LEADER - SHAJI ABU SALIH, VICE PRESIDENT OF BUSINESS DEVELOPMENT AND GROWTH, SHAZA HOTELS: "OUR SIZE IS OUR STRENGTH" (United Arab Emirates)
The hospitality leader discusses the group’s agile approach to capturing the USD3.9 trillion halal economy. |
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LEADER - SHAJI ABU SALIH, VICE PRESIDENT OF BUSINESS DEVELOPMENT AND GROWTH, SHAZA HOTELS: "OUR SIZE IS OUR STRENGTH" (United Arab Emirates)
The hospitality leader discusses the group’s agile approach to capturing the USD3.9 trillion halal economy. |
Category: Middle East - United Arab Emirates - Interviews and portraits
- Interviews - Industry leaders
Interview made by Sonia Taourghi on 2025-05-30
 Shaji Abu Salih, Vice President of Business Development and Growth, Shaza Hotels
Photo credit © Shaza hotels
Recently, the brand marked a significant milestone with its debut in Bahrain by signing a management agreement for Mysk Al Fateh Bahrain at the Arabian Travel Market 2025. The agreement, formalised between Coombs and Ghazi Abdulla Nass, Chairman of Nuzul Masaken Real Estate Development Co., represents the company's commitment to expanding its presence across the Gulf states through carefully curated partnerships. This strategic move comes as the global halal economy is projected to reach USD3.9 trillion by 2027, with halal travel emerging as a crucial segment that Shaza is uniquely positioned to capture through its culturally-rooted approach to luxury hospitality. The signing ceremony, attended by senior executives including Vice President of Business Development and Growth Shaji Abu Salih, underscores the brand's methodical expansion strategy that prioritises quality partnerships over rapid scale.
Shaji Abu Salih holds an MBA in Hospitality & Tourism Management from NEOMA Business School in France and joined Shaza since 2009 after several years in Sales & Marketing roles at Kempinski Hotels. In this exclusive interview with Journal des Palaces, he articulated the company's distinctive positioning within the rapidly evolving luxury hospitality landscape. His insights reveal how the brand's smaller scale becomes a competitive advantage rather than a limitation, particularly in serving the sophisticated demands of today's culturally-conscious travellers.
Cultural authenticity as brand foundation
"Shaza was born from a deep appreciation for cultures shaped by centuries of tradition, connection, and refinement," explains Abu Salih, emphasising that the brand transcends conventional hospitality offerings. "More than a place to stay, each Shaza property offers a journey into heritage, where the spirit of the Silk Route inspires architecture, service, and storytelling."
This cultural foundation isn't merely decorative; it represents a fundamental business philosophy permeating every guest experience aspect. From thoughtful spatial design to curated dining and wellness experiences, Shaza offers "a contemporary expression of timeless values, not as a limitation, but as a celebration of identity and elegance."
The approach proves particularly relevant as the global halal economy expands beyond traditional markets. Abu Salih notes that authenticity transcends geography: "Authenticity is not geographic – it is philosophical. Whether in a Muslim-majority destination or other, our approach remains rooted in cultural respect, design sensitivity, and service integrity."
Making agility a competitive advantage
When discussing how smaller brands compete against hospitality giants, Abu Salih presents a compelling argument for nimbleness over scale. "Our size is our strength," he declares. "As a nimble brand, we can pivot quickly and innovate with intention. Whether it's integrating new digital tools or reimagining service flows for new traveller segments, we are able to respond faster and more meaningfully than larger players."
This agility extends to technological innovation, where Shaza focuses on "purposeful innovation – technology that enhances hospitality without overwhelming it." The brand explores AI-led personalisation that respects religious sensitivities and preferences, along with immersive previews of facilities to support travel planning. "Innovation at Shaza is always subtle, always respectful – designed to elevate without intruding," Abu Salih emphasises.
The company's ability to co-create with guests while maintaining "the personal, human essence of luxury" represents a strategic differentiator in an increasingly commoditised market. This approach allows Shaza to stay synchronised with evolving guest expectations without losing its cultural identity.
