In a field where ambition can trump authenticity and turnover frequently exceeds permanence, Mehdi Othmani is providing a welcome counter-narrative that is characterized by presence, principle, and intentional leadership rather than self-promotion. He never planned his path into hospitality; it came to him subtly at the age of 19, when he witnessed a Tunisian hotelier transforming a late-night check-in into a welcoming gesture. Subtle but profound, that encounter laid the groundwork for a career characterized by cultural acuity, emotional intelligence, and a leadership style that is incredibly human-centered.
As the Cluster General Manager at DER Touristik Hotels & Resorts, Mehdi Othmani brings more than 20 years of international expertise in the Caribbean, the Middle East, Africa, and Europe. His accomplishments, which include leadership awards and sustainability honors, are not what set him apart; rather, it is the manner he has established cultures based on trust across countries. He has a straightforward yet profound philosophy: lead by making room for others to rise.
Real leadership, according to him, is never loud it is felt. This is true whether he is guiding his teams through the COVID-19 crisis or enabling quiet voices to become self-assured changemakers. Over the sites he has managed, his composed, strategic presence has improved employee engagement and guest experience while also raising operational standards.
In a society that that is seeking genuine leadership, Mehdi Othmani is creating meaning in addition to results. And in doing so, he keeps redefining what it means to be a heart-centered leader in the constantly changing hospitality industry.
The Spark That Ignited a Career
Othmani’s entry into hospitality wasn’t born from a grand vision or childhood dream. At 19, he stood in the lobby of Club La Noria in Gammarth, seeking nothing more than a summer job to fund his education. It was there, watching a front office manager greet a late-arriving family with calm assurance, that he experienced what he now calls his defining moment.
“I realized hospitality wasn’t just rooms and service it was emotional architecture.” he says. His quiet confidence dissolved their fatigue and made them feel at home. That moment sparked something deep within me.”
This revelation would become the cornerstone of his philosophy: hospitality is storytelling in real time a narrative of care, excellence, and possibility. It’s a belief that has guided him through leadership roles across Europe, Africa, the Middle East, and the Caribbean, from his early days in food and beverage management in Mexico and the Dominican Republic to executive positions that would eventually bring him back to North Africa.
Building Bridges Across Cultures
What sets Mehdi Othmani apart in the global hospitality landscape is his cultural agility, a skill honed through years of leading diverse teams across multiple continents. His approach to leadership transcends traditional management paradigms, focusing instead on what he calls “cultural intelligence.”
“Leading teams across Europe, Africa, the Middle East, and the Caribbean taught me that success is rooted in humility and cultural intelligence. Trust is not a tactic—it is a foundation built through respect and presence.” he explains.
This philosophy has yielded remarkable results. Under his leadership, properties have earned prestigious recognitions including the Double Travel Award for Hilton Hurghada Plaza as Africa’s Best All-Inclusive Resort and Egypt’s Leading Green Hotel, the MENA Travel Award and TUI Environmental Award for Mövenpick El Quseir, and recognition as one of the Top 100 Worldwide Resorts by Thomas Cook/Neckermann for African Safari Club in Kenya.
The COVID-19 Crucible
When the pandemic struck in 2020, Othmani was serving as General Manager at Hilton Budapest City. Like many in the hospitality industry, he faced unprecedented challenges as bookings vanished overnight, and uncertainty reigned supreme. But rather than viewing this as merely a crisis, he saw it as what he calls “a reset.”
“For the first time in my career, I stood on the other side of the check-in desk: unemployed, reflecting deeply on leadership beyond roles. It was not merely a crisis; it was a reset.” he admits with characteristic honesty.
During this period, he immersed himself in crisis management, health protocols, and digital innovation. He even completed his Deep Diver certification metaphor, for the fact that “growth continues even underwater.” When travel cautiously resumed, he approached leadership with renewed clarity, implementing outdoor check-ins, flexible booking models, elevated hygiene standards, and “work-from-resort” concepts.
“These were not just operational shifts; they were emotional signals that assured guests of safety and care,” he explained. He emphasized that the pandemic reinforced a belief he had long held leadership is not about certainty—it is about showing up for people, making courageous decisions amid ambiguity, and leading with humility and conviction when the path is unclear.
