Hotel partnerships in the Middle East aren’t won in boardrooms alone. They’re shaped in the quiet moments before the meeting begins, in the pause after a difficult question and in how promises are kept long after contracts are signed.
As Ayman Ezzeddine, director of business development for the Middle East and Egypt at Radisson Hotel Group, reflects on nearly two decades in development, his view is simple: “Relationships close deals more effectively than clauses.”
He notes that early on, he believed the paperwork would carry the weight, but experience taught him that people do; the coffee shared, the trust earned, the consistency proven.
Ezzeddine distils seven lessons from years spent navigating partnerships across the region; from how respect opens doors to why clarity, patience and delivery determine who stays in the room.
Learn the culture before you learn the numbers
Partnerships begin before a term sheet. Understand how decisions are made, who influences them and what respect looks like in each market. Small signals matter. Arrive early. Accept hospitality. When you demonstrate an understanding of the rhythm of life and business, trust follows and difficult conversations become easier.
Agree outcomes in plain language
Start with outcomes both sides can repeat without confusion. Market positioning, opening timeline, returns, governance. Use clear, human language. Translate legal intent into everyday commitments people can track. When expectations are explicit, everyone spends less time defending the past and more time building the next milestone.
Build the relationship, then the contract
Contracts protect relationships; they don’t replace them. Invest time with people. Share insight without a sales angle. Show up for non-transactional moments. When issues arise, partners who know each other pick up the phone first and the contract second. That habit keeps timelines intact and reputations strong.
Design for change, not perfection
Markets move. Regulations evolve. Costs fluctuate. Strong agreements expect change and give both parties safe ways to adapt. Add review points. Include option paths in case demand shifts or construction delays. Pre-agree how to rebalance value fairly. Flexibility isn’t a concession; it’s a promise to stay partners when the world changes.
Negotiate to endure
Winning the headline number and losing the relationship isn’t a win. Aim for a durable balance. Listen for non-financial priorities. Some owners want speed to market. Others want design control or sustainability credentials. Put those priorities on the table. Trade intentionally. Leave room for pride on both sides. Pride keeps deals nurtured long after signing day.
Make governance the glue
Good governance turns good intent into performance. Set a clear meeting rhythm. Monthly operations. Quarterly strategy. An annual reset. Share a single source of truth for data. Define who escalates what, and by when. Keep minutes short and decisive. Transparent governance prevents drama, maintains momentum and safeguards the partnership during leadership changes.
Create value beyond the deal
The strongest partnerships serve more than the project. Invest in local talent. Support community priorities. Share best practices across portfolios. Celebrate milestones together. When both sides see impact beyond profit, loyalty deepens, which shortens future negotiations and opens doors you didn’t know existed.
by Safa Hassan
