By Onome Amawhe

Alex Kyriakidis is able to predict what hotel guest experience will be like in the next few years. And he is keen to ensure Marriott International takes the lead in whatever that turns out to be. As the world’s largest hospitality company, Marriott’s bet on Africa has consistently paid off. In 2014, the hospitality giant acquired the South Africa based Protea Hospitality Group (PHG) in a $200 million deal that marked its emergence as the largest hotel company in Africa.

During the past year, another milestone was achieved. Marriott International and Starwood Hotels and Resorts merged into one company in a $13.3 billion acquisition deal. At more than 140 hotels with over 23,500 rooms across 20 countries in Africa, Marriott is not done yet; it plans to add another 13,000 rooms, in Africa, with a projected target of over 200 hotels with more than 36,000 rooms by 2022. 

 With such acquisitive drive, it is easy to understand what pumps the adrenaline for Alex Kyriakidis, who has more than 45 years of experience providing strategic management, acquisition and integration services to the travel, hospitality and leisure sectors.  Kyriakidis has served clients in 25 countries, predominantly in the EMEA and Asia/Pacific regions. Prior to joining Marriott International in 2012, he was Global Managing Director -Travel, Hospitality and Leisure for Deloitte LLP where he led a team that generated $700 million in revenues.

His current role at Marriott International enabled him participate as part of the core team for what has been described as “the transformational transaction in the company’s history”. With many more projects and plans for Africa, the U.S operator has built some of the continent’s most compelling hospitality lifestyle brands that resonate with the aspirations of the fast growing middle class in Africa. 

Alex Kyriakidis, President and Managing Director, Middle East and Africa, Marriott International

HOW has the acquisition of Protea Hotel Group and Starwood Hotels and Resorts impacted Marriott International?

The Protea acquisition was a significant milestone for us in the Middle East and Africa. It turbo charged Marriott International’s presence on the continent and bolstered the company into emerging as the largest international operator in Africa. South Africa became our largest market in Africa and today ranks as one of our top five markets in Middle East and Africa. This lead was further consolidated with the recent acquisition of Starwood Hotels.

What are the further development plans for Marriott in Africa?

While strengthening our footprint in existing countries, Marriott International will enter new countries like Benin, Botswana, Ivory Coast, Madagascar, Mali, Mauritania, Senegal and South Sudan. We are also gearing up to foray new brands including, AC Hotels by Marriott, Aloft, Autograph Collection, Element, Residence Inn by Marriott and W Hotels into Africa.

 How significant are the plans for the Nigerian market compared to rest of Africa?

Marriott’s legacy in Nigeria dates back to 1980s. Today we enjoy a strong presence and a robust pipeline. Our brands resonate well in the market and we have built loyalty with our regular and committed guests. Today we operate nine hotels with over 1600 rooms across five brands including Le Meridien, Sheraton, Four Points by Sheraton, Protea Hotels by Marriott and we recently debuted Renaissance Hotels. Over the next five years we will double our footprint with the opening of nine new hotels adding more than 1900 additional rooms. We will also introduce our luxury brand JW Marriott, Premium brands, Westin and Marriott Hotels and bring extended stay with Marriott Executive Apartments and Residence Inn by Marriott besides adding more hotels under the Four Points by Sheraton and Protea Hotels by Marriott brands.

How does Marriott ensure that local culture is reflected in its different African properties?

We are a global hotel operator offering consistent standards and brand experiences across the world and yet each one of our properties offers a unique sense of place inspired by its local culture be it in the design aesthetic, the soft furnishings, the decorative artwork, the food and beverage experience or a curated destination itinerary crafted by our knowledgeable concierge teams. We are also culturally sensitive to the environment in which we operate and localize our hotel designs and brand programs to adapt to the local regulations or sensitivities.

How much importance do you attribute to Africa within your areas of responsibilities?

