Latest news with #luxuryservice
Khaleej Times
5 days ago
- Business
- Khaleej Times
Food, luxury, or customer welfare: What truly defines great hospitality?
HOSPITALITY is in my blood. It has been in my family for generations now, starting with my grandfather who left his little village in the Italian hills for Scotland in 1911 and ended up with several establishments selling ice cream and tobacco. My father branched out into milk bars, the first one on London's Regent Street called Forte's. He bought the Waldorf, the first hotel he ever ran, in 1955, and ended up with Trusthouse Forte, one of the biggest hotel and catering companies in the world. My father was always keen that I had experience of his businesses. I did so throughout my school and university holidays, after which I joined the business full-time. My first job was at the Café Royal at 14 years old. I was in the cellars shifting crates of house wine which we bottled ourselves. Later I worked on the Waldorf reception, where I did wages and put cash into envelopes for staff, and also at Heathrow where we had a restaurant in one of the old terminals. As a result I was able to start my own business when Trusthouse Forte was sold in a hostile takeover. I now work in my business, Rocco Forte Hotels, with my three children and my sister, Olga Polizzi. We now have a Saudi partner in PIF. While we have a strong executive team, the involvement of the family members makes a big difference. The family aspect is the most important thing about our culture and philosophy, and the luxury service we aim to deliver. It's our name above the door and we really care about it. We have a passion for it and a belief in it and we care about everything that goes on in our hotels. I believe the people working with us in the business feel this directly – feel this passion and commitment. This is very important, because they're transmitting our philosophy direct to the customer. In family, you also look at things long term: you want to make the business stronger and more powerful for future generations. Our partner PIF also takes a long-term view. We teach our staff about the family history, the company history, the hotel history and about the city in which the hotel finds itself, which they can communicate back to the customer – and also have a greater sense of belonging to the organisation as a result. Each of my hotels has its own character but if you go to any one of my hotels you will find that same culture. I think that the Rocco Forte philosophy – that attention to detail and dedication to services – comes across everywhere. When it comes to luxury, the Hotel de Russie in Rome is not just iconic, it's the hotel in Rome. It opened in 2000 and is one I am particularly proud of. I also spend a lot of time at the Verdura in southern Sicily, where there had previously been no real tourism of this kind. I took on 500 acres with two kilometres of coastline and we have created something of outstanding beauty and quality. Our next opening will be The Carlton in Milan, that's due to open in November. It's in a great location, on Via della Spiga at the centre of the most fashionable district of Milan and the hotel will reflect the energy of what's a new buzzing European capital. Across our group, we pride ourselves on knowing our locations very well and we can provide unique experiences that most people can't. We see a great demand for extraordinary experiences and for years now we have been working on unique opportunities in partnership with the communities surrounding our hotels. We offer anything from trips up the Etna volcano in Sicily to private visits to the castles of Bavaria. We pride ourselves on being the leading hospitality experts in Europe and can tailor the most interesting visits off the beaten tracks. Food is also very important to what we offer. I don't like three-star Michelin restaurants in hotels. It's pompous and out of date. The food becomes more important than the customer. Our executive chef Fulvio Pierangelini, who was in fact a two-star Michelin chef, oversees all our Italian kitchens. His approach to food is different, using the highest quality, locally sourced produce. His pasta pomodoro basilico, for example, is incredibly simple but Romans come from all over to eat it because it's so special. Ultimately, we believe that delivering a luxury service means being true to our hotels, to our family heritage and to the cities where we operate. We're determined to be seen to be offering only the very best.
