Haitham Mattar’s career story reads like a blueprint for resilience and ascent in the global hospitality landscape. From a first job in a kitchen sink at seventeen to leading IHG Hotels & Resorts across the Middle East, Africa, and Southwest Asia, his arc embodies the belief that no role is too small to learn from. Along the way, he has not only navigated corporate ladders but also shaped strategic directions across continents, advising governments and steering hotel units through rapid growth phases. Beyond the executive title, Mattar is actively pursuing a broader mission: to reshape regional tourism, inspire young professionals, and embed sustainable travel as a core value across markets. His journey mirrors a personal philosophy summarized in humility, lifelong learning, and a purposeful drive to dream big. His recently published book, Pots and Pans and Five-Year Plans, serves as a manifesto for younger generations — a candid reflection on resilience, career navigation, and the idea that curiosity, coupled with hard work, can redefine one’s destiny.
Career Journey: From Dishwasher to Regional Leader
Mattar’s story begins in the unglamorous but formative trenches of hospitality. He emphasizes that his earliest experiences in the kitchen—scrubbing pots and pans and performing routine prep tasks—taught him a fundamental truth: every job matters in the hospitality ecosystem, and leadership emerges from attention to the smallest of details. He has often cited this early humility as the driver behind his career choices and his belief that operational roles lay the groundwork for strategic insight. The book Pots and Pans and Five-Year Plans expands on this conviction, presenting a narrative that interweaves personal resilience with professional development, and offering a blueprint for aspiring hospitality professionals to craft meaningful careers regardless of where they start.
With a trajectory that would be the envy of many seasoned executives, Mattar’s formal ascent began in the United States after immigrating from Lebanon during the civil unrest that marked his youth. He landed at Courtyard by Marriott in Georgia, where the desire to learn and excel outweighed any comfort in a weekend adjunct job. He recalls how his curiosity about the kitchen’s routines — the way a chef crafts a breakfast service, the mechanisms behind station-to-station coordination, and the pursuit of mastery over his assigned duties — stayed with him and informed every subsequent career decision. That early mindset — blending curiosity with practical execution — became the engine of his professional voyage.
From that entry point, Mattar’s path progressed through Marriott’s ecosystem and then into his long association with IHG. He began with a role at the InterContinental Dubai on the Creek, entering the hospitality landscape in a rooms division capacity before advancing to become Director of Sales and Marketing. This period, lasting about five years, positioned him for a broader regional remit that included overseeing East Africa. The shifts were not linear; they were characterized by deliberate moves that broadened his scope and deepened his understanding of diverse markets. In 2011, he left IHG to join Hilton, a transition that took him to Ras Al Khaimah for five years and then two years in Saudi Arabia, before returning to IHG. He notes that this current spell with IHG marks his fifth year in the organization, and he describes his cadence as “five-year cycles” — a personal pattern that aligns with large-scale transformation projects and leadership stints in multiple geographies.
Mattar’s personal narrative is inseparable from the broader evolution of the regional hospitality landscape. His leadership experiences in Ras Al Khaimah and Saudi Arabia charged him with understanding the complexities of market development, regulatory frameworks, and the evolving expectations of both guests and owners. He emphasizes that leadership in hospitality is not merely about managing properties; it is about orchestrating an integrated experience across multiple touchpoints — a capability that becomes increasingly essential as the region’s hotel portfolios expand and compete on the global stage. This background informs his current approach to strategy, talent development, and market penetration across the Middle East, Africa, and South Asia.
Lessons from a Life in Hospitality
A recurring theme in Mattar’s discourse is the centrality of people in hospitality’s long arc. His emphasis on early hands-on experience underlines a belief that operational competence breeds strategic vision. He argues that understanding how rooms divisions interact with sales, how event planning intersects with guest services, and how owners’ expectations shape day-to-day decisions are indispensable for any leader aiming to drive sustainable growth. This is not merely about improving occupancy or revenue per available room; it is about cultivating a culture that values guests, supports staff development, and aligns with global benchmarks on service quality and sustainability.
