according to him. “The region has moved or taken a direction that’s very retail friendly. Over the years, we have seen
35
bq | COVER STORY | GCC INC
Photograph: Mohamad Shams
like ours and made it much easier to commence operations,” Nair explains at length.
bq | COVER STORY | GCC INC
“Finding locations, the quality of build, the ambience we create, the fixtures, staff, staff training, the product range, offers, promotions, advertising, customer care – it’s a long train and we look into every part of it” Headquartered in the UAE, Rivoli Group retails all across the GCC but distributes to 14 countries including Iran, Egypt and in North Africa. A significant part of their business comes from watches, despite the presence of their other product categories. Within the watch category they have a massive range right from elite world-class brands like Harry Winston, Breguet and Blancpain to fashion brands like Tommy Hilfiger and Lacoste. Of course, some brands like Omega and Longines are more popular. Rivoli group services the entire pyramid and with such a varied target market, how do they manage to strike a balance? “It’s all about how we deploy
our resources,” Prabhakar says. “We don’t do too much of an overlap. The Longines team looks after only that brand and ensures that the brand’s objectives are met and maximised. Every brand that we do has dedicated resources with set objectives. There are Chinese walls between each brand and we have clear goals and resources committed to that particular brand. It’s not a “who is available, do this” style,” he explains. R stands for… Customer satisfaction is high on their priorities and they look into every tiny detail to ensure there are no slip-ups. “Finding locations, the quality of build, the ambience we create, the fixtures, staff, staff training, the product range, offers, promotions, advertising, customer care – it’s a long train and we look into every part of it,” Prabhakar states with confidence. “We must be doing a lot of it right because the brands that we represent are very successful in all the markets we do business in.” Taking us back in time, Prabhakar talks about how the name Rivoli came about. “We were in the textile business and one of the imported fabrics had ‘Rivoli’ written on it. We registered it and from 1988, we started using that as the umbrella brand,” he says. He tells BQ more about the brand name and what it stands for. “If you see the R logo, it came out after several long discussions of what R stands for. It stands for reach, reliability, range and many other elements that go into it.” They continually strive to ensure their service levels match what they truly represent giving their customers a very unique experience. Small domestic markets Running a large enterprise is not without its challenges and one of the biggest obstacles the group faces is the size of domestic markets in this region. “Domestic markets are very small in the GCC and hence, we are largely reliant on tourism. We are using capital cities of airlines like Qatar Airways, Emirates and Etihad as our hubs. There is momentum in tourism and always will be, but till the time we have huge domestic consumption, we will always
“Over the years, we have seen a very different attitude to retailing, completely different customer profiles – very discerning, among other things” have a challenge,” Prabhakar explains. “In terms of everything else, we are quite concurrent with every other part of the world and have mitigated all the issues from the 80s and 90s.” While the growing e-commerce market might pose a threat to several brick and mortar brands, Prabhakar believes the contrary. “I think it’ll be an added channel. I think online sales are here to stay. We ourselves are going to have an e-commerce store soon starting with UAE delivery and then expanding region wide.” With a hands-on approach, a management style of complete transparency and an uncompromising commitment to customer service, Prabhakar has led the company from the front and ensured that the group and its employees are recognised for their qualitative service in all aspects of retailing. The group continues to grow and are well geared to take on what’s coming in the market. “We have 27 stores in Qatar at the moment and plan to move up by 10 stores this year and 10 next year – that’s around 20 more stores in the next 24 months,” he enthusiastically concludes.
March 2016
36
bq | COVER STORY | GCC INC
JOHN MARTIN ST VALERY Founding Partner, Links Group
John Martin St Valery spearheads a venture that addresses one of the biggest concerns of expat entrepreneurs and businesspeople in this region – finding the right sponsor.
Before the introduction of free zones, all foreign businesses were required to have a local partner who held at least 51 percent of the company’s capital. This was a concern for business owners who wanted to enter the market, but not hand over the majority of their company. Almost 15 years ago, John Martin St Valery set up Links Group in Dubai, when the country was yet to undergo the kind of largescale development that is currently happening. Links Group was established to simplify the process of market entrance for foreign companies – they worked on changing the partnership structure and establishing practices that simplified the process, ensuring they would have beneficial ownership of their company, despite the ownership laws. “Being an entrepreneur was an exciting experience – everybody was talking about the potential for future projects, from property markets to Free Zones. In 2006 Links Group expanded to Qatar, as market entry was the next logical step given the fast pace at which the market was evolving,” says St Valery, founding partner of Links Group.
