Recognized among the TOP 100 Hotel General Managers of the World by Luxury Lifestyle Awards, Frederic Farah stands as a driving force behind the evolution of Radisson Blu Jeddah Al Salam, a landmark of refined hospitality in the Kingdom of Saudi Arabia. In this exclusive interview, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, explores Farah’s leadership philosophy, operational achievements, and vision for the future.

Alexander Chetchikov: Your leadership has been described as transformational, democratic, and visionary. How do these styles work together to shape the culture at Radisson Blu Jeddah Al Salam?

Frederic Farah: Different leadership styles certainly work in harmony, with each one influencing a situation differently. As a leader, you need to motivate and inspire employees, get them engaged in key decisions, and let them take ownership. Every team member has to feel they are a game-changer, and every success to which they have contributed should be celebrated.

Encouraging diverse perspectives and shared ideas leads to more comprehensive problem-solving and better overall outcomes. The outcome is usually best when a subject is covered from many different points of view, with each person seeing it from a unique angle; this contributes to achieving the best possible result by covering almost all angles.

Understanding the market, the business, the culture, and human behaviors across different backgrounds, while also knowing the company’s values and goals, helps you better understand which path to take and where to aim.

AC: Luxury hospitality is constantly evolving. In your view, what defines modern luxury for today’s travellers in Jeddah and beyond?

Today’s Travelers demand is much higher than ever before; the exposure they have to many brands and different offerings, as well as the snowballing development of technology, is more exigent and requires always thinking outside the box.

Nowadays, focusing on Tailoring stays to the individual, remembering guest preferences from past stays, offering bespoke dining, also blending leisure and business with a seamless workspace.

For many modern travellers, environmental and social responsibility are integral to what ‘Luxury’ means, so we are embracing sustainable solutions, green operations, ethical sourcing, waste management, and supporting local communities.

Technology is an important part of travellers’ interest, it is about service enhancement and frictionless convenience: digital, seamless check in/out, smart rooms etc… but the key is balance: tech should serve to elevate the human hospitality, not replace it, the human touch, the warmth, discretion and authenticity remain core. A memorable and meaningful experience, rather than just pushing buttons, it is always and remains a human touch to turn a stay into a story.

In other words: luxury as authentic experience and emotional resonance rather than flashy cold luxury 

AC: Under your leadership, the hotel has seen extensive upgrades across safety, amenities, and guest experience. Which of these improvements do you feel has made the greatest impact on the hotel’s success?

FF: Initially, our focus was on the human factor and building a great team to deliver results. We definitely faced challenges, but how you lead determines whether you can get the team pulling together in one direction at the same cadence.

Working diligently on various aspects of safety, general hotel maintenance, and numerous upgrades has significantly contributed to improving our guest experience.

Specifically, our repeated guests have noticed the positive changes that have occurred in terms of both the Services and Building—ranging from menu engineering to the uplifting quality and presentation of the food, as well as the overall service standards.

AC: The hotel’s spa, outdoor pool, and high-end fitness facilities are key attractions. How do you ensure these spaces continue to deliver exceptional luxury experiences?

FF: The hotel’s facilities play a pivotal role in shaping an exceptional guest experience. With a business mix comprising both corporate executives and leisure travelers, it is essential that we consistently maintain the highest operational standards. This includes implementing a rigorous and proactive maintenance schedule, elevating staff training to ensure service excellence, and upholding stringent hygiene and cleanliness protocols to keep every area immaculate, sanitized, and refreshed throughout operating hours.

To remain competitive and exceed guest expectations, we continuously focus on refinement and innovation—integrating emerging trends, enhancing our offerings, and introducing seasonal programming that adds freshness and relevance to the guest journey.

AC: You’re known for guiding your team by asking deep, reflective questions. How does this coaching-oriented approach strengthen staff morale and development?

FF: This is an important part of team development where the individual is part of the solution. I usually apply the ‘’5 whys’’ technique, guiding the team member to reach a better outcome on their own. This approach helps the team member to develop faster, corrects their way of approaching any topic, and teaches them to always find a better way

AC: The hotel is now ranked number 4 in MEA for guest survey metrics within the Radisson Hotels Group. What operational strategies or cultural shifts helped achieve this milestone?

FF: With no doubt, investing in our team members through recruiting the right talent, providing training, and reinforcing service delivery—undoubtedly enhances our offerings. We also maintained a clear vision for improvement. No one is perfect; therefore, we had to set a clear strategy and find ways to improve.

Our approach was based on being both proactive and reactive:

• Proactive: We focus on uplifting our services and enhancing the human touch throughout every guest journey—in the room, restaurant, spa, and other areas. This includes activating courtesy calls after check-in and during the stay to ask guests how we can improve, and in case of any negative comments, to attend to them immediately. The entire team is empowered to sort out any guest issue in whatever department they are in.
• Reactive: We analyse guests’ negative surveys and use the fishbone anatomy (root cause analysis) to go deeper into the underlying causes, find the right corrective actions, and set monthly action plans.

AC: With Saudi Arabia’s hospitality sector expanding rapidly, what industry trends or opportunities do you believe will shape the next era of hotel management in Jeddah?

FF: With Saudi Arabia’s hospitality sector accelerating rapidly under Vision 2030—particularly in dynamic markets like Jeddah—we are clearly entering a transformative new era of hotel management. The industry is experiencing unprecedented expansion, accompanied by a diversification of guest expectations and market needs.

One of the most significant shifts is the rapid growth in hotel supply, combined with a more defined segmentation of offerings. The Kingdom’s ambitious development agenda includes adding hundreds of thousands of new hotel rooms, with a large proportion concentrated in the upper-upscale and luxury segments. Jeddah, in particular, has a substantial pipeline of new properties underway, spanning upscale resorts, branded residences, and serviced apartments, especially along the waterfront, the Corniche, and emerging downtown districts.

This surge in development means that differentiation is no longer optional—it is essential. The era of generic “luxury” is fading. Instead, successful operators must embrace clear and compelling positioning, whether business-friendly, family-oriented, wellness-focused, boutique, lifestyle-driven, or budget-conscious. Without this strategic clarity, brands risk blending into an increasingly competitive landscape and facing internal market cannibalization.

At the same time, there is a growing demand for mid-scale and accessible accommodations that cater to a broader spectrum of travelers. This segment presents major opportunities to attract domestic tourism, regional leisure visitors, business transit guests, and those connected to religious pilgrimage. As Saudi Arabia welcomes a more diverse global audience, hotels that offer value-driven, comfortable, and authentic experiences will be particularly well-positioned.

AC: Located in the vibrant Al Salamah district, your guests have access to business hubs, leisure destinations, and key venues. How does this dynamic location influence your guest experience strategy?

FF: Our hotel’s location is always appropriate for business travelers, as it is situated in a strategic area that offers easy access to multiple destinations.

It is conveniently located both near and far at the same time:

• Close and accessible to business offices and mega companies.
• An easy reach to the airport, typically within 15 to 20 minutes.
• Easy access to leisure locations, hospitals, restaurants, and many other shops

A warm thank-you goes to Frederic Farah for sharing his vision, leadership insights, and dedication to excellence. His continued impact at Radisson Blu Jeddah Al Salam reflects a commitment to elevating both guest experience and industry standards.

Connect with Frederic Farah here: https://www.linkedin.com/in/frederic-farah-08a26a30/ and book your stay at Radisson Blu Jeddah Al Salam here: https://www.radissonhotels.com/en-us/hotels/radisson-blu-jeddah-al-salam