Very few have the talent of assessing a complex situation or message and faithfully and graphically simplifying it into an easily accessible result. IHI’s Group CEO and Managing Director Simon Naudi is one of them. His flair and personal qualities drew the attention of talent seekers who selected him for unrelated executive tasks which, though completely novel to him, led to glowing results.
I was curious to confirm whether it was indeed true that Simon had never applied for a job during his varied career. “Absolutely correct!” he noted. “My career evolved through chance meetings where I was surprised with new offers that opened new and unrelated horizons. Every experience is valuable and shapes us in a particular way.”
What was his first job? “When I was 18, I was introduced to a reporter position with The Times of Malta, which remains the premier English newspaper in Malta. That job still holds a special place in my heart. From a somewhat cocooned life in my home town Sliema, I was suddenly catapulted into the open world, reporting on different matters ranging from murder cases to state visits, local village fiestas to the Prime Minister’s weekly address. I had to quickly acquire the skill of listening and translating information in a manner that was easily understood, but retaining its essence.”
Simon still excels in his clear, flowing writing and his excellent command of the English language.
A change in Government in 1987 introduced a new, market-led policy of grouping over 100 Government-owned companies and investments into a newly-formed holding company, MIMCOL, which was to provide central direction and determine a future for what was then a motley collection of companies, many of which were saddled with inefficiencies and propped up by state subsidies. “I was directed to interview the first Chairman of that Company, Alfred Mallia, who, at the end of the meeting, invited me to join his nascent team. My candid response that I had no company experience was met with a mere shrug and smile.” Something had clicked and at 21, Simon joined that new venture.
Life’s net was being spun for Simon. It so happened that MIMCOL was the main shareholder and investor in a new airport for Malta and he was asked to join as commercial director of MIA p.l.c., the commercial company that built, owned and ran the airport as a business. “We needed to create revenue streams. One of the deals we negotiated was with Corinthia, which ran a restaurant at the old airport since the 1970s. The new airport attracted additional new partnerships. And that was the scenario for my first encounter with Corinthia. It was 1996, and I was in for a surprise.”
Simon’s path was again unsuspectedly paved with a new stepping stone. A few months later, he was invited to meet Corinthia’s Chairman, Alfred Pisani. “I had no idea why he had called me. During our conversation, he showed me Corinthia’s latest organisational chart and indicated a particular box. ‘That’s where I would like you to start with us’ he said with an uplifting smile.” And that was how Simon joined Corinthia.
He began his journey with the team led by Sigi Bergman, then Corinthia’s CEO. Shortly after, the Chairman’s assistant, Willie Spiteri, was appointed Malta’s ambassador to Germany, leading the Chairman to search for another right-hand man. “I was 29 when I was asked to assist the Chairman. My new job did not carry a title but that was unimportant for me. There were tasks to be fulfilled, and I offered my very best.”
Simon’s expression went blank for a moment, and he then looked at me and said: ‘I can’t believe how quickly these last 30 years have passed by. Never a dull moment, constant growth, adventures, no repetitions, full of renewals, developments and discoveries. Corinthia’s DNA is based on this. Our Chairman, Alfred Pisani, has deeply instilled a drive and philosophy that reflect his enthusiasm, passion and grit with increasing momentum.”
When IHI was formed in 2000, Simon was responsible for its development, acquisitions, and many projects in various countries. And when Tony Potter retired from CEO of CHL, the subsidiary responsible for hotel management, Simon was directed to also take on that job. “Though CHL was a great Company, we grew it substantially after I got involved with a new commercial strategy team, a global marketing, sales and distribution platform, a sharp focus on the leisure and online markets, whilst introducing and ingraining standards and parameters of the Spirit of Corinthia as a culture. During my time with CHL, I was the strongest advocate for sending young Maltese managers overseas including amongst others, Reuben Mifsud, Jonathan Pace, Jean Mifsud and Roderick Micallef. They were young when we sent them to work abroad. Along with many others, they developed into a highly effective management team.”
Recently, Simon was appointed Group CEO and Managing Director of IHI. “In the past, the Board heard me and others out and then directed us to carry out decisions, but now I am also directly involved in that level of decision-taking. I am in effect the liaison between the Board and the rest of the Group to ensure the implementation of decisions, aims, and strategies.”
Simon outlined IHI’s two primary business areas. The first involves hotel management through its subsidiary, CHL. That role which Simon had passionately fulfilled for the past 8 years is now led by the new CEO of CHL, Simon Casson. The second pillar of IHI’s business is to develop, own, invest, and create real estate opportunities and investments. “Our responsibilities include overseeing CHL and providing it with the necessary tools and guidance to further develop the Corinthia brand. We must also ensure that our shareholders receive the maximum returns through our property ownership, thereby reinforcing our strategic focus on hotel management and real estate investments.”
