As the new General Manager of Hilton Garden Inn Bahrain Bay, Alena Sodal brings her own unique approach to hospitality, as she shares her ambitions for the property, industry trends for this year and a hands-on management style.

“I lead by trusting, supporting and opening doors because when people feel empowered, extraordinary things happen.”

A passionate hotelier with almost two decades of experience, Alena brings her vast hospitality expertise to her new role, heralding a period of operational consistency and greater efficiency for the property.

“It’s an exciting moment,” she says. “In the immediate term, my focus is very simple: get the basics consistently right. That means operational stability, strong guest feedback and a team that feels confident and supported in what they do every day. Longer term, the goal is to position the hotel as the go-to choice in Bahrain Bay for both business and leisure travellers – not by trying to be everything to everyone but by being exceptionally good at what we promise. Sustainable performance, strong commercial results and a reputation for genuine, uncomplicated hospitality are the priorities.”

The hotel’s positioning was a major draw for Alena, whose career has been built on understanding what guests value most. “Hilton Garden Inn has a very clear value proposition: comfort without unnecessary complexity,” she says. “Guests know what they’re getting – quality sleep, great connectivity, reliable service and a welcoming atmosphere.

“What drew me to this particular property is its location and scale – it has real potential to serve multiple guest segments while still feeling approachable. And Bahrain itself is a market with character: it’s open, culturally rich and business friendly. It’s a place where hospitality still feels personal, and that matters to me.”

When it comes to measuring success, Alena takes a balanced view: “Numbers matter – revenue, profitability, market share – we can’t pretend otherwise,” she notes. “But for me, success is when strong financial results are supported by happy guests and an engaged team, not achieved at their expense. I pay close attention to guest feedback trends, team turnover and how confidently leaders make decisions. Improvement comes from discipline: clear priorities, honest data and having the courage to fix things early instead of explaining them later.”

Looking at the wider hospitality landscape, Alena is optimistic about Bahrain’s future. “Bahrain has huge opportunity in its ability to combine business, culture and lifestyle in a very accessible way,” she says. “Short-stay travel, regional corporate demand and experiential leisure are all strong growth areas. The challenge, however, is differentiation. Supply is increasing and guests are more informed than ever. Hotels will need to be sharper – operationally, commercially and in how they tell their story – not just rely on brand or location.”

Turning to future trends, Alena believes customer expectations will continue to shape how hotels operate: “Guests will continue to value efficiency – fast check-ins, smart technology, seamless service – but at the same time, they want things to feel human,” Alena explains. “I also expect more focus on flexible spaces, all-day dining concepts that actually work and a stronger link between sustainability and smart cost control. Luxury will be less about excess and more about ease.”

When it comes to leadership style, Alena describes herself as direct, fair and hands-on, saying: “I lead by trusting, supporting and opening doors because when people feel empowered, extraordinary things happen. And isn’t that our ultimate goal: to create extraordinary moments — for our guests, our team members and our community?”

Asked which role she would step into for a day, she answers: “Housekeeping, without hesitation. It’s the heart of the hotel and one of the toughest jobs operationally and physically. Spending a full day in their shoes is the best reminder that every decision we make at leadership level eventually lands on someone else’s workload.”

Rounding off on a more personal note, Alena offers an insight that many may not expect. “I originally studied music, which surprises people given that my career ended up in hospitality operations,” she says. “My first role in a hotel was actually in finance, so I started my journey understanding numbers before moving fully into operations. That mix has stayed with me – I tend to look at hotels both analytically and intuitively. And yes, I’m still very good at spotting inefficiencies, which my team might say is less of a secret talent and more of a personality trait.” ✤