Hafidh Al Hadrami

As Director of Destination, I lead the end-to-end strategic, commercial, and operational
development of Hawana Salalah — Oman’s largest and most diverse integrated tourism
destination. The portfolio spans:
• Three 5-star hotels (1, 200+ keys)
• Over 1, 200 commercial and residential units
• Retail zones
• Marina with yacht berths
• Beachfront promenades
• Recreational and wellness facilities
• Water park
• Golf course (planned)
I define and drive the commercial agenda, lead destination planning, budgeting,
and revenue strategy, and ensure brand alignment across all components. I oversee
hospitality pipeline development, area programming, tendering, and delivery, working
closely with operators and consultants. Additionally, I manage asset lifecycle planning,
risk mitigation, and HMA negotiations — ensuring alignment with stakeholder goals and
unlocking sustainable growth.

As Director of Destination, I lead the end-to-end strategic, commercial, and operational
development of Hawana Salalah — Omans largest and most diverse integrated
tourism destination. The portfolio spans:
• Four 5-star hotels (1, 200+ keys)
• Over 1, 200 commercial and residential
units
• Retail zones
• Marina with yacht berths
• Beachfront promenades
• Recreational and wellness facilities
• Water park
• Golf course (planned)
I define and drive the commercial agenda, lead destination planning, budgeting,
and revenue strategy, and ensure brand alignment across all components. I oversee
hospitality pipeline development, area programming, tendering, and delivery, working
closely with operators and consultants. Additionally, I manage asset lifecycle planning,
risk mitigation, and HMA negotiations ensuring alignment with stakeholder goals and
unlocking sustainable growth.

As Hotel Manager of Juweira Boutique Hotel, a luxury waterfront property nestled in the
heart of Hawana Salalah, I was responsible for delivering elevated guest experiences,
driving operational efficiency, and sustaining financial performance in alignment with
the destinations premium positioning.
• Full Operational Oversight: Managed all day-to-day hotel operations, including
Front Office, Housekeeping, Food & Beverage, Engineering, and Guest Services —
ensuring seamless coordination and adherence to brand standards.
• Financial & Commercial Performance: Led annual budgeting, cost control, and
revenue optimization initiatives. Achieved profitability targets through strategic
planning, upselling programs, and effective cost containment.
• Guest Experience Excellence: Upheld Juweiras boutique hospitality ethos by
ensuring highly personalized service delivery, implementing guest feedback
systems, and maintaining consistently high satisfaction and loyalty ratings.
• Team Leadership & Talent Development: Built and led a high-performing team,
developing departmental leaders through structured coaching, SOP training, and
performance management programs.
• Brand Representation & Destination Synergy: Acted as a brand ambassador for
Juweira within the larger Hawana Salalah ecosystem, aligning operational and
service strategies with destination-wide initiatives.
• Health, Safety & Compliance: Ensured full compliance with Omani hospitality
regulations and internal audits, while embedding best practices in hygiene, safety,
and risk mitigation across the hotel.
• Crisis & Continuity Management: Led the hotels response during periods of
disruption, including seasonal shifts and external challenges, maintaining guest
confidence and operational continuity.