Mattar’s philosophy extends into his writing, where Pots and Pans and Five-Year Plans serves as a roadmap for younger professionals to navigate the often long, winding road to leadership. He uses his own experiences — from a weekend job as a teenager seeking independence to a seasoned executive guiding a multinational brand — to illustrate how perseverance, curiosity, and deliberate career planning can turn initial modest roles into platforms for impactful leadership. The book’s core message resonates with aspiring hotel industry workers who want to understand how formative experiences, even the most humble, can ripple into significant career outcomes.
In his leadership practice today, Mattar maintains a focus on practical outcomes: strengthening brand presence, elevating guest experiences, and driving sustainable growth across a broad and diverse region. His tenure has included a keen awareness of how macro trends — tourism policy shifts, visa regimes, and regional mobility — influence business performance. He remains committed to ensuring that organizational strategy is grounded in on-the-ground realities, whether that means optimizing distribution channels, strengthening regional partnerships, or aligning with local cultural and economic dynamics. The result is a leadership approach that marries rigor with empathy, discipline with flexibility, and long-term vision with short-term execution.
Strategic Growth and Regional Expansion
Under Mattar’s leadership, IHG’s footprint in the Middle East, Africa, and South Asia has expanded significantly. The company currently operates 220 hotels within this footprint, with a pipeline of 180 additional properties in development. The trajectory is ambitious: the group is positioned to nearly double its regional presence over the next five years as new properties come online and existing assets are repositioned to meet evolving guest expectations. This expansion is not merely about increasing the number of doors but about integrating operations, brand strategies, and customer experiences across a rapidly evolving market landscape. The growth plan reflects a deep understanding of how supply must align with demand, how brand portfolios must adapt to local preferences, and how digital engagement and loyalty programs can drive sustained performance.
Dominant Growth Driver: Saudi Arabia
Among the markets driving this expansion, Saudi Arabia stands out as the primary catalyst. Mattar highlights that the Kingdom hosts 45 operating hotels and 49 more in the pipeline, representing what he frames as over 100 percent growth within the market. He emphasizes that Saudi Arabia’s significance is amplified by the milestone of half a century of IHG’s presence in the country — with operations dating back to 1975 — a track record that underscores the resilience and continuity of the company’s Saudi strategy. The momentum in Saudi is not only about new openings; it is about harnessing a transforming travel and tourism ecosystem, aligning with reforms and diversification agendas that are reshaping consumer demand and investor confidence. Mattar notes that this is an essential driver of regional expansion, with a broader impact on the Gulf Cooperation Council (GCC) market dynamics and international perceptions of the region as a global hospitality hub.
Growth in the UAE and the broader Gulf
In the United Arab Emirates, IHG has 34 operational properties and 12 in development, reflecting roughly a 50 percent growth trajectory. Dubai, in particular, remains an attractive destination for both owners and operators, a fact Mattar ties to ownership changes and rebranding opportunities that attract new investment and renovation plans. He points out that Greenfield projects exist within the portfolio, including the notable debut of the World’s Tallest Hotel Tower under IHG’s Vignette Collection brand, signaling both a brand-led differentiation strategy and a willingness to pursue iconic architecture and premium guest experiences. The city’s sustained demand across a broad spectrum of traveler segments—business, leisure, MICE, and experiences—helps explain why occupancy levels in Dubai have remained resilient in the face of a significant supply wave.
Mattar stresses that occupancies in Dubai have shown remarkable stability. He cites data indicating that the city’s average occupancy has never dropped below 75 percent, a testament to the effectiveness of leadership’s strategy to align supply with demand. This observation underscores the GCC market’s broader discipline in balancing development with market absorption, while also highlighting the importance of premium branding, service quality, and guest loyalty programs in maintaining robust performance even as new properties come online. The Dubai market, in particular, serves as a bellwether for risk management, brand positioning, and the capacity to translate ambitious development into steady occupancy and revenue growth. The discussion of Dubai’s occupancy is not simply a stat; it’s a reflection of strategic execution that links pipeline projects, owner partnerships, and the city’s global appeal.
