She puts emphasis on authentic experiences and long-term value as the essential drivers of the future of the Middle East's tourism.
The Middle East has become one of the world's most exciting tourism markets, largely thanks to its ambitious national strategies, landmark developments, and major investments in hospitality, entertainment, and infrastructure.
But as the region attracts travellers from around the world, it has shifted its approach from simply increasing visitor numbers to providing experiences that make guests stay longer and keep coming back.
This shift was discussed by Dunia Joulani, Partner and Hospitality Leader at Deloitte Middle East, whose experience includes advising governments, developers, and investors in the GCC over the past 15 years.
Her work includes hospitality development strategy, mixed-use master planning, financial feasibility, operator and brand selection, and end-to-end real estate advisory. Her career experience also involved working closely with both public and private sector stakeholders, developing projects that deliver strong business performance and memorable visitor experiences.
As she joins the TDM Travel Trade Excellence Awards 2026 – Middle East as a judge, Joulani shared her perspective on the evolution of the region's tourism landscape. She also shared her thoughts on why destination-led development matters more than ever and on how changing traveller expectations are shaping the future of hospitality.
How would you describe the current state of the Middle East’s travel and hospitality landscape?
The Middle East has evolved into one of the world’s most dynamic and ambitious tourism markets. Beyond strong visitor growth, governments across the region are making long-term investments to diversify their economies through tourism, culture, entertainment, and lifestyle destinations. The region is no longer competing solely on luxury hospitality; it is creating distinctive destinations with unique identities and experiences. Perhaps the most exciting development is that several destinations, including Saudi Arabia, the UAE, Qatar, and Oman, are simultaneously pursuing ambitious tourism strategies. Rather than competing in isolation, these investments are creating greater critical mass for the region as a whole, strengthening its global appeal through improved connectivity, complementary tourism offerings, and multi-destination itineraries. As a result, the Middle East is increasingly positioned not only as a stopover destination but also as a destination where visitors choose to stay longer and explore multiple markets.
What factors do you believe are driving the growth in the region’s tourism sector in recent years?
Several factors are converging to drive this growth. Vision-led government investment has created clear long-term strategies for tourism development, supported by significant investment in infrastructure, aviation, hospitality, entertainment, and cultural assets. Improved accessibility through world-leading airline networks, expanding airport capacity, and more streamlined visa policies have also made the region increasingly attractive to international visitors. Importantly, governments are investing not only in hotels but in the entire visitor ecosystem, creating compelling reasons to visit and encouraging longer stays. Yas Island is a leading example of this approach, having evolved into an integrated leisure ecosystem combining entertainment, sports, and hospitality. The addition of attractions such as the region’s first Disney theme park and Sphere Abu Dhabi demonstrates a deliberate strategy to invest in world-class demand generators that broaden market appeal and strengthen Abu Dhabi’s position as a global tourism destination.
How are shifting global travel patterns influencing tourism demand in the Middle East, and how should destinations respond?
Today’s travellers increasingly seek authentic, experience-led destinations that combine culture, wellness, nature, entertainment, and memorable experiences. The Middle East is well-positioned to meet these expectations, provided developments remain authentic and reflect each destination’s unique identity. We are also seeing the continued rise of “bleisure” travel, where business and leisure increasingly overlap, creating opportunities for destinations to encourage longer stays through vibrant year-round experiences and programming. Destinations should continue investing in placemaking rather than focusing solely on physical assets, ensuring attractions are supported by public spaces, events, and cultural activation. Equally important is using data and technology to better understand changing visitor preferences and tailor experiences accordingly. The destinations that remain agile, customer-centric, and experience-led will be best positioned for long-term success.
As destinations continue to invest heavily in tourism infrastructure, what strategies will be critical to ensure long-term sustainable growth?
Successful tourism development is about much more than delivering hotels or attractions. Long-term success depends on creating destinations with a balanced mix of demand generators, quality infrastructure, strong connectivity, and year-round appeal. Sustainability should be embedded from the outset, encompassing environmental initiatives, economic resilience, and positive community outcomes. The Red Sea in Saudi Arabia is an excellent example of this approach, where sustainability has been integrated throughout the development lifecycle, not simply to minimise environmental impact but to actively support regenerative tourism principles. Equally important is ensuring developments are commercially sustainable, supported by robust market analysis, realistic demand projections, and long-term operational viability. Ultimately, destinations that prioritise quality, authenticity, and commercial resilience over development volume will create stronger tourism ecosystems.
Which travel segments or source markets do you expect will drive the next phase of tourism growth in the region?
Regional travel will remain an important driver of demand, particularly as connectivity within the GCC improves. At the same time, we expect continued growth from key international markets across Europe, India, and China as air connectivity expands. Looking ahead, experience-led travel segments, including luxury, wellness, sports, entertainment, and cultural tourism, will continue to outperform. Business events and MICE tourism will also remain important, particularly as the region strengthens its position as a global business hub. Destinations that successfully diversify both their source markets and tourism offerings will be best positioned for sustainable growth.
As a judge for the TDM Travel Trade Excellence Awards 2026 – Middle East, what qualities or innovations will stand out most when evaluating nominees?
I will be looking beyond commercial success alone. The strongest nominees will demonstrate innovation that creates meaningful value for travellers whilst also delivering measurable business impact. I’m particularly interested in organisations that have successfully differentiated themselves through exceptional customer experiences, responsible growth, digital innovation, and a clear long-term vision. Collaboration, talent development, and positive contributions to the broader tourism ecosystem are equally important. Ultimately, excellence is about creating lasting value for guests, businesses, and destinations alike.