* Develop and maintain a realistic and achievable real estate project pipeline
* Oversee planning, site selection, construction, design, loan closings and implementation of all real estate development projects
* Develop Asset Management policies and procedures and implement best practices.
*Work closely with business development to identify operators and negotiate HMAs.
*Prepare PAP (Property Area Plans) and brief of property keeping in mind space utilization and profitability and return per sqm.
* Work closely with development to review concept designs inline with best hotel practices, trends and technology to allow optimum value.
* Prepare operating budgets and work strategically with property management and facilities to implement organizational and property specific changes to improve operational efficiency.
* Work with Operators (Hotel Management Companies) to coordinate and oversee of new construction assets and turnover of units in
existing portfolio.
* Manage relationships with all stakeholders and ensure initial and continued compliance according to regulatory agreements and local law.
* Identify opportunities for efficiencies and apply for capital improvement.
* Maintain regular contact and obtain reports from operators and accounting to assess performance.
* Develop apartment policies and procedures and ensure compliance with them.
* Plan for and provide guidance in implementing the rehabilitation of existing properties.
*Oversee the use of replacement reserve accounts.
* Coordinate Portfolio regulatory audits.
* Ensures compliance with all municipal regulations (e.g., building registrations), community, and
neighborhood support and approvals including attending meetings related to housing development
* Identifies risks to assets (potential failures); identifies consequences of asset failures; and plans for ways to minimize the consequences of failures
* Identifies risks to assets relating to potential fraud and none-compliance, then create and implement a mitigation plan.
* Early identification of problem assets and credit concerns.
* Monitor performance vs budget and original internal underwritten projections.
* Create and modify ongoing financial, cash flow forecasting, and valuation models in Excel.
* Periodic value and analysis of underlying properties to determine increases and decreases in property value.
* Assessment and then recommendation of action plans to maximize the economic recovery on troubled assets.
* Act as staff liaison to the Real Estate/Asset Management committee of the Board

Rua Al Madinah Holding — a wholly owned subsidiary of Saudi Arabias Public
Investment Fund (PIF) — is responsible for delivering the worlds largest hospitality-led
master development, comprising over 52, 000 hotel keys along with residential,
commercial, and retail components in the heart of Madinah. As a core contributor to
Saudi Vision 2030, Rua focuses on enhancing religious tourism, urban regeneration, and
long-term sustainable value.
In my role Responsible for Superblock-5(10 Hotels & 1 Branded Residence with total 4720
keys), I was entrusted with the following responsibilities:
• Strategic Planning: Spearheaded the creation and execution of business growth
strategies to enhance market position, elevate brand perception, and ensure
sustained financial health.
◦ Hospitality Real Estate Projects: Led the approach strategy and coordinated
across development teams to manage the full project pipeline — including
area programming, concept and schematic design, and detail design through
to tendering — ensuring optimal spatial efficiency and compliance with brand
standards and local codes.
◦ Project Budget Management: Collaborated closely with cost consultants to identify
and capitalize on strategic opportunities, ensuring each development phase is
financially viable and aligned with time and budget expectations.
◦ Property Area Planning: Contributed to the formulation of detailed Property Area
Plans (PAP), focusing on maximizing space utilization, profitability, and returns per
square meter.
◦ Business Planning & Asset Performance: Developed and integrated tailored
business plans for each asset, incorporating targeted strategies to drive value
creation, operational excellence, and portfolio performance.
◦ Policy & Procedure Development: Designed and implemented comprehensive
operational policies and procedures to standardize processes across apartment
and hospitality assets.
◦ Market Intelligence: Engaged leading consultants to conduct in-depth market
research and intelligence studies, identifying trends and uncovering growth
opportunities across the destination.
◦ Regulatory Audits & Compliance: Directed regulatory audits across the portfolio
while ensuring strict adherence to local laws, building registrations, community
regulations, and authority approvals.
◦ Risk Management: Identified asset-level and development risks, assessed potential
impacts, and executed mitigation strategies to reduce failures and preserve asset
value.
◦ Operator Liaison & HMA Negotiations: Acted as the primary liaison between
international hotel operators and executive leadership, leading the selection and
negotiation of Hotel Management Agreements (HMAs) and ensuring full alignment
with development goals and regulatory frameworks.
◦ Stakeholder Coordination: Represented the asset team in board and master plan
committees, providing continuous updates and alignment with executive and
strategic priorities.
◦ End-to-End Asset Lifecycle Oversight: Played a central role in commercial
asset management strategy, from acquisition through development, operation,
repositioning, and eventual disposal — ensuring value maximization at every stage.