Value proposition for investors
For property owners and investors, Shaza's boutique approach offers distinct advantages over larger chain operations. "We offer intimacy with vision," Abu Salih explains. "For owners, this means direct access to decision-makers, tailored strategies for their assets, and a brand that adapts rather than dictates."
Unlike larger brands operating with rigid frameworks, Shaza partners with owners to maximise asset value through flexibility, local relevance, and unique positioning in high-growth markets. This focus on niche experiences translates into distinct market appeal and long-term brand equity – crucial factors in today's competitive investment landscape.
Technology with cultural sensitivity
Shaza's approach to digital transformation demonstrates how technology can enhance rather than replace human connection. "We see technology as a means to enhance cultural comfort," Abu Salih notes. "We use digital tools to anticipate needs quietly."
The brand's technological initiatives include AI-powered personalisation systems that understand and respect religious sensitivities, virtual facility tours that support informed travel planning, and digital concierge services that maintain the warmth of personal interaction. This measured approach to innovation ensures that technology serves the brand's cultural mission rather than overwhelming it.
Loyalty through shared values
The company's participation in the DISCOVERY Loyalty programme, connecting guests to over 800 hotels across 100 countries, exemplifies Shaza's strategic approach to partnerships. Through the programme, guests earn DISCOVERY Dollars and access Local Experiences that reflect each destination's cultural soul.
"Loyalty at Shaza is not just transactional – it's a relationship built on shared values," Abu Salih emphasises. This philosophy extends beyond traditional loyalty metrics to encompass emotional connection and cultural resonance, creating deeper guest relationships than purely points-based systems.
Wellness and cultural immersion
As wellness and cultural immersion emerge as core trends in halal travel, Shaza positions these elements as foundational rather than supplementary. "Wellness at Shaza is holistic. It reflects the values of balance, privacy, and spiritual nourishment," Abu Salih explains.
Cultural immersion receives equal emphasis: "The historic Silk Route inspires our architecture, rituals, scents, and even our storytelling. We don't treat these as add-ons, but as the very foundation of our guest experience."
This integrated approach creates environments where well-being feels intuitive and culture remains ever-present, appealing to modern Muslim travellers seeking authentic experiences that align with their values.
Strategic growth without dilution
Looking toward ambitious expansion plans targeting 20 hotels by 2030, Abu Salih acknowledges both opportunities and challenges. "Growth brings both opportunity and responsibility. The opportunity lies in filling a clear market gap with a culturally confident and emotionally resonant brand. The challenge is to scale without dilution."
To address this challenge, Shaza has codified its brand ethos beyond design guidelines to encompass recruitment, training, and team engagement. "Every new Shaza property must echo the same values of authenticity, elegance, and respect, regardless of location," Abu Salih states.
The expansion strategy prioritises careful planning over rapid growth, ensuring that each new opening strengthens rather than stretches the brand. This methodical approach, demonstrated by the recent Bahrain signing, reflects the company's commitment to sustainable growth that preserves cultural integrity while capturing emerging market opportunities.
As the hospitality industry navigates post-pandemic recovery and evolving traveller expectations, Shaza Hotels' emphasis on cultural authenticity, operational agility, and meaningful guest relationships positions the brand advantageously within the expanding halal travel segment. Through strategic partnerships like the recent Bahrain agreement and continued focus on purposeful innovation, the company demonstrates that size isn't always decisive – sometimes, it's the strength of conviction and cultural clarity that creates lasting competitive advantage.
 Ghazi Abdulla Nass, Chairman of Nuzul Masaken Real Estate Development Co. and Simon Coombs, Chairman and Chief Executive, and Shaji Abu Salih, Vice President of Business Development and Growth at Shaza Hotels, surrounded by their teams during the signing of the management agreement for the Mysk Al Fateh Bahrain at the Arabian Travel Market 2025 in Dubai
Photo credit © Sonia Taourghi / Journal des Palaces
 Ghazi Abdulla Nass, Chairman of Nuzul Masaken Real Estate Development Co., and Simon Coombs, Chairman, signed the management agreement for the Mysk Al Fateh Bahrain at the Arabian Travel Market 2025 in Dubai
Photo credit © Sonia Taourghi / Journal des Palaces
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