Taking it to the max

Published in Interview in TTG Magazine on July 1, 2009

Citymax Al Barsha Corporate general manager, Citymax Hotels, Michael Weyland talks to Alexandra North about the diverse challenges a regular day can present, and how being committed to the mid-market segment right now makes perfect commercial sense.

TTG: How much were your career choices influenced by the fact that you grew up in five-star surroundings in the Caribbean and West Indies?

I have never considered working in any other profession other than in hospitality for as long as I can remember; I presume that one could say it is in my blood as many of my family members have also been in the industry before me.

TTG: Would you consider returning there to work?

Having lived and worked all over the world, what would determine my next move would be the professional challenge and the scope of work of a new possibility. I would be more influenced by a dynamic job than a particular designation.

TTG: Throughout your 28-year career, what have been your greatest achievements?

I can think of a few achievements that stand out in my mind – particularly returning as a guest to a hotel that I have either managed or opened in the past, and be greeted with honest enthusiasm and respect even after many years.

I have also been proud of the successful repositioning projects of various city and resort properties, and being instrumental in helping them achieve a financial turnaround.

TTG: What has proved to be the biggest challenge in your career?

In hotel management, you encounter various levels of crisis on a daily basis – all of which require immediate attention. Add to this the complexities of constant people management of staff and guests from various cultural and social backgrounds – and a regular day is filledwith diverse challenges. In my case, I believe that this combined with my background of having been brought up and lived on various islands of the Caribbean, as well as countries such as Germany, the UK and Italy, has formed my character in such a manner that I have maintained both an easygoing Caribbean outlook on life and a disciplined European, in particular German, way of working.

TTG: What brought you to Citymax Hotels?

What attracted me to the position at Citymax Hotels is the professional challenge it represents. It is not every day that one has the opportunity to play an instrumental role in creating a new hotel brand concept.

TTG: As mid-market properties with four-star amenities and service, which markets are they best suited to?

We are looking at providing the look and feel of a four-star hotel but priced very competitively at three-star rates. Our star rating will be that of a three-star hotel. We have developed a contemporary product catering to the core needs of customers who seek transparent and consistent pricing, and the best value-for-money hotel experience. Our key target customer is the business traveller, but also due to the capacity of our hotels we are also targeting group bookings.

From a market perspective, there is a saturation of luxury hotels and definite gap in the mid-market category that we hope to fill with Citymax Hotels.

TTG: Are we likely to see Citymax Hotels expanding its footprint further within the region?

Absolutely, but we are focusing all our efforts on opening the first Citymax Hotel which will have 1,331 rooms – this would normally represent the inventory of 10 hotels.

TTG: What makes Citymax Hotels stand out from its competitors?

We have a lot of distinct points of differentiation that are also our strengths, and will set us apart from other hotels in this category. Our transparent pricing, no hiked rates during trade fairs, the contemporary design and the quality of service at a very competitive price point.

TTG: Major hotel chains branch out by offering brands for each niche market. Can you foresee Citymax Hotels doing this in the long-term, or will you remain committed to the mid-market?

We will never exclude any opportunities that may arise and make commercial sense, but I feel that at the moment, the mid-market segment is where we want to be, and looking at the overall global scenario, it also makes commercial sense to us.

TTG: What approach do you have in your personal role in terms of overseeing the three properties?

I am a completely hands-on person and will definitely have to discipline myself not to intrude into the areas of the responsibilities of the hotel general manager. I have experienced this in the past and feel that too much involvement in the day-to-day business results in demotivating the local management.

The day-to-day running of the hotels will be managed by each hotel’s general manager, and my role at a corporate level will be more advisory. I will oversee the strategic direction for the brand, explore expansion opportunities and key promotions and alliances, amongst other responsibilities.