Providing assistance in overall aspects of administration, finance, capital Investment, working capital and operations of the assigned
portfolio
- Monitoring the local third-party property managers and leasing agents, and proposing goals (KPI’s) and objectives for each property
- Assisting in the preparation and approval process of property operating budgets
- Ensuring the monthly, quarterly, and annual reporting of the portfolio, monthly review of operating statements, and conduct of
business review meetings
- Assisting in the due diligence and underwriting of potential acquisitions, and performing financial analysis, market studies, and
industry standard reporting including variance reporting, discounted cash flows, IRRs, etc.
- Creating and maintaining a pro-active no surprise oversight function, and conducting risk evaluation, analysis, reporting, and
contingency planning
- Planning renovations, expansions, and executions of projects, and assembling asset management strategies, policies, and demand
requirements
- Handling asset management planning, whole-life costing, asset lifecycle decision, and activity process from acquisitions to disposal
- Synchronizing closely with the hotels in an initiative to achieve targets and surpass them
- Planning and executing renovations and rebranding of properties, and recruiting General Managers and Financial Controllers for
those properties
Properties being managed: Ocean Blue Beach House Rst., Crowne Plaza Duqm, Crowne Plaza Salalah, Atana Khasab, Atana Musandam,
Massirah Island Resort, Ras Al Jinz Turtle Reserve, City Hotel Duqm, Uawaifiyah Guest House, Atana Stay Ashkhara, and Atana Stay
Salalah, Alila Mirbate Hino Bay, Dibba Beach Resort.
Other designations held at present:
- Chairman | Al Batinah Hotels Company SAOG | Restructured the total investment capital and steered the company from losses to
profitability
- Chairman | Executive Committee Company “Sohar Beach Hotel”
- Vice Chairman | Salalah Beach Resort Company “Hilton Salalah Resort” | Ensured renovation and introduced a new concept for the
all day dining

Omran Group is the Sultanate of Omans to realize through and projects. The group plays a pivotal role in driving economic diversification by
developing and managing iconic tourism assets in partnership with global operators and
investors.
As Asset Manager, I was entrusted with full-cycle oversight of a diverse portfolio of
hospitality properties, driving performance, profitability, and long-term asset value
across various asset classes. Key responsibilities included:
• Portfolio Enhancement & Capital Projects: Led the planning and execution of
major renovations, asset repositioning, and expansion projects across the portfolio
— integrating brand alignment, design innovation, and value-adding upgrades.
• Strategic Asset Management: Developed and implemented comprehensive asset
management strategies, policies, and lifecycle plans tailored to each propertys
unique market position and demand profile.
• P&L & Financial Oversight: Accountable for full financial management, including
administration, capital investment planning, working capital control, and
operational finance. Played a key role in the preparation and approval of annual
operating budgets.
• Third-Party Oversight: Supervised local property managers and leasing agents,
setting and tracking performance KPIs and operational targets to ensure alignment
with ownership objectives.
• Reporting & Governance: Delivered structured monthly, quarterly, and annual
performance reporting, conducted operating statement reviews, and led strategic
business review meetings with stakeholders.
• Due Diligence & Transactions: Provided essential support in acquisition
underwriting, due diligence processes, and financial modeling—including IRRs,
DCFs, variance analysis, and market studies aligned with investment decisions.
• Risk & Compliance Management: Conducted risk evaluations, contingency
planning, and compliance oversight, ensuring each asset met local regulatory
requirements while maintaining operational integrity.
• Talent Leadership: Recruited, assessed, and appointed General Managers and
Financial Controllers for multiple hotel assets, ensuring strong on-ground
leadership and operational consistency.
Properties Managed:
• Urban & Beach Resorts: Crowne Plaza Duqm, Crowne Plaza Salalah, Alila Hino Bay,
Dibba Beach Resort
• Eco & Experience Assets: Ras Al Jinz Turtle Reserve, Massirah Island Resort,
Uawaifiyah Guest House
• Brand Developments: Atana Khasab, Atana Musandam, Atana Stay Ashkhara, Atana
Stay Salalah
• Dining & Lifestyle: Ocean Blue Beach House Restaurant, City Hotel Duqm

