THE FUTURE LIES IN COLLECTIVE VISION
Andrés Omar Hayes, President of Skål International 2026, shares a compelling vision for the future of the world’s largest global organisation of travel and tourism professionals in this exclusive and wide-ranging conversation with June Mukherjee, Founding Editor of
The Asian Footprints.
Hayes reflects on friendship as Skål’s foundation, modern governance, responsible AI, sustainability, ethical communication, and inclusive growth, highlighting youth leadership, expansion into untapped regions, and a moment where tradition meets transformation, uniting the industry.
The Asian Footprints EXCLUSIVE
by June Mukherjee
As you begin to lead Skål International in 2026, what will be your core presidential theme, and how do you envision it shaping the global travel and tourism community?
My presidential theme for 2026 is “United in Friendship, We Grow Together.” This theme is deeply aligned with the vision of our founders and the essence of Skål as an organization of executives within the global hospitality and tourism industry. Friendship has always been our foundation, and when genuine relationships are built on trust and shared values, collaboration and business growth follow naturally.
Today, Skål is evolving in a positive and necessary way. A new generation of leaders is helping modernize the organization through strengthened governance, increased transparency, and more inclusive decision-making structures. These changes ensure that every Skålleague has a voice, while we continue to grow responsibly—without ever compromising our core values or traditions. This balance between continuity and progress will shape a stronger, more relevant global Skål community.
Skål still has white spaces where clubs don’t exist. What is your strategy for opening new clubs in untapped regions and making the organization more inclusive and representative of the global industry?
As part of our 2026 strategic plan, we have identified priority countries and cities where Skål currently has limited or no presence. Our approach is quality-driven, not volume-driven. We are engaging respected industry leaders in those markets who understand Skål’s mission and can serve as credible ambassadors for the organization. By working closely with local stakeholders and aligning with regional business and cultural realities, we can establish clubs that are sustainable, inclusive, and representative of the global tourism ecosystem.
How can Skål evolve its value proposition — especially for younger professionals, entrepreneurs, and digital players — so membership feels more beneficial, relevant, and business-forward?
Skål must continue to modernize its value proposition by strengthening mentorship, professional development, digital engagement, and business connectivity. Younger professionals and entrepreneurs are seeking access, relevance, and purpose. By expanding training opportunities, encouraging cross-generational collaboration, and embracing innovation while preserving Skål’s relationship-driven culture, we can ensure membership delivers tangible professional and business value—today and in the future.
With AI transforming every part of travel, where do you see the balance between automation and human intelligence? How can Skål drive responsible adoption while protecting human empathy and creativity?
I am a strong supporter of artificial intelligence when used responsibly. AI is an excellent tool for data analysis, efficiency, and decision support, but it should never replace the human essence of our industry.
Hospitality is fundamentally about human interaction, empathy, and cultural connection. Skål can play an important role in guiding