‘Joy of Living’ through Maldivian lens: Shifaz Hassan at JOALI Maldives

When JOALI Maldives opened in 2018, it brought a new dimension to the country’s luxury tourism landscape by embedding art and storytelling into the guest experience. At the centre of this philosophy today is its General Manager, Shifaz Hassan, one of the few Maldivian leaders in the ultra-luxury sector, who carries both the responsibility of safeguarding the brand’s artistic soul and the opportunity to represent Maldivians at the highest levels of hospitality management.

Shifaz describes the resort as a living, breathing canvas where every detail is meant to connect with guests beyond what they see on the surface. “From the moment a guest arrives, the story begins,” he says. “Even the arrival jetty is designed as a masterpiece. From one angle it looks like a manta ray, from another it resembles two fish kissing, and from a different view it appears as a wave. These layers of meaning reflect how art and nature are always interwoven here.”

This philosophy is not limited to structures. Guests are welcomed with traditional Maldivian elements, such as the boduberu drum and coconut offerings, tied seamlessly to the artistic journey. “We don’t want art to feel static,” he explains. “It has to be alive. Guests touch the wood carvings; they feel the patterns. It is sensory. The energy changes the moment they arrive.”

For many visitors, the most lasting memories are experiences that blend creativity, family connection, and nature. He points to the Manta Treehouse as one example: “Children and families can have breakfast or dinner there. It’s not just a photogenic spot; it’s part of a memory that they carry home.” Studios for ceramic and painting sessions allow guests to create pieces that they take back with them, extending the memory of their stay long after departure.

With JOALI BEING established next door, Shifaz has overseen the positioning of two distinct yet complementary properties. “JOALI Maldives is about joyful moments, often for families,” he says. “JOALI BEING is wellness-driven. Guests often choose to split their stay between the two. They can focus on joy, art and creativity here, then move to JOALI BEING for a transformative wellbeing experience. We even move wardrobes for them so they don’t need to repack. It feels seamless, like an extension of one experience rather than two separate resorts.”

As one of the few Maldivian General Managers in the ultra-luxury sector, Shifaz is conscious of the example he sets. “I feel blessed and proud,” he reflects. “I want to show the local community that there is hope. When I started, there were very few Maldivian general managers, but in the past four years we have seen more locals take these positions. Discipline and consistency are the keys. If you stay focused, you can achieve.”

Developing Maldivian talent is central to his leadership. “We have clear succession plans over the next two years,” he says. “We focus on training and developing our people so they can step into senior roles rather than bringing talent from outside. Our owners also emphasise the importance of having local managers and supporting women in leadership.” The resort has a group academy that runs programmes to prepare internal candidates for future positions, across both JOALI Maldives and JOALI BEING.

Team culture is another area where Shifaz applies rigour. “Every colleague must complete at least 15 hours of training per month,” he notes. “We work with Forbes standards, and every morning meeting starts with reviewing service points. We also have quality assurance and training managers on site, constantly observing and addressing gaps. It is about discipline and constant improvement.”

This structure extends to presentation and professionalism. “Standards are very strict,” he explains. “Uniforms must be in perfect condition, grooming must be correct, and staff have access to spa services like manicures and pedicures to maintain standards. In the ultra-luxury segment, every detail counts.”

The consistency of this approach is reflected in the resort’s guest loyalty. “Today, 35 percent of our total revenue is from repeat guests,” he says. “Some have visited more than 20 times. We have families who come every year, and each time we make small gestures that strengthen the connection. It could be an upgrade when children grow older, or planting palm trees in the names of their children and sending photos of the growth every few months. These little things make a big difference.”

For Shifaz, genuine human connection is the defining feature of JOALI. “Anyone can build a beautiful resort,” he says. “What makes the difference is the soul. It is the emotion in service, the connection with people. That is what guests remember.”

This philosophy is also evident in how the resort views its responsibility beyond its borders. Community engagement and environmental stewardship are embedded in its strategy. “We run coral restoration programmes, we map erosion with drones, and we work closely with the Environmental Protection Agency to protect our shores,” he explains. “We also support nearby communities, selecting one island each year for activities like school events or donations. Around 35 of our staff come from nearby islands, and they are able to spend time with their families regularly. This keeps the connection strong.”

Looking at the broader industry, he acknowledges both opportunities and challenges. “The number of resorts is increasing and competition in the ultra-luxury market is intense,” he says. “The focus must be on experiences and connections, not just infrastructure. Climate change is another major challenge, with erosion and rising seas impacting islands. But the opportunity lies in creating unique and genuine experiences that differentiate us. That is what will carry Maldivian hospitality forward.”

As JOALI Maldives looks to the future, one of the priorities is enhancing family offerings. “We are expanding the kids’ club and creating more activities for teenagers,” he says. “With 35 percent of our guests being repeaters, many of them families, we need to evolve with them as their children grow.”

Asked what advice he would give to Maldivians aspiring to reach leadership roles, his response is direct. “Start at the entry level,” he says. “I began as a waiter and receptionist before moving through departments. Gain experience across the board, stay disciplined, be punctual, take care of your health, and set an example for others. Be fair in decision-making and approachable to your team. Leadership is about visibility and being present on the floor, guiding and supporting. If you are consistent, you will grow.”

For Shifaz, his role as General Manager is not just about overseeing operations but about shaping the identity of JOALI Maldives as a place where art, culture, and human connection define luxury. “The ‘Joy of Living’ is not just for our guests,” he says. “It extends to our staff, our communities, and our environment. That is what makes it meaningful.”