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Radisson Hotel Group Elevates Elie Milky to Chief Development Officer as Middle East Hotel Boom Accelerates Toward 2030 Vision

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Monday, July 14, 2025

Radisson Hotel Group is shaking up the Middle East, and the stakes have never been higher. The group boldly elevates Elie Milky to Chief Development Officer, setting the stage for a seismic shift in hospitality. Meanwhile, a hotel boom surges across the region, driven by unstoppable ambition and vast investment. Yet questions swirl.

How will Milky steer Radisson Hotel Group through this whirlwind? What secrets lie behind the Middle East’s feverish race toward the 2030 Vision? Growth beckons. Competition intensifies. And suspense crackles in the air. As Radisson Hotel Group sharpens its strategy, every move counts. Milky’s promotion signals more than a title change. It hints at bold plans, fierce rivalries, and new horizons. The Middle East hotel market pulses with energy, and the 2030 Vision looms closer each day. Readers can’t look away. A thrilling story is unfolding, and Radisson Hotel Group is right at its center.

A Veteran at the Helm

Milky isn’t a newcomer. He’s a seasoned veteran with Radisson, marking 15 years with the group last month.

Over that time, he’s been instrumental in sealing major deals across Saudi Arabia and the wider Gulf, transforming the Middle East into one of Radisson’s fastest-growing markets.

He knows the territory, the stakeholders, and the fierce competition. Now, he steps into a bigger role with more responsibility — and higher expectations.

Middle East in Hospitality Overdrive

The Middle East is no ordinary hotel market. It’s an engine roaring with ambition and billions in tourism investment.

Countries like Saudi Arabia are unleashing game-changing plans like Vision 2030, reshaping entire cities, coastlines, and desert expanses into luxury playgrounds and cultural hubs.

Meanwhile, Dubai continues to set global benchmarks for hospitality innovation. Travelers are pouring in, seeking ultra-premium stays, unique experiences, and world-class service.

Radisson sees this momentum — and wants a bigger slice of it.

Scaling Teams for Aggressive Growth

Milky’s promotion comes alongside a significant scaling of Radisson’s Development and Feasibility teams.

The group is adding new specialist analysts and project managers to support deal sourcing, underwriting, and technical project execution.

These teams, based out of Dubai, are on the move constantly. They’re traveling to Riyadh, Cairo, and beyond, ensuring Radisson is embedded in the region’s growth stories and can offer on-the-ground support for hotel owners navigating rapid market shifts.

Saudi Arabia Takes Center Stage

Saudi Arabia is the beating heart of Radisson’s Middle East strategy.

In the past year alone, Radisson has opened two new Park Inn properties in Makkah: Makkah Thakher Alsharqi and Makkah Thakher Algharbi. These hotels deepen Radisson’s presence in one of the world’s most significant religious tourism markets, where demand remains robust and growing.

Meanwhile, new properties have launched in Riyadh and Madinah, expanding Radisson’s footprint in key Saudi cities.

The pipeline keeps getting stronger. The upcoming Radisson Collection Residence Riyadh, set to open in Q4 2025, will be the brand’s third property in the Saudi capital. It underscores Radisson’s belief in Riyadh as a rising business and leisure hub under Vision 2030.

Expanding Across Borders

Radisson isn’t just focusing on Saudi Arabia. The group’s ambitions stretch across the region, capturing diverse opportunities.

In Kuwait, Radisson launched the Park Inn by Radisson Hotel & Apartments in November 2024 — the brand’s second presence in the country.

Further west, Radisson recently signed deals for the Radisson Collection Residence Amman Abdoun and Radisson RED Amman Downtown. These projects mark the debut of both brands in Jordan, opening fresh markets where upscale and lifestyle hospitality are in growing demand.

Moreover, Radisson RED is charging into new territories with two properties planned for Diriyah in Saudi Arabia and Ras Al Khaimah in the UAE. The RED brand’s vibrant, design-driven ethos taps into a younger traveler base craving modern, tech-forward hotel experiences.

Numbers Speak Volumes

All told, Radisson’s Middle East portfolio is approaching 100 hotels either operating or in the development pipeline.

It’s a significant figure — but still only two-thirds of where the group wants to be by 2030.

The target is clear: over 150 properties and 50,000 keys across the Middle East, Cyprus, and Greece. That’s a bold vision, especially considering fierce regional competition from global hotel giants and emerging homegrown brands.

However, Radisson’s recent momentum suggests it’s not just dreaming big — it’s executing with precision.

Challenges and Opportunities

Yet this expansion won’t be easy. The hospitality landscape is evolving fast.

Rising construction costs, shifting traveler expectations, and geopolitical complexities keep the region’s hotel markets in constant flux. Owners and operators must balance ambitious plans with operational discipline and profitability.

