New Partnership to Transform Hotel Guest Experiences with Innovative Digital Platform

Infobip, a global cloud communications platform, has obtained its SMS license from the Communications, Space & Technology Commission (CST), marking a pivotal step in enhancing its service offerings across the Kingdom of Saudi Arabia and the region.

Infobip has also established direct connectivity with all telecommunications operators in KSA, ensuring full message coverage across the Kingdom. With its SMS license, Infobip is set to provide exceptional messaging services to businesses looking to engage with their customers through one of the most widely utilized channels for business communication. The company will offer market-leading delivery rates and speed, along with advanced analytics and reporting capabilities that are key to its platform.

This milestone follows the launch of Infobip’s first data center in the Kingdom in May 2024, which enables businesses in KSA to send large volumes of digital interactions at high speed with low latency.

Amsal Kapetanović, Country Manager KSA, Infobip, said: “We are excited to announce that we can now facilitate SMS business messaging in Saudi Arabia using our globally recognized cloud communications platform. This ensures that all traffic is hosted locally adhering to national regulations and providing businesses with competitive pricing and comprehensive features.”

Infobip has its own data centers in KSA, which securely host and process data within the country, in line with local and international data security standards. The data center in Riyadh offers scalability and reliability and aims to meet the evolving needs of businesses across various industries.

In line with Saudi Vision 2030, which emphasizes digital transformation and enhanced connectivity, Infobip’s expansion supports the Kingdom’s goals of promoting a strong digital economy. The SMS license and full connectivity will empower local businesses to leverage effective communication strategies that amplify customer engagement and streamline operations.

As Infobip continues to expand its operations in the Kingdom, it remains dedicated to delivering innovative communication solutions that connect businesses with their customers effectively.

Earlier this year, Infobip has been named a Leader in the Communications Platform as a Service (CPaaS) market by analyst firm Gartner for the second year in the 2024 Gartner Magic Quadrant™ for Communications Platform as a Service. Infobip has been recognized for its Ability to Execute and Completeness of Vision.

GFH Financial Group (GFH), in partnership with Infracorp, today announced on sidelines of Gateway Gulf Forum 2024, that they have signed with Kempinski to launch Harbour Heights Kempinski Hotel and exclusive branded residences. The project will deliver the next level of luxury, waterfront living in the heart of Mamana’s exclusive Bahrain Harbour, which is strategically positioned in downtown Bahrain within a key financial and lifestyle hub as well as in close proximity to other prominent leisure, business, and transportation centers in the Kingdom.

Kempinski Harbour Heights will offer unmatched panoramic views of the Bahrain Harbour and Marina and the adjacent Bahrain Bay. The project will comprise of Sky Villas, marking the first Kempinski branded villas with direct sea views, and 260 luxury apartments and hotel rooms. The villas and residences will be developed to the highest and most exacting design specifications and will benefit from premium lifestyle offerings including the highest swimming pool in Bahrain with 360 views, a sprawling roof top garden with kids play areas, indoor sports facilities, as well as an outdoor gym, tennis courts, and basketball court. Residences also benefit from an international fine dining offering, cigar lounge and meeting facilities, as well as exclusive access to the Kempinski hotel’s broad range of world-class services and amenities.

Sales are scheduled to launch before the end of 2024, with the hotel due for completion at the end of 2025 and the residences in the first half of 2026.

Commenting, Ms. Barbara Muckermann, CEO of Kempinski, said, “We are excited to develop Kempinski Harbour Heights as a landmark that epitomizes luxury and sophistication in Bahrain. This project reflects our commitment to delivering outstanding quality and a world-class lifestyle for owners and investors, setting a new benchmark in upscale, waterfront living in Bahrain. Each residence will be crafted with the utmost attention to detail, ensuring an environment that combines elegance with modern amenities for a truly elevated experience.”

Adding, Mr. Majed Al Khan, CEO of Infracorp, said, “We are very proud of the positive impact this landmark project will have for Bahrain. We are dedicated to supporting the Kingdom’s ongoing development and its Vision 2030 objectives by bringing exceptional projects to market that enhance both the residential and tourism offerings in the Kingdom. Kempinski Harbour Heights is a prime example of how we continue to attract world-class hospitality brands, setting a new standard in luxury living that complements Bahrain’s ambitious goals for economic diversification and international appeal.”

Harbour Heights is a groundbreaking development in Bahrain, encompassing residential, medical, retail, hospitality, and leisure facilities across 35,900 sqm at the core of Bahrain Harbour. With a total GFA surpassing 137,000 sqm, this avant-garde complex epitomizes luxury, uniqueness, and distinction, promising to introduce a new waterfront lifestyle experience to the Kingdom’s future vision. As a comprehensive mixed-use district, Harbour Heights is set to redefine modern living and elevate the standards of urban convenience and sophistication in Bahrain.

Dubai has followed in the footsteps of luxury capitals Paris, Milan and Geneva by hosting for the first time �Crafted for Luxury’, an insightful luxury event by Snapchat.  For its inaugural edition in Dubai, Snapchat collaborated with The Business of Fashion (BoF) who brought their expertise to the UAE for the first time. The event explored the rapid growth of the luxury market in the region, with GCC locals leading the way.

While the global luxury industry experiences a slowdown, the GCC luxury market is growing at twice the global rate. The UAE dominates in revenue, but Saudi Arabia, with 50% of the GCC’s GDP and 60% of its population, presents the biggest opportunity for growth.

GCC locals form the foundation of the luxury market growth, as they are 1.6x more likely to be luxury shoppers compared to expats, therefore brands that understand and engage with the unique identities and traditions of the GCC are well-positioned to thrive. As such, �Crafted for Luxury’ emphasized the importance of cultural relevance for brands seeking success in this market. 73% of luxury consumers believe brands should reflect the society they live in, however less than 15% of local luxury buyers feel represented in current advertising. This cultural disconnect presents a major opportunity for brands to better engage local audiences by embracing the unique identities and traditions of each GCC country.

Hala Zgeib, Head of Luxury at Snap Inc., shared: “To resonate with luxury shoppers in the GCC, understanding the cultural context is essential. Culture is the catalyst for growth,  innovation, and influencing purchase. Snapchat has been ingrained in the lives of GCC locals for over a decade, offering brands the chance to build cultural credibility and genuine connections. We provide unique access to shoppers’ inner circles of trust. This is particularly evident in Saudi Arabia, where 78% of luxury shoppers are influenced by their inner circle, compared to lower figures in the UK and US.”  She added: “â€�Crafted for Luxury’ serves as an ideal platform for thought leadership exchanges among luxury executives, and we look forward to hosting more of these forums.”

During Crafted for Luxury, BoF reinforced the critical need for luxury brands to adopt a hyperlocal approach when engaging GCC shoppers. In the State Of Fashion 2024 report from BoF and McKinsey that surveyed fashion executives, the Middle East was believed to be the frontrunner as the most promising market, with 51 percent net intent. In comparison, North America and China recorded 8 percent and 3 percent respectively, while Western Europe was negative 11 percent.