Developed holistic policies and procedures as a base foundation for the department to be launched in Dhiaffa and all its properties
- Established the entire department and devised a 5-year plan, and designed the training materials and standards
- Monitored the properties closely to achieve high service standards, and designed development programs to increase talents and
create a momentum within all team members
- Travelled to the property sites to deliver trainings, and developed trainers within all property locations
- Harmonized closely with the properties’ General Managers to achieve the monthly targets of training hours
- Generated and presented reports on progress to the Managing Director
- Interacted with colleges and institutes, and ventured opportunities to develop the team members, and to scout for talents who
could join and emerge as future leaders
- Designed a fast track development program to ensure the presence of a pool of leaders to run the upcoming new properties
Hotels managed: Atana Khasab, Atana Musandam, Ras Al Jinz Turtle Reserve, Massirah Island Resort, City Hotel Duqm, and Uawaifiyah
Guest House

As Corporate Manager, I was entrusted with building the foundations of the Dhiaffa
department — a pivotal entity within Omran focused on nationalizing talent, enhancing
service standards, and ensuring operational excellence across a portfolio of hospitality
assets. My contributions spanned strategy, development, and execution:
• Organizational Structuring: Played a central role in designing and establishing the
departments structure, policies, and SOPs — laying a sustainable foundation for
operations across all Dhiaffa-managed properties.
• Strategic Workforce Planning: Developed a comprehensive 5-year strategic plan
encompassing staffing models, training needs, performance frameworks, and
growth pathways aligned with Omrans hospitality vision.
• Talent Development & Training: Designed and delivered tailored training programs
and standards, conducting site visits to train property-based teams and develop
in-house trainers for each location.
• Leadership Pipeline Creation: Successfully launched a fast-track leadership
development program to cultivate future property leaders. Supported new hotel
openings by providing a ready pool of trained, high-potential talent.
• Performance Management: Coordinated with General Managers to align on
monthly training hour targets and ensure KPI adherence. Monitored progress and
submitted strategic development reports to the Managing Director.
• Academic & Industry Collaboration: Built strategic partnerships with hospitality
colleges and training institutes to create a pipeline of skilled Omani professionals
and identify emerging talent.

Key Deliverables:
- Managed customer service in leading malls in Oman along with the leading shopping mall brand in Middle East and North Africa
- Entrusted with management, training, and tasking of the customer service team, and organizing of daily operations to attain high
level of service standards
- Interacted and coordinated on social media to address both the malls for their stores and activities
- Handled CSR initiatives and events for both Muscat and Qurum City Centre
- Monitored the planning and formulation of budget for the customer service operations
- Devised SOPs and protocols, and ensured implementation at all levels
- Scrutinized all paperwork and ensured compliance with the internal audit terms
- Attended and resolved tenants’ issues and customers’ complaints and queries

As Customer Service Manager, I was responsible for ensuring world-class customer
experience standards across two of Omans premier retail destinations — Muscat City
Centre and Qurum City Centre — operated by Majid Al Futtaim, the Middle East and North
Africas leading shopping mall developer.
• Customer Experience Leadership: Oversaw and elevated customer service delivery
across both malls, ensuring alignment with Majid Al Futtaims regional benchmarks
for excellence.
• Social Media & Engagement: Managed mall-related social media activities, aligning
messaging with customer service objectives and supporting brand visibility, store
promotions, and event awareness.
• CSR & Event Management: Led the planning and execution of community
engagement initiatives and high-impact CSR programs, enhancing public
perception and visitor loyalty.
• Operational Budgeting: Developed and implemented customer service budgets,
ensuring cost-effective operations without compromising service quality.
• Issue Resolution & Tenant Relations: Acted as a key point of contact for both
tenants and customers, ensuring timely and effective resolution of complaints,
service issues, and store-related concerns.

