YOU HAVE BUILT AN IMPRESSIVE CAREER ACROSS THE AVIATION AND TRAVEL INDUSTRY, INCLUDING SENIOR ROLES WITH QATAR AIRWAYS, AIR ARABIA, JAZEERA AIRWAYS AND CYPRUS AIRWAYS. LOOKING BACK, WHAT HAS THIS JOURNEY TAUGHT YOU PERSONALLY AND PROFESSIONALLY?

My journey in aviation and tourism has spanned more than two decades, and it has been one of continuous learning, personal growth, and professional transformation. I had the privilege of beginning my aviation career with Qatar Airways, one of the world’s leading airlines, which gave me a strong foundation in international aviation standards, customer service, and operational excellence. I subsequently gained valuable experience with Air Arabia and Jazeera Airways, two leading low-cost carriers, where I developed my expertise in commercial management, market development, and strategic growth.

Working across different countries and markets, from the MENA region and the GCC to Türkiye and Cyprus, taught me that aviation is not simply about connecting destinations. It is about connecting people, cultures, economies, and opportunities.

Personally, this journey has taught me resilience, adaptability, and the importance of maintaining strong relationships. Professionally, I have learned that sustainable success requires a combination of commercial discipline, strategic thinking, and the ability to work effectively with diverse stakeholders.

The aviation industry has also taught me that challenges are inevitable, but how we respond to them defines us as professionals and leaders. My experience during COVID-19 reinforced this belief. It was a period that tested the entire industry, and it demonstrated the importance of decisive leadership, teamwork, and the ability to adapt rapidly to extraordinary circumstances.

THROUGHOUT YOUR CAREER, YOU HAVE WORKED WITH MAJOR INTERNATIONAL AVIATION COMPANIES AND IN DIFFERENT MARKETS. WHICH EXPERIENCE OR POSITION HAS SHAPED YOU THE MOST, AND WHAT DID IT TEACH YOU ABOUT LEADERSHIP?

It is difficult to identify one single experience because each stage of my career contributed to shaping the leader I am today. However, managing aviation businesses across different countries, while coordinating with government ministries, airport authorities, and commercial partners, had a particularly significant impact on my leadership approach.

Each market presented its own regulatory environment, cultural dynamics, commercial challenges, and opportunities. This taught me that effective leadership requires more than technical expertise. It requires listening, understanding the local environment, building trust, and bringing different stakeholders together around shared objectives.

The COVID-19 pandemic was another defining experience. The aviation industry faced an unprecedented disruption, and leaders were required to make difficult decisions under extreme uncertainty. Supporting the airline’s recovery and helping restore business activity in less than six months was a particularly meaningful professional experience.

It reinforced my belief that leadership is about remaining composed during uncertainty, empowering your team, and taking responsibility when the circumstances are most challenging.

For me, leadership is not about giving instructions. It is about creating direction, building confidence, and enabling people to succeed.

HAVING EXPERIENCED THE AVIATION AND TOURISM INDUSTRIES INTERNATIONALLY, WHAT DO YOU BELIEVE MAKES A DESTINATION TRULY SUCCESSFUL AND COMPETITIVE?

A destination’s success depends on the strength of its entire tourism ecosystem. Natural beauty and cultural heritage are important assets, but they must be supported by accessibility, infrastructure, service quality, safety, and effective destination management.

From my experience in aviation, I have seen how connectivity can influence the development of tourism markets. The availability of direct flights, reliable transportation, competitive pricing, and strong partnerships with travel trade stakeholders can significantly influence a traveler’s decision.

However, connectivity alone is not sufficient. A destination must also provide a compelling experience. Travelers increasingly seek authenticity, gastronomy, cultural discovery, nature, and meaningful interactions with local communities.

A competitive destination needs a clear identity and a coordinated strategy. Governments, airlines, hotels, travel agencies, tour operators, and local businesses must work together rather than operating in isolation.

I believe that the most sustainable tourism growth comes when a destination combines its unique identity with professional management, accessible services, and a consistent commitment to the visitor experience.

