I have spent more than three decades in luxury hospitality, and I have worked nearly every layer of it. I started as a classically trained chef in Michelin-starred European kitchens, in Nuremberg and Zermatt, and moved up through Executive Chef, Director of Food and Beverage, and Cluster General Manager before crossing to the owner's side of the table.
That last part is what matters most for the work I do now. I have run hotels as an operator, with full P&L accountability across multi-property clusters. I have also sat on the owner's side, governing portfolios of 50-plus luxury hotels, branded residences and mixed-use assets within a PIF-backed Vision 2030 giga-project, from master planning through the start of construction. I have led six pre-opening mandates from zero, built operational frameworks where no brand playbook existed, and represented hotel-division interests at shareholder level.
I am not a brand consultant and I do not hand over a deck and walk away. I am brought in to pressure-test decisions, challenge them hard, and make sure concept, operator expectations, operational execution and commercial reality actually line up before they are locked into concrete. The reason I can do that is simple: I have made these decisions myself, on every side of the project, and I have seen what they cost when they are wrong.
Based in Dubai, working globally.