Miglena Zivkovic, General Manager MAKE UP FOR EVER Middle East, LVMH spoke on the importance of Crafted For Luxury, “We are living in one of the most exciting, diverse, and dynamic regions of the world. In the GCC, the importance of heritage and inner circle cross trajectory with fast technological progress and societal advancement, and it is up to us, the global brands, to find the sweet spot of communication and dialogue with our ever so “glocal” consumers of the region. With the help of our trusted partners at Snap, we are equipped with the right knowledge and understanding of the desires and needs of our GCC audience, and the evolving meaning of luxury for them.”

Olfa Messaoudi, Chief digital and marketing officer, L’Oréal Middle East commented, “The Snap �Crafted For Luxury’ data-driven presentation highlighted culture as a crucial catalyst for innovation, influence, and growth in GCC and particularly in Saudi Arabia’s luxury market. With Vision 2030 reshaping lifestyles and consumer behavior, the insights emphasized how brands need to decode the unique cultural context to stay relevant. The growing spending power, particularly among dual-income households and women, along with the exponential rise of e-commerce, presents significant opportunities. To truly succeed, brands must not only adapt to the rapid market evolution but also integrate deeply with local culture and tap into the influential �inner circles’ that shape trends and brand credibility. Snapchat’s platform offers a direct connection to these networks, making it a powerful tool for driving cultural relevance and fostering long-term brand loyalty in the region.”

“The GCC luxury market continues to evolve, driven by a strong focus on culture, localization, and a discerning audience that expects innovation and convenience. The insights shared at the Snap â€�Crafted For Luxury’ event emphasized the importance of understanding the region’s unique dynamics, especially in markets like Saudi Arabia, where 91% of consumers prioritize convenience, yet 15% still feel underrepresented in advertising. It’s clear that while progress is being made, the emphasis remains on connecting with the ‘inner circle’ , the close community that influences cultural trends. The discussion highlighted the need for Luxury brands to adapt and innovate continuously to maintain relevance in this competitive landscape,” added Ramit Harisinghani, General Manager Luxury Tech, Chalhoub Group.

Qiddiya Investment Company (QIC) and leading technology company Globant (NYSE: GLOB) have announced a significant new partnership that will cement Saudi Arabia’s landmark new destination Qiddiya City as one of the world’s most immersive hubs for entertainment, sports and culture.

As part of the collaboration, Globant – a digitally native company focused on reinventing businesses with innovative technology solutions – will work with QIC to develop the Qiddiya “PLAY LIFE Connected Experience”, a cutting-edge digital ecosystem designed to transform how visitors and residents interact with the unique destination’s wide range of offerings.

The system will leverage artificial intelligence, data analytics, and cloud technology to develop a seamless interface that personalizes and enhances every interaction at Qiddiya City. It will allow visitors to book events, manage their itineraries, discover new adventures, and engage with the community, all through a personalized, real-time interface. Whether attending a sporting event, exploring cultural attractions, or participating in world-class entertainment, the “PLAY LIFE Connected Experience” will enrich every moment.

Abdulrahman Alali, QIC’s Chief Technology Officer, underscored the importance of the new partnership in achieving Qiddiya’s ambitions. “Our partnership with Globant marks a pivotal step in realizing Qiddiya’s vision as the world’s first city dedicated entirely to play,” he said.

“The Qiddiya PLAY LIFE Connected Experience will not only enhance how visitors engage with our attractions but also set a new standard for digital integration in entertainment and tourism. We are creating a destination that is both innovative and unforgettable, and this collaboration will help ensure that every visitor’s journey is personalized, seamless, and truly unique,” Abdulrahman Alali added.

The partnership substantiates Globant’s pivotal role in Saudi Arabia’s smart city initiatives and its broader digital transformation efforts.

Federico Pienovi, CEO & CBO of New Markets at Globant said: “Partnering with Qiddiya on this program is a major milestone for Globant. We are not building a smart city; but creating an immersive, digitally connected experience that brings Qiddiya to life in ways that go beyond traditional entertainment. This is the future of how cities and people will interact, and we are thrilled to lead this transformation.”

Globant’s expertise in creating immersive digital experiences is central to the success of the PLAY LIFE Connected Experience, which will be a cornerstone of Qiddiya’s dynamic offerings. By incorporating cutting-edge technologies, Globant is ensuring that Qiddiya City becomes a world-leading example of how digital ecosystems can enhance the entertainment and cultural sectors. In addition to digital innovation, this collaboration emphasizes the development of local talent, in line with Saudi Vision 2030.

Mamdouh Aldoubayan, Managing Director for MENA at Globant, highlighted the importance of this project for the Saudi workforce: “At Globant, we are deeply committed to fostering the growth of local talent. Projects like Qiddiya provide unparalleled opportunities to transfer our expertise in digital transformation and innovation especially in the entertainment industry to the new generation of Saudis. As a result of creating opportunities for upskilling and reskilling, we are not only helping to build the future workforce but also enabling the Kingdom to become a leader in digital ecosystems.”

Globant’s collaboration with QIC marks a significant step in the company’s expansion into Saudi Arabia and the broader MENA region, one of the world’s fastest-growing markets for digital innovation. This strategic move allows Globant to leverage its expertise in artificial intelligence, data analytics, and cloud technologies across various sectors, from entertainment to smart city development. By contributing to projects aligned with Saudi Arabia’s Vision 2030 goals, Globant is positioning itself at the forefront of technological advancement in the region. This partnership not only enhances Globant’s global footprint but also reinforces its role as a leader in digital transformation, capable of driving innovative solutions and shaping technological progress in key markets worldwide.

Accenture and du, the leading telecom and digital services provider, are collaborating under a five-year contract to help du on the Application Development and Maintenance (ADM) of its IT landscape.

Under the AMD contract, Accenture will work closely with du and its partners to move to a new operating model that enables them more flexibility & predictability and to maintain and evolve du’s IT applications.

By implementing new ways of working and processes in line with industry best practices, the new model will help du break silos, accelerate time to market and enable the launch of innovative products and services while improving efficiencies.

Accenture will also support du with the adoption of new technologies and products, including gen AI and advanced analytics, helping du achieving its business objectives in line with its digital-first strategy.

Fahad Al Hassawi, Chief Executive Officer du said: “Our partnership with Accenture marks a shift in our journey towards an innovative, digital-first future. Leveraging Accenture’s expertise in ADM, we aim to significantly boost our agility and market responsiveness in line with our commitment to breaking silos and fostering a culture of innovation and efficiency, enabling us to offer more advanced, customer-centric solutions. Through new technologies like gen AI and advanced analytics, we are poised to redefine what’s possible, aligning with our goal to not only meet but exceed our business objectives in the digital era.”

