Business Leaders interview: Hassan Saeed

Tell us a little about yourself and your business.

My name is Hassan Saeed. I am currently the Resort Manager at Dhigali Maldives, a Premium All-Inclusive property in Raa Atoll Maldives. I joined the property as a pre-opening team member. I have been in the industry for over 30 years and have led teams in F&B, HR, and L&D before becoming a resort manager.

What motivates you in your work and what do you find most fulfilling about being a business leader?

I have a lot of team members who look up to me for motivation, inspiration and at times instructions. I have a strong sense of responsibility towards the success, well being and the happiness of my team and the guests they look after. Seeing feedback from guests who appreciate the genuine and sincere service of the service team drives and motivates me and it is very fulfilling to have happy guests and engaged teams. 

How did you develop your leadership skills and how would you define your leadership style?

What I have learnt about leadership is a good balance of lived experiences, knowledge of the people who I lead and a lot of serendipitous discoveries. I did not have a linear career. My path here has many zigzags and movement horizontally where I did not progress upwards but went sideways so I could expose myself to a variety of situations. I try to be there for my team, as a mentor, as a resource person supporting them in their decisions.

Innovating is crucial in our very diverse industry. How do you stay ahead of trends and incorporate them into your global strategy?

To stay ahead of trends in our diverse industry, I focus on continuous learning and market research. This involves attending global hospitality conferences, engaging with thought leaders, and pursuing certifications in emerging fields such as behavioral economics and service design. I also maintain a robust network within the industry to exchange insights and best practices. At Dhigali Maldives, we incorporate these learnings into our strategy by implementing innovative guest experience enhancements, leveraging technology for personalized services, and developing sustainable practices that meet the evolving expectations of global travelers.

What do you consider to be the key component(s) of effective business operational development?

The key components of effective business operational development are a clear vision, strong leadership, data-driven decision-making, and a culture of continuous improvement. A well-defined vision aligns all efforts towards common goals, while leadership ensures that teams are motivated and supported to achieve these goals. Data-driven decision-making enables us to measure performance accurately and adjust as needed. Finally, fostering a culture of continuous improvement encourages innovation and adaptability, ensuring that the business remains competitive in a dynamic market.

How do you approach identifying areas for improvement within a company’s operations?

I approach identifying areas for improvement by conducting comprehensive operational audits, gathering feedback from guests and employees, and analyzing key performance indicators. I believe in engaging with frontline staff and guests to gain insights into their experiences, as they often provide valuable information on pain points and areas needing enhancement. Regular performance reviews and benchmarking against industry standards help pinpoint specific areas for development, allowing us to create targeted action plans for improvement.

Where do you think the most promising investments should be focusing on and/or made on?

In today's hospitality landscape, the most promising investments should focus on enhancing the guest experience through technology, sustainability, and staff development. Investing in digital tools for personalized services, such as AI-driven customer management systems, can significantly elevate the guest experience. Simultaneously, adopting sustainable practices, from eco-friendly amenities to energy-efficient infrastructure, is essential to meet the growing demand for responsible tourism. Lastly, investing in staff training and development ensures that teams are equipped with the skills and knowledge to deliver exceptional service consistently.

What is or are your biggest career achievement(s)?

Having my work recognized at the national level with the Presidential Award of recognition for training and mentoring young people from across the Maldives to join the hospitality industry.

Additionally, leading the successful pre-opening and operational launch of Dhigali Maldives, establishing it as a top-performing resort in a highly competitive market. My role in developing and implementing innovative learning and development programs at Bandos Maldives, especially, launching the first Bandos Apprenticeship Program was a significant achievement. 

Do you have examples where your leadership made a difference? If so, what were they? 

As a Resort Manager at Dhigali Maldives, I led the team from the property's pre-opening phase to full operations. This involved creating a strong organizational culture, training staff extensively, and implementing service standards that elevated guest experiences. My leadership in designing an innovative guest feedback system directly reduced complaints by 30%, and my proactive engagement with both guests and employees helped establish Dhigali as a highly regarded resort in the Maldives.

What’s the most important leadership lesson you’ve learned?

The most important leadership lesson I've learned is the power of rational compassion. Understanding the needs, motivations, and concerns of both guests and employees fosters trust and collaboration. Being rationally compassionate enables a leader to make informed decisions, navigate conflicts effectively, and create a positive work environment where people feel valued, leading to higher satisfaction and productivity.

How did you identify and seize opportunities for advancement in your career?

As mentioned earlier, some of the moves I made in my career were not planned but they eventually led me to where I am today. We may have the best proactive plans in mind but opportunities don’t always come along as we plan. We have to constantly adjust and compromise and adapt. I try as much as possible I look for opportunities for growth by seeking out challenges that allow me to expand my skill set. My transition into HR and from HR management to broader roles in operations was driven by my desire to impact guest satisfaction directly. I took on complex projects, such as leading pre-opening efforts at Dhigali Maldives, which positioned me for further advancement.

Have you achieved everything you wanted in your career so far? 

While I have achieved several key milestones in my career, such as leading successful resort operations and shaping talent development strategies, I see my career as a continuous journey. I aim to further integrate behavioral sciences into hospitality management, enhancing guest satisfaction and employee motivation by using innovative, evidence-based approaches.

How important is personal development to your success, and how do you approach it?

Personal development has been crucial to my success. I actively pursue learning opportunities, such as certifications in behavioral economics and leadership, to stay at the forefront of industry trends. By engaging in continuous education and self-reflection, I enhance my leadership skills and adapt to the ever-evolving hospitality landscape.

How do you prioritise tasks when everything feels like a priority?

In hospitality, some of the priorities are obvious, anything required to ensure a pleasant and memorable experience for the guests and ensuring the wellbeing of the team is always a priority. I prioritize tasks by aligning them with the overall strategic objectives of the organization. I use a matrix approach, categorizing tasks based on urgency and impact. By focusing on high-impact tasks that drive the most significant results, I ensure that my efforts are strategically aligned and that the team remains focused and productive.

What was the hardest decision you have taken as a leader? 

Leaving one employer for another is always hard. Leaving after 4 or 6 years with the same team is not easy emotionally as there are strong bonds and emotional connections with brands and identities. Every business requires balancing the financial needs of the business with the well-being of the staff. Also, any restructuring, which I had to do a few times as a human resources leader. While challenging, decisions on restructuring leads to a leaner, more efficient team and better service delivery.

What steps do you take to measure your own performance?

I believe self-reflection and a degree of scepticism helps in many situations. I measure my performance using both quantitative and qualitative metrics, such as guest satisfaction scores, employee engagement levels, and financial performance indicators. I also seek feedback from peers, team members, and mentors, allowing me to gain a comprehensive view of my effectiveness as a leader and identify areas for improvement.

What does success mean for you as a business leader?

Success, to me, means achieving a balance between operational excellence and a motivated, engaged team. It’s about creating an environment where employees thrive, guests are delighted, and the business is profitable and sustainable. Operating a resort in the Maldives is a challenge in many ways. It is a remote environment where teams must find self-sufficiency while sacrificing many things others take for granted – social life and family life. Additionally, success involves continuously learning, adapting, and finding new ways to contribute positively to the community and the hospitality industry at large.