The new GM of Banyan Tree Doha talks team development, service benchmarks and plans for the future.

Congratulations on your promotion to General Manager. You’ve been with Banyan Tree Doha since the pre-opening stage, what were the major challenges you faced at the beginning?
Opening a 341-key, mixed-use property required synchronising construction timelines, recruitment and brand standards simultaneously. In the first 12 months, our focus was stabilising operations, onboarding and training a large team and establishing service benchmarks. The strong support and partnership of our owning company, Doha Oasis, was instrumental during this phase. Achieving consistent guest satisfaction while operating in a ramp-up environment was the main challenge, but within the first operational, year we successfully established the foundation for sustainable performance and brand delivery.

What are the major changes you’ve observed over the five years of operation and what are you proudest of?
Over five years, the hotel has moved from an opening phase to a stable luxury operation with stronger brand recognition and commercial performance. We have significantly strengthened guest experience metrics, improved operational efficiency and built a more cohesive leadership culture. What I am most proud of is the development of our team and the consistency of service delivery, which continues to position Banyan Tree Doha as a distinctive urban sanctuary in the city.

What are your plans for the hotel going forward – are there any upcoming changes or developments you can share with us?
Our focus moving forward is on three pillars: commercial growth, brand positioning and guest experience innovation. We are strengthening distribution strategies, enhancing our wellness and culinary offerings and repositioning certain outlets to better align with market demand. At the same time, we remain committed to maintaining Banyan Tree Residences Doha as one of the city’s most luxurious residential addresses, while introducing new F&B (food and beverage) concepts to further enrich the hotel’s lifestyle and dining experiences. These initiatives aim to strengthen revenue performance while preserving the sanctuary ethos of the Banyan Tree brand.

Over a 20-plus-year career, you’ve worked in various areas of hotel operation. Which would you go back to for a day, and why?
If I could return to one department for a day, it would likely be the front office. It is where the guest journey begins and where service culture is most visible. The front office requires precision, emotional intelligence and operational awareness, and it provides immediate insight into guest expectations and satisfaction.

On a more personal note, you originally studied music. What made you move into the hospitality field and do you still play?
Although I originally studied music, I was drawn to hospitality for its dynamic, people-centric nature and the opportunity to create memorable experiences. In many ways, both fields share a similar foundation, which is attention to detail, rhythm and the ability to connect emotionally with an audience. While my professional path evolved, music remains a personal passion and I still enjoy playing whenever time allows. ✤