Minor Hotels’ Amir Golbarg on growth, resilience and next phase of hospitality in the region
The COO, Middle East & Africa at Minor Hotels, shares his outlook on the region’s near-term recovery, the factors driving record performance, and how the group is positioning itself for sustained expansion
01 May, 2026
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Resilience has become a defining trait of the Middle East’s hospitality sector, with the region repeatedly demonstrating its ability to rebound from disruption and reposition itself for growth.
From pandemic recovery to navigating shifting geopolitical dynamics, markets like the UAE have continued to attract investment, talent, and global travellers at a pace.
In this conversation, Amir Golbarg, COO, Middle East & Africa at Minor Hotels, shares his outlook on the region’s near-term recovery, the factors driving record performance, and how the group is positioning itself for sustained expansion. He also reflects on evolving traveller expectations, the realities of scaling across diverse markets, and why experience-led hospitality is becoming the industry’s true differentiator.
Recent geopolitical tensions have created short-term uncertainty across parts of the region. How do you assess the impact on travel demand in the Middle East, and what gives you confidence in the sector’s ability to rebound quickly?
What we have seen time and again is the resilience of this region. The Middle East has a remarkable ability to stabilise and recover quickly, and even in recent days, we’ve seen encouraging signs of confidence returning following news of a ceasefire. If you look at the example of Covid-19, Dubai not only recovered, but it also used that moment to reposition itself as one of the most desirable destinations globally. That same agility and forward-thinking approach continues to define the market today.
We have strong confidence in the leadership of the UAE and in the proactive work being driven by entities such as the Dubai Department of Economy and Tourism to accelerate the return of international visitors.
From our perspective, our strategy remains unchanged. We continue to open new hotels across the region, our development pipeline is robust, and we are seeing a strong appetite from partners who want to invest and grow with us.
With that in mind, we are already planning for a strong Q4 and remain very confident in the region’s ability to rebound quickly once conditions stabilise.
Last year was described as a record year for Minor Hotels across the Middle East and Africa. What specifically drove that performance, and which markets surprised you the most?
2025 was a remarkable year for us across the Middle East and Africa. We forecast close to 20 per cent revenue growth across the region, alongside strong gains in GOP and profitability, with RevPAR and ADR both increasing by around 5 per cent.
That performance was driven by strong momentum across our luxury and lifestyle brands, particularly Anantara Hotels & Resorts and Avani Hotels & Resorts, as well as disciplined asset management and very strong resort and F&B demand.
The UAE and Oman once again delivered exceptional leisure performance, while business and MICE demand continued to strengthen in key urban markets. What was particularly encouraging was the resilience of demand across the region, even against a backdrop of global uncertainty.
It was also a strong year for development. We welcomed new signings such as Dukes The Palm Dubai, which strengthens our presence on the Palm, and announced an exciting joint venture with SUNRISE Resorts & Cruises to develop up to 50 hotels in Egypt over the next decade.
Alongside this, we continue to see strong momentum in Saudi Arabia, Turkey and our established markets in the UAE and Oman.
As you step into the COO role, what are the first operational shifts you’re prioritising in 2026, and where do you see the biggest untapped growth opportunities in the region?
My immediate focus as COO is to solidify our partnerships with owners and stakeholders, securing our growth goals and maximising our existing properties within our portfolio.
The region is navigating a complex global environment, from airline disruption to rising costs, but one of the strengths of the Middle East hospitality market is its ability to adapt quickly.
We are fortunate to operate in destinations such as the UAE, where governments are highly proactive and deeply committed to tourism growth. That gives the industry a strong foundation for recovery and continued expansion. Our confidence is reinforced by the proactive approach of governments across the region, particularly in markets like the UAE, where long-term tourism vision continues to underpin recovery and growth.
Internally, our focus is on improving productivity through technology, strengthening shared services, and ensuring each property is positioned clearly within our brand ecosystem so that it delivers the right experience for the right guest.
At the same time, we are continuing to grow across priority markets including Saudi Arabia, the UAE, Egypt, Oman, Turkey and parts of Africa. The introduction of new brands — including collection brands such as Colbert Collection and Minor Reserve Collection — gives us even greater flexibility to unlock unique projects and expand into new segments across the region.
Minor Hotels has spoken about portfolio diversification and asset-light expansion. How do you balance growth ambitions with the operational control needed to protect brand standards?
For us, growth and discipline go hand in hand. As we expand through asset-light models such as management agreements and conversions, protecting the integrity of our brands remains essential.
A clear brand architecture is key. Each of our brands, from Anantara through to Avani, Tivoli and NH Collection, serves a distinct guest segment, which allows us to grow without diluting the identity of the brands.
At the same time, our systems, shared services and technology platforms ensure operational consistency across the portfolio, even as we scale.
Partnerships are also fundamental. Many of our owners grow with us over time. A good example is our collaboration in Tanzania, where the upcoming NH Collection Pemba builds on an existing partnership with the same owners who are developing an Anantara resort and residences project in Zanzibar.
For us, growth is about building long-term relationships rather than simply adding properties.
Traveller behaviour is evolving rapidly, particularly in the Middle East. What changes are you seeing in guest expectations, and how are those shifts influencing everything from pricing strategy to service design?
Guests today are looking for something deeper than a traditional hotel stay. There is a clear shift toward experience-led travel, where people want a genuine connection with the destination.
Across our brands, we see growing demand for wellness journeys, cultural immersion and experiences that tell a story about the place. Younger travellers in particular want design, local character and authenticity embedded throughout the experience.
This also influences how value is perceived. Guests are increasingly willing to invest in experiences that feel meaningful and memorable. Our response is to focus on deeper personalisation and destination-driven F&B and service design that allows each brand to express the culture and energy of its location.
With increased competition in markets like the UAE and Saudi Arabia, how do you differentiate beyond hardware, when every brand is launching high-spec properties?
In many Gulf destinations, the hardware is already world-class, so true differentiation comes from the experience.
Travellers today are looking for authenticity and emotional connection rather than simply impressive architecture. That is where our brands have always focused — on immersive experiences, strong cultural storytelling and thoughtful service.
Anantara Hotels & Resorts is a great example of this. As the brand celebrates its 25th anniversary in 2026, it remains a powerful case study in experiential luxury.
Long before it became an industry buzzword, Anantara was built around the idea of connecting guests deeply with their destination through culture, nature and local traditions.
That philosophy continues to resonate strongly with today’s travellers who want meaningful luxury rather than simply visual spectacle.
You’re overseeing one of Minor Hotels’ most dynamic regions. From a leadership perspective, what does scaling a hospitality business in this environment require that it didn’t five years ago?
The pace of change today is significantly faster than it was even five years ago. Scaling a hospitality business now requires a much more agile and multi-dimensional approach to leadership.
Technology and data play a far greater role in decision-making, while sustainability is becoming an everyday operational priority rather than a separate initiative.
Equally important is talent. Building strong teams, investing in training, and creating clear career pathways will ultimately determine the success of the industry’s next phase of growth.
For me, leadership today is about balancing innovation with operational discipline, ensuring we continue to evolve while staying true to the fundamentals of great hospitality.