Omar Boulos, Chief Executive Officer of Accenture in the Middle East, commented: “This is a time for collaboration globally when it comes to converging best-in-class technologies and expertise to truly maximize the potential of cutting-edge tech. We are thrilled to be partnering with du to drive the digital transformation of its infrastructure. We believe that our collaboration will not only enhance du’s capabilities but also contribute to the advancement of the technology landscape in the region.”

Jay Leno once spoke of flipping through the owner’s manual of a vintage luxury car he owns, and coming upon a somewhat dated reference. It said to have “your man” perform regular maintenance. The man was the chauffeur, and it was assumed this uniformed functionary was on hand both to drive the car and keep it in top condition.

These duties make sense, given the history. The word “chauffeur” is of French origins, dating to 1896 or so, and is derived from the term for the “stoker,” who shovelled the fuel and took the helm of early steamships and trains. The best cars early on came from France, and hence the word was imported along with the cars.

Obviously, cars in the early part of the 20th century required considerable maintenance, and it was the chauffeur who hopped out to fix the frequent punctures or crank the engine. This fellow worked for a single boss and was an essential part of the domestic staff. The drivers even had their own magazine in Britain, The Chauffeur, which was published from 1907 to 1914.

In the hit BBC series Downton Abbey , the fiery Socialist chauffeur, Tom Branson (played by Allen Leach) marries Lady Sybil Crawley, joins the family circle, and becomes the esteemed estate manager. This would have shattered social conventions at the time, and is somewhat unlikely. The best that most chauffeurs could expect was to be gifted the car at retirement.

Classic chauffeur-driven limousines of the 1920s and 1930s, sometimes called “sedanca de ville” (town car), had enclosed compartments with cloth seats for the passengers and an open leather-clad driver’s area, possibly a vestige of the carriage trade, when the driver sat up top to control the horses.

The chauffeur had a renaissance during the go-go greed-is-good 1980s, when Wall Street’s instant millionaires were making deals in the back of limousines. But since that time, the limos from companies like Cadillac and Lincoln have gone out of production. According to Gregg Merksamer, editor of website Professional Car Society, “The recent action has moved to upfitting minibuses like the Mercedes-Benz Sprinter and the Ford Transit with more luxurious interiors. One reason is that bus-based limos come with more headroom and �walk-around space’ than an SUV-based stretch.”

Hiring a Driver

Many executives are now driving themselves, but hiring a driver is still an attractive option. The role of chauffeur is evolving. The basic categories for hired drivers are:

Personal drivers, who typically drive regular cars and help out as needed. Indeed.com says a common salary for a personal driver is $15.44 per hour, though this ranges up to $31.70. The jobs are competitive, the site says—with 25 applicants for every job.

Executive drivers, whose passengers are business executives and CEOs, are often authorised to bring their vehicles into restricted areas. This is a higher-paid category, with salaries up to $93,000 a year, or $45 an hour.

Chauffeurs (with female professionals known formally as a “chauffeuse”). For VIP clients these full-time drivers pilot long-wheelbase luxury vehicles, sometimes with divider windows and communications systems. Chauffeurs might make $50,000 a year in relatively affluent areas.

The U.S. Bureau of Labor Statistics combines salaries for shuttle drivers and chauffeurs, giving a median annual salary in 2023 of $35,240. In the larger category that includes taxi drivers, there are 55,400 job openings annually in the U.S. The average chauffeur is male (84%) and white (52%), though 23.8% are Hispanic and 8.7% African-American. Female chauffeurs make approximately $5,000 less annually, according to Zippia.com.

So, does hiring a full-time chauffeur make sense? It does if you lead a busy work life, stress over getting the kids to school on time, worry about possible accidents, or want to make more productive use of your travel time.

To make such a hire, start by deciding whether you want to use an agency or recruit someone yourself from online sites. Then list all the tasks you will want the chauffeur to undertake. That will help determine your driver’s hours, leading possibly to the conclusion that part-time help will be sufficient. Even if you’re using an agency, you’ll want to check the potential hire’s references—remember, they’re likely to be driving children.

Assuming the references check out, the next step is an interview to get to know the candidate. The basics are a full resume, a valid driver’s license, appropriate insurance coverage, and sometimes mechanical skills and a knowledge of defensive-driving tactics.

Personality and temperament are important factors, not just paper credentials. And a probationary period to evaluate the chauffeur where the rubber meets the road is an excellent idea. Salary should be determined based on years of experience.

Which Car?

Excellent candidates for chauffeured cars, ensuring the most passenger comfort, include:

2024 Mercedes-Maybach GLS 600 SUV ($174,350). The chauffeur of 40 years ago would have been amazed at the choice of an SUV for chauffeur duty, but these cars maximise passenger access and space.

2024 Audi A8L (starting at $90,900). Check the boxes on this roomy company flagship for Comfort Plus (dual-pane acoustic glass, heated rear seats) and Black Optic Plus (for incognito travel). For a European customer circa 2016, Audi created the 20.9-foot-long Audi A8L Extended, with a 166-inch wheelbase and six doors. All six passengers got seating equivalent to first-class airplane travel.

2024 Rolls-Royce Phantom Extended ($573,000). This car’s interior, the company says, is “a sumptuous sanctuary, where escapism is the main objective.” A high degree of customisation is possible. Gerry Spahn, who heads Rolls-Royce communications in the U.S., said that the Phantom is “the ultimate palette for Rolls-Royce Bespoke, allowing clients to incorporate their personal lifestyle into the interior design through materials, finishes, and new technology.”

2024 Cadillac Celestiq ($340,000). Cadillac was once the standard for the chauffeured limousine. This one is a luxurious way of going green, and an out-of-the-box choice for a chauffeured vehicle. It doesn’t look like any other vehicle on the road; AutoExtremist dubbed the Celestiq “a singular design triumph.” These hand-built electric sedans are being produced in very small numbers. All four passengers sit on 20-way adjustable heated, vented, and cooled seats with massage, and enjoy personal screens.

And you can go custom. Companies such as Cabot Coach in Haverhill, Massachusetts, and Executive Coach Builders in Springfield, Missouri, will craft a bespoke limousine to your specifications. Steve Edelmann, director of sales at Cabot Coach, said that for $200,000 to $300,000 his company will outfit an SUV or Sprinter van as a fully equipped mobile office for executive customers, sometimes—shades of the 1930s—with a partition for privacy from the driver.

This story originally appeared in the  Fall 2024 Issue  of Mansion Global Experience Luxury.

At the highest end of the spectrum, bikes are becoming a statement piece. Colourful, vibrant frames stand as pieces of art, made from the most efficient materials and using the latest in innovative technology and engineering.

These bikes, often produced in limited quantities, aren’t just for show. They’re built for long touring days, conquering exceptionally tough climbs, and traversing the nearest rock garden.

It’s also a corner of the market that’s seeing steady growth even as the overall bike market experiences some post-pandemic correction. Technavio estimates that the high-end bike segment will grow by another $5 billion by 2028, fuelled by a pack of affluent riders looking for the latest and greatest they can get on two wheels.