There must have been hordes of exciting, dramatic and even breathtaking moments during his rich experience in helping to grow the Company. Simon smiled. “Enough to fill a book, not just an article! Our Corinthia St. Petersburg negotiations could recall a James Bond movie or a fiction book. We can discuss specifics some other time, but we negotiated some 25 contracts to reach our current state: contracts with the city for each of the five land plots comprising our property, for the development rights for each of the land plots, for the preceding hotel with the sellers, that is, the office of the President, the city of St Petersburg as well as the developer, and with a local bank, etc. It was two years of continuous discussions.
On the other hand, our London experience was very different. We acquired it from The Crown Estate in London. Competition was very tough but our offering was straight-forward and came across convincingly at the several presentations we made demonstrating our financial capability and plans for the property. We needed to prove we knew what we were doing and that we would execute expeditiously. Once chosen, there ensued detailed negotiations on our development obligations, as well as our ownership acquisition.
I think the biggest compliment we received was when years later, the Crown’s advisors confided with me: ‘Thank God we chose Corinthia.’ Corinthia steadfastly managed its course through the project phase and launch, which I led and oversaw, and now Corinthia London is our primary feather in our cap.”
Satisfaction softens the blows of hardship. “I am fortunate to have a treasure trove of experiences that have made me more passionate and adrenaline-driven. Managing all the hurdles and opening a new successful hotel generate a sizzling energy. Another thing that fills me with great satisfaction is seeing hundreds of colleagues filling the vacancies for newly created jobs. Each of them has a career and shares a sense of excitement about the growth of this company. It makes me feel good to know that I was part of something that gave life to this momentum. I feel I am a part of their journey, and that is a huge reward.”
What kind of person does Simon admire most? “While it’s possible to love and enjoy one’s work, there are bound to be challenges and sacrifices. I am most appreciative of those who would be there with and for you during those tough times. Those who will not abandon you, no matter what.”
The Simon I know is pragmatic and a realist. Was that accurate? “Yes, I am a realist. Knowing what you can and cannot do is wise, so wisdom spurs you to choose the best timely solutions. I have a positive outlook and am certainly optimistic.
True, I have grown ‘in the coal mine’ as I like to say. Hereon, I will focus on the broader vision, strategies, or needs, including the financing and growth of the Group.”
Does pressure dent him? “I believe I can handle pressure and remain calm. We have had many high-pressure instances along the way, from terror attacks to seemingly insurmountable project issues. I believe I function best in such moments, cutting out the noise and concentrating on the essence. I am by nature very calm; I believe I have only lost my temper twice in my life.”
It’s always interesting to find out how a very busy man relaxes in his spare time. “I am fortunate that I can shut off even for twenty minutes. I have trained my mind to handle that.
It’s odd that even though I travel very often for work, my greatest relaxation is travelling with my family. I have always looked forward to this. It improves our relationship and allows us to relax away from our hectic lives.
I have been married to my wife, Roma, for 24 years. My family includes Sarah, a 34-year-old daughter born before I married Roma. She is half French and half Maltese. Although she was raised in Malta and attended school in England, she now lives outside San Francisco and remains close to Roma and my sons, Jamie and Oli. Sarah is an actress and has worked on some important movies in her career. Jamie, aged 20, has recently earned a degree in real estate and finance and is about to start a master’s degree in real estate development in the USA. Oli is 18 years old and is currently in the UK reading business at Exeter University. My sons went to boarding schools in England, which allowed them to experience things I never had the chance to experience as a kid. Distance is no longer a factor in today’s world, but travelling together in person remains a unique enjoyable experience.”
Any reflections on the past and future? “I hardly ever reflect on my career journey. It’s all about the future, really. For sure, I have given my all in every step with great passion and to the best of my capabilities. Now, at 56, I am perhaps a little bit more thoughtful when it comes to decisions. As to the future of Corinthia, I can confidently say that the brand has all the ingredients: a solid company structure, a clear ethos or purpose, and a strong track record. Corinthia’s sixty-year expanding heritage is a source of pride, and we are optimistic and prepared for even more significant momentum. After 2024/2025, we will be opening a series of new hotels, and I am confident of a snowball effect, especially in the gateway cities we will be opening. Our visibility will increase.
Exciting times are round the corner; I will maintain my hand on the pulse.