“This model is fully compliant with Companies Law and ensures 100 percent protection of foreign companies’ assets, guaranteeing owner control – at all times – during market entry or exit” In 2006, he partnered with Julie Irving who delivered to the business a structure and focus of operational
bq-magazine.com
excellence which helped transform Links Group from a partnership to a robust corporate model. Links Group is the first company of its kind to be endorsed by the
Government of Dubai through a strategic alliance with the Foreign Investment Office of the Dubai Economic Department and provides a portfolio of corporate services including
37
bq | COVER STORY | GCC INC
nominee local partnerships, corporate administration and government liaison support. Links Group’s corporate nominee partnership structure allows foreignowned companies to work with a highly structured board as their local partner as opposed to an unknown individual. This structure provides foreign businesses with a corporate entity to act as their 51 percent local partner, shareholder or sponsor, thereby minimising the risks associated with appointing an unknown individual nominee, and at the same time satisfies corporate governance requirements. Dual role St Valery elaborates further on their business model: “Initially, we were purely consulting and advisory. Then it soon became clear that we needed to offer some practical assistance as well as advice. Links Group gets involved in this process by managing and operating companies that act as the local sponsor so that the foreign company shareholders can retain full control of their business – we act as the local company, as well as the consulting service.” Under this arrangement, the Qatari interest and the expatriate involved pay a flat fee to Links Group for acting as their middleman. Over 300 companies – including branches of large multinationals, standalone businesses and one-person consultancies – operate under the scheme in Qatar and the UAE. “We have a dual role at Links Group, which is protecting the expatriate's asset as well as a duty of care to the local partners to make sure they are not taking on undue risk,” he says. With varied backgrounds in management roles in Citibank and Kodak and eight years with the Metropolitan Police in London, St Valery has managed to successfully build a company with an untarnished track record of over 300 clients, who represent combined annual revenues of over USD 5 billion to their respective economies. “Our vision has always been to be recognised by our clients, potential clients, employees and competitors as the best in our field and we feel that we have achieved this successfully over the past
14 years. Our upcoming plans are to continue our growth, and to continue to partner, protect and enable companies to have beneficial ownership and control of their business in the Gulf region,” states St Valery. Regulations need to keep up The rapid rate of growth in Qatar has outpaced the advancement of regulations and administrative systems. This has probably been the biggest challenge, according to Links Group, as the systems they had become accustomed to in the UAE were not yet present in Qatar. In addition, majority local ownership for onshore businesses incorporated in Qatar still presents as a deterrent to foreign companies. According to the Commercial Companies Law in Qatar, it is required to have a local national to hold a minimum 51 percent share of the company. The Foreign Investment Law in Qatar places two main restrictions on foreign investors who wish to establish under the Companies Law; limitations on the percentage of foreign ownership and the types of business in which the foreigners can invest. “The leadership is trying to make Qatar an easier country in which to do business – for example Qatar has significantly reduced the tax and regulatory burden on foreign companies undertaking business in Qatar by reducing the corporate tax rate and by relaxing foreign ownership restrictions for limited liability companies operating in the consultancy, IT, technical and
distribution sectors,” explains St Valery. “I think we also have to recognise the improvements Qatar is making. With its pro-business environment, fastgrowing economy and geographical proximity to the rest of the world, Qatar presents attractive opportunities for businesses wanting to stimulate their home markets.” According to St Valery, positive changes in the labour laws will bring more transparency to the employeremployee relationship. “This will attract more foreign investment as international firms seeking to maximise their profits are most interested in locating to countries with more flexible labour markets, allowing them the freedom to adjust to prevailing economic conditions,” he tells BQ. For foreign companies looking to enter the region, mitigating risk and maximising protection of assets should be priority, according to St Valery. He says: “They need to understand where the business intends to operate, expansion plans and ultimately exit plans to guide them through the best structure and statutory requirements needed for company incorporation.” Since 2002, Links Group has been collaborating with experienced and knowledgeable commercial and legal experts to deliver bespoke succession planning and ensure client beneficial ownership. “This model is fully compliant with Companies Law and ensures 100 percent protection of foreign companies’ assets, guaranteeing owner control – at all times – during market entry or exit,” St Valery concludes.