LEBANON HAS EVERYTHING A DESTINATION COULD OFFER — THE SEA, MOUNTAINS, CULTURE, HISTORY, CUISINE AND ITS UNIQUE HOSPITALITY. IN YOUR OPINION, WHAT ARE WE MISSING TODAY TO MAKE LEBANON A FIRST-CHOICE DESTINATION FOR INTERNATIONAL TRAVELERS?

Lebanon possesses an extraordinary combination of tourism assets. Within a relatively small geographical area, we offer the sea, mountains, cultural heritage, gastronomy, history, and a distinctive spirit of hospitality. These are genuine competitive advantages.

In my opinion, our challenge is not a lack of attractions, but the need to develop a more coordinated and sustainable tourism strategy that translates these assets into a consistent international offering.

We need to strengthen accessibility, improve tourism infrastructure, develop reliable visitor services, and promote Lebanon through a sustained and professionally coordinated international marketing strategy.

We must also address the importance of confidence. Travelers, airlines, tour operators, and investors need clear information, dependable services, and an environment that supports long-term planning.

Lebanon should not rely exclusively on its reputation or the nostalgia of visitors who already know the country. We must continuously develop our tourism products and communicate our strengths to new markets.

I believe Lebanon has the potential to become a more competitive destination, provided we move from fragmented initiatives toward a shared vision involving the public and private sectors.

WHAT CHANGES WOULD YOU LIKE TO SEE IN LEBANON’S TOURISM AND TRAVEL SECTOR TO MAKE IT MORE ACCESSIBLE, COMPETITIVE AND ATTRACTIVE TO INTERNATIONAL VISITORS?

I would like to see a more integrated and commercially oriented approach to tourism development in Lebanon.

First, we need to improve accessibility and connectivity. This includes strengthening air links where commercially viable, developing maritime tourism, improving ground transportation, and making travel information more accessible to visitors.

Second, we need to enhance service quality and infrastructure. A tourist’s experience extends from their arrival at the airport to their accommodation, transportation, excursions, and departure. Every stage contributes to the reputation of the destination.

Third, Lebanon needs a long-term destination marketing strategy. We should identify priority markets, develop targeted tourism products, and work with airlines, tour operators, travel agencies, and international partners to promote the country consistently.

Finally, I believe we need greater cooperation between stakeholders. Tourism development cannot depend on isolated efforts. It requires collaboration between ministries, municipalities, private businesses, and the tourism community.

My experience in international aviation has shown me that successful markets are built through partnerships, clear commercial objectives, and continuous investment in the customer experience. Lebanon would benefit from applying these principles more systematically.

IF YOU COULD INTRODUCE THREE PRACTICAL SOLUTIONS THAT WOULD MAKE A REAL DIFFERENCE TO LEBANON’S TOURISM SECTOR, WHAT WOULD THEY BE?

If I were to identify three practical priorities, I would focus on coordination, connectivity, and the development of tourism products.

CREATE A COORDINATED NATIONAL TOURISM STRATEGY

We need stronger collaboration between the Ministry of Tourism, relevant government institutions, municipalities, airlines, hotels, travel agencies, and private-sector tourism operators.

This strategy should identify priority markets, define measurable objectives, and establish a coordinated approach to destination promotion and tourism investment.

DEVELOP A MORE ACCESSIBLE AND INTERCONNECTED TOURISM NETWORK

Accessibility is essential to tourism growth. We should explore opportunities to improve air connectivity, support maritime tourism, enhance ground transportation, and connect different Lebanese destinations.

Tourism should not be concentrated in one location. Visitors should have the opportunity to discover the diversity of Lebanon through convenient and integrated travel options.

INVEST IN AUTHENTIC EXPERIENCES AND YEAR-ROUND TOURISM

Lebanon should develop tourism products around its cultural heritage, gastronomy, mountains, coastline, nature, and local communities.

We need to encourage experiences that extend beyond the traditional peak season, while supporting local businesses and creating opportunities for tourism throughout the country.

These solutions require collaboration and implementation. A strategy alone is not enough; it must be supported by clear responsibilities, investment, and measurable outcomes.