Market Gaps, Opportunities, and GCC Dynamics
Beyond the U.A.E. and Saudi Arabia, Mattar identifies a mosaic of opportunities and challenges across the rest of the GCC. Oman presents a compelling case for further development, driven by its rich culture, culinary heritage, and spectacular nature. Yet the country has not fully rebounded from the COVID era’s disruptions, which has slowed some of the expected recovery in inbound demand. Mattar notes that major markets such as Germany and the United Kingdom have not returned to pre-pandemic visitation levels at the pace seen in other regions, which adds a layer of complexity to planning and development. He remains optimistic, acknowledging that a new tourism minister and a solid government strategy provide a favorable backdrop for a renewed push in the Omani tourism sector. This optimism is tempered by pragmatic assessments of market maturation, brand fit, and the need to cultivate a broad-based, long-term demand stimulus that aligns with new infrastructure and experiential offerings.
Kuwait presents a different profile altogether. The market’s development tempo has been more restrained, with limited hotel pipeline relative to neighboring Gulf markets. Nevertheless, Mattar notes a recent opening of a new InterContinental and the launch of a Vignette Collection property on the coast, signaling that demand is still there but primarily oriented toward business travel rather than mass-market leisure demand. The implication for operators is that Kuwait requires a nuanced, corporate-led growth strategy that can eventually build a more diversified demand base and broaden the market’s exposure to international guests.
Bahrain’s market signals are more modest in volume but stable, with weekend travelers primarily drawn from Saudi Arabia’s Eastern Province. For Bahrain, the challenge lies in translating modest volumes into consistent year-round demand and leveraging cross-border travel flows to stabilize occupancy across seasons. This dynamic illustrates how small but strategic markets can still play a consequential role in a regional hospitality ecosystem when supported by targeted marketing, events, and collaborative incentives.
Qatar has faced a transition in the post-World Cup era, with a mixed supply pipeline and a market grappling with the timing and cadence of events that drive occupancy. Mattar explains that a lack of a consistently planned 12-month events calendar can create occupancy spikes and troughs, complicating revenue management and asset utilization. He emphasizes the need for greater collaboration between the tourism boards and the private sector to drive sustained demand, especially in a market where the event calendar and regional promotion opportunities can magnify the impact of new openings and renovations. The potential for a more integrated GCC tourism framework, aided by new cooperation channels, remains a meaningful pathway for growth.
The concept of a unified GCC tourism visa is another strategic lever that Mattar sees as potentially transformative. He likens it to a Schengen-style framework for the Gulf region, arguing that a regional visa would enable travelers to experience multiple markets in a single trip. A scenario that would let travelers fly into Dubai, visit Doha, and then drive to Muscat highlights the potential for cross-border itineraries, increased visitor spend, and stronger regional collaboration. This visa policy could smooth travel patterns, shorten decision cycles for visitors, and encourage multi-market itineraries that benefit both upstream and downstream hospitality providers.
The Conscious Traveler and Sustainability: A Region-Wide Imperative
Across all markets, Mattar notes a pronounced shift in traveler preferences toward sustainability. The modern guest expects hotels to practice what they preach in terms of environmental stewardship, and many travelers want to be active participants in the journey rather than passive observers. Mattar emphasizes that IHG’s Journey to Tomorrow is a 10-year global sustainability plan that has gained traction across the region. He highlights that more than 85 percent of IHG’s hotels in the Middle East, Africa, and South Asia have adopted sustainable practices — ranging from water conservation to LED lighting and energy-efficient room management systems. The hotel group’s initiatives aim not only to reduce environmental footprints but also to improve guest comfort and operating efficiency.
In-house water bottling is presented as one successful move to eliminate plastic waste, along with IHG’s Green Engage program, which equips hotel managers with more than 200 actionable steps to reduce energy usage and carbon emissions. Mattar explains that many properties now leverage intelligent in-room systems that regulate air conditioning, lighting, and energy consumption based on guest behavior. This combination of analytics and automation helps create more sustainable, guest-friendly environments, where comfort is maintained while energy use is optimized. He notes that guests increasingly notice these details and actively engage with sustainability practices — asking questions, requesting no single-use plastics, and favoring towel reuse to minimize washing cycles.