Moreover, sustainability is becoming a non-negotiable priority. Travelers — especially those in luxury and upscale segments — are demanding greener hotels, responsible operations, and genuine local engagement.

Milky and his team must navigate these currents while ensuring Radisson’s new developments align with market trends and investor returns.

A Future Fueled by Vision

Milky’s promotion reflects Radisson’s confidence in his ability to steer this ambitious growth.

The company is betting on a leadership approach that blends deep regional knowledge, strong owner relationships, and sharp analytical thinking.

With travel rebounding strongly and the Middle East surging ahead with transformative projects, the hospitality sector is full of potential.

Radisson’s moves are sending a clear message: it’s ready to play a leading role in shaping the region’s hotel future.

And with Milky at the development helm, the group is positioning itself to seize opportunities others might miss.

As 2030 edges closer, all eyes will be on how Radisson’s vision translates into bricks, mortar, and unforgettable guest experiences across one of the world’s most dynamic regions.



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ITC Hotels Q1 Net Jumps 53% To ₹134 Cr On Strong Performance – Business Connect India

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ITC Hotels Q1 Net Jumps 53% To ₹134 Cr On Strong Performance  Business Connect India



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Analysts Split As Jefferies’ Maintains ‘Buy’, Macquarie Remains Cautious

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Macquarie’s analysis highlights the company’s resilient first-quarter performance for fiscal year 2026, noting a 1% year-on-year growth in revenue and Ebitda. The analyst observed that the revenue beat was primarily driven by the TajSats catering business, which benefited from an excess tax pass-through. The Ebitda margin contracted to 25.9% from 29.8% year-on-year, attributed to pulled-forward wage hikes, digital spending, and TajSats’ performance.

The hotels segment saw a 17.5% year-on-year revenue uptick, in-line with expectations. This was supported by a 12% year-on-year Revenue Per Available Room growth. International hotels also showed improvement.

A key area of concern for Macquarie is the company’s capital expenditure management, with management’s guidance of Rs 1.2 billion for fiscal year 2026 and Rs 0.5 billion for the next five years being viewed as disappointing, despite strong execution.

While the opening of Ginger Kolkata with Tata Sons is a positive, Macquarie’s earnings estimates for fiscal years 2026-2028 are moderately tweaked, leading to lower free cash flow estimates due to higher capex.



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A family feud is rocking one of the world’s richest hotel dynasties

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The politicians, business leaders and foreign envoys in attendance heaped praise on the company’s octogenarian executive chairman, Kwek Leng Beng, who built a family fortune estimated at $11.5 billion and made deals with the likes of Donald Trump. Guests at the black-tie dinner savored abalone, bird’s nest soup and lobster, while dancers and musicians performed on a stage.

At the head table, the tycoon, clad in a blue tuxedo, reigned with his wife, Cecilia.

But there was another woman in the ballroom, wearing a red dress, whose presence wasn’t welcome to some in the family.

Catherine Wu, a Juilliard-trained pianist and former television host in her native Taiwan, was well-known to company executives for her close relationship with the chairman. Senior executives had long bristled at what they saw as her interference in the hotel business, according to people familiar with the matter. But until this moment, she had largely shunned the limelight and avoided public company events. The internal complaints about her outsize influence remained unknown to the public.

Now Wu was thrusting herself into the spotlight, introducing herself to the dignitaries—including Singapore’s prime minister-in-waiting—and posing for photos with them. Onlookers blanched. People sympathetic to Cecilia Kwek and concerned about Wu’s influence at the company thought Wu, by attending the gala, had crossed a line.

Earlier this year, the tensions that seethed at the event burst into the open.

The chairman’s elder son and chosen successor, Sherman Kwek, 49, and his allies moved to add new directors to the board, a maneuver he later said was meant to eliminate Wu’s influence at the family business, called City Developments Ltd., or CDL for short.

Kwek Leng Beng, shown here in April, oversees a family fortune that Forbes estimated last year to be worth $11.5 billion.Sherman Kwek is the chief executive of City Developments Ltd. and his father’s designated successor.

“She has been interfering in matters going well beyond her scope, and she wields and exercises enormous influence,” Sherman Kwek said in a statement on behalf of the majority of the board, issued in February after the feud erupted into public view. “Due to her long relationship with the chairman, efforts that were made to manage the situation were done sensitively, but to no avail.”

Kwek Leng Beng fought back by trying to dismiss his son as chief executive and suing him for allegedly trying to usurp power—something that Sherman denies. The elder Kwek later said Wu had contributed to the business’s success and decried his son’s “unproven insinuations.”

