One of the key themes at Future Hospitality Summit (FHS) is how technology and innovation are reshaping hospitality investment, operations and guest expectations.
Across the industry, hotel leaders are balancing rapid advances in Artificial Intelligence (AI), automation and data analytics against evolving traveller behaviour, rising operational complexity and increasing pressure to deliver sustainable growth. AI adoption in hospitality is expected to accelerate significantly through 2026, particularly across revenue management, guest personalisation and operational efficiency.
Ahead of FHS World in Dubai in September, we asked Muin Serhan, CEO, Amsa Hospitality; Vincent Miccolis, Managing Director - Middle East, Africa and Türkiye, The Ascott Limited; Tom Stevens, Chief Operating Officer – Hotel Operations, The First Group Hospitality; Josè Maria Dalmau, VP of Business Development, Meliá Hotels International; Victor Abou-Ghanem, CEO, Story Hospitality and Wael Al Sharif, Area General Manager, The Torch Hospitality where they are prioritising tech and innovation investment today.
The leaders shared a common investment focus: technologies that improve decision-making, operational efficiency and guest satisfaction, while also supporting long-term asset value. Also, sustainability is moving from a brand consideration to a core investment priority, driven by both regulation and changing consumer expectations.
“We prioritise investments that deliver measurable ROI. AI-driven revenue optimisation, sales analytics, and intelligent guest engagement improve commercial precision and efficiency. In high-growth markets like Saudi Arabia, disciplined capital allocation and empowered teams are equally critical,” said Tom Stevens.
Alongside commercial performance tools, resilience and trust are becoming equally important investment themes.
Vincent Miccolis commented, “We also place strong emphasis on cybersecurity and data protection, given the increasing importance of safeguarding guest data and maintaining trust. AI and guest-facing technologies remain important but are always applied with a clear focus on improving performance rather than technology for its own sake.”
At the same time, Victor Abou-Ghanem stressed that technology investment must also strengthen direct guest relationships. “We continue to strengthen direct distribution: better websites, CRM, and loyalty will also be key for us in 2026. In a world of AI agents and high OTA commissions, direct relationships with our guests have become more strategic.”
Where AI delivers measurable value today
If there was one clear consensus across all conversations, it was that leaders are already seeing measurable impacts of AI across revenue optimisation, distribution efficiency, operational planning and guest engagement.
José Maria Dalmau summarised how many hotel groups are now approaching AI adoption: “Revenue management systems enable smarter pricing models, better demand forecasting and segmentation precision. Distribution efficiency improves channel mix and reduce acquisition cost. AI also supports operational optimisation through predictive maintenance and workforce planning. But importantly, AI supports personalisation, which increases guest satisfaction and repeat behaviour. For us, the measurable value is not only in margin improvement, but in lifetime guest value.”
The conversation also turned to investment performance and whether technology is now materially influencing hotel valuations and risk perception.
From an investor standpoint, are tech-enabled hotels commanding higher valuations or lower risk premiums?
“Both. Tech-enabled properties command valuation premiums through superior operational efficiency and guest satisfaction metrics. Simultaneously, they carry lower risk premiums due to adaptability, data-driven decision-making, and reduced labour dependency. Investors increasingly view technology infrastructure as fundamental asset quality determinant, similar to location or brand affiliation. Non-tech properties face growing valuation discounts,” said Wael Al Sharif.
“Tech-enabled hotels are increasingly commanding stronger valuations because investors see them as better equipped to manage volatility and protect margins. These assets often attract deeper investor interest and, in many cases, benefit from more favourable financing terms,” added Muin Serhan.
Others agreed, although they stressed that technology alone is not enough to guarantee stronger returns.
“The key is not the presence of technology, but how effectively it is applied to drive returns and long-term asset value,” Vincent Miccolis noted.
At the same time, Victor Abou-Ghanem cautioned that technology investment must remain commercially disciplined rather than trend-driven: “On the flip side, there is also execution risk: heavy capex in fashionable technology that guests do not value, or systems that quickly become obsolete. So, investors look for discipline. The hotels that will command the best pricing over time, in my view, are those that combine good locations and brands with smart, targeted tech that clearly improves cash flow and asset resilience.”
What will define a truly future-ready hospitality business by 2030?
The responses from all leaders consistently centred on three interconnected pillars: advanced technology, human-centred service and sustainable operations.
Several leaders also emphasised that success depends not only on innovation, but on maintaining operational discipline and building adaptable organisations capable of evolving alongside guest expectations and market demands.
“A future-ready hospitality business will combine technology-driven precision, empowered local talent, and disciplined capital allocation to consistently deliver guest value and sustainable owner returns,” said Tom Stevens.
Victor Abou-Ghanem concluded that “A truly future-ready hospitality business in 2030 will be one that blends a strong human service culture with data, AI and sustainable operations, so that every stay feels personal, every decision is informed, and the impact on people and the planet is genuinely positive.”
Taken together, the conversations suggest hospitality’s next competitive advantage will not come from technology alone, but from how effectively operators combine intelligent systems with human experience, operational discipline, trust and adaptability.