Oversees all operations and day-to-day activities in a hotel organization. They take on a variety of duties including managing everything from accounting, sales, business development, and customer service. Also referred to as a hotel manager.

* Overseeing personnel, including receptionists, kitchen staff, and office employees.
Monitoring employee performance and conducting regular evaluations to help improve customer service.
* Collecting payments and maintaining records of budgets, funds, and expenses.
* Welcoming and registering guests once they arrive.
* Resolving issues regarding hotel services, amenities, and policies.
* Organizing activities and assigning responsibilities to employees to ensure productivity.
* Creating and applying a marketing strategy to promote the hotel’s services and amenities.
* Coordinating with external parties, including suppliers, travel agencies, and conference planners.
* Evaluating hotel performance and ensuring compliance with health and safety rules.
* Partaking in financial activities, including establishing room rates, setting budgets, and assigning funds to departments.

A division manager is a senior-level position within an organization. They are responsible for overseeing all aspects of their division’s operations, including developing and implementing strategies to increase revenue and profitability.

* Ensuring that all employees are performing their duties efficiently and effectively, including monitoring their performance using metrics such as quality of work, productivity, customer satisfaction levels, absenteeism rates, etc.
* Establishing and maintaining relationships with clients by providing them with information about new products and services, marketing promotions, or special events
* Providing training to new employees on division policies and procedures
* Managing staff schedules to ensure that there are enough employees on duty at all times to meet customer demand
* Maintaining employee records including hiring, firing, and discipline actions
* Overseeing the daily operations of an establishment such as a hotel, restaurant, or retail store
* Developing long-term strategic plans for their division in order to meet company goals
* Managing the financial performance of their department by creating budgets, monitoring expenses, and generating reports
* Supervising guest services staff in order to ensure that all clients receive prompt attention to their needs

Department that fall under the FOM:

1. Reception
2. Concierge
3. Telephone Operator
4. Reservations
5. Housekeeping
6. Security
7. Transportation

As Front Office Manager Sifawy Boutique Hotel, a stylish lifestyle property within
the Jebel Sifah Marina development, I was responsible for leading all front-of-house
operations, ensuring exceptional guest engagement, and supporting the hotels
positioning as a premier boutique destination.
• Front Office Operations Leadership: Directed daily activities across reception,
concierge, reservations, and guest relations to ensure smooth, welcoming, and
professional service delivery aligned with the hotels boutique identity.
• Guest Experience Management: Championed a guest-first culture, personalizing
services for VIPs and long-stay guests, resolving issues with agility, and maintaining
consistently high satisfaction scores.
• Team Management & Training: Recruited, trained, and supervised front office
staff, fostering a service-oriented mindset while implementing SOPs and upskilling
initiatives to ensure operational consistency and excellence.
• Revenue & Reservation Optimization: Oversaw room inventory, rate management,
and reservation strategy in coordination with the sales and revenue teams,
contributing to occupancy and ADR performance.
• FO Technology & Reporting: Managed the PMS and front office systems, ensuring
accurate reporting, night audits, and daily performance summaries for leadership
review.
• Marina Guest Integration: Provided tailored services to yacht owners and marina
guests, creating seamless check-in/out experiences that integrated hotel and
marina operations.
• Crisis Handling & Guest Recovery: Acted as the primary escalation point for guest
concerns and operational disruptions, applying tactful resolution strategies and
service recovery protocols.