There are also more customization options available than ever before. Bike companies can go over every little detail of the build, from customizing a model in stock to creating a truly bespoke bicycle from scratch. Even the most discerning cyclist can find themselves satisfied by the endless choices in a bike made specifically for them.

Today’s cycling trends cater to two extremes. On one end, there are the racing enthusiasts who want aggressive geometry, the lightest-weight construction, and aerodynamics wherever possible. On the other, there are those who want a more comfortable ride, but still with the best possible components and durability.

These bikes represent some of the best the industry currently has to offer, from off-the-shelf to a weeks-long bespoke process.

1. Trek Top Fuel 9.9 Gen 4, $US10,500

The biggest names in the business are getting in on the high-end game. This option from Trek features the customisation options that mountain bikers need, while also having the support of a national brick-and-mortar network for service and maintenance. The Top Fuel is also an example of the growing trend of in-frame tool storage to keep things out of the way, with the bonus of maintaining the aerodynamic engineering that helps riders go fast and get up steep climbs. This bike also has enduring flexibility, with more room for a larger shock and broader suspension range.

2. Colnago C68 Gravel, $US13,200

The Italians have a rich cycling history, and Colnago is no exception, with roots dating to 1954. Like most other bike brands, Colnago has adapted with the times and begun to build gravel-specific bikes meant to go off-road with ease, but maintain a step below full mountain biking. The C68 Gravel is the rare handbuilt, Italian-made gravel bike and the burliest of the brand’s flagship “C Series.” It is a full carbon fibre setup, with Colnago’s own handlebar layout, with two available colour options for the frame and three wheel choices.

3. Cannondale SuperSix EVO LAB71 Team, $US14,000

If you’ve ever wanted a chance to ride like the pros, this is it. Although several bike brands are offering a version of their Tour de France–competing models, there are few as striking as Cannondale’s offering. This bike is an exact replica of what EF Pro Cycling used throughout the 2024 Tour de France, securing the polka-dot jersey (best mountain climber) for one of its riders. LAB71 is part engineering experiment and part performance development for Cannondale, as the lineup has the brand’s lightest and most aggressive frames. As shown, the team edition features every possible upgrade, including a top-end drivetrain and a fully-integrated cockpit co-developed with MOMODesign.

4. No. 22 Bicycles 2024 Drifter X, Starting from $US14,800

Titanium is more of an enthusiast’s choice for bike-frame construction as it offers a different ride quality compared to carbon fibre, but it also offers more options for total customisation. New York–based No. 22 Bicycles launched the Drifter X as a racier version of the Drifter model, with more flexibility to go further and faster on choppier terrain. Tire clearance between 28mm and 40mm puts this bike in a sweet spot for both pavement and gravel, with options to make cable routing semi- or fully integrated. Riders can also take advantage of several paint-finish options, including Cerakote, anodised, or keeping the frame finish “raw” in its purest state.No. 22 Bicycles also has a full bespoke program, where the company can tailor frames to the exact measurements of a specific rider.

This article originally appeared in the Fall Issue of Mansion Global Experience Luxury.

TUCSON, Ariz.—Passengers in Boarding Group 1 were filing onto American Airlines Flight 2721 to Dallas Friday when an ominous sound went off at Gate B11: dip-dip-dip-DOOP. The gate agent delivered the bad news. The passenger was in Group 4. She asked him to wait his turn.

The same sound—the last-gasp sound from AirPods running out of juice, or sad “Game Over” music for an old videogame—went off minutes later. Dip-dip-dip-DOOP.

“You’ll be boarding with Group 5, sir,” the agent said. Five more passengers were turned back before Group 2 was called.

American Airlines is cracking down on line jumpers. All major U.S. airlines do their best to maintain boarding order since priority boarding is a perk for frequent fliers , credit-card holders and big spenders, and is often available for purchase. But American is the first to develop an automated system that instantly flags offenders.

The airline is experimenting at gates in Tucson, Albuquerque, N.M., and Washington, D.C., as part of a broader upgrade to American’s boarding technology. The airline has tested the alerts on more than 4,500 flights this month and will expand to several more cities this year, with an eye to taking it systemwide if no major issues, such as slower boarding, arise at larger airports. The airline says early feedback from fliers and gate agents has been encouraging.

The idea for automated policing grew out of complaints from travellers fed up with line jumpers and the employees who feel their wrath. In particular, top-tier frequent fliers gripe about too many passengers in the first boarding group, says Preston Peterson, American’s managing director of customer experience.

Group 1 is reserved for travellers in first class, certain business-class tickets and American’s executive platinum status. Active duty military members with military I.D. are also allowed. Groups 2 and 3 are similarly elite.

“They’ve earned that [priority] boarding group and they want access to it,” Peterson says.

The biggest perks, of course: plenty of overhead bin space and no worries about the dreaded threat of gate-checking your bag.

A clear difference

The new system promises smoother boarding for passengers and gate agents. I flew to Tucson International Airport to try it out. I put the airline’s traditional boarding to the test at my departure gate in Phoenix. Could I slither into an earlier boarding group? I was in Group 4 but breezed right through with Group 2.

Gate agents tell me it’s hard to monitor passengers’ group numbers manually, big plane or small, especially with boarding-pass readers where travellers plunk their phones face down.

American isn’t telling passengers about the test before their flights, and that’s on purpose. It doesn’t want them to change their behaviour simply because they’re being watched.

Chad Vossen, a 46-year-old chief creative officer for a video-marketing company in Virginia, knew nothing of the test until he and a colleague tried to board in Group 6 instead of Group 8 for a flight to Phoenix. They had done it on other American flights and others, in hopes of avoiding gate-checking their camera equipment.

His first thought when the dip-dip-dip-DOOP went off: “Wow, that doesn’t sound good.”

Vossen says it triggered the sounds losers hear on “Hollywood Squares” or “ The Price is Right .” (American says the sound effects are generic videogame clips and is still testing different sounds.)

He stepped out of line and laughed about getting caught. Vossen says he sees the change mainly as a way to get travellers to pay up for priority boarding. He’s unlikely to pay, but says he will probably finally sign up for American’s loyalty program. Members get complimentary Group 6 boarding regardless of status. That’s one group ahead of regular Main Cabin customers without status.

Peterson, the American customer-experience executive, believes most passengers aren’t out to game the system.

“I think most people just see a line and go, �Oh, we’re boarding,’” he says.

Toot toot, hey, beep beep

About one in 10 passengers on American’s test flights have boarded out of order, the airline says. Not all want to cheat the system. Some are travel companions of those with better boarding positions. American’s policy allows them to board together if they’re on the same reservation but didn’t assign the same boarding group. (The alert still goes off, but the agent can easily override it.) And the airline says its system doesn’t flag pre-boarders, like those with wheelchairs.

Exceptions excluded, I counted as many as seven passengers on one flight boarding in the wrong group; on another, it was zero. That math no doubt changes at a busy hub like Chicago or Dallas. So does the potential for tension.

