Jad Doumet, General Manager, Alwadi Hotel Doha – MGallery Collection, talks proud achievements, colleague empowerment and an interesting hobby.
After almost two years at the property, the GM says he is proud of the structural transformation that’s taken place rather than any single milestone. He explains: “We strengthened commercial fundamentals, elevated our food and beverage positioning and significantly improved guest satisfaction scores while maintaining strong financial growth. None of this would have been possible without a fully engaged and committed team. By fostering ownership, transparency and shared accountability across departments, we’ve created an environment where colleagues feel empowered to contribute to the hotel’s success. That collective commitment has been the true foundation of our progress.”
Looking ahead, the focus is on sustainable positioning aiming to further strengthen Alwadi as a lifestyle-driven boutique destination in Msheireb and deepen storytelling through the MGallery ethos.
The property’s transformation continues to evolve, with Jad saying: “Ibn AlBahr has launched successfully and is quickly becoming one of the most talked-about seafood destinations in Doha. O’Glacée is entering its next chapter, following the strong success of Iguana as a cloud kitchen and its standout debut at Qatar International Food Festival. We will officially relaunch the space as Iguana Mexican Kitchen at the beginning of Q2. At the same time, we recently welcomed a new Executive Chef who brings extensive experience from the Pacific region. He is currently leading a comprehensive elevation and relaunch of menus across the hotel.
“Infinity Rooftop also has exciting plans ahead, with a further elevation later this year to reinforce its position as a leading skyline destination.
“And, at M Spa, we strengthened the team with senior talent, upgraded treatment offerings, refurbished selected areas and introduced retail opportunities to increase guest engagement and revenue diversification.”
Speaking of the challenges facing the hospitality sector, the GM says luxury is no longer defined by scale or design alone but, rather, what truly remains in a guest’s memory is the quality of service and the emotional connection they experience during their stay.
He adds: “The real challenge in Qatar and across the region is sustaining relevance beyond the initial impression. Guests seek authenticity, warmth and experiences that feel personal. The moments that linger long after checkout are shaped by genuine interactions, thoughtful gestures and a sense of connection to place. “At Alwadi Hotel Doha, our approach is guided by the MGallery brand pillars of creating meaningful and memorable moments. Memorable through distinctive design, curated experiences and culinary storytelling whilst meaningful through genuine service, local connection and authentic engagement.
“It begins with presence and attentiveness and continues with empathy and genuine understanding. It evolves through storytelling and shared experiences and ultimately culminates in creating personalised moments that feel authentic rather than scripted.”
And he’s quick to point out that all of this is only possible through engaged teams with colleagues who feel valued, trained and empowered – an area in which Alwadi invests significant resources.
This is an attitude the GM carries over into his day-to-day running of the property, explaining: “I believe the most important quality is consistency. Hospitality is built on trust. Guests return when they know the experience will feel just as welcoming, attentive and refined every single time. That consistency starts with leadership. It means setting standards, living them daily and remaining present and accessible to the team.
“At Alwadi, I demonstrate this through visible presence and structured engagement with the team. I conduct regular roundtable sessions with every department, creating a platform where colleagues can openly share feedback, challenges and ideas. Listening is essential, but acting on that feedback is even more important. When changes are implemented based on what truly matters to the team, it builds trust and ownership.
“We complement this with continuous training and clear performance expectations, ensuring both front-of-house and back-of-house colleagues feel aligned and supported. When people feel heard and valued, motivation becomes intrinsic. And when teams are engaged, the guest experience naturally becomes more genuine, consistent and memorable.”
On a more personal note, we asked the GM to share a fun fact about himself and he didn’t disappoint.
“A fun fact about me is that I collect hotel key cards from every property I’ve stayed in. It’s my own version of a travel diary. Each card captures a moment in time and a distinct sense of place. I often joke that I’ve visited more hotel lobbies than museums. I am fascinated by how each lobby tells a story through architecture, lighting and atmosphere. It constantly inspires me and reminds me that hospitality is, at its core, about storytelling and emotion.” ✤
