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Elie Milky’s 15-year journey with Radisson Hotel Group has been defined by learning from both successes and setbacks, expanding into new markets, and building high-performing teams. From navigating the complexities of entering new regions to deepening the group’s footprint in key locations, Milky has honed a leadership style that is focused, collaborative, and delivery-driven. The pandemic further tested his skills, sharpening his approach to underwriting, decision-making, and owner partnerships, lessons that continue to shape how he leads today.
Now appointed chief development officer for Northeast Africa, the Middle East, Cyprus, and Greece, Milky’s remit spans end-to-end development outcomes: origination, deal-making, feasibility, design alignment, project support, and multi-asset partnerships. He has restructured teams to integrate feasibility and technical expertise, accelerate decision-making, and improve time-to-market, reflecting his focus on removing friction between signing and opening.
With ambitious regional growth targets, doubling the portfolio to 150 hotels and 50,000 keys by 2030, Milky identifies conversions, adaptive reuse, and owner-centric models as key levers, underpinned by data-driven site selection and disciplined project support. His immediate priorities include scaling operations in Saudi Arabia, Egypt, the UAE and Greece, while navigating real-world obstacles such as permitting timelines, construction inflation, and utilities capacity.
Beyond growth, Milky is committed to sustainable development, designing hotels for efficiency from day one, using lifecycle costing, and pursuing certifications like EDGE, LEED, or BREEAM where appropriate. Looking ahead, he hopes to leave a legacy of quality assets, resilient pipelines, and long-term partnerships, guided by a leadership philosophy that emphasises listening first, deciding fast, and following through with purpose.
In this exclusive discussion, he shares his journey, development priorities, and vision for sustainable, owner-centric growth across diverse markets.
You’ve been with Radisson Hotel Group for 15 years, rising through the ranks. Could you tell us about the formative roles, challenges or turning points that best prepared you for this new appointment?
I’ve learned as much from the deals we lost as from the ones we celebrated. Entering new markets and deepening our footprint taught me to balance speed with discipline. The pandemic was a crucible that sharpened underwriting, decision-making, and owner partnerships. Growing the team was also another turning point. Together, we have grown to a global brand, from a few properties to flagship assets in key locations. Those experiences shape how I lead today; focused, collaborative, and delivery driven.
With your new title as chief development officer for the Middle East, Northeast Africa, Cyprus, and Greece, how do you see your role evolving, compared to your previous responsibilities as VP Development?
It’s a broader canvas and deeper accountability. I’m responsible for end-to-end outcomes across origination, deal-making, further expansion, a growing team, feasibility, design alignment, and project support in the Middle East, Northeast Africa, Cyprus, and Greece. I’ve pushed decision rights earlier in the funnel, so owners get clear answers faster. We continue to integrate feasibility and technical into a single strike team to shorten time-to-market.
I’ll spend more time on multi-asset partnerships, franchise growth where it fits, and on removing friction between signing and opening.
Radisson Hotel Group has announced ambitious growth targets in the region, e.g., doubling the portfolio to 150 hotels / 50,000 keys by 2030. What are the top 2-3 levers you believe will be critical to achieving that ambition?
First, conversions and adaptive reuse. They bring high-quality supplies to market faster and with stronger risk control. Second, owner-centric models. Franchise and flexible management structures that respect local operating strengths while unlocking RHG’s commercial engine. Third, focus. Saudi Arabia and Egypt will carry a significant share, supported by targeted growth in the UAE and Greece.
Underpinning all of this is better underwriting, data-led site selection, and tighter project support.
Which markets (or sub-regions) will you personally focus on in the next 12–24 months, and what are the biggest opportunities and obstacles you foresee there?
Saudi Arabia is the anchor. We’ll grow in primary and secondary cities, and align with demand from religious tourism, key cities, giga projects, industry zones, and domestic travel. In Egypt, we see strong potential across Cairo and the North Coast. The UAE remains a focus market, with opportunities in conversions, resorts, and serviced apartments. In Greece, mixed-use resorts and adaptive reuse in heritage and coastal locations lead the pipeline.
Obstacles are real. Permitting timelines, construction inflation, FX pressures in some markets, and utilities capacity in fast-growing corridors. We plan around these with early design decisions, local partners, and realistic delivery schedules.
You are scaling the development, feasibility, and project support teams. What attributes or skills are you looking for in new hires, and how will you ensure they operate effectively across different markets (with diverse regulatory, cultural, and economic contexts)?
I hire doers, people who think like owners, model like financiers, and communicate like operators. Most importantly, hiring developers that know how to source leads and close deals. Core skills include underwriting, contract fluency, design literacy, ESG know-how, and data comfort. We run a hub-and-spoke model with clear playbooks, local advisors, and shared KPIs across development and technical. Success is signed keys, ultimately yes, but also opening speed, capex discipline, and first-year ramp.
How do you intend to embed sustainable practices into Radisson Hotel Groups new developments in the region, and how will you balance cost, return, and environmental impact?
We design for efficiency from day one. Right envelope, smart HVAC and heat pumps, LED and controls, water reuse, and solar, where viable. We use lifecycle costing, not just lowest capex. Many measures pay back in three to five years and protect cash flow for the long run. On certifications, we pursue EDGE, LEED, or BREEM based on asset type and location. For resorts, water stewardship and biodiversity plans sit alongside energy goals. We bring preferred suppliers, so owners get pricing and performance certainty.
Over the next 5–10 years, what legacy do you hope to leave in the region, and how would you describe your leadership philosophy in such a dynamic environment?
I want a resilient pipeline, balanced across cities and segments, and known for quality. Quality assets, relevant brands, prime locations, and long-lasting strategic partnerships. I want owners to say Radisson Hotel Group delivers what it signs, and teams to say they grew faster here than anywhere else. My philosophy is simple. Listen first. Decide fast. Follow through. Be present in the market and clear about trade-offs. The region moves quickly. Our job is to move with purpose.