The passengers I saw seemed to take the ejection in stride, moving aside and waiting for their group. One even apologised to the gate agent.

The test is already having an impact beyond the walk of shame. Peterson says the airline has noticed some passengers jumping out of line after seeing fellow fliers turned away. He says he witnessed the same thing at a non-U.S. airline that began policing boarding groups.

Peterson’s ultimate goal: zero boarding group alerts. “I don’t want anyone to be dinged,” he says.

For now, passengers should expect a cacophony at American gates employing the new tech. Not all alerts will send you to the back of the line. Hear a slot-machine-like sound when you scan your boarding pass? You’re probably seated in an exit row.

Even if you get the dreaded you’re-in-the wrong-boarding-group alert, it could be a mistake. A passenger in Group 8 was taken aback Friday afternoon when it sounded on her flight to Phoenix.

“That did not sound good at all,” she said to the flight attendant.

“You failed at �Pac-Man,’” the agent joked.

She was in the right place. The agent hadn’t yet flipped the switch in the app to her group.

October is traditionally the time to break out the cozy sweaters and consume as many pumpkin-spice drinks as possible. Instead, people are now using it to reset their goals.

Dubbed “October Theory,” these people are rethinking their approach to the last three months of the year. They’re using it as a time to set goals, pick up new habits and reflect—essentially taking on the role New Year’s plays.

October Theory is the latest “theory” social media has latched onto. Between the uneven job market, inflation, and the usual daily grind, people are looking for something they can control. Setting goals and improving their lives —whether it’s their health, finances or mindset—is something they are gravitating toward.

Sarah Stone, a 35-year-old Realtor in Kansas City, Mo., says October is a better time to reflect on the previous nine months and also home in on what she wants to achieve in the last few months of the year. This month, she’s decluttering her home and purging habits such as too much impulse shopping at TJ Maxx.

“It feels almost like the beginning of the year is in the wrong place on the calendar,” says Stone.

October can feel like an introspective time for people since the seasons are changing, a new academic school year has started and the current year is on its way out, says Laurie Kramer, a licensed clinical psychologist and a professor of applied psychology at Northeastern University. The Jewish new year—Rosh Hashana—also takes place in September or October, giving millions a time to reflect.

“This is a great time, 90 days from the new year, from the holidays, to reassess, see where you are with things,” Kramer says.

Start now, win later

October Theory is catching on partly because it sets someone up for success by the time January rolls around, say fans of the trend. Instead of picking up a new habit in the dead of winter—at the same time everyone else is trying to make it to the gym, for instance—it has already been in place for three months.

Every new year, Allison Bucheleres, a 30-year-old lifestyle and fashion content creator in Miami, tries to set new goals. Often, she fails because she doesn’t have a routine in place to make it happen.

Most of her goals this month revolve around setting new daily routines, such as waking up at 7 a.m., journaling her thoughts and writing self-affirmations to reframe her thinking. Around the middle of the day, she’ll repeat her positive phrases—at times over 100 of them—and will sometimes write one on a sticky note to post on her bathroom mirror.

Bucheleres’s newest self-mantra: “I can control my work and my self belief, but not the timing.”

Simple behaviours that are easy to repeat could take as few as 30 times to become a habit. More complex ones, such as going to the gym, could take up to three months of daily practice, says Wendy Wood, professor emerita of psychology and business at the University of Southern California.

The best time to change behaviour is during a big life change, such as moving to a new house or starting a new job or relationship—regardless of whether it’s in January or October, she says.

“You have a sort of window of opportunity to make decisions about what you want to do without your old habits getting in the way,” Wood says.

Making the most of 2024

Others view October as a last chance to fulfil the goals and aspirations they set months ago.

That includes Mateo PĂ©rez, who is in the final stretch for his weightlifting and running regimen. The 19-year-old sophomore, who is majoring in creative advertising at the University of Miami, is also working on an application to transfer to New York University for the fall 2025 semester. PĂ©rez wants to finish the application by the end of this semester in December.

“Right now, it’s like a reflection of this whole year and how can we make the most of the last three months,” Pérez says.

Psychologists say being introspective—at any time of the year—helps people develop habits and routines. It is often the key to following through on your goals.

Two Octobers ago, Kelly Sites, a 38-year-old customer-support manager and content creator, decided to stop living overseas. By February, she had moved to Kansas City, Mo.

This year, she’s trying to set up a daily meditation and breathing practice, and eat more whole foods. In a TikTok post on Oct. 2, Sites encouraged people to go to their photo albums and type in October to see how much their lives have changed in the 10th month of the year.

“It’s this idea of hibernation, seasons changing,” Sites says. “There’s always seeds of my life that were planted in October that changed the rest of the year.”

I N THE COURSE of one conversation, Salma Hayek Pinault mourns the death of her pet rescue owl, reveals that she never signed a prenup in her marriage to French billionaire François-Henri Pinault and bemoans the obnoxiousness of certain wealthy people who assume they’re interesting just because they’re rich.

But ask about her typical day, and she has no words.

“Nothing in my life is typical,” she says, her smoky voice filling the low-ceilinged room in a London pub, where she shows up on an overcast Monday afternoon awash in head-to-toe Gucci and perfume drawn from ingredients that include Mexican tuberose and queen of the night, an opulent cactus with flowers that each bloom just once a year in the dark.

The Mexican-born actress, 58, famous for her curves and sultry accent, took the objectification of Salma Hayek and bent it to her will: She used her Hollywood clout to create roles for Latina women that defy ethnic stereotypes and channeled her influence into a decadeslong fight against domestic violence. She defied the odds to become one of a tiny handful of Latina leading ladies in the 1990s, and then, while working to preserve that status, developed parallel careers as a producer and a philanthropist.

“I’m talking with my mouth full,” she says after dipping some crust from a sourdough boule into melted rosemary and garlic Camembert, on-brand for a person who professes no strict fitness regimen. “Emotional intelligence,” she’s saying of the forces that drive her. “Human, real connection.”

She’s got a high-drama aura but she’s also pragmatic, a trait visible in her charity work. “I’m passionate,” she says, “but I’m a strategist.” In just three years, Hayek Pinault has turned the Kering Foundation’s annual fundraising dinner in New York, Caring for Women, into a mini Met Gala. The event sponsored by her husband’s luxury goods company Kering sprang fully formed onto the fashion circuit—it wasn’t a slow-building phenomenon like the behemoth Met Gala—and in many ways it’s an expression of Hayek Pinault herself. Every detail runs through her for a gathering that, while raising roughly $3 million, brings attention to the fight against gender-based violence.

As a charity hostess, who on red carpets often appears bejewelled like a modern Elizabeth Taylor, she has curated her own group of tastemakers with guests including Jessica Chastain, Leonardo DiCaprio and Viola Davis.

“She gets you on board,” says friend Eva Longoria, “and she doesn’t take no for undefined an answer.”