YOU HAVE BUILT YOUR CAREER IN AN INDUSTRY THAT IS CONSTANTLY CHANGING. WHAT IS YOUR VISION FOR THE FUTURE OF AVIATION, TRAVEL AND TOURISM, AND WHERE DO YOU SEE NEW OPPORTUNITIES FOR LEBANON?

The future of aviation and tourism will be shaped by digital transformation, evolving customer expectations, connectivity, sustainability, and the development of integrated travel experiences.

Having worked with both full-service and low-cost carriers, I have seen how different business models respond to market needs. The industry is becoming increasingly focused on efficiency, customer personalization, ancillary revenues, strategic partnerships, and seamless distribution.

For Lebanon, I see opportunities in developing a more diverse tourism offering and strengthening connections with regional and international markets.

Maritime tourism is one area with potential for further development. Lebanon’s coastline and geographical position offer opportunities to explore coastal experiences and regional connections, subject to regulatory, operational, and commercial feasibility.

We can also develop tourism products around gastronomy, culture, heritage, nature, and the Lebanese diaspora, while strengthening partnerships with international travel businesses.

My vision is for Lebanon to become a destination that is more accessible, better connected, and capable of offering diverse experiences throughout the year.

The opportunity is not simply to attract more visitors, but to build a tourism ecosystem that generates sustainable economic value and creates opportunities for local communities.

LOOKING AHEAD, WHAT ARE YOUR PERSONAL AMBITIONS AND PLANS? ARE THERE NEW PROJECTS OR AREAS THAT YOU ARE PARTICULARLY INTERESTED IN DEVELOPING?

At this stage of my career, my ambitions are focused on using my international experience in aviation, tourism, and commercial development to contribute to projects that create lasting value.

Throughout my career, I have managed multimillion-dollar business operations, developed relationships with government authorities and commercial partners, and worked across diverse markets. I would like to continue applying this experience to projects that combine strategic vision with practical execution.

Cedar Waves represents an important chapter in this direction. It has allowed me to contribute to a project in Lebanon, from its preparation and logistics to the launch of ferry services and the development of maritime tourism operations.

Looking ahead, I am interested in projects that improve connectivity, develop tourism infrastructure, encourage investment, and create new opportunities for Lebanese businesses and communities.

I remain open to professional and entrepreneurial opportunities in aviation, tourism, and related sectors. My priority is to contribute to initiatives where I can make a meaningful difference, build strong partnerships, and support sustainable growth.

I believe professional success becomes even more meaningful when it can be connected to a broader purpose.

LET’S TALK ABOUT CEDAR WAVES. WHAT IS YOUR VISION FOR THIS PROJECT, AND WHAT DO YOU BELIEVE IT CAN BRING TO LEBANON BEYOND SIMPLY PROVIDING A NEW MEANS OF TRANSPORTATION?

Cedar Waves is a project that goes beyond transportation. For me, it represents an opportunity to reconnect Lebanon with its maritime identity and introduce a new dimension to the country’s tourism offering.

Lebanon has a long coastline and a deep historical relationship with the Mediterranean. Yet, maritime tourism remains an area with significant potential for further development.

My role in supporting the preparation, logistics, and launch of Cedar Waves has been a particularly meaningful experience. Contributing to the development of the first touristic port in Lebanon and launching ferry services connecting Lebanon with the Eastern Mediterranean represents an important milestone.

What makes this project special is its potential to bring together transportation, tourism, local economic activity, and destination development.

Cedar Waves can provide passengers with an opportunity to experience Lebanon from the sea, discover coastal destinations, and enjoy a different form of travel. It can also create opportunities for local businesses, municipalities, tourism operators, and communities.

Our vision is to develop a professional and sustainable maritime tourism operation that provides value to passengers while contributing to the broader development of Lebanon’s tourism sector.

For me, Cedar Waves is a demonstration that innovative projects can be developed in Lebanon when we combine vision, determination, professional expertise, and collaboration.

It is not simply about operating a ferry. It is about creating a new platform for tourism, connectivity, and opportunity.

COULD CEDAR WAVES BECOME PART OF A WIDER TOURISM STRATEGY FOR LEBANON, HELPING ATTRACT MORE INTERNATIONAL VISITORS AND ENCOURAGING THEM TO DISCOVER DIFFERENT PARTS OF THE COUNTRY?

