The following interview is led by Alexander Chetchikov, President of the World Luxury Chamber of Commerce, and offers an in-depth look at the leadership philosophy of Hani Akkari, General Manager of The Chedi Katara Hotel & Resort. Since assuming his role in 2023, Akkari has guided the property through a decisive period of growth and market leadership, earning international recognition and acclaim. His distinction as part of the TOP 100 Hotel General Managers of the World was awarded by Luxury Lifestyle Awards, reflecting both performance and influence at the highest level of hospitality. This conversation highlights how strategic vision, disciplined luxury positioning, and cultural stewardship have shaped one of Qatar’s most talked-about hospitality destinations.

Alexander Chetchikov: As General Manager since 2023, how would you describe your leadership approach, and how has it influenced the culture and direction of The Chedi Katara Hotel & Resort?

Hani Akkari: My leadership approach has been rooted in authentic hospitality, collaborative empowerment, and a steadfast commitment to excellence. I believe that exceptional guest experiences begin with an engaged and motivated team, so my focus has been on creating a positive workplace culture that values each individual’s contribution, encourages open communication, and inspires pride in every service we deliver.

AC: Luxury today demands clarity and restraint. How do you personally define luxury in a market as competitive and fast-evolving as Qatar?

HA: In the current hospitality landscape, especially in a destination as dynamic and discerning as Qatar, luxury is no longer measured by extravagance alone it is defined by clarity, restraint, and meaningful human experience. True luxury, in my view, is about creating a space where every detail has purpose, every interaction feels personal, and every moment is curated with intention. Luxury today is about anticipation and personalization.

AC: The hotel has achieved remarkable commercial and reputational results in a short time. Which strategic decisions were most critical in elevating its market position?

HA: From the outset, our focus was on sustainable RevPAR rather than volume-led occupancy. We deliberately targeted a high-value guest segment that appreciates discretion, design, and experiential depth, rather than chasing broad demand.

This informed our pricing discipline, channel strategy, and partnerships. By avoiding overexposure and protecting rate integrity, we allowed demand to mature naturally. As brand credibility strengthened, commercial performance followed; not through aggressive tactics, but through trust and repeat business.

AC: Guest-centricity is often discussed but rarely mastered. What operational principles ensure that the luxury at your hotel feels personal rather than performative?

HA: At The Chedi Katara, guest-centric luxury means anticipating needs, personalizing every interaction, and creating genuine emotional connections that make each guest feel uniquely valued rather than just impressively served. We focus on attentive, proactive service and meticulous attention to detail while empowering our team to act with empathy and discretion, ensuring experiences feel thoughtful and sincere. Seamless coordination across departments and use of guest insights allows us to tailor stays without feeling intrusive, and consistent service excellence builds trust and loyalty. This approach turns each stay into a meaningful, memorable journey that reflects true luxury.

AC: Your team has been central to the hotel’s transformation. How do you motivate, train, and retain talent while maintaining exacting luxury standards?

HA: At The Chedi Katara, we motivate, train and retain talent by investing in ongoing skill development and personalized career paths, which boosts confidence and job satisfaction. We foster a culture of open communication and recognition, so every team member feels valued and heard, not just “managed.” We also empower staff with autonomy in guest service and leadership opportunities, strengthening ownership and loyalty. By creating clear growth opportunities, rewarding excellence, and supporting well-being, we keep our people inspired to uphold the highest luxury standards.

AC: Being named among the TOP 100 Hotel General Managers of the World is a significant achievement. What does this recognition represent for you and your team?

HA: For me, it’s not about an individual title as much as it reflects the people I work with every day. This recognition belongs to the entire team their passion, discipline, perseverance and commitment to excellence are what make any achievement possible.

It represents countless hours of hard work, attention to detail, and a shared belief that hospitality is about people, first our guests and our colleagues. Personally, it motivates me to keep raising the bar, stay curious, and lead with responsibility and humility. For the team, I hope it reinforces what we do, and how we do it, truly matters on a global stage.

AC: Partnerships and activations have played a visible role in the hotel’s identity. How do you evaluate which collaborations truly add value to a luxury brand?

HA: We carefully choose partnerships that enhance our brand’s identity and elevate the guest experience, not just generate noise. True value comes from collaborations with brands that share our values and prestige, align with our luxury ethos, and offer something memorable or unique to guests. We prioritise authenticity and emotional resonance  ensuring the tie‑in feels natural and enriches the stay rather than being superficial. By focusing on strategic fit, guest relevance, and long‑term impact, we ensure every collaboration reinforces our reputation for refined, meaningful luxury.

AC: Looking ahead, how do you see the luxury hospitality industry evolving in the region over the next five years, and how is your leadership preparing for that shift?

HA: In the next five years, luxury hospitality in the region will continue its strong growth, driven by expanding hotel capacity and government tourism initiatives that position the GCC as a global destination for discerning travelers. Qatar, Dubai and other markets are increasing luxury room supply and high‑end experiences as demand from affluent and experience‑seeking guests rises

We also expect greater emphasis on personalized, technology‑enabled experiences and cultural storytelling, as hotels tailor service to evolving expectations and differentiate through immersive offerings.

Thank you, Hani, for sharing thoughtful perspectives on leadership, luxury, and the realities of building distinction in a demanding market. The conversation underscores Akkari’s role in shaping a modern hospitality culture grounded in performance, precision, and purpose, while contributing meaningfully to the broader global luxury dialogue.

To learn more, visit https://www.ghmhotels.com/en/katara/.