I T’S TEMPTING to think of Hayek Pinault’s story as a rags-to-riches tale: The young actress from a small town in southern Mexico gets cast in the leading role on a telenovela and leapfrogs to stardom. In fact, she came from a wealthy family in the coastal city of Coatzacoalcos. Her father was an oil executive of Lebanese descent, her mother an opera singer with Spanish roots, and she grew up with four live-in maids. She saw Europe as a 2-year-old and traveled by private jet. She loved her pet bobcat.

After she moved to L.A. in her mid-20s, her father lost his fortune, Hayek Pinault says. She was a struggling actress with the stress of supporting herself and her family back in Mexico. “That’s when I became the best version of myself,” she says.

In Hollywood, studios first saw her accent as a liability. But director Robert Rodriguez cast her in the 1995 drug-crime western Desperado , followed a year later by his cult hit From Dusk Till Dawn , where she dances with a huge yellow python slung around her shoulders and sticks her toes in Quentin Tarantino’s mouth. Her breakthrough came in 1997 with Fools Rush In , a shotgun-marriage rom-com co-starring Matthew Perry.

With her success came Hollywood money. But her finances leapt into another dimension with her 2009 marriage to Pinault, the chief executive of Kering, a corporate giant that owns Gucci, Saint Laurent and other major luxury brands. The reality of marrying into extreme wealth surprised her.

“To me, the excitement about having a lot of money was that I didn’t have to think about money, and it turned out all people wanted to talk to me about was money,” she says of her life after joining the Pinault family. “Strangers coming to me that aren’t even friends, but they think we should be friends because they’re rich, too.”

She and Pinault keep their finances separate, she says, and there’s no prenuptial agreement dividing assets. The more she thinks about it lately, she says, the more she’d like to increase her own net worth.

“I support a lot of the aspects of my life and myself,” she says. “I have the pressure to make a certain amount of money, and I like it. And now, I decided, I want to make more.”

With their 17-year-old daughter, Valentina, on the cusp of adulthood, Hayek Pinault is pursuing business ideas, which she isn’t ready to reveal. Pinault likes this ambition, she says. “I think he finds it kind of sexy.”

ONE ATTRIBUTE that’s made Hayek Pinault famous is her body. Much has been made of her breasts: Talk-show hosts ask her questions about them, her movie characters comment on them, her red-carpet fashions flaunt them. During our interview, when I say I want to ask her a trivia question, she assumes I’m after her bra size.

No, I tell her in a total left turn, I want to learn about the time on the Frida movie set when her monkey co-star bit her, specifically where it bit her. Coincidentally, I’d just gotten a video of a monkey bite in a group chat so I thought I’d show Hayek Pinault a screenshot. It was a picture of a raised pink welt on pale skin—actually a bite on a man’s back—but Hayek Pinault assumed it was an R-rated close-up of a topless woman.

“It is a thing about the boobs,” she scolds when she sees the photo. I explain she’s looking at a monkey bite on a man’s back. “Oh. This isn’t a monkey bite in the boobs?” she asks. No, I tell her, but is she saying that’s where the monkey bit her? No, she replies. This is turning into a who’s-on-first of monkey bites and lady parts. “Can I tell you something?” she says, clutching her breasts with both hands, still horrified by the photo. “My nipples began to hurt when I saw that.”

It turns out, the Frida monkey bit her on the right hand between her thumb and forefinger, and she needed rabies shots. I asked if those were painful and she said, “Yes, yes. Stop it.” She and the monkey, whose name was Tyson, were alone in her trailer, and he started throwing all her CDs at the walls and breaking them. They got into a tug-of-war over a disc, and he bit her. “They should have told me the monkey has been possessed by the devil,” she says.

Frida was her passion project, a major moment for her now 25-year-old production company, Ventanarosa—Spanish for “pink window”—and a big learning opportunity for her. It had been a fight for her to control the material. In one meeting, while trying to wrest back the project from a studio she’d decided against, she had her agent’s attorney friend come as a prop to intimidate executives. “You sit there, nod your head, look mean,” she told him.

The strategy worked. The project was ultimately made at Miramax, the studio co-founded by Harvey Weinstein. Later, she would write a searing op-ed about being sexually harassed by Weinstein.

Hayek Pinault described in the piece having to film a “senseless” full-frontal nude love scene with another woman to placate Weinstein so he wouldn’t block the completion of Frida . Hayek Pinault, distraught over Weinstein’s tactics, vomited for the length of the shoot.

In a statement, Weinstein’s spokesman says “he apologises to Ms. Hayek for ever making her feel sad or uncomfortable.” He says that Weinstein has “a different memory of those times but isn’t looking to talk about them.”

The roughly $12 million film went on to gross $56 million worldwide and made Hayek Pinault one of the first Latinas ever to be nominated for a best actress Oscar.

With Ugly Betty , an American version of a popular Colombian telenovela, Hayek Pinault initially met resistance from ABC, she says. The actress personally presold international rights and advertising to prove the show’s worth. The series, which supercharged the career of actress America Ferrera, was considered a risk partly because it featured a Latina lead who was not Hollywood’s idea of universal beauty. Hayek Pinault pushed back when some executives wanted to give Betty a makeover. “It got really heated,” she says. Ferrera went on to win the Emmy for best actress in a comedy in 2007.

Most of Ventanarosa’s film and TV works are in Spanish and do not feature Hayek Pinault. Recent titles include the 2019 TV series Monarca , a Succession -style drama on Netflix about a family’s tequila empire, and the Spanish-language HBO series Like Water for Chocolate , premiering this fall. Separately, she continues her own work as an actress, recently premiering the Angelina Jolie–directed wartime film Without Blood at the Toronto International Film Festival.

Hayek Pinault’s longtime producing partner, José “Pepe” Tamez, says the two have been looking at shows like Squid Game , the blockbuster Korean series, to get Latinos in front of a worldwide audience in a similar way. The company had focused on the U.S. and Latin American markets for years, but now they’re thinking more globally. That’s where the opportunity is, Tamez says.

In pitch meetings, Hayek Pinault’s ability to read her audience has been a secret weapon. “Maybe this has to do with the fact that she’s an actress,” Tamez says. “She knows how to listen.”

HAYEK PINAULT’S WORK as a producer did not inform her philanthropy, she says: Her philanthropy made her a better producer.

Her interest in volunteering began in childhood, and her efforts fighting violence against women stretch back to her early days in 2004 working with the Avon Foundation. On a 2009 Unicef trip to Sierra Leone, she famously breast-fed another woman’s baby, a newborn the same age as her own daughter, to combat a regional stigma around breast-feeding. The moment was captured on camera for ABC’s Nightline .

Pinault was keenly interested in her philanthropy. Once when the two were dating and she was volunteering in South America, he asked on the phone about her day. “I said, �Oh, it was great. We were with the prostitutes all morning in the red-light district,’ ” she recalls. She talked for an hour, then asked about his day. “He said, �I’m embarrassed to tell you what was my day.’ ”

In 2008, a year before they married, the couple began working together to build the Kering Foundation, which Pinault had created to focus on women’s causes.