Key Deliverables:
- Entrusted with the overall operations of front office department while ensuring smooth functioning of operations in all sections
- Handled the meeting and greeting of VIP guests, dealings with guest complaints, and representation of the hotel management

As Duty Manager at Shangri-Las flagship property in Oman, I served as the senior
operational point of contact during my shifts, ensuring that all guest experiences, service
standards, and property operations met the resorts globally recognized excellence.
• Operational Command: Oversaw daily operations across three hotel wings,
multiple F&B outlets, spa, and recreational areas — ensuring seamless coordination
between departments and quick resolution of service challenges.
• Guest Relations & VIP Handling: Acted as the primary contact for high-profile
guests and VIP delegations, providing tailored service, managing expectations, and
executing recovery strategies when needed.
• Crisis Response & Incident Management: Led on-site responses to guest
complaints, medical incidents, and emergency situations, ensuring guest safety,
quick decision-making, and proper incident documentation.
• Team Coordination: Directed front-line teams across Front Office, Housekeeping,
and Security during after-hours and high-demand periods, maintaining brand
standards and smooth guest flow.
• Daily Briefings & Reporting: Prepared detailed shift reports for executive
management, communicated guest feedback trends, and ensured proper
handover between management shifts.
• Brand Representation: Upheld Shangri-Las luxury service ethos at every guest
touchpoint, leading by example in demeanor, service etiquette, and attention to
detail.
• On-the-Spot Problem Solving: Resolved operational issues in real-time — from
overbookings and late check-outs to maintenance escalations and service delays
— with calm authority and discretion.

A hospitality assessor, also called a hospitality trainer assessor, works predominantly on the frontier by training and assessing students enrolled in hotel/hospitality management courses. They aim at providing a wide variety of knowledge through individualized training and tests

Four Sectors of Hospitality:
1. Lodging
2. Travel and Tourism
3. Recreation
4. Food and Beverages

* Assessment: the first and foremost duty of a hospitality assessor is to assess the students’ performance and conduct. To implement said evaluations in a dutiful manner and regulate proper supervision.
* Guidance: Guiding students through their course and supporting them in acquiring soft skills that would enhance their professionalism.
* Be Present: To be present in all the quality assurance meetings along with other directors and team leaders to help build a better institution by welcoming spontaneous changes and improvements.
* To Respond: Having a positive and instinctive response to project dynamics and curriculum is a very essential obligation in this job.
* Teaching: Teaching and developing short courses that are respective to individual expertise is also an added task that a hospitality assessor must complete.
* Demonstration: Demonstrating given pre-requisites to get students to achieve certain standards.

- To play a key role in developing the range of academic activities within the Tourism, Hospitality and Events team, including:
•Teaching and Learning,
•Research,
•Quality Assurance and Enhancement,
•Student Recruitment,
•Programme Leadership,
•Module Leadership, ,
•Employability,
•International Development,
•Reach out.
•To undertake administration related to the operation of the team.
• act as a Personal Tutor to students and to deal with referred issues.
•To provide support to colleagues and to resolve problems affecting the delivery of academic programmes and/or projects within own areas of responsibility and in accordance with regulations, procedures and good practice.
•Make decisions regarding the operational and strategic aspects of own educational programme, contribute pro-actively to decision making.
•Identify and respond to opportunities for strategic development of new courses, projects, income generation or other appropriate activity. •Contribute to quality assurance and take the lead in quality enhancement processes.

As a certified Hospitality Operations Instructor and Assessor at Omans premier
vocational training institution, I was responsible for educating, mentoring, and preparing
the next generation of hospitality professionals, with a strong emphasis on practical
excellence, service standards, and industry-readiness.
• Curriculum Delivery & Instruction: Taught core modules in front
guest hotel management hospitality communications —
blending academic with real-world applicability.
• Training & Assessment: Developed led practical workshops,
conducted formative assessments in alignment with international
hospitality (e.g., City & Guilds, HAB UK).
• Industry Alignment: Ensured that aligned classroom learning.
• Talent Development: Mentored students in career interview and professional grooming, with a focus on building soft and customer-centric attitudes.
• Program Enhancement: Contributed to the ongoing improvement of instructional
programs through feedback and partners.
• Standards & Compliance: Maintained reporting and student
• Institutional Engagement: Represented NHI at industry events and student
exhibitions, building strong linkages between the academic environment and
hospitality employers across Oman.

(Telephone Operator) / Concierge (Porter Service & Doorman)