Yes. I believe Cedar Waves can contribute to a broader tourism strategy by helping develop maritime connectivity and encouraging visitors to explore destinations beyond their initial point of arrival.

One of the opportunities we see is connecting coastal destinations and creating experiences that allow visitors to discover different parts of Lebanon. For example, a traveler staying in Beirut or Jounieh could potentially include a maritime excursion to Saida, Batroun, or another coastal destination as part of their itinerary, subject to route availability and operational planning.

This type of tourism can support local restaurants, tour operators, cultural sites, businesses, and communities.

However, for Cedar Waves to become part of a wider national tourism strategy, collaboration is essential. We need partnerships with municipalities, hotels, travel agencies, tour operators, and other relevant stakeholders.

We should also explore opportunities to integrate ferry experiences into broader tourism packages, including transportation, excursions, accommodation, and cultural activities.

The ferry should be viewed as one element within a wider tourism ecosystem.

Our ambition is to contribute to a more interconnected Lebanon, where visitors can discover the country through a variety of travel experiences and where local destinations benefit from increased tourism activity.

WHAT ARE YOUR HOPES FOR THE FUTURE DEVELOPMENT OF CEDAR WAVES? DO YOU ENVISION EXPANDING ITS NETWORK AND CONNECTING LEBANON WITH ADDITIONAL DESTINATIONS IN THE REGION AND BEYOND?

Our long-term vision is to explore opportunities for network development, both within Lebanon and through potential regional maritime connections.

The Eastern Mediterranean offers opportunities for connectivity between countries, but any expansion must be based on careful market analysis, operational feasibility, regulatory compliance, port infrastructure, and sustainable commercial planning.

Destinations such as Cyprus, Türkiye, and Syria are relevant to the regional maritime context, and we can evaluate potential opportunities as conditions and requirements permit. Each route requires its own assessment, including passenger demand, border and port procedures, vessel suitability, and the availability of reliable partners.

At the same time, I believe that domestic maritime tourism should remain an important part of our development strategy. Connecting Lebanese coastal destinations can support local tourism and encourage visitors to discover more of the country.

My objective is not expansion at any cost. It is to build a reliable, professionally managed, and sustainable network that delivers value to passengers, partners, and the destinations we serve.

Cedar Waves has the potential to develop progressively, and I hope to see it become an established component of Lebanon’s maritime tourism offering and, where feasible, its regional connectivity.

FINALLY, WHAT IS THE PERSONAL MOTTO THAT HAS GUIDED YOU THROUGHOUT YOUR CAREER? AND WHAT MESSAGE WOULD YOU LIKE TO GIVE TO THE YOUNGER GENERATION OF LEBANESE PROFESSIONALS WHO WANT TO CONTRIBUTE TO MAKING LEBANON A STRONGER COUNTRY AND PUTTING IT BACK ON THE GLOBAL TOURISM MAP?

A principle that has guided me throughout my career is:

“Believe in your potential, remain committed to your values, and never stop creating opportunities for yourself and others.”

My professional journey has taught me that success requires hard work, resilience, continuous learning, and the ability to adapt to changing circumstances.

I began my career in the aviation industry and had the opportunity to learn from leading international organizations, work across different markets, and manage challenging business environments. Each experience reinforced the importance of professionalism, integrity, and perseverance.

To the younger generation of Lebanese professionals, my message is to invest in your knowledge, develop your skills, and remain open to learning from the world. Seek international exposure, but never underestimate the value of contributing to your own country.

Lebanon needs a generation of professionals who are prepared to take initiative, build partnerships, create businesses, and turn ideas into practical projects.

We should not wait for ideal circumstances before taking action. We must work with the resources available to us, identify opportunities, and build progressively.

I believe Lebanon has exceptional talent, creativity, and human potential. Our responsibility is to transform these strengths into meaningful contributions.

If we want to strengthen Lebanon’s position on the global tourism map, we need a shared commitment to professionalism, innovation, collaboration, and long-term development.

My message to young Lebanese professionals is simple: believe in Lebanon, believe in yourselves, and have the courage to build something that future generations can be proud of.