LOCAL KNOWLEDGE, GLOBAL STANDARDS: INSIDE ALEPH HOSPITALITY'S NORTH AFRICA STRATEGY

LOCAL KNOWLEDGE, GLOBAL STANDARDS: INSIDE ALEPH HOSPITALITY’S NORTH AFRICA STRATEGY

Aleph Hospitality is strengthening its leadership team as it expands across the Middle East and Africa. We spoke with Abdellah Essonni, Regional Vice President for North Africa, about what this region asks of a hotel operator, and how he intends to create value for owners in a high-growth region.

Aleph Hospitality is at an exciting stage of expansion. What motivated you to join the company at this moment?

I’ve followed Aleph’s growth with a great deal of interest since its beginnings. What made me pick up the phone was their move into North Africa. I knew that their operating model of boots on the ground combined with expertise earned over a decade would be the most successful way to enter the region.

Aleph Hospitality’s model is built on combining global standards with strong local expertise. How does this philosophy resonate with your leadership style?

Having lived and worked in six different countries over my 35+ years in the hospitality industry, I strongly believe in embracing local culture and expertise while complementing it with global best practices. I set the standard, then get out of the way of my team members who know their markets. That is precisely how Aleph works across the 23 countries where it operates.

As Aleph accelerates growth in North Africa, how do you convert regional expansion into operational efficiency and measurable value creation for local owners and investors?

A common mistake among global operators is attempting to apply the same operating model across every market. Aleph takes a different approach, recognising that owners achieve greater value when buying through established local suppliers instead of imported contracts, hiring from a talent pool you already know, and creating tailored demand-generation strategies.

Morocco and North Africa are strategic growth markets for Aleph. What makes this region operationally and culturally distinct, and where do you see the strongest opportunities for differentiation?

North Africa is not a smaller version of Europe or the Gulf. It is relationship-driven, culturally layered and highly seasonal, and operational excellence has to coexist with genuine local relevance. That in itself creates a meaningful advantage for an operator like Aleph.

Morocco is a particularly compelling launchpad: the country reached 19.8 million tourist arrivals in 2025, up 14% year-on-year. The government is targeting 26 million visitors by 2030; the year it hosts the 2030 World Cup along with Spain and Portugal. To prepare for such an important event, tourism infrastructure, particularly hotel capacity is also expected to expand materially. Capacity on that scale needs operators, and Aleph has already responded by establishing its Casablanca office which I am proud to be a part of.

Aleph is known for its owner-centric, tailored-to-fit approach. How does this model build trust and long-term partnerships with owners and investors in North Africa?

By treating each property as a partnership rather than a standard management contract.

Owners and investors have different objectives and investment horizons: one is building a family legacy asset; another runs a fund with a defined exit. So I start from what the owner is trying to achieve and keep the conversation honest around performance, challenges, budgets, and opportunities, letting owners know that decisions are being made with their interests in mind.

Looking 12–18 months ahead, what would success look like for you?

I wear two hats: owner relations and operational performance across the North Africa hotels as well as driving Aleph’s development pipeline. Success would be every hotel ahead of its targets, financial and otherwise, and a couple more properties added to the portfolio.

What do you see as the biggest trends within North Africa over the next 12-18 months?

The biggest trend is the region’s strong growth. Morocco, in particular, is set to increase its hotel capacity by approximately 60,000 beds ahead of the 2030 FIFA World Cup. Looking even further into the future, the real opportunity isn’t the tournament. It’s whether the assets built now are still performing in 2035.

Aleph Hospitality’s future in one word

Bright. Aleph is working towards managing 100 hotels by 2029. The opening of regional offices is an indicator of the company’s ambitions: Riyadh, Casablanca and next Abidjan, Cape Town and Nairobi.

LOCAL KNOWLEDGE, GLOBAL STANDARDS: INSIDE ALEPH HOSPITALITY’S NORTH AFRICA STRATEGY

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