Rotana Centro Sharjah general manager Michael Kasch openly admits the hospitality industry is in his genes, knowing from a very early age that his true calling in life lay in hotel management. “Both my grandparents owned small hotels, two near Aberdeen in Scotland and one in Belgium. My memories from that time definitely influenced my career path.”

Kasch claims he began planning his hospitality career before even graduating high school: “I was very comfortable with my decision to enter the hotel industry, even at 16 years old. I remember having to write an essay about what you want to be in life when you grow up; I said my dream was to go around the world and to open up five-star hotels.” While his professional life now centres on the UAE mid-market sector, Kasch enthusiastically states he is very happy in what he does for a living.

Having first arrived in the Middle East in 1999 for a position with JW Marriott Dubai as director of restaurants, his hospitality management career subsequently progressed through a variety of hotels including Amman Marriott Hotel Jordan, Taj Palace Hotel Dubai and Mövenpick Hotel & Residence Bur Dubai.

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His career with Rotana now spans five years, though Kasch lost out twice previously when first trying to secure employment with the company. His big break came with Towers Rotana in Dubai on Sheikh Zayed Road in 2011, before being sent to Sharjah in 2013. “I remember the day I was transferred to Centro Sharjah very clearly, it was November 30 2013 when I received ‘the call’, then on the following day I came here [Sharjah] and I have stayed ever since.”

Rotana is very good at developing people within its company, says Kasch. “If there is an internal vacancy, anywhere, an existing employee that is eligible is welcome to apply for it. This is a fantastic catalyst to grow the company, you really have dedicated people with you.”

Since taking control of the three-star Sharjah property in 2013, Kasch has even been nominated and awarded the Rotana manager of the year award.

“It was very much unexpected, especially as I’m running a hotel in Sharjah, but the results here have been very impressive in the last two years – we continue to see growth, high occupancy and increasing rates. Both Rotana and our owners are happy. Our audits make sure we are doing the right thing in every department and every time we scored highly – in fact top five in the company; this put us in top spot for the award.”

OPERATIONAL PERSPECTIVE

From an operational perspective, Kasch claims the extent that brand recognition can impact occupancy of a new hotel cannot be underestimated. “Being a part of Rotana absolutely helped in the beginning,” he says. “For any hotel owner you should ways consider being part of a group, in my opinion. Think of your buying power and your reach into markets you haven’t considered yet. If a hotelier is only playing on a local market then okay, but what would you do if that market dries up? You will need to move to another market – ask yourself how long your reach is in that situation. Gone are the days of sending sales reps out around the world. There are so many branded properties now, if one hotel is branded and one is independent, assuming destination and locality are the same, the service guarantee in the branded property is 99% higher against the uncertainly of an independent standalone.”

He continues: “Look at Marriott, their reach is absolutely global; how will you, as a standalone complete with these names? I would never advise going alone, unless you have something so unique and so special that you yourself are a destination to visit; I wouldn’t do it.”