Everyone begins somewhere.
For Denis Sorin, now President of Amsa Hospitality, that starting point was far from glamorous—yet it laid the foundation for a remarkable career in one of the most demanding industries in the world. From clearing tables as a young busboy to leading a visionary hospitality group that seeks to redefine Arabian hospitality on the global stage, Denis Sorin’s story is proof that passion, humility, and hard work can transform dreams into reality.
We sat down with Denis to trace his inspiring journey and uncover the values that have guided him along the way.
Q: Denis, let’s start at the beginning. How did your career in hospitality start?
Denis:
“Well, I started my career as a busboy. It was at a time when I had no formal hotel school background—just a strong desire to learn and grow. I worked in different settings, from simple cafeteria-style venues to Michelin-starred restaurants. Eventually, I was promoted to Captain—though that title doesn’t exist anymore!
From there, I moved into the Front of House department, starting as a Night Auditor, then Front Desk Manager, and then Rooms Division Manager, before eventually taking on the role of General Manager. I kept moving forward, step by step.”
Q: That’s an incredible rise through the ranks. What kind of properties have you worked in?
Denis:
“To make a long story short, I’ve worked for a variety of properties—economy hotels, luxury palaces, small 30-room establishments to over 1,000-room giants—mostly for international brands. These opportunities allowed me to travel across the world and gain invaluable experience.
I even spent time in housekeeping and stewarding, cleaning rooms and washing dishes. The only department I never touched was Engineering—because honestly, I’m terrible at DIY!” [laughs]
Q: You mentioned you never attended hotel school. How did you master the craft?
Denis:
“That’s true—I never went to a hotel school. Everything I know, I learned on the job. And interestingly, later in my career, I was invited to teach at École Hôtelière de Lausanne, one of the world’s most prestigious hotel management schools.
It goes to show that hands-on experience, curiosity, and dedication can take you very far.”
Q: Your career has spanned decades and many roles. How do you approach guest satisfaction today?
Denis:
“I’m happy I started from the very bottom. It helps me make the right decisions every day. Whenever I make an operational choice, I think of the people who will implement it, because I’ve done it myself.
And of course, everything we do revolves around guest satisfaction. To deliver true quality, you have to understand the reality of operations. You can only know what’s truly feasible when you’ve lived those roles.”
Q: What advice would you give to young professionals starting out in hospitality?
Denis:
“Even if you’ve graduated from the best hospitality school in the world—like the region’s Emirates Academy of Hospitality Management, where I was a founding member—don’t be shy to roll up your sleeves. Start in entry-level positions and prove yourself.
It will make you a far better manager and decision-maker. I went from busboy to CEO and President without really ‘fighting’ for promotions. I simply worked hard for the company, for its employees, and for its guests. Promotions followed naturally.”
Q: You now lead Amsa Hospitality. Could you tell us about the company’s origins and mission?
Denis:
“Amsa Hospitality is the brainchild of Mohammad Al Athel, a young Saudi entrepreneur. He noticed that while international hospitality brands celebrate their own cultures—whether Western European, North American, Asian, or African—there wasn’t a brand representing Arabian culture worldwide.
Inspired by Saudi Arabia’s Vision 2030, he decided to build a hospitality group that would carry the region’s centuries-old traditions of welcoming and generosity to a global audience. That’s how Amsa Hospitality was born.”
Q: Where do you see Amsa Hospitality in the coming years?
Denis:
“Our goal is ambitious: to become the leading GCC hospitality group within the next 10 years—and eventually to be recognized among the world’s top ten hotel companies.
Some may think it’s too ambitious, but I don’t. We have a strong vision, a dedicated team, and a mindset that innovation and feasibility go hand in hand.”
Q: What challenges do you face in this journey?
Denis:
“Everything we do at Amsa Hospitality is a challenge because we are creating something entirely new for the Middle East. Our management style is unique—often unsettling for new hires until they understand that with great freedom comes great responsibility.
But that’s what keeps us sharp. Nothing is more dangerous than routine. Challenges keep you on your toes.”
Q: How important is teamwork at Amsa Hospitality?
Denis:
“Our core values all begin with the word ‘Together.’ We do not work in silos. We naturally help colleagues beyond our usual responsibilities because unity is strength.
We also care deeply about our team’s well-being. We demand excellence, but we also ensure work-life balance. Our colleagues are not allowed to work beyond set hours or on weekends unless necessary. Overworked employees don’t perform in the long run—we’re running a marathon, not a sprint.”
Q: What role does technology play in Amsa Hospitality’s growth?
Denis:
“Without digitalization, we couldn’t operate the way we do. Our teams are remote-friendly, equipped with secure, state-of-the-art tools, and connected seamlessly. This matches the expectations of today’s generations—who are almost born with smartphones in their hands.
At the same time, we never forget the human factor. Technology is a means to an end: making life easier for our teams and our guests while staying true to Arabian hospitality traditions.”
Q: How do you nurture innovation in the company?
Denis:
“It starts with Mohammad Al Athel’s vision. Our matrix management style, our office setup, and our brainstorming culture—all encourage innovation. We constantly look for ways to reduce plastic use, minimize our carbon footprint, and develop green buildings.
This isn’t greenwashing. It’s woven into our Corporate Social Responsibility at the highest level. Every day, we ask ourselves how we can do better.”
Q: You mentioned a unique management style. How does it work?
Denis:
“Instead of a traditional pyramid structure, we operate on a matrix model. It’s more challenging but far more rewarding. We trust our team members, give them flexible work environments, and empower them to own their responsibilities.
There are no assigned offices—just open spaces, sofas, and armchairs. Our colleagues work remotely or on-site as they choose, as long as they meet their OKRs and KPIs on time. And they do—often ahead of schedule and with outstanding quality.”
Q: Any final message for our readers?
Denis:
“There’s so much more to Amsa Hospitality than meets the eye. We reinvent ourselves every day. Our team members don’t just work for Amsa Hospitality—they are Amsa Hospitality.
That mindset makes all the difference. I wish more companies, in any industry, embraced similar approaches.
And if anyone out there is looking to adopt a matrix-style management or wants advice, feel free to reach out to us at Amsa Hospitality—we’d be happy to share our experience.”
💼 Connect with Denis Sorin on LinkedIn
