In an industry in which trends overnight and yesterday’s up-and-coming names are today forgotten, longevity is both rare and underrated. But for Naim Maadad, CEO and founder of the Gates Hotel, longevity is the only truly important indicator.
Maadad spent forty years in hospitality and had seen everything – booms, crashes, global crises and the ruthless reshaping of the industry.
He has never been a person who stands out – actively participates in industry conversations, gets on stage at key events, and keeps a strong presence online and offline. But what does endure really need in a business that is focused on? With new ambitious players rapidly building their own catering empire in Dubai, a city that thrives with innovation – the foundation for you to build, or to ensure your contribution remains part of the conversation?
Reflecting on his career, Maadad shares the lasting insights he needs in an industry obsessed with the next step.
Defined by endurance
For Maadad, hospitality is not only a profession, but also a way of life. “I always think the hospitality industry is one of the most exciting industries in the world,” he said. “It has been growing constantly, affected by global events, political landscapes and changing consumer behavior. There is no two years or even two months that is the same.”
This adaptability has always been the basis for his success. From his early days in the hospitality business to leading the launch of the famous Six Sensory Zighy Bay, he was at least ahead of the curve. He believes that Zieg Bay remains his most important career achievement. “From concept to execution, I’m involved in every detail and then seeing it get recognized at the global stage – something I’m very proud of.”
But while his past success is undeniable, the industry has grown and has become more active and competitive than ever. Hotels in the Middle East are no longer an emerging market, it is a global force that attracts visionary entrepreneurs and international power plants that are eager to build their own international power. In this rapidly developing landscape, experience is not only an asset. This is a difference. With the advent of new concepts, the industry’s ability to constantly reshape its abilities, adapt, maintain and lead experienced insights remains invaluable.
Stay relevant
Gates Hospitality, a company established by Madade, has established a good reputation for reforming society and local brands such as barbecue, Folly and Bistro des Arts. But how can a company known for its established brand continue to compete as Dubai’s dining scene moves at an astonishing speed?
“I believe in living every day,” Madade said. “Many people launch brands, but few people are really immersed in the business. That’s what makes it different.”
However, he admits that not all adventures have been successful. For example, Via Vineto is a concept that is not conceived. “One of the biggest challenges facing Dubai is predicting the future location of the city center. The population changes constantly and if your location doesn’t match the growing market, you need to rethink your strategy.”
This ability to correct the course is one of the reasons why Gates Hospitality continues to open while others disappear. While the company may not launch new concepts at the pace of some competitors, Maadad is still focused on refining and reimaging existing brands. For example, Folly Brasserie has recently rebooted to keep up with market demand. Jana Desert is another exciting addition, scheduled to launch at the end of the first quarter of this year. “It’s not always about starting something new,” he explained. “Sometimes, the real challenge is to keep you already have something new and relevant.”
Activation and collaboration with like-minded brands and industries will remain our top priority at the Gates Hotel, strengthening our commitment to creativity and growth.
The importance of relationships
For all the discussions about innovation and reinvention, Maadad insists that hotels are ultimately human business. From investors and partners to employees and guests, success depends on your ability to navigate relationships.
“Managers have been the hardest part of the industry,” he said. “It’s not just hiring people; it’s building a culture that makes people feel successful in investing in the brand. We’re lucky to have a team that is deeply involved, but requires constant efforts.”
In an industry that is often seen as a stepping stone job rather than a lifelong career, talent retention is a constant battle. “Hospitality has long been seen as the ‘service industry’, but that’s far beyond that. We have to show young people that this is a space that can build a fulfilling, long-term career.”
This belief prompted Maadad to invest in guidance. His recently launched program aims to support and develop the next generation of hotel leaders. “I have mentors throughout my career – people who guide me, challenge me and help shape my path. Now, I want to do the same for others.”
Survival Game
In an industry where brands can grow and decline in a few years, Motord's long-term approach is becoming increasingly rare. His success is not based on hype or viral moments. It is based on endurance. “History repeats itself,” he said. “Every new opening follows a familiar pattern, and that’s where the experience comes from.”
But he admits that experience can also be a double-edged sword. Many new entrants will see opportunities, but not everyone understands the challenges that come with them. “There are a lot of people who think they can simply enter the industry to replicate success. But hotels aren’t just opening a venue, they’re trying to maintain it.”
Sustainability is the core focus of door hospitality in business and practice. “Tracability, source and sustainability are not only buzzwords for us,” Madard said. “They are the foundation of how we operate. Today’s consumers care about where food comes from, how businesses affect the environment and the values behind the brands they support.”
Next Chapter
With more than 40 years in the industry, will Maadad see the end? He doesn't think so. “People take a step back from work, but they don't take a step back from lifestyle. Hospitality is my vein – that's what I do.”
He still has unfulfilled ambitions, but they are more about legacy than expansion. “At this stage, it’s not about launching ten new concepts in a year. It’s about making sure that what we build continues to thrive. It’s about sharing knowledge, guiding the next generation, and ensuring that the industry is still a space where meaningful careers can be built.
As CEO, my role continues to evolve. I have a great and trustworthy team underneath, so while I may not be involved in every aspect of the business, I am deeply engaged in its core operations. Every major decision (the person who shapes the direction of the business) comes to me for input and guidance. ”
What will he believe his legacy be? “I want to know,” he said with a smile. But after the pause, he reflected: “Creativity, resilience, directness – these are the things that define me. I say them. I don't icing. Maybe that's what I want to remember.”
Few people in the hotel industry can claim the depth of experience Maadad has accumulated over the years. Although the spotlight often turns to emerging trends and fresh talents, his presence remains a constant – stemming from decades of expertise and commitment to craftsmanship. Anyone's guess is his next step or the industry itself. Hospitality is a changing landscape shaped by consumer demand, economic power and unexpected destruction. But for now, Madade is exactly where he has always been – in the long game, from the perspective of it.
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