Wu, in her first public comments on the matter, told The Wall Street Journal in an email this month that her relationship to the chairman was “purely professional.” She said the elder Kwek had “asked for and considered my feedback on business ideas,” adding that she had “had no role in the decision-making process” at CDL. She said the dispute was between board members and “has nothing to do with me, although some parties have used my name to stoke the flames.”

Catherine Wu has been a longtime adviser to the elder Kwek.

Weeks after the clash, the sides agreed to a truce. The public warring had done no good for a company dealing with high debt and a lackluster share price.

In March, the elder Kwek announced Wu’s resignation as an adviser at CDL’s hotel subsidiary and dropped his lawsuit. His son remains CEO, backed by additional allies on the board and a company resolution declaring that Wu has no power to influence or direct management and staff at CDL and its hotel business.

But Wu is still in contact with one person at CDL: the 84-year-old chairman. People at the company say the elder Kwek and Wu, who turns 66 this month, have recently been seen meeting at CDL-owned properties. It means, the people say, that the saga is far from over.

Strictly business

Just north of the equator, six million people swelter in a city-state about a quarter of Rhode Island’s size. A disproportionate many are millionaires, and some of Singapore’s richest residents are members of family businesses that predate the nation’s 60 years of independence.

As Singapore transformed from a colonial outpost into a hub of prosperity, the Kwek clan was there to help build it every step of the way.

Kwek Leng Beng’s father, Kwek Hong Png, started a construction-materials store in 1941, when Singapore was a British colony. Kwek Leng Beng joined the business in 1963 and was given stern training by his father, as he and Cecilia recounted in an authorized biography, “Strictly Business.”

Singapore in the 1940s. The Kwek family has helped transformed the city over the past several decades.

When the couple were dating, Kwek Leng Beng’s father imposed a curfew. “The old man wanted him to be in bed by 9 p.m.,” Cecilia said in the biography.

Kwek Leng Beng and Cecilia, both London-trained lawyers, wed in 1970. They spent much of the next few years in Singapore in the lobby of the company’s first hotel, where she’d drink hot chocolate while he quizzed staff about occupancy rates and mingled with guests for feedback, the biography said.

By the 1990s, Kwek was in charge of a flourishing family business that would eventually expand to more than 150 hotels worldwide, including Millennium hotels in New York and London. It controlled so much real estate in Singapore at one point that he was dubbed “Kwek Land Bank.”

As part of a venture with a Saudi prince, CDL bought New York City’s Plaza Hotel, the iconic establishment next to Central Park that’s played host to royalty, presidents and the fictional Kevin McCallister in the 1992 movie “Home Alone 2.” They paid $325 million to buy it from Trump in 1995, and then sold it nine years later for $675 million. In the mid-2000s, Kwek advised Las Vegas casino magnate Sheldon Adelson on building the Marina Bay Sands casino resort in Singapore. Today, it is a symbol of the island nation’s skyline.

Kwek Leng Beng, second from the left in this 2007 photo, advised Sheldon Adelson, far left, on the building of the Marina Bay Sands casino resort in Singapore.

Eyes and ears

As the years went by, an adviser by Kwek’s side became impossible for insiders to ignore. Catherine Wu, who holds a doctorate in music from New York University, was in her early 30s when she met Kwek in 1992 at a dinner party. She was well-known in Taiwan as a TV host and pianist, having released albums under the name Ingrid Wu with tracks such as “His Lover” and “I’ll Decide Before Dawn Whether I Love You.”

At the dinner, Kwek quizzed Wu about politics, economics and music “to see if my mind was flexible and if my answers were consistent,” Wu told a Singaporean newspaper last year. “Fortunately, I answered articulately.”

Catherine Wu released piano albums in Taiwan under the name Ingrid Wu.

Wu decided to move to Singapore that same year, she told the newspaper, saying she wanted to escape attention by relocating to a place where she wasn’t well-known, and that the city-state’s East-meets-West vibes suited her. In her email to the Journal, Wu described music as her former career and said she had spent 30 years in business amassing professional achievements.

Kwek invited her to hotel-management meetings and events. “The chairman would scold me from time to time, but I wouldn’t take it to heart,” Wu said in the newspaper interview. “If a successful person is willing to put in the thought and energy to scold you, it means you are teachable.”

Paid not by the company but by Kwek himself, Wu acted as the chairman’s “eyes and ears” and often accompanied him to visit properties around the world, according to a 2018 U.K. labor tribunal ruling. The tribunal was investigating a dispute involving a former employee who accused a CDL subsidiary of unfair dismissal and other wrongdoing, a case the tribunal dismissed.

