Farhan, good afternoon! First of all, I would like to ask you to tell me a little more about yourself. Where did your career in hospitality begin, and how did you join Rotana?

My career began in Switzerland, where I graduated from the Hospitality Business School of Lausanne. I gained my initial experience in hotel operations in Geneva, working with prestigious brands such as Intercontinental and Starwood Hotels.

In 2003, I was invited to join Rotana in Dubai. At that time, Dubai was just emerging as the new commercial hub of the Middle East, and Rotana was a rapidly growing, homegrown company with over 20 hotels across the Emirates, Lebanon, and Egypt. With the region - and Dubai in particular - developing at an extraordinary pace, the company’s vision was to leverage this growth and establish itself as the leading hotel group in the Middle East. Being part of this dynamic expansion and contributing to the realization of the company’s ambitious goals presented a truly unique and exciting career opportunity. Today, Rotana stands as a leading hotel management company with a portfolio of over 116 hotels across the Middle East, Africa, Eastern Europe and Asia.

You’ve been working in the same company for over 20 years. What have been the key milestones in your journey with Rotana? Are there any moments that you value most over these years?

My journey with Rotana has been incredibly enriching. Starting in the Finance department provided me with a deeper understanding of the hotel business while sharpening my analytical skills.

Later, transitioning to the Development department gave me a completely new perspective on the hospitality industry. In development, you work directly with hotel owners, architects, interior designers…etc. That gives you a completely different view - you start seeing the industry through the eyes of the owners and other stakeholders. At the same time, it helped me cultivate essential skills such as communication and negotiation.

Over the course of these 20 years, you’ve had the chance to work on many projects. Which one would you consider the most challenging?

All projects have their own challenges, but one main challenge that we face in our business is understanding cultural differences. As we grow, we work with different types of owners, institutions and families who come from different backgrounds and cultures. Each one has different understandings, needs and priorities. It is important to listen, to understand those differences and to adapt. At the same time, it is a very rewarding experience: discovering new cultures, meeting new people, and gaining new perspectives.

I guess that’s exactly where you’ve honed your soft skills - negotiation and communication - which you mentioned earlier.

Absolutely. That’s exactly right.

And today, you’re the Corporate Director of Development. Could you please explain what exactly this position entails?

My role is primarily focused on driving the growth and expansion of the company’s portfolio. The key responsibilities involve strategic planning (where and how we want to grow), market research, financial analysis and contract negotiation.

It also includes managing relationships with stakeholders - which is extremely important. Signing a contract isn’t just about a signature and a handshake. It is a long-term partnership. It is very important to build and maintain strong relationships with key stakeholders such as hotel owners, investors, developers and government authorities.

In short, my mission is to expand our portfolio by bringing new hotels on board.

Since you’re responsible for the company’s strategic growth, I’m curious - why is Rotana now focusing specifically on Africa and Eastern Europe?

Africa and Eastern Europe have dynamic economies and tremendous potential for growth in terms of tourism. At the same time, they remain significantly underserved in terms of hotel supply. So there is a great opportunity here for hospitality development.

And overall, how do you determine whether a market is worth your attention or not?

A market is worth exploring if it shows strong and growing demand and favorable financial prospects. These are key indicators. As we move forward, we study the market in more details. We assess other aspects such as accessibility, infrastructure, competition...etc. But the main indicators are financial - because, after all, hospitality is a business. We must always consider the return on investment - both for us and for the developers. 

How do you assess the prospects of countries where the tourism industry is only beginning to develop - for example, Moldova?

As I mentioned earlier, such countries are very interesting because they have great potential, and they are still highly underrated. Speaking specifically about Moldova, I believe it could be Europe’s new hotspot. It has great potential for tourism with beautiful nature and a unique identity rooted in wine, culture and authenticity.  

Moldova is also becoming increasingly attractive for investors. We see that the government is implementing many reforms and receiving strong support from the EU. In parallel, the IT sector is developing rapidly – there is a real tech boom happening in Moldova.

Moreover, Moldova has a very interesting labour market – well educated professionals who speak several languages. With a booming technology sector and a strong multilingual and educated workforce, it is fast becoming an outsourcing hub. That makes the country appealing for international investors. 

All of this creates potential for both business and leisure travel. And where there is tourism - there is a need for hotels. That’s where we come into play.

I’ve never looked at Moldova from this perspective. Even though I live here and speak three languages, I’ve never thought of that as a competitive advantage for attracting specialists or investors.

Yes, as I said, it is a dynamic country with a young, educated, multilingual workforce. All of these factors attract investors. 

But there’s also nature, culture, and authenticity in Moldova - and all of this is still lacking visibility. Moldova could follow the example of Albania. If you remember, just a few years ago, Albania wasn’t even seen as a tourist destination. And now, it’s becoming a new hotspot in the Mediterranean. 

Until last year, I hadn’t thought of Albania as a tourist country either. Usually, for those of us living in Eastern Europe, tourism means Greece, Turkey, or Egypt - but definitely not Albania. And it turned out to be an incredibly beautiful country, full of life and energy. Tourism there is growing every year.

