Hyatt Plans To Triple Saudi Arabia Portfolio As Gulf Hospitality Enters New Era

Marc Jacheet, Executive Vice President for Europe, Africa and the Middle East at Hyatt Hotels, explains why the GCC is one of the most exciting hospitality stories in the world today, what luxury means to a new generation of travelers, and why Hyatt plans to triple its portfolio in Saudi Arabia.Why the Gulf is leadingThe Middle East has moved from being a fast-growing hospitality market to one that is actively shaping the direction of the global industry. In most parts of the world, hospitality infrastructure follows tourism demand. In the Gulf, it is helping create it. Tourism has become a cornerstone of economic diversification across GCC markets, driving the development of entirely new cities, destinations, and visitor experiences at a scale that Jacheet describes as rare in his career. "Opportunities to help shape destinations at this scale simply don't come along very often," he said, adding that the company's strategy in the GCC is about being present in the destinations shaping tomorrow’s travel, strengthening its luxury portfolio, and continuing to invest in iconic hotels so they remain relevant for the next generation of travelers.The opening of Miraval The Red Sea, the brand's first Miraval resort outside the US, and the upcoming Grand Hyatt The Red Sea reflect a strategy of bringing established Hyatt brands to markets where the company sees long-term structural opportunity rather than short-term demand.A portfolio set to tripleNo single market defines Hyatt's Middle East ambition more clearly than Saudi Arabia. Jacheet describes it as one of the most exciting hospitality stories anywhere in the world, pointing to the combination of entirely new destinations, major infrastructure investment, and a long-term government commitment to tourism as a pillar of economic diversification.Hyatt plans to roughly triple its portfolio in the kingdom over the coming years, with a presence spanning Riyadh, The Red Sea, and AlUla. "We're seeing a completely new chapter unfold," says Jacheet, describing the Saudi expansion as the beginning of a long-term commitment rather than a near-term opportunity.Image by Kirill Neiezhmakov / ShutterstockThe UAE remains a cornerstone of Hyatt's regional presence, with more than four decades of history in the market and continued investment in its existing portfolio. The transformation of Park Hyatt Dubai is expected to be completed in early 2027, ensuring the property remains relevant for a new generation of travelers. Qatar is also moving quickly, creating opportunities across both business and leisure travel, while Oman represents a different kind of opportunity, one rooted in nature, culture, and wellbeing, through properties such as Alila Jabal Akhdar and Alila Hinu Bay."Every visit reminds me that no two Middle Eastern destinations are alike, and that diversity is one of the region's greatest strengths," Jacheet added.What luxury means now"Luxury today is defined less by extravagance and more by relevance," said Jacheet, explaining that true luxury is about combining exceptional service with a genuine sense of place, creating experiences that reflect the character of each destination.Wellbeing has become one of the most visible expressions of that shift. Miraval The Red Sea was conceived specifically to meet demand for luxury wellbeing experiences built around balance, mindfulness, and personal renewal.The evolution in demand has also shaped how Hyatt approaches its brand portfolio. Where one brand might once have served a market adequately, the diversity of what Gulf travelers now want means that approach no longer works. Image by ZikG / Shutterstock"Some destinations call for luxury wellbeing, others for lifestyle, others for business travel or even all-inclusive," said Jacheet. Hyatt's portfolio allows the company to match brand to market rather than applying a single model across different contexts, whether that is Park Hyatt, Alila, Andaz, or Grand Hyatt.Evolving guests demandThe profile of Gulf hospitality guests has changed alongside the region's ambition. Jacheet is careful to distinguish between guests becoming more demanding and guests becoming more discerning. "Guests aren't necessarily harder to please. They're simply less willing to compromise," he said.The shift is driven partly by information. Today's travelers arrive with more knowledge, more access to reviews, and more alternatives than any previous generation. They expect personalization, seamless digital touchpoints from booking to check-out, and hospitality that feels tailored rather than generic. "Guests and consumers expect the same things. They want brands to know them, anticipate their needs, and create experiences that feel tailored to them rather than designed for everyone," Jacheet added.While technology plays a role in meeting guests expectations, Jacheet said that the most effective technology is often the technology guests barely notice. "Technology should make hospitality feel more human, not less," he said.Building local identitiesImage by Grand Hyatt / website"Wherever you stay with Hyatt, you should recognize the quality and service, but no two hotels should ever feel the same. They should reflect the culture, character, and the people of their destination," Jacheet said.Miraval The Red Sea shows this approach in practice. Alongside the brand's signature wellbeing programming, guests connect with Saudi culture through local experiences including traditional Saudi coffee rituals, storytelling, and cultural programming designed to feel authentic rather than curated. "The best hotels don't import experiences, they celebrate what's already unique about their destination," he added.Opportunities and challenges aheadRegarding the biggest opportunity in Middle East hospitality, Jacheet points to the region's continued evolution as one of the world's leading tourism destinations. The ambition and scale of what is being built creates opportunities that mature markets cannot offer. "The challenge will be ensuring that this growth is sustainable. That means continuing to invest in people as much as properties," Jacheet said.As the region's tourism sector matures, attracting, developing, and retaining skilled hospitality talent will matter as much as building new hotels. "Buildings can be replicated. Great hospitality cannot. In the end, people, not properties, will determine the region's long-term success," he added.