“My work life has only been a succession of great challenges that made it so interesting and rewarding”, said Denis Sorin, Deputy Chief Executive Officer, Amsa Hospitality

Hospitality is one of most fulfilling and promising industries. It invites visitors to a place of security and comfort leading to the exploration of the various cultures, expanding knowledge, diversity and acceptability.

Being a leader in the hospitality sector not only fulfills one’s life through service, but also welcomes people from across the world to explore and expand their reach, helping the country’s economy and wealth. Saudi Arabia with its vision for 2030, is exploring areas in which it can help people find their way to the beauty and prestigious nature of its country.

CIO Bulletin had the privilege to talk to Denis Sorin, Deputy Chief Executive Officer at Amsa Hospitality, who has an illustrious career and continues to make a prominent impact in the industry.

Q. What makes Amsa Hospitality the ‘Hallmark of Arabian Hospitality’?

Amsa Hospitality brings a never seen proposal to the market; following the exclusive vision of Amsa Hospitality founder and Chief Executive Officer, Mohammad Alathel.

If you look at our industry market, you will see that you have hotel groups from every part of the world that brought brands reminiscent of their own culture; every ethos is represented, except for the Middle East. That is, until Amsa Hospitality, an Arab-inspired brand, eventually to be found in all major cities worldwide.

We are working with partners from all horizons to address our industry’s challenges, from the current staffing issue resulting from the COVID-19 crisis to the future generations expectations that totally diverge from previous customers’ expectations.

As our industry’s hallmark, we are working on finding solutions to those issues, not only for ourselves but for the industry at large.

Q. How do you envision Amsa Hospitality contributing towards Saudi Arabia’s Hospitality Vision for 2030?

Saudi Arabia is known worldwide for its two Holy Mosques in Makkah and Madinah, which attract thousands of pilgrims every year. But this country has a lot more to offer.

While we aim to develop globally, our home market is very important to us.

In May 2023, we signed an agreement with hospitality global leader Accor to develop 18 hotels in carefully selected second-tier cities. Accor brings their world-renown brands, while together we ensure operational excellence and our outstanding market and cultural knowledge. Saudi Arabia is booming and will achieve no less than 100 million annual visits by 2030.

We are also currently developing an innovative educational and training program preparing young Saudis for the hospitality industry to ensure that visitors to the Kingdom will be professionally welcomed and that they will enjoy their stay, wanting to come back for more, hence enthusiastically contributing to making Saudi Arabia one of the world’s top destinations.

Q. Hospitality is about people and going above and beyond their expectations. How does Amsa Hospitality achieve this?

To exceed guests ‘expectations, you first need to exceed your team’s expectations, as a happy employee makes a happy guest.

This is why, since day one, Amsa Hospitality has proudly seen itself as a “people company”. It means that we must ensure that all our Teammates, regardless of their position, happily come to work every day, knowing that their work environment is enjoyable, and that there is no management, in the traditional sense of the word, but competent leaders.

All our Teammates are recognized and acknowledged, and their voices are listened to, so that they know their job, whatever it may be, makes a difference to guests’ satisfaction and therefore Amsa Hospitality’s long-term success.

Q. How would you describe your role and professional journey so far?

My main role is to ensure that the company’s unique vision of being the landmark of Arabian hospitality, a proud people company with sustainability and Corporate Social Responsibility (CSR) deeply engraved in our DNA, becomes an everyday reality.

I am to execute the corporate strategy laid out by the CEO and the company’s Board, alongside the customary tasks of defining and implementing budgets and facilitating new business opportunities.

I have been lucky enough to work in more countries than I care to remember, in various industries, however, always related to hospitality.

From being part of the very few selected to re-create the legendary Venice Simplon.

Orient-Express to being in the very small team that brought Accor to the Middle East, it has allowed me to learn a great number of skills, from operations to brand design, that Amsa Hospitality is benefiting from today.

Roadblocks have been constant, but being of a positive nature, I’d rather forget about these difficulties and concentrate on what I learned from them; Diplomacy, patience, how to overcome a situation that seems blocked from all parts, and more.

Q. Trust is one of the most important currencies of leadership and requires authenticity and consistency to maintain. What’s your take on this?

I couldn’t agree more, there is no leadership if there is no trust. Not trusting your team and your team not trusting you will make you a traditional manager, not a leader.

To go back to what was mentioned earlier, to be a people company is to trust your team, you trust that they’ll do their job the best they can. Once they realize that you mean it, their attitude towards their duties and the company shifts totally, and you gain a level of loyalty you cannot imagine.

At Amsa Hospitality, we went all the way, we transformed our Headquarters in such a way that there are no more traditional offices—only sofas and armchairs. Except for a couple of mandatory hours in the office once a week, the team can work from where they feel like.

The office is a place to meet business partners but also for the Teammates to exchange ideas and meet each other in a stress-free environment.

Q. Who do you look up to as a leader?

All along my career, I have met many leaders, from heads of state to captains of industry. But the one who really influenced me was Gérard Pélisson, co-founder and president of hospitality giant Accor.

Mr. Pélisson noticed me when I was a simple night auditor in one of his hotels in a small French provincial city and gave me one of those inspirational speeches that changed my life and my career.

When I met him again 20 years later and reminded him of that night, he didn’t remember it. Nevertheless, I kept following him, reading all about him, and learning from him as much as I could. He was my role model.

After joining Accor in the Middle East, I had the chance to work closely with him on many occasions.

They say never meet your idols but I met a man who built an empire, whose voice counted internationally, and yet remained simple, genuinely caring for those working in his company.

It was through him that I understood what a leader is, and I have been trying ever since to follow in his footsteps.

A brief biography of Denis Sorin

Denis Sorin is the Deputy Chief Executive Officer, Amsa Hospitality. He developed an extensive experience in the Middle East, including being President of Hotels Operations for Dur Hospitality, the Kingdom of Saudi Arabia’ oldest hospitality group.

Before that, Denis was Chief Executive Officer of Mangalis Hotel Group. He was a key-member of world leader’ Accor Hospitality in the Greater Middle East, where he was in charge of operations, branding, quality control, human resources, and training.

It is during his time with Accor that Denis became a founding-member of the UAE’s Emiratization for the hospitality industry.