I hope Moldova will follow that path as well.

You’re not working in Moldova yet. So I have to ask - what would you be most interested to learn about the country and its potential? From what I see, you’re already quite familiar with many aspects of it, but is there anything specific that particularly sparks your curiosity?

More specifically, we’re interested in the hospitality environment. When we study this region - and Moldova in particular - it’s important for us to understand the local market, what the competition looks like, which brands are already present, what are the sources of demand, where tourists are coming from, their purpose of travel, their average length of stay, seasonality, and so on.

At the same time, we’d like to understand the regulatory environment better - the tax system, licensing, and labour laws. All of these elements are very important to us when conducting market analysis and research before entering a new region.

And if, for example, a Moldovan investor or developer were to approach you tomorrow - what would that conversation look like? In which direction would it go?

Naturally, the conversation would focus on project development - a hospitality project they want to bring to life in Moldova or elsewhere. But the most important factor for us, in any conversation, is understanding the developer’s expectations from the project. So, our conversation will be centered around that. For a hotel project to succeed, it is essential that both the developer and the operator are fully aligned in their goals and vision.

Which formats - hotels, residences, or serviced apartments - do you consider the most promising for Moldova right now, based on what you already know?

I believe all types of products are worth exploring. Moldova has relatively few branded hotels, so there is significant potential for new developments Ultimately, the location and the market characteristics will determine which product is the best fit.

We need to conduct extensive market research to understand the dynamics of Moldova’s tourism industry and identify the existing gaps that can be filled with new products. For example, in Chișinău, the capital, as far as I’ve seen, there are a few branded hotels - mostly midscale. However, I haven’t seen any branded serviced apartments. That could be a very interesting concept for the city.

Moldova today is attracting more and more investors, businesspeople, and professionals traveling on business trips - staying for a week, a month, or longer - and they need a comfortable place to stay. Usually, when people stay for an extended period, they prefer apartments rather than standard hotel rooms. So that could indeed be a very promising direction.

And if I may add - Moldova has quite a large diaspora, right?

Yes, that’s right...

Many Moldovans live and work across different parts of Europe, and many of them return home or visit their families. As families grow, they also need a place to stay - but not necessarily in traditional hotels. So, the serviced apartment model could be an interesting product for them.

I think we may have just uncovered a new target audience - if you hadn’t already identified it before our conversation!

It seems we have!

I’d like to talk a bit about you as a person. After all, people are drawn to other people - to those who are real and genuine. Mr. Farhan, what is the most important lesson you’ve learned from your 20 years in the industry - the one you value most?

I would say perseverance. Projects can take a long time before they come to life. And that journey is often filled with challenges and unexpected situations and events. It is essential to persevere and remain patient throughout the process. 

What message would you like to share with our audience of business professionals in Moldova?

My message is simple: Moldova presents an exciting opportunity for hotel development. As an operator, we have the brands, the expertise, the infrastructure and the experience to support and guide investors in bringing their projects to life. I would be happy to start a conversation with any business representative from your audience to explore any ideas, projects, or opportunities they might want to share with us.

So, in other words, Rotana is open to any new opportunities and partnerships?

Yes.

It was a real pleasure speaking with you. And to wrap up our conversation - is there anything in particular you’d like me to emphasize in the final piece?

At this stage, it’s more important to talk about Rotana than about myself. I’d like readers to understand where we started, how we’ve grown, and why we’re now expanding into Eastern Europe.

Rotana’s strategy has always been driven by opportunity. Rotana focuses on markets that offer potential for development and growth. While mature economies have reached a level of stability, emerging regions continue to present strong demand and room for innovation, and that is where Rotana thrives.

Rotana was founded to bridge a gap between local hotel owners - especially in the UAE - and large international hotel chains. The founders of the company saw a difference in understanding, attention, and approach, and built a company designed to connect both worlds.

From the beginning, we’ve been a regionally born company rooted in local culture. We pride ourselves on being flexible, approachable, and close to our partners. We value relationships over scale.

Unlike public corporations that prioritize rapid expansion, Rotana treats each hotel as a distinct business. Our success depends on the performance of every property, so we remain selective and personally engaged with every owner.

That personal connection and focus on quality over quantity define Rotana’s DNA.

Beautifully said. When you started talking about Rotana’s core values, it immediately evoked a warm thought - because what you said about family and shared values resonates deeply with our culture here in Moldova. Family always comes first. I think there’s a remarkable alignment between the company’s philosophy and the values of our country.

Absolutely. I couldn’t agree more.

The interview with Farhan Shubailat is one of the first steps in transforming the website zingan.md from a media project into a Business Networking Media concept.

This interview with Farhan Shubailat became possible thanks to the recommendation of Moldovan entrepreneur Alexander Cernoutan, the owner of Rikipal.

Rikipal is the leader of the Moldovan market in the production and restoration of pallets. The company serves dozens of major clients in the region, including customers from Romania. A significant part of its output consists of recycled and refurbished pallets, making the business not only efficient but also environmentally friendly.

Here’s the link to Alexander’s interview and Alexander’s profile →