For this edition of The Islandchief, we sat with the owner of Brennia Kottefaru, Ali Zahir, the visionary force behind the resort that stands as a proud reflection of Maldivian entrepreneurship, authenticity, and purpose.

Set amid the pristine beauty of Raa Atoll, Brennia Kottefaru is more than a luxury retreat; it is the realization of Zahir’s belief that world-class excellence can emerge from local roots. Alongside Chief Operating Officer, Aminath Hussain Zaady, she has shaped Brennia into a brand that celebrates Maldivian identity while embracing innovation, sustainability, and heartfelt hospitality.

ALI ZAHIR 

How have your roots influenced your vision for Brennia Kottefaru Resort?

I come from a background that taught me the importance of humility, perseverance and purpose. The Maldives has given me everything: its people, its culture, and its natural beauty. Because of that, I have always felt a responsibility to give something meaningful back. When we began Brennia Kottefaru, I didn’t want to build just another resort. I wanted to create a brand that reflects the true soul of Maldivian hospitality: warm, grounded, and genuine.

From the start, my dream was to show that a locally created brand could stand confidently alongside international names, while keeping its own identity and heart. Every detail in our design, our service, and our team culture was built to honour who we are. Our people are the foundation of that vision. I wanted Brennia to be a place where young Maldivians could grow, contribute ideas and see their potential. My upbringing taught me that leadership is about lifting others. Brennia’s success is really the result of collective belief. It is a brand created by Maldivians, for the world, with pride and sincerity.

What has been the biggest challenge in developing Brennia Kottefaru, and how did you overcome it?

The journey has not been easy. We started with limited resources and a bold dream to build a five star resort from the ground up as a Maldivian brand. One of the biggest challenges was balancing our ambition with reality, making sure every step was sustainable. In the early years, we faced a shortage of skilled professionals and we had to be strategic with our finances. We learned to do more with less, reinvest wisely, train our own people, and build partnerships with those who believed in us.

There were times when the easier choice would have been to hand management over to an international company, but I believed that the Maldives deserves its own brands and its own leadership. So instead of outsourcing, we focused on capacity building. Many of our senior leaders today joined us at entry level and grew within the company. That growth is one of our greatest achievements.

We also faced challenges like the pandemic, which tested our resilience. We had to protect both our people and the business. Those difficult moments strengthened us. We adapted quickly, restructured what was necessary, and emerged stronger. Looking back, every obstacle shaped Brennia into what it is today — a brand built with conviction, not convenience.

What steps has Brennia Kottefaru taken to minimize its impact on the environment?

From the beginning, we made sustainability a priority. Brennia runs on a solar energy system that helps reduce our carbon footprint. We have invested in efficient water desalination and recycling systems, waste segregation, and composting to reduce environmental pressure. But sustainability is also about people. We work in ways that support local communities, livelihoods, and future generations. We make it part of the guest experience as well, because once visitors understand how delicate our environment is, they become part of protecting it. Our goal is to show that local ownership and environmental responsibility can grow together in a meaningful way.

You mentioned creating an authentic Resort Management Group. What is your vision for this?

This idea comes from a belief that it is time for the Maldives to tell its own hospitality story. For many years, international management companies have shaped the resort landscape. They have added great value, but I believe it is time for a homegrown brand to stand at the same level, with its own approach.

Our vision is to build a management group that brings together local insight with world class practices. We want each resort we manage to express its own story, reflect its community, and offer authentic hospitality. We will focus on developing local talent, increasing operational efficiency, and integrating smart technology, while keeping the warmth that is uniquely Maldivian.

What sets us apart is the long term vision. This is not about short contracts or quick returns. It is about building an institution that represents the Maldives with pride and professionalism. We want to see more local brands recognized globally — rooted in culture, competitive in quality, and confident in identity.

What advice would you give to young Maldivians who want to become entrepreneurs?

Believe in your vision, especially when others doubt it. Entrepreneurship is not glamour. It is patience, resilience and commitment. Many people want fast results, but real growth takes time. Brennia was built over years of work, learning, setbacks, and determination.

Stay patient when progress is slow. Stay honest when shortcuts appear. Stay consistent even when no one is watching. Keep learning constantly. The world is changing fast and your ability to adapt will define your success. Learn from mentors, from experiences, and from your own team.

Also, value collaboration. We often work in isolation, but the future belongs to those who build connections. Create something that benefits others, not just yourself. The Maldives has so much talent and creativity. What we need most is the courage to build what has not been built before. My hope is that Brennia’s story shows that with purpose, heart, and resilience, anything is possible.