Africa is a land of opportunity with untapped potential and core to our development strategy. As a company, we have invested more than $13 billion globally on the Starwood acquisition, and our new proposition of now having the world’s best portfolio of hotel brands, the most comprehensive global footprint, and the most extensive loyalty programs, providing an unparalleled guest experience makes us much more attractive to investors across the region than ever before.

You cut your teeth in the hotel industry auditing Cairo Marriott. 37 years later; you’re President in charge of Middle East and Africa for that same hotel company. Could this be a magical coincidence?

I think there is a larger power at play that defines where you are and where you are headed but I also believe that it is your own hard work, determination and attitude that helps you shape your future. Nothing is impossible if you believe in yourself. I have always admired Marriott International as a leading Hotel Company especially because of the company’s “People First Culture” and am proud to be a part of it today. I was fortunate to have had some great opportunities in my career and am deeply grateful for a very satisfying professional journey that has brought me this far.

You bring over 38 years of experience in consultancy and auditing to bear on your job. What are your immediate personal goals as President of Middle East and Africa?

The Middle East and Africa continues to be an important market for Marriott International’s overall global growth strategy. The acquisition of Starwood Hotels combines Starwood’s leading lifestyle brands and international footprint with Marriott’s strong presence in the luxury and select-service tiers, as well as the convention and resort segment, creating a more comprehensive portfolio across the Middle East. My vision for Marriott International in Middle East and Africa is to make Marriott International the favorite travel company in the region.

What makes the Marriott brand exciting?

Marriott International’s acquisition of Starwood is about more than simply adding scale to our business. This combination better enables Marriott to reach our goal of having the right brand in the right place to serve our loyal guests and welcome new ones. These are exciting times for the company. As we stand today we are the largest hotel company in the world with over 6,100 hotels in 124 countries around the world. In the Middle East and Africa alone, we doubled our footprint, overnight with our merger and our new combined portfolio of over 240 hotels with almost 54,000 rooms, in 30 countries. We are targeting a projected growth of 150,000 rooms operational and pipeline in 38 countries by 2022 across MEA. That is the power of our brands and the traction we are gaining.

What is your prediction in terms of how the Marriott guest experience will change in the next few years?

A new generation of travelers, rising wealth and accelerating technological change continue to reshape global travel patterns. We understand that next gen travellers (the fastest-growing group of travellers) are looking for personalized experiences, in a well-designed space that is still affordable, while at the same time features the latest technology and plenty of social spaces that blend work and play What is also rapidly changing is the way people book and interact with brands. Technology will play a key role in transforming the guest experience. At Marriott International we are taking the lead on this with Mobile Check and Keyless Entry for example and constantly innovating to stay ahead of the game.

Are you worried about competitors coming in, and, if so, what is your secret weapon?

Healthy competition is always good. It keeps us on our toes and drives us to constantly challenge ourselves and innovate. I believe our weapon is loyalty which is the lynchpin of our success. When frequent travel programs were hatched in the 80s, they were considered creative marketing schemes.  Today they are core to our strategy and at the center of everything we do.

What has been Marriott’s success in loyalty programme recently?

Marriott’s acquisition of Starwood propelled us to becoming the world’s leading Hotel company bringing more choice, value and access to our guests, We now have unquestionably the broadest portfolio of brands, the most comprehensive global footprint, and the most extensive loyalty programs providing an unparalleled guest experience.  The opportunity to cultivate loyalty with the world’s most frequent travelers has never been greater. We are leveraging our Loyalty programs to deliver a more personalized guest experience.

What’s Marriott’s secret to better customer service experience?

Marriott and Starwood are known for innovative solutions that enhance guest experiences. As our companies are fully integrated, we will continue to invest in technology to stay front and center for our guests, elevating their experience from decision to travel, all the way through checkout and beyond. And we will continue to leverage our platforms powered by our award winning loyalty programs to deliver greater personalization. It’s about balancing hi tech with hi touch.

How do you balance your work and life responsibilities?

I practice Shotokan Karate in which I was awarded a third grade black belt in 2015. This has taught me the importance of discipline and helps me stay both physically and mentally strong.