Gulf Business
29-05-2025
- Automotive
- Gulf Business
SelfDrive's Soham Shah on raising the bar for premium mobility services
Images: Supplied Digital car rental platform SelfDrive Mobility recently launched OTO — a tech-driven, chauffeur-powered luxury service currently operating across the UAE, Qatar, and Bahrain. From tailored intercity rides and event transport to corporate and school mobility, OTO aims to revolutionize how business travelers, tourists, and high-net-worth individuals experience comfort and sophistication on the move. We speak to Soham Shah, founder and CEO of Soham Shah What inspired SelfDrive to launch the new chauffeur-driven, luxury service? At SelfDrive Mobility, we've always been focused on addressing evolving consumer needs through innovation and convenience. Over the last few years, we noticed a strong demand for elevated, chauffeur-driven experiences — especially among tourists, business travelers, and high-net-worth individuals. With OTO, we wanted to reimagine what premium mobility looks like in today's digital-first world. The goal was to integrate a curated luxury fleet and professional chauffeur services to create an experience that goes beyond transportation—offering reliability, sophistication, and ease. What truly sets OTO apart is the personalised touch we bring to every journey. From tailored route planning to attentive chauffeur services, we ensure that each ride is crafted around the individual needs and preferences of our clients, delivering a seamless and luxurious travel experience every time. What is the anticipated growth of luxury, chauffeur-driven services in the years to come? The luxury chauffeur-driven market in the GCC is set to grow steadily, driven by rising tourism, increased business travel, and demand for tech-enabled premium mobility. The premium transportation sector is expected to reach Dhs17bn by 2030, with an annual growth rate of 8% over the next five years. Recent trends — such as a significant rise in passenger volumes, expanding fleets, and a 44 per cent increase in trips within the luxury and e-hailing space —underscore the sector's momentum. As the region strengthens its position as a global hub, platforms like OTO, offering a seamless blend of personalisation and luxury, are well-positioned to lead this shift. What trends do you see ruling the auto industry in the coming months and years? In addition to chauffeur-driven services, the rise of electric vehicles and autonomous taxis is transforming urban mobility. EVs reduce emissions and promote sustainability, while autonomous taxis improve efficiency, safety, and accessibility. Together, they will reshape infrastructure with smarter traffic systems and expanded charging networks, leading to cleaner cities and a more seamless, customer-centric transport experience. OTO is addressing a critical gap in the market by optimizing vehicle utilisation through a strategic pool of luxury cars that leverage existing infrastructure. What sets OTO apart from other chauffeur-driven services currently operating in the UAE, Qatar, and Bahrain? What truly sets OTO apart is that it's more than just a chauffeur-driven service — it's a comprehensive, all-in-one premium mobility solution. Under one unified platform, we offer a wide range of services tailored to meet diverse customer needs, from hourly, daily, and monthly chauffeur bookings to intercity transfers, corporate mobility, group transport, event rides, and even school rides. Whether you're a business executive, a tourist, attending a major event, or a parent seeking reliable school transportation, OTO brings all these services together seamlessly. We identified a clear gap in the market for a premium, technology-driven chauffeur service that simplifies bookings while offering a range of tailored options. Every OTO journey is powered by a professionally trained chauffeur, a luxury vehicle, and a commitment to excellence — making premium travel more accessible, convenient, and connected than ever before. Do you have plans to expand to other GCC or international markets? If so, what's the timeline? Yes, absolutely. We see strong potential for OTO in other GCC markets such as Saudi Arabia, Kuwait, and Oman, as well as select international destinations where premium chauffeur-driven mobility is in demand. We are set to launch in the UK as early as Q3 of 2025. This will be followed by a strategic expansion across GCC markets in Q4 of 2025. The phased rollout will align with market demand, strategic partnerships, and our commitment to ensuring the same level of service excellence. What kind of investment went into the development and launch of OTO, and what are your projected returns over the next 12–24 months? The development and rollout of OTO is a part of our strategic investment of $5m. We're projecting strong EBITDA margins upwards of 20–25 per cent over the next 12–24 months, driven by increasing demand for premium, reliable mobility solutions in both the business and leisure sectors. What are your plans for the upcoming years? We're focused on scaling OTO across new markets, continuously expanding our luxury fleet, and enhancing the personalized user experiences. We also plan to integrate more sustainable vehicles, including electric and hybrid models, to support the UAE and GCC's green mobility goals. In parallel, we'll continue developing corporate partnerships and strategic collaborations to deepen our reach in the business travel and travel trade segment. Our long-term vision is to make OTO the go-to premium chauffeur-driven service across the Middle East and beyond.
