From his food & beverage (F&B) beginnings to leading hotels across several international markets, the Area GM of Hilton Doha, Wael Maatouk, has built his career from the ground up. He talks leadership, embracing change and the ambitious transformation now shaping the property’s next chapter.

You started your career in F&B before becoming a General Manager. How much did that experience shape your leadership style? Do you still have time to get involved in this side of the business?
My F&B background has had a profound influence on the way I lead. F&B teaches you the importance of being present, understanding your operation from the ground up and, most importantly, listening to your guests and your team. It is a fast-paced environment where every detail matters and where success ultimately comes down to people working together with a shared purpose.
As a General Manager, I still enjoy being close to the F&B operation. It remains one of the most dynamic parts of the hotel. Whether it is visiting a restaurant during service, speaking with guests or engaging with the team, staying connected to the operation keeps leadership grounded and relevant.

Your career has taken you from Montreal to Riyadh, Dubai and Doha. Was there one move that changed your perspective on the industry?
Every destination has shaped me in a different way, but moving across such diverse markets has fundamentally changed how I view hospitality. My experience in the Middle East, in particular, has reinforced for me that hospitality is ultimately about understanding people. Working across different markets has taught me not to assume that one approach works everywhere. Great hospitality requires cultural awareness, adaptability and the ability to empower local teams while maintaining international standards.

You’ve been involved in hotel openings, rebrandings and the management of established properties. Which of these experiences has challenged you the most, and why?
Each experience has presented its own challenges, but rebranding an established property has probably been the most challenging. With a hotel opening, you have the opportunity to build the culture, standards and guest experience from the ground up. With an established property, however, you are evolving something that already has a strong identity and a loyal guest base. The real challenge is finding the right balance between respecting what guests already value and having the courage to introduce meaningful change.
For me, successful transformation is not simply about changing the physical product or the brand. It is about creating a renewed sense of purpose across the entire organisation and ensuring that the guest experience evolves with it. That is what makes these projects particularly demanding, but also incredibly rewarding from a leadership perspective.

Since taking over Hilton Doha, what has been your biggest focus and what achievement are you most proud of so far?
My biggest focus has been ensuring that Hilton Doha continues to evolve while remaining true to what makes the property special. One of our key priorities has been preparing the hotel for its next chapter. At the same time, we remain focused on maintaining operational excellence and ensuring that our guests continue to receive the level of service they expect from Hilton.
What makes me most proud is seeing our team embrace this journey. Transformation is never only about buildings or design; it is about people. When you see colleagues taking ownership, adapting to change, that is a real achievement.

Looking ahead, what can guests expect from Hilton Doha over the coming months or years? Are there any new projects or developments in the pipeline that you can share with us?
We are undertaking a significant transformation of the property, with a phased programme that will enhance our guest rooms, public areas, meeting spaces and several of our facilities and experiences. Guests can expect refreshed spaces, enhanced experiences and a continued focus on the elements that have always been at the heart of the property: exceptional service, distinctive dining and a strong connection to Doha. We are taking a phased approach to ensure that we continue welcoming and serving our guests throughout the transformation.
Ultimately, our ambition is simple: to create a hotel that our guests choose not only because of where it is, but because of how it makes them feel.