IHG’s sustainability efforts are not only about operations; they are a strategic differentiator in a competitive market. The company’s agenda includes renewing and rebranding with purpose, aligning with government goals on sustainability, and delivering experiences that resonate with the conscious traveler. In the region, this approach is embedded in new developments, including the introduction of the first Kimpton-branded property in the United Arab Emirates, with a new signing in Dubai’s Business Bay. This expansion illustrates how sustainability and distinctive branding can go hand in hand, attracting a diverse clientele that values unique experiences, local culture, and responsible hospitality practices.
Market Insights and Traveler Profiles
Understanding where guests come from and what they seek is essential to designing successful market strategies. In the UAE, India is the leading source market year-round, followed by the United Kingdom, Germany, Russia, Ukraine, and the United States. Mattar notes that the United States, in particular, is a strong market for conferences and business events, signaling a demand for MICE-driven revenue streams that complement leisure demand. The regional mix demonstrates a broad, global appeal that places the UAE at the crossroads of long-haul and regional travel patterns, requiring flexible branding, diversified product offerings, and a robust distribution strategy that can capture multiple guest segments.
Saudi Arabia’s guest profile is strikingly diverse. The holy cities attract visitors from across the globe — including large contingents from China, the United States, and the United Kingdom — while there is growing interest from American and European travelers who are curious about the country’s transformation. This trend indicates that Saudi is not only a religious or business destination but a broader, multi-faceted tourism market that can support a wide array of hotel concepts, from luxury and lifestyle to midscale and extended-stay formats. India remains a critical market for Saudi as well, supporting a visiting friends and relatives segment that helps stimulate associated spending in malls, restaurants, and entertainment venues beyond hotel stays. The interplay of cross-border travel, family visitation, and local tourism infrastructure creates a multiplier effect for the wider ecosystem, reinforcing the importance of a coordinated regional strategy.
Looking Ahead: Collaboration, Vision, and Dreaming Big
As the region pursues rising tourism targets in both Saudi Arabia and the UAE, Mattar emphasizes the necessity of collaboration across public and private sectors. He argues that sustainable travel, regional integration, and delivering high-quality guest experiences require a concerted effort from all stakeholders. His overarching message is aspirational: the industry should help people dream big — whether they are first-time travelers seeking immersive experiences or aspiring professionals starting their careers in hospitality. The goal is to create a landscape where guests enjoy memorable stays and where young professionals find clear pathways to leadership, learning, and contribution.
In a broader industry context, Mattar highlights the importance of working with government entities and tourism boards to align policy, infrastructure, and branding with market needs. He underscores that the GCC’s vibrancy depends on cooperation and forward-looking frameworks that enable cross-border travel, experiences that span multiple destinations, and a cohesive strategy for talent development. The potential for unified visas, joint marketing campaigns, and region-wide sustainability initiatives offers a compelling roadmap for long-term growth. The dialogue around these initiatives reflects a deep belief in regional strengths, shared goals, and the capacity of public-private partnerships to deliver elevated outcomes for travelers and businesses alike.
The narrative surrounding Mattar’s leadership also intersects with a broader mission to empower the next generation of hospitality professionals. He frames the industry as a fertile ground for learning, leadership development, and meaningful career progression, encouraging young people to pursue opportunities with confidence and a clear sense of purpose. This ethos resonates with a global audience that seeks not only to work in hospitality but to contribute to a sustainable, guest-centric industry that supports local economies, protects the environment, and fosters cultural exchange across borders.
Conclusion
Haitham Mattar’s career embodies the fusion of hands-on operational credibility with strategic, region-wide leadership. From a starting role as a dishwasher to steering IHG’s growth across the Middle East, Africa, and South Asia, his journey reflects a deep commitment to resilience, continuous learning, and the power of dreaming big. His work highlights the importance of aligning expansion with demand, building brands that resonate across diverse markets, and embedding sustainable practices at the core of hospitality operations. As the GCC market evolves and new developments unfold — from Saudi Arabia’s rapid growth to the UAE’s iconic projects and the broader regional initiatives — Mattar’s leadership remains a compass for navigating change, shaping policy, and inspiring the next generation of hospitality professionals to pursue ambitious goals with clarity and purpose. The region’s path toward deeper collaboration, more sustainable travel, and elevated guest experiences hinges on leaders like him who combine practical experience with a bold, forward-looking vision for a thriving, interconnected hospitality ecosystem.