“With its pro-business environment, fast-growing economy and geographical proximity to the rest of the world, Qatar presents attractive opportunities for businesses wanting to stimulate their home markets”
March 2016
38
bq | COVER STORY | GCC INC
bq | COVER STORY | GCC INC
39
GCC INC. AT A GLANCE JOHN MARTIN ST VALERY | Founding Partner, Links Group Previous positions held: Senior management, Citibank and Kodak; eight years with Metropolitan Police London.
Qatar specifically these include the Ministry of Economy and Commerce and the Ministry of Urban Planning.
Group activities: Links Group partners, protects and enables foreign companies to enter the market while safeguarding their status as business owners.
Achievements: Links Group is the first company of its kind to be endorsed by the Government of Dubai through a strategic alliance with the Foreign Investment Office (FDI) of the Dubai Economic Department.
Group Affiliations: Strategic government partnerships in Qatar, the UAE and UK – in
RAMESH PRABHAKAR | Managing Partner, Rivoli Group Other title: Vice Chairman, Rivoli Board Group Group divisions & activities: Rivoli Prestige - luxury watch boutique offering expansive portfolio of designer branded watches in UAE; Rivoli - flagship concept of the group featuring international wrist watch brands and accessories in UAE, Qatar, Oman and Bahrain. Rivoli Arcade - exclusively positioned at five star hotels across Dubai and Doha, this store offers luxury lifestyle items including watches, pens, eyewear, exclusive gifts, leather accessories and luxury luggage; Hour Choice - stores situated in malls and hypermarkets across UAE, Qatar, Oman and Bahrain carry a versatile range of
fashion, sport, classic, glamorous and contemporary wrist watches; EyeZone - chain of premium eye wear stores; Trendy Time - kiosks set up in high traffic areas across the UAE delivering various fashion brands at affordable price points; Rivoli Textiles - with a wide range of designer suiting, shirting and elegant dress materials; Monobrand boutiques across GCC including Longines, Omega, Harry Winston, IWC, Montblanc among others. Future plans: Increase to around 47 stores in the next two years from the current 27 stores in Qatar.
AMRUDA NAIR | Joint Managing Director and Chief Executive Officer of Aiana Hotels and Resorts LLC Age: 33 Education: Masters of Management in Hospitality from Cornell’s School of Hotel Administration in New York; BS Business Administration & International Hospitality Management from Stenden University in The Netherlands. Other titles: Independent Director of Camphor and Allied Products Limited Previous positions held: Several positions with Jones Lang LaSalle Hotels (JLLH) Singapore; Head, Asset Management for the Leela Palaces, Hotels and Resorts.
Group activities: Aiana Hotels & Resorts L.L.C is a global hotel management company (Aiana Hotels, Aiana Resorts, Aiana residences) with seven properties in its current portfolio including Aiana Doha. Future plans: Aiana Hotels and Resorts to open in Doha in 2016; Aiana Munnar – a Moonriver Resort to open in Kerala, India; four new resorts to open in Karnataka India. Affiliations: Board member of the Mumbai chapter of Entrepreneur’s Organization; associate member of Sahachari Foundation; vice pesident of Apne Aap Women’s Collective.
GUY HUTCHINSON|Chief Operating Officer, Rotana Hotel Management Corporation PJSC Age: 47 Education: Degree in Psychology and Law Group activities: Rotana operates over 100 hotels currently in the GCC and Middle East. The Rotana brand includes Rotana Hotels and Resorts, Rayhaan Hotels and Resorts, Arjaan
bq-magazine.com
Hotel Apartments, Centro Hotels and The Residences by Rotana. Future plans: Three hotels coming up in Qatar by 2018, 12 hotels regionally in the next 12 months including destinations like Bahrain, Saudi Arabia, Abu Dhabi.
March 2016