The Art of Presence
Perhaps what makes Othmani’s leadership philosophy compelling is his emphasis on presence over performance. Early in his career, he fell into the trap that catches many ambitious leaders: believing that being everywhere meant being effective everywhere.
“I once thought leadership demanded omnipresence. Life taught me differently. After an intense operational week, I went diving. Beneath the waves, surrounded by coral gardens and marine stillness, I was no longer a GM, a provider, or a strategist. I was simply human.” he recalls.
This underwater revelation quite literally transformed his approach to leadership. He began building and empowering strong teams rooted in trust and ownership rather than control. Strategic delegation has become not just an efficient tool but a catalyst for team growth and operational excellence.
“I learned that giving others space to lead didn’t diminish my role it amplified collective success.” he reflects. This shift has allowed him to achieve what many leaders struggle with: meaningful presence both at work and at home.
Family as Foundation
Mehdi Othmani’s personal life serves as the foundation for his professional philosophy. He is married to Petra, whom he describes as an extraordinary woman whose grace, intellect, and kindness continue to anchor his journey. He is also the father of two daughters, Moez and Sophia, whom he considers his greatest teachers in empathy and courage.
His approach to work-life balance reflects his broader leadership philosophy: it’s not about equal hours in all roles, but meaningful presence where it matters most. “One evening, coming home late, I found my youngest asleep clutching her old Arabic storybook. That worn cover reminded me that while titles fade and achievements blur, presence endures.”
This personal grounding has informed his professional approach. He speaks of leadership as being about “Building belief in people, in possibility, and in the quiet power of leadership done with heart.” It’s a philosophy that has created space for remarkable transformations within his teams.
Creating Leaders, Not Followers
Mehdi Othmani’s proudest achievements often have little to do with awards or recognition. He recalls a shy team member who proposed a guest feedback tracking idea that increased satisfaction scores by 18% within two months. That team member became Front Office Supervisor by year-end.
“That happened because someone listened to my quiet voice. Watching a shy team member evolve into a confident leader, or seeing a demoralized unit rise to high performance, these are the victories that fuel my purpose.” Mehdi Othmani explains.
His advice to aspiring leaders reflects this philosophy: “Don’t seek to be the smartest in the room; create spaces where others feel smart, safe, and inspired. Build psychological safety so people innovate without fear.”
The Continuous Journey
Armed with a Financial Management certificate from Cornell University and leadership programs from Franklin Covey, Mehdi Othmani continues to view himself as a student of leadership. His recent achievement as Maître Hôtelier in the Confrérie de la Chaîne des Rôtisseurs and his Sustainability Leadership Award from Green Globe (UNWTO affiliate) reflect his commitment to excellence across multiple dimensions of hospitality leadership.
But perhaps his most telling credential is his Deep Diver certification a reminder, he says, that “depth often lies beneath what is visible.” It’s a metaphor that captures his approach to leadership: looking beyond surface-level solutions to understand the deeper currents that drive organizational success.
Legacy in the Making
As Mehdi Othmani leads his properties through the post-pandemic recovery and positions them for future growth, his focus remains unchanged from those early days in Gammarth: creating meaningful impact through leadership. His mantra reflects this commitment: “Growth begins when you stop performing and start becoming. True success is not loud; it’s the quiet confidence of knowing you’ve led with integrity, cared deeply, and stayed grounded in what truly matters.”
Looking towards the future, Mehdi Othmani envisions his role not as one of building monuments to his own success, but as one focused on creating foundations for others to build upon. He believes that powerful leaders don’t take up space; instead, they create space for others to rise. In his view, that is where real growth lives and where a meaningful legacy truly begins.
In an industry often characterized by high turnover and burnout, Mehdi Othmani is representing a different model one where leadership is measured not by the noise it makes, but by the silence it creates for others to find their voice. From the palm trees of Gabès to the shores of the Red Sea, his journey continues, guided by the same heart, hunger, and commitment to human connection that sparked his calling more than two decades ago.
The story is still being written, but the chapters completed so far suggest that the most powerful revolutions in leadership may indeed be the quiet ones.