Over time, Hayek Pinault realised she could broaden her reach even further. In 2013, she and Beyoncé Knowles-Carter founded Gucci Chime for Change, a global campaign by the Kering brand to promote gender equality.

For her signature event, the Caring for Women dinner and charity auction in New York, Hayek Pinault keeps the scope small. The evening’s 200 guests can see each other at 20 tables around a cozy room. For an event that kicks out press, it gets a ton. This year and last, Lauren Sánchez, who is engaged to Amazon’s Jeff Bezos, got in a tabloid-perfect bidding war with Kim Kardashian over a Balenciaga couture lot.

Last year, Hayek Pinault adorned the space with plants and played bird sound effects. She personally wrote fellow celebrities to make sure they’d come. Before they arrived, she lit copal, a rock incense used in Mexican rituals, and waved it around for spiritual cleansing.

“My spirit,” she says, “wants to micromanage.”

O N THIS DAY at the pub, Hayek Pinault is mourning the death of Kering, a rescue owl who became famous on her Instagram. A fox got into the aviary on the grounds of their London estate and ate Kering not long ago. The owl slept in her bedroom many nights, though not that evening. “We had our own way of communicating,” Hayek Pinault says. “She would hold my hand and play and try to pull me.” Kering was a pet but also a wild animal. “I never took that owl in if she didn’t want to come in,” she says. The actress knows her owl would have been eaten by a predator long ago if she’d lived in nature. “She had a good life,” she says.

Over the past decade, Hayek Pinault has dealt with losses like this and life’s other challenges by practicing meditation.

A session might take three hours. She knows a meditation DJ who plays music while she lets go in her mindfulness space, which is the smallest room in her house. Sometimes she’s dancing. She’s usually blindfolded, which makes standing on her head tricky. The DJ later debriefs her because she loses herself so completely that she can’t always recall what’s just happened. She finds herself accomplishing physical feats she could never achieve otherwise. She is sparing on details. “I do strange things,” she says.

In the meditation sessions, nothing hurts, she feels elastic in body and spirit. “I’m ready to go in a room wanting nothing and not knowing what to do or what you’re supposed to do—surrendering and understanding your instincts,” she says. “It’s very advanced.”

Like much in Hayek Pinault’s world, the practice is unconventional. “It’s completely the opposite of no pain, no gain,” she says. “It’s completely the opposite of what everyone does.”

Hair, Nao Kawakami; makeup, Wendy Rowe; manicure, Kate Williamson; set design, Max Bellhouse and Tilly Power; production, Bellhouse.

The Department of Culture and Tourism – Abu Dhabi (DCT Abu Dhabi) has renewed its strategic partnership with WebBeds, the premier global marketplace for the travel trade, expanding its scope to over 30 markets and aiming for a 25% year-over-year increase in the number of hotel guests. This expansion will not only focus on Abu Dhabi City but will also extend its reach to Al Ain, highlighting the emirate’s wide spectrum of tourism experiences.

 Wizz Air Abu Dhabi, the ultra-low-fare national airline of the UAE, is celebrating the expansion of its winter schedule with an unmissable twenty percent discount on all flights. Travel lovers can now take advantage of the flash promotion on the enhanced Winter schedule and book their flights with ease. The discounted prices will be available on 30th October for WIZZ Discount Club members and on 31st October for all travelers, for flights departing between 10 November 2024 and 31 March 2025. Tickets are already on sale on wizzair.com and the WIZZ app, available in the Arabic language, with fares starting from as low as 89 AED*.

The expanded Winter schedule offers 40 percent more flights to the airline’s most popular destinations. From island hopping in Larnaca and the Maldives, to exploring the charm of Bishkek and Baku, uncovering the treasures of Kutaisi and Tashkent, or delving into the timeless wonders of Cairo and Athens, travelers can find flights that suit all preferences and budgets—enjoying more flexibility, convenience, and savings on their journeys.

Johan Eidhagen, managing director of Wizz Air Abu Dhabi, said: “We are thrilled to announce the expansion of our Winter schedule with a 20 percent discount. Our enhanced schedule will offer 40 percent additional capacity on our most popular routes, enabling customers to benefit from our incredibly low fares with a convenient and tailored product. Wizz Air is committed to carrying the flag of ultra-low-cost travel in the region and unlocking travel for everyone. We look forward to seeing you on board our aircraft and sharing our love of travel soon.”

The national airline recently announced the expansion of WIZZ MultiPass, a pioneering and innovative flight subscription service that allows frequent travelers to travel from the UAE every month and explore multiple destinations while saving more. WIZZ MultiPass enables passengers to lock in a fixed price for tickets and baggage for the entire year. Passengers can save up to 40% on tickets to popular destinations using the ticket-only fare.

Passengers can book tickets with confidence, thanks to WIZZ Flex. With WIZZ Flex, passengers can change their flight up to three hours before departure without any fee and receive 100% of the fare immediately reimbursed in airline credit.

Strategically located in the UAE, Wizz Air Abu Dhabi provides ultra-low-fares and efficient travel options to Alexandria (Egypt), Almaty (Kazakhstan), Amman (Jordan), Aqaba (Jordan), Athens (Greece), Baku (Azerbaijan), Belgrade (Serbia), Bishkek (Kyrgyzstan), Cairo (Egypt), Cluj (Romania) and Dammam (Saudi Arabia). As well as routes to Kutaisi (Georgia), Larnaca (Cyprus), Male (Maldives), Madinah (Saudi Arabia), Nur Sultan (Kazakhstan), Samarkand (Uzbekistan), Sarajevo (Bosnia), Sohag (Egypt), Tashkent (Uzbekistan), Turkistan (Kazakhstan), Tirana (Albania) and Yerevan (Armenia) among others.

Expanded winter schedule:

*One-way price, including administration fee. One carry-on bag (max: 40x30x20cm) is included. Trolley bag and each piece of checked-in baggage is subject to additional fees. The price applies only to bookings made on wizzair.com and the WIZZ mobile app. Number of seats at indicated prices are limited.

*The promotion applies on bookings made on the 30th of October 2024 00.00 till 31st of October 2024 23.59 CEST (“Promotional period”). The 20% discount applies to the fare, excluding the administration fee. The travel period is limited; travels must be completed between 10 November 2024 and 31 March 2025. The promotion applies only to bookings made on https://wizzair.com or on the WIZZ mobile app. Promotion does not apply to group bookings. Blackout dates: 19 December 2024 – 6 January 2025.

Saudia, the national flag carrier of Saudi Arabia, has successfully operated flight SV 215 from Jeddah to Amsterdam as part of The Aviation Challenge 2024, an industry-wide initiative led by SkyTeam aimed at fostering innovation and advancing sustainability across the global aviation sector. This marks Saudia’s third consecutive year participating in the challenge, further enhancing its extensive sustainability initiatives.