AMINATH HUSSAIN ZAADY

You’ve helped shape Brennia Kottefaru into one of the Maldives’ most forward-thinking resorts. How do you define modern Maldivian hospitality today?

For me, modern Maldivian hospitality is an evolution rather than a reinvention. It means taking the heart of who we are and allowing it to grow into something that reflects the world we live in today. The Maldives has always been known for its warmth, beauty, and sincerity in service. But to lead today, we need to go beyond what is familiar. We have to question traditional models, introduce new thinking, and build systems that are intelligent, flexible, and deeply human.

At Brennia Kottefaru, we treat hospitality as something living. It learns, adapts, and grows every day. Our choices are guided by empathy and understanding, whether we are shaping the digital guest journey or empowering our teams to take pride in their roles. Modern Maldivian hospitality should be bold and connected, while still rooted in our culture, humility, and compassion.

Today, luxury is defined by meaning and emotion rather than excess. Innovation should not take away humanity. It should amplify it. Whether we use technology or leadership development, the goal is always the same: to create experiences that feel sincere, effortless, and memorable.

Sustainability has become a key focus across the Maldives. How do you ensure that Brennia’s growth supports both the environment and local communities?

Sustainability is a responsibility of leadership. It cannot be treated as a campaign. From the beginning, we understood that growth has to be balanced. The Maldives’ greatest strengths are its environment and its people. Both need consistent care.

Our sustainability approach looks at ecological, social, and economic wellbeing together. Environmentally, we have invested in renewable energy, solar integration, reduced waste systems, water purification that limits plastic use, composting, and architecture that respects the natural landscape.

But sustainability is also about people. We believe in nurturing individuals and communities before profit. When people are valued and supported, performance follows naturally. Long-term success comes from practices that strengthen loyalty, efficiency, and respect for shared purpose.

Profitability and sustainability do not compete. They support each other. Sustainability is a promise to protect, uplift, and give back, so that what we build remains meaningful for generations to come.

Technology is changing how resorts operate. How has innovation improved the guest experience and daily operations at Brennia?

Technology is the quiet structure behind everything we do. It does not replace human connection. It enhances our ability to connect with more care.

At Brennia, we use intelligent guest insight tools that help us understand needs before they are expressed. This makes each stage of the guest journey more personal and seamless. For our teams, technology creates clarity. Mobile communication systems allow departments to respond quickly and work as one. Real-time data helps us make decisions that are faster, smarter, and more thoughtful.

Digital transformation is a mindset. It shifts us from reacting to anticipating. The strongest hospitality combines understanding with efficiency. Technology should support emotion, not erase it.

Through Rouf as Co-Founder, you’re introducing new concepts to travel and living. How does this connect with the Maldives’ tourism landscape?

Rouf grew from the belief that travel and living should feel connected, meaningful, and human. It brings together living spaces, technology, and community. It creates environments where people can live and work while feeling at home.

I spent years traveling and often felt alone despite being surrounded by people. Rouf was created to bring people together. It offers a true sense of belonging. A portion of its income also supports vulnerable communities, including families in need, women seeking safe housing, and individuals requiring shelter and stability.

On the tourism side, Rouf Global strengthens how Maldivian hospitality connects with the world. After the pandemic, global competition increased. Rouf uses strategy, creativity, and digital systems to help Maldivian brands stand out in an authentic way.

Both Brennia and Rouf share the belief that hospitality begins with connection. Comfort is only the starting point.

You’ve earned recognition on the global stage. What inspires you most about representing Maldivian women in hospitality and leadership?

My inspiration comes from my parents. My mother taught me faith, intention, and grace. My late father taught me empathy, loyalty, and quiet strength. Together, they taught me that real leadership comes from compassion and courage held in balance.

Growing up in the Maldives, I experienced a culture of community, care, and gratitude. That shaped how I lead today. It taught me that progress must not come at the cost of peace or humanity.

Representing Maldivian women internationally is an honour and a responsibility. It is a chance to show the world the depth, intelligence, resilience, and compassion our women have always carried. Every time I stand on a global platform, I carry the spirit of the island girl who grew up between the sea, community, and imagination.

My greatest inspiration comes from Allah (SWT), who is my constant guide. I believe that every success is written by His will, and every challenge is a reminder to stay humble, grounded, and grateful.

Success is not measured by awards. It is measured by how many lives are uplifted, how many voices are included, and how many doors are opened for the next generation.