Some executives and employees—including people who later left the company—bristled at Wu’s conduct, filing complaints against her both internally and to a Singapore government-backed agency, according to people familiar with the matter. These complaints included allegations that Wu berated staff, meddled in business matters beyond her remit and used the elder Kwek’s name to rubber-stamp her decisions, the people said.

Sometimes, executives believed that business decisions they thought had been approved by the chairman were later overruled by Wu. In one instance cited in the complaints, the people said, Wu got the company to halt planned renovations to a hotel in London near the Harrods luxury department store, even though management believed the project would boost revenue and had spent years preparing for it.

Catherine Wu and Kwek Leng Beng at the GeekCon 2024 cybersecurity conference.

Many employees came to believe that Wu was sometimes using one of the elder Kwek’s corporate email accounts to send instructions in his name, people close to CDL said. They said these employees learned to recognize what they believed to be Wu’s imprint on such emails—a more formal and detailed writing style, compared with the elder Kwek’s curt approach, and the signature “Sent from my iPad,” which was notable because the chairman wasn’t known to use an iPad. Kwek declined to comment, while Wu didn’t respond to requests for comment about this matter.

According to the people, some executives expressed unease when one of Wu’s six brothers, a former journalist for a Taiwanese television network, became general manager of the Biltmore Los Angeles in 2018. He had little experience in the hospitality industry, apart from a short stint as a business-development executive in CDL’s hotel subsidiary.

During the brother’s stint as general manager, he, the hotel and a company affiliated with CDL’s hotel subsidiary faced lawsuits from former Biltmore employees over allegations that included discrimination, harassment and wrongful termination, according to court papers. These cases have generally been settled out of court, according to court documents and people close to CDL, and the company didn’t make any public admission of wrongdoing. The brother has stepped aside as general manager and remains an owner’s representative—a supervisory role that oversees the hotel’s operations and liaises between its owner and management.

The brother didn’t respond to requests for comment.

The heir

Senior executives tried for years to persuade Sherman Kwek, the designated successor to the elder Kwek, to directly address the tensions over Wu, say insiders.

Sherman Kwek didn’t see much of his father as a child, as he recounted in his dad’s biography. After studying business at Boston University, he worked in venture capital and investment banking in New York before his father brought him to the family business.

Sherman Kwek had his own issues to deal with. After becoming CDL’s CEO, he had spearheaded a 2019 investment in a Chinese developer that went sour and led to a $1.4 billion write-down. “I wanted to hide my face in the sand” and came close to resigning, he recounted in a speech last year. “I went from hero to zero overnight.”

The younger Kwek retained his father’s support then and went on to strike profitable deals divesting some commercial properties, but he still faced skepticism from investors.

Sherman Kwek and his allies thought they had eased Wu out of the picture when she resigned as a director of CDL’s hotel subsidiary in January 2024, people close to the company say. But in August that year, Wu rejoined the subsidiary as an unpaid board adviser and the Singaporean newspaper published its interview with a headline that called her the elder Kwek’s “grand chamberlain.”

Kwek Leng Beng and his son Sherman Kwek in 2019.

Wu’s return stunned some senior CDL figures and board members, who had to try again to remove her from the business, people close to the company say. They first appealed to the elder Kwek to act, and then—after seeing no results—initiated a move in late January to add new independent directors to the CDL board, the people say.

These efforts eventually led to the public feuding, which drew breathless coverage from local media that documented the boardroom spat blow-by-blow.

Following the truce earlier this year, after which Sherman Kwek continued as chief executive and his father as chairman, Wu now has no official title at the company.

Sherman Kwek remains in the hot seat, facing market pressure to execute plans to pare back CDL’s debt and lift its share price, which still languishes below prepandemic levels.

Watching over him is his father, who remains a revered figure at CDL overseeing a family fortune that Forbes estimated last year to be worth $11.5 billion. The elder Kwek has maintained his contacts with Wu, whose protégés still hold positions in the hotel business, according to people close to CDL. One of these people says the company is looking into past complaints against Wu. This week, CDL said a longserving board member, who sided with the chairman during the feud, will retire from the board at the end of July.

A CDL spokesman said Kwek Leng Beng, Sherman Kwek and the company declined to comment.

Both father and son continue to go into CDL’s headquarters at Republic Plaza, a soaring 66-story skyscraper in Singapore’s business district.

At a public space there, a holographic painting that Sherman Kwek presented to the elder Kwek at the 2023 gala—depicting either the grandfather Kwek, the father or the son depending on the viewing angle—remains on display. Next to it stands a piece of Chinese calligraphy penned by one of Wu’s brothers, which says, “Three generations of blood and sweat, six decades of honor and glory.”

Write to Chun Han Wong at chunhan.wong@wsj.com and Stu Woo at Stu.Woo@wsj.com



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