Travel and Tour World had the opportunity to sit down with Mahmood Habib, the Chief Financial Officer of Amsa Hospitality, at the Future Hospitality Summit 2025 to discuss the company’s investment vision and the factors influencing its decision-making process in the dynamic hospitality sector.

Mr. Habib, can you tell us as the Chief Financial Officer, what kind of considerations you have to take into account when you’re considering the next big thing in hospitality?

Yes, of course. We receive numerous opportunities, and the key thing for us is to look for unique opportunities with strong returns. There are several factors that we take into consideration when evaluating these opportunities. For example, we first look at the location and then assess the type of operator, or which star rating the hotel fits into. Once we’ve done that, we then evaluate the financial aspects of the opportunity. Currently, we are focusing on different cities, including Riyadh, Mecca, Medina, and also considering secondary cities with unique investment opportunities. Each city has its own potential, and we evaluate these from different perspectives.

Could you explain what you mean by a different perspective for these cities?

Each city in Saudi Arabia has its unique character, so to speak. For example, you have cities that cater to religious tourism, like Mecca and Medina, where there’s strong demand for hotels with a religious or pilgrimage focus. On the other hand, cities like Riyadh and Jeddah might demand a more business-oriented approach. For example, if we’re dealing with a beach city, we might expect more resort-type accommodations. We consider the demand from that perspective and try to match it with what’s required. Essentially, we look at how we can develop and improve the lifestyle in these cities through thoughtful hospitality design.

It sounds like you’re observing certain preferences in each city. Could you elaborate on whether tourists are leaning more towards leisure, business, or wellness?

Certainly. Based on my observations, Generation Z in particular does not gravitate towards traditional luxury hotels. Instead, they prefer unique, one-of-a-kind experiences. They want something different from what is typically offered at standard hotels. It’s important for us to understand the client base and customer preferences. The majority of the population in Saudi Arabia is youthful, and we as a finance team have analyzed the demand factors specific to this market and each city. We then compare demand and supply in these cities and identify opportunities based on our findings.

You mentioned that your approach involves both demand and supply analysis. Could you walk us through that process?

Sure. We first analyze the historical records for the past few years in any given city. By doing this, we can observe patterns in demand and supply. We use this data to forecast things like Average Daily Rate (ADR) and occupancy rates. For example, when considering whether a four-star upscale hotel fits in a particular city, we base our analysis on this data to make sure it aligns with the financial model. As financial analysts, we tend to be conservative with our numbers. This helps us build more accurate projections and avoid overestimating future returns. Essentially, we create a model based on these numbers and assess whether it makes sense to move forward with the investment.

That’s a very comprehensive approach! Now, some might argue that hospitality can be a difficult industry for financial projections due to external factors like weather and political instability. How do you factor these uncertainties into your financial models?

You’re right—seasonality plays a significant role in the hospitality industry. Weather conditions, along with global geopolitical events, can have a huge impact on demand. To manage this uncertainty, we rely heavily on historical data. By analyzing previous trends and looking at how various external factors affected past performance, we can better predict how those same factors might affect the future. For instance, when we evaluate a city like Venice or Barcelona, we take into account seasonal fluctuations. While high season in these cities can bring large crowds and high occupancy rates, the low season can often see a dramatic dip. By factoring these seasonal shifts into our financial models, we are better able to project revenue and account for unexpected disruptions.

It sounds like your team takes a very analytical and cautious approach. How do you ensure you stay ahead of the curve when it comes to forecasting and making decisions?

Indeed, being conservative is key. The fact that hospitality is subject to so many external factors does make financial forecasting more challenging, but it also presents an opportunity to improve our data analysis. We employ various forecasting models to assess potential risk factors and continuously track performance data. We’re always striving to adapt our models based on the latest trends, political shifts, and other dynamics. We also work closely with tourism bodies and use tools like AI and machine learning to enhance our ability to predict travel demand, and ultimately to forecast financial returns with greater accuracy.

It’s clear that you’ve integrated a lot of advanced tools into your forecasting. But what about the practical side of things—how do you balance profitability with sustainability and responsible tourism?

Balancing profitability with sustainability is one of the biggest challenges in the modern hospitality industry. We’ve realized that hotels today need to go beyond just offering luxury and comfort—they need to be responsible, sustainable, and culturally respectful. This is why we’re looking at a more holistic approach to hotel development. For instance, we’re investing in energy-efficient systems in our hotels, as well as local sourcing of food and materials to reduce the environmental footprint. Our properties are designed to be socially and environmentally responsible while ensuring that they offer a great guest experience. And from a financial standpoint, sustainability actually improves profitability because it allows us to reduce operating costs in the long run, especially when it comes to energy consumption. Plus, with today’s travelers becoming more eco-conscious, hotels with strong sustainability initiatives are likely to attract more guests—which ultimately boosts the bottom line.

That’s a great point. Many travelers are more aware than ever of their environmental impact. Now, as a leader in finance, what do you foresee as the next big trend in hospitality?

The future of hospitality lies in experiential travel. People no longer just want a place to stay—they want to immerse themselves in the local culture, community, and environment. That’s why, as a company, we’re focusing on creating experiences that go beyond the usual hotel stay. From cultural immersion programs to wellness retreats, the idea is to offer something unique that can’t be found elsewhere. I also believe that technology will continue to play a huge role. Smart rooms, AI-powered customer service, and contactless check-in are already beginning to shape the industry. It’s an exciting time to be in hospitality, as technology and personalization will continue to redefine what travelers expect from their hotel stays.

Thank you, Mr. Habib, for sharing such valuable insights into your approach to hospitality investment. It’s clear that your company is setting the stage for a future that is not only profitable but sustainable and customer-focused. We appreciate your time today.

Thank you for having me. It’s been a pleasure discussing the future of hospitality with you. We look forward to contributing to the continued success and evolution of the industry.

About Mahmood

Mahmood Habib is the Chief Financial Officer (CFO) of Amsa Hospitality, a Saudi-based hospitality company committed to blending traditional Arabian hospitality with modern, sustainable practices. Since joining Amsa, Habib has been instrumental in steering the company’s financial strategy, focusing on sustainable investments and aligning with Saudi Arabia’s Vision 2030 goals

About FHS

The Future Hospitality Summit (FHS) 2025 is a major global event series focused on shaping the future of hospitality, tourism, and investment. The summit will be held in multiple locations, including Riyadh, Dubai, and Cape Town, bringing together industry leaders, investors, and innovators. It aims to tackle key themes such as sustainability, digital transformation, investment trends, and talent development in hospitality. Notably, the summit will highlight the growing importance of ESG (Environmental, Social, and Governance) principles, the integration of AI and smart technologies, and the future of hospitality investment and real estate development. FHS 2025 will provide unparalleled networking opportunities through panel discussions, workshops, one-on-one meetings, and exhibitions, making it a crucial platform for exploring new business models, technologies, and opportunities in the hospitality sector. Participants will have the chance to engage with experts, gain insights into industry challenges, and collaborate on innovative solutions for the future of global hospitality.

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