Saudia’s participation in The Aviation Challenge 2024 aligns with its strategic vision of promoting sustainability and operational excellence, in line with the objectives outlined in Saudi Arabia’s Vision 2030 and the Sustainable Development Goals (SDGs). This commitment underscores the airline’s dedication to sustainable practices and its contribution to the global aviation industry’s long-term goals.

Last year, Saudia received two prestigious awards in this global sustainability challenge: “Most Innovative Ground Operations” and “Best Employee Engagement and Collaboration.” The airline was also nominated as a finalist for the “Greatest Carbon Reduction” award for medium-haul flights.

In line with its new sustainability strategy, Saudia’s approach to the challenge this year featured several initiatives aimed at enhancing the entire guest journey. These initiatives focused on both social and environmental sustainability, which are reflected in both the guest experience and operational efficiency.

These initiatives included fuel optimization, electric ground support equipment, sustainable onboard products, and improved waste management. To ensure economic sustainability, Saudia also prioritized locally sourced materials to boost local content.

Maryam Telmesani, Vice President of Sustainability at Saudia Group, commented: “Saudia’s approach to sustainability is holistic and balanced, reflecting our long-standing efforts in pioneering sustainable aviation. We aim to share success stories from the Kingdom with the world, integrating social, environmental, and economic factors while aligning with Saudi Vision 2030 and global sustainability standards. We are excited to continue leading the way in innovative practices that set new benchmarks in the industry.”

Saudia is set to host The Aviation Challenge Awards 2024, celebrating achievements across the industry. The Aviation Challenge, previously known as The Sustainable Flight Challenge, has been renamed to better reflect SkyTeam’s broader mission of creating a lasting industry-wide impact.

Submissions will be evaluated by a diverse panel of global sustainability and aviation experts, who will recognize airlines that best demonstrate the impact and scalability of their solutions.

Bahrain Mumtalakat Holding Company (“Mumtalakat”) and CYVN Holdings (“CYVN Holdings”) announced that they have entered into a non-binding agreement to explore a potential partnership to accelerate the next chapter of McLaren’s growth.

The potential partnership would see CYVN Holdings acquire full ownership of McLaren’s automotive business in addition to a non-controlling stake in McLaren Group.

This transformative investment by CYVN Holdings would bring access to additional capital, advanced engineering expertise and pioneering technology, particularly in the field of electric vehicles. CYVN Holdings’ cross-industry experience, highly specialized team and existing strategic investments in NIO Inc., Forseven and Gordon Murray Technologies also bring potential synergies to complement and enhance McLaren’s product strategy.

This partnership would look to build on McLaren’s highly successful track record in elite motorsport and grow one of the world’s most prestigious range of high-performance vehicles, with an expanding network of over 110 retailers in 30 global regions.

The deal would also align with Mumtalakat’s strategy to optimize, enhance and grow its portfolio, to deliver sustainable long-term financial returns.

 Valor Hospitality Partners announced the signing of its Lifestyle property in the Kingdom of Saudi Arabia, in the city of Abha, the capital of the Aseer region. The upscale Hijla Hotel, owned by Mr. Mohammed Manaa Almounis and Mr. Samir Muhammad Al Qahtani, and Kayan Almusanada company, in collaboration with the Tourism Development Fund (TDF), is slated to open its doors in the 2^nd semester of 2025. This new venture represents a significant milestone for Valor Hospitality Partners to expand its portfolio in Saudi Arabia.

Hijla Hotel will embody a lavish lifestyle infused with an authentic cultural identity that resonates with the Aseer province. The establishment aims to create a genuine local experience for guests and visitors, showcasing distinctive design elements indigenous to the region. Boasting 151 rooms and suites, the hotel will be situated within “Le Premier” an upscale mixed-use development featuring a retail promenade with global, aspirational brands and a variety of cafes and restaurants. The property will also house two distinct dining venues, an all-day deli and a rooftop specialty restaurant offering panoramic views. Additional guest amenities comprise meeting rooms, an expansive convention center, an enclosed swimming pool, fitness and wellness center, and ample private parking facilities.

Commenting on the signing, Mr. Mohammed Manaa Almounis stated: “We are honored to partner with Valor Hospitality Partners to manage Hijla Hotel, marking a significant milestone as their first managed property in Saudi Arabia. This collaboration not only elevates our commitment to exceptional hospitality but also positions Hijla Hotel as a premier destination in the country and the region. Together, we are excited to deliver unparalleled experiences that reflect the rich culture and warmth of Saudi hospitality.”

Mr. Samir Muhammad Al Qahtani also added: “We are proud of this project and the support and guidance provided by the Tourism Development Fund, which plays a key role in advancing the tourism sector in the Kingdom. This partnership not only strengthens Saudi Arabia’s global tourism position but also makes it more attractive to international companies. The agreement underscores the Fund’s commitment to supporting high-quality projects that align with Saudi Vision 2030 and contribute to the sector’s growth. Our collaboration with Valor Hospitality Partners to develop and manage the Hijla Hotel is part of our ongoing efforts to enhance the hospitality experience by blending our rich Saudi heritage with Valor’s global expertise. We look forward to a successful partnership that will significantly contribute to the region’s hospitality industry.”

 

“We are extremely grateful and pleased to have found visionary owners in Mr. Mohammed Manaa Almounis and Mr. Samir Muhammad Al Qahtani and adding Hijla Hotel to our portfolio, making it our first property in Saudi Arabia and introducing Valor Hospitality Partners diverse offering to the thriving hospitality sector in the country, which falls in line with Saudi Vision 2030’s to promote the country through tourism. Our vision has been focused on properties that extend its hospitality offerings into local themes, acting as an ambassador to local culture and highlighting its uniqueness for an upscale total emergence within the destination, which we believe Hijla Hotel represents. We can’t wait to welcome visitors to this unique property upon its opening”, said Julien Bergue, Co-founder and Managing Partner, Valor Hospitality Middle East, CIS & Central Asia.

Hijla Hotel marks a significant milestone in Valor Hospitality Partners’ ongoing commitment to expanding its footprint in the Middle East. The company strategically selects properties that embody the uniqueness of local cultures, With the ongoing support provided by the Tourism Development Fund (TDF). Valor Hospitality Partners is a key regional player in identifying authentic properties and help build its services to the highest international standards.

Valor Hospitality Partners transcends conventional third-party management by working closely with owners and investors. The company provides comprehensive management solutions, including acquisition advisory, new development or rebranding, hotel management, asset management, design, and curation of food and beverage concepts. Specialized services extend to revenue management, marketing management, and luxury lifestyle offerings, covering golf, leisure, spa, and fitness management. Valor remains committed to best practices in sustainability and community involvement, aligning with the Gulf and the wider region’s priorities, encompassing natural resource management, reduced environmental impact, and skills development to support national employment targets. The company also emphasizes building relationships with businesses that contribute to the operational success of the properties under its purview.