At the very core of Maldivian hospitality lies authenticity—a form of discovery that transcends staged encounters and instead immerses guests in the true essence of the islands: its people, its culture, and its natural beauty. Exemplifying this philosophy is Mr. Ahmed Zahir, General Manager of Angsana Velavaru, whom we proudly feature in this issue of The Islandchief. With an illustrious career spanning over 27 years, Mr. Zahir’s remarkable journey—from his beginnings at Banyan Tree Vabbinfaru in 1995 to helming one of the Group’s largest resorts—stands as a source of inspiration. Renowned for his people-first leadership, he has cultivated a family-like culture that has set new benchmarks in associate satisfaction and retention. His story is one of perseverance, resilience, and unwavering dedication—qualities that continue to inspire a new generation of Maldivians striving to make their mark in the world of hospitality.

“Hospitality is woven into Maldivian culture… These values, passed through generations, have created a natural warmth and authenticity in service. When combined with professional training, this genuine spirit allows Maldivians to deliver experiences that are heartfelt, personal, and truly unique in the global hospitality industry."

1. You’ve dedicated nearly three decades to the Banyan Tree. What has kept you loyal to one brand for so long in an industry where people often move between companies?

Banyan Tree was the first international five-star hotel to open in the Maldives, and I was fortunate to join during its early days. From the start, I experienced a service culture unlike any other—one that valued associates just as much as guests.

The company pioneered benefits well ahead of their time, such as introducing weekly days off, Rest and Recreation (R&R), sharing 100% of the service charge, providing equal food quality for all staff regardless of their job grade, and offering medical coverage. These initiatives not only set new standards for the Maldives in 1994 but also created a culture of respect and inclusivity.

Equally important was Banyan Tree’s commitment to developing local talent through structured training and international exposure. This combination of care for people and investment in growth has kept me inspired and loyal throughout my career.

2. Angsana Velavaru emphasizes discovery beyond a typical beach escape. How do you ensure that every guest experience—from marine life to cultural immersion—feels authentic and not just curated for tourism?

We believe discovery is most meaningful when it is rooted in authenticity. Rather than staging experiences, we connect guests with the true essence of the Maldives—its people, culture, and environment.

Our marine programs, led by resident biologists, allow guests to take part in coral restoration projects and learn about biodiversity in a hands-on way. Cultural immersion is equally genuine, from visiting local islands to experiencing traditional crafts, music, and cuisine alongside the community.

What makes this unique is our focus on personal connection and storytelling. Whether it’s through a dive, a cooking class, or a casual chat with a Resort Host, each interaction is designed to leave guests not just with memories but with meaningful insights and inspiration.

3. What do you think Maldivians uniquely bring to the hospitality industry that sets them apart from others?

Hospitality is woven into Maldivian culture. Long before tourism, it was customary to welcome visitors into one’s home with food and drinks. These values, passed through generations, have created a natural warmth and authenticity in service. When combined with professional training, this genuine spirit allows Maldivians to deliver experiences that are heartfelt, personal, and truly unique in the global hospitality industry.

4. Under your leadership, Angsana Velavaru achieved its highest associate satisfaction index. What do you think is the single most important factor in keeping a resort team motivated and loyal?

The foundation is our inclusive and family-like culture. Here, hierarchy fades outside the office—any associate, regardless of role or background, can approach leadership at any time. We encourage open dialogue, mutual respect, and support for one another’s work-life balance.

When people feel valued and connected, motivation and loyalty naturally follow. Our philosophy is simple: treat associates as family, and together we create a stronger, happier, and more committed team.

5. How do you see guest expectations in the Maldives shifting compared to 10 or 20 years ago?

Over the past two decades, guest expectations have transformed. Once a secluded paradise for honeymooners, the Maldives now welcomes families, explorers, and eco-conscious travelers. Privacy and luxury remain important, but guests increasingly seek authentic cultural immersion and sustainability-led experiences that connect them with the environment and local communities.

Technology has also reshaped how travelers plan their journeys, with growing demand for personalized, direct digital platforms.

At Angsana Velavaru, we view these shifts as opportunities. By integrating authentic Maldivian culture, sustainability, and innovation, we aim to lead the next era of Maldivian hospitality—where luxury and responsibility thrive together.

6. As someone who has worked across multiple departments, what do you think is the most underestimated role in a resort’s success story?

Housekeeping is, without doubt, the most underestimated role. Though it works quietly in the background, it is the foundation of a guest’s experience. A spotless room and thoughtful details create the comfort that defines a stay. Even the warmest welcome or finest meal cannot compensate for a poorly maintained room.

Housekeeping directly drives satisfaction, reviews, and repeat business. It is the silent heartbeat of hospitality, and recognizing its value is essential to delivering true excellence.

7. How do you balance empowering local talent while also bringing in international expertise to maintain a world-class standard?

It’s not about choosing one over the other—it’s about integration and mentorship. We identify strengths early, foster a culture of continuous learning, and empower staff to make informed decisions. Local associates bring cultural depth and authenticity, while international experts contribute global best practices and specialized skills.

By combining both, we build a workforce that is not only world-class but also uniquely Maldivian in character and spirit.

8. The Maldives tourism industry is highly competitive. In your view, what is the biggest challenge Maldives resorts face today, and how can leaders like yourself overcome it?

The greatest challenge is balancing sustainability with world-class guest experiences. Guests increasingly expect luxury without harming the fragile ecosystem, while resorts operate in a highly competitive market where innovation and differentiation are critical.

Leaders must cultivate accountability and creativity within teams. This means investing in renewable energy, reducing single-use plastics, and supporting marine conservation, while also developing skilled local talent through training and mentorship. By aligning luxury with environmental responsibility, we can offer experiences that are both memorable and meaningful. 

9. Sustainability plays a big role in your guest activities, from coral planting to marine talks. How do you measure the real impact of these initiatives on both guests and the environment?

Banyan Group, the parent company of renowned brands such as Banyan Tree and Angsana, has long been at the forefront of sustainable hospitality. Our philosophy, “Embracing the Environment, Empowering People,” shapes every aspect of our operations, spanning environmental, social, and economic dimensions.

At Angsana Velavaru, sustainability is measured through both environmental outcomes and guest engagement. We track coral growth, reef health, and energy consumption, while also gathering feedback on how these initiatives impact guest understanding and appreciation.

To ensure accountability, we have a dedicated Green Team and Sustainability Champion, with annual goals built into departmental KPIs. This creates a culture where sustainability is not a side project, but a shared responsibility. Ultimately, the real impact lies in inspiring both guests and associates to carry these values beyond the resort. 

10. If you could give one piece of advice to your younger self when you first joined Banyan Tree in 1995, what would it be?

I would tell my younger self to set clear short- and long-term career goals early on, and to embrace every learning opportunity. Progress is best made step by step, with patience and persistence. Looking back, I realize that every experience—no matter how small—becomes part of the foundation for future growth. The key is to stay curious, committed, and always move forward.