Two years into his role as CEO of AlUla Development Company, Fabien Toscano reflects on the journey of transforming one of Saudi Arabia’s most treasured cultural destinations into a global tourism and hospitality hub.
As the company unveils new projects like NUMAJ in collaboration with Marriott and aligns with Vision 2030’s ambitions, Toscano shares how the team is balancing development with preservation, empowering local communities, and embracing environmentally-sensitive design to welcome two million annual visitors by 2035 — without compromising AlUla’s unique spirit.
It’s been two years since the launch of AlUla Development Company. How would you describe the progress so far and how do you approach the responsibility of preserving its beauty while developing it?
I think it’s been great, to be fair. We’ve been building the organisation while also focusing our business on what we wanted to achieve. That includes growing the team, getting projects underway, and developing new assets. Personally, it’s been a very interesting journey. I joined because I was inspired by the opportunity in AlUla.
Unlike other projects, the place is already there — it’s a location crafted by nature and steeped in history. Our job is to carefully place beautiful, purposeful assets within this extraordinary setting without disrupting it. Every step we take is guided by that principle.
How does your mandate align with Saudi Arabia’s Vision 2030, especially considering the latest progress updates?
Our strategy is fully aligned with the Public Investment Fund (PIF) strategy and Vision 2030, particularly regarding economic diversification. As a development company, we contribute in three key ways:
- Developing real estate assets, whether hospitality — like some of our hotels — or residential and other types of developments.
- Asset management, including our own hotels and several of the Royal Commission for AlUlA’s (RCU) properties.
- Private sector collaboration, by attracting external investors to AlUla.
These are the three clear avenues through which we support the goals of Vision 2030.
You launched a new project at ATM 2025 — tell us more about it and what makes it special.
The project is called NUMAJ, a 250-room eco-conscious Autograph Collection hotel in AlUla, Saudi Arabia. This hotel is being developed in partnership with Marriott International and is set to open in 2027. The name is inspired by a star formation — Nou Ursae Majoris — which was historically referred to as AlUla Borealis. We combined “Nou” and “Majoris” to create NUMAJ.
What features and design elements define NUMAJ, and how does it reflect the spirit of AlUla?
We’ve been very deliberate with the architecture — paying close attention to colour, texture, and even engravings that reflect AlUla’s character. It’s a hotel that embodies everything the destination stands for.
It offers both indoor and outdoor experiences, incorporates mashrabiya design elements, and deeply reflects the local culture. It’s built for both business and leisure travellers, featuring conference rooms, business facilities, and a broad range of amenities including:
- The first five-star spa in central AlUla
- Two pools, including a rooftop pool
- One signature restaurant and five additional F&B outlets
This hotel is going to bring tremendous value to the central AlUla offering, and we’re very proud of our collaboration with Marriott to bring it to life.
How do you bring a balance between creating a resort-like leisure experience and offering business-focused facilities in AlUla’s hospitality projects?
For our most recent project, flexibility was key. We wanted a hotel with strong enough amenities to serve both business and leisure travelers. For example, someone visiting for business might also enjoy the leisure facilities — and vice versa. That flexibility is essential, especially given the location in central AlUla, which draws both tourists and business visitors. Our goal was to create a broader offering that could meet diverse expectations without compromising the individual care guests expect.
How are you working with other organisations to promote tourism, and what’s the strategy for attracting domestic, regional, and international visitors?
We’re working in close partnership with the Royal Commission and benefiting from improved connectivity. The strategy involves expanding our portfolio to include diverse accommodations. Currently, we operate Caravan by Habitas (a glamping experience), and asset manage several hotels such as Dar Tantora The House Hotel, The Chedi, and Cloud7 Residences catering to different price points and experiences.
Our strategy is to gradually grow this offering with a phased, low-impact approach that respects AlUla’s natural beauty. This supports the broader target to welcome two million visitors annually by 2035.
What kind of tourist demographics are you seeing today, and how has international interest evolved?
We’re seeing a growing number of international visitors from diverse nationalities — Chinese, Americans, French, Italians — alongside strong numbers from Saudi Arabia and the GCC. The mix keeps evolving each year, influenced by flight connectivity and destination marketing. AlUla is increasingly becoming a year-round destination. Even in summer, some hotels performed well in occupancy. Improved infrastructure and global awareness are making a real difference.
Tell us how you’re involving and benefiting the local community through your projects.
We’re committed to engaging the local community both directly and indirectly. In development, we prioritise sourcing materials locally and working with Saudi contractors. In operations, we employ many Saudis — including locals from AlUla — across our hotels. As hospitality grows, it creates more career opportunities, and we’re ensuring our teams reflect the local culture. Our success also supports SMEs, local shops, and the wider economy. Human connection and storytelling from the local community are some of AlUla’s strongest assets.
What’s the focus of your real estate development beyond hospitality? Are there residential or retail plans?
Our focus is primarily on hospitality and residential. We’re currently working on a 569-room asset in central AlUla to house hospitality and operational staff — an important project for workforce wellbeing. Retail may come in as amenity-based components, but it’s not a current priority. We follow a careful, phased development strategy, ensuring every asset aligns with our environmental, social, and design standards.
How important is connectivity and accessibility to your plans for AlUla’s growth?
Connectivity is fundamental. AlUla is now linked to Riyadh, Jeddah, Dubai, and Qatar by air, with more routes coming. The journey from Riyadh is around 1.5 hours by flight, and about three hours by road from Medina or Tabuk. To achieve the two-million visitors goal, increasing accessibility while preserving the visitor experience is key. It’s all part of our integrated approach.
How are you leveraging technology while preserving AlUla’s authenticity?
We’re very intentional about using invisible technology that enhances, rather than distracts from, the guest experience. This includes smart mobility, greywater recycling systems, and efficient utilities. Technology should remain behind the scenes. Guests come for AlUla’s authenticity and natural beauty, so our design and operations are built around that principle.
What makes AlUla such a special destination in your view?
It’s unique and features more than 7,000 years of human activity, Saudi Arabia’s first UNESCO World Heritage Site, iconic locations like Elephant Rock and Maraya, and lush green oases. The geological formations are stunning, and the authenticity of the people makes it even more special. Visitors feel something profound. Even my wife ranks it among her top two favourite places in the world. The peace, the beauty — it slows you down and connects you to something deeper.
Finally, what is your leadership philosophy, and how do you inspire your team?
Passion is the starting point. I believe everyone in the organisation — regardless of title — can be a leader. I foster a collaborative environment where ideas are discussed, and people are empowered. Real estate creates lasting impact, and in a place like AlUla, we have a deep responsibility to enhance what’s already beautiful. I lead by example and encourage others to do the same. Our culture is evolving, and I want everyone on the team to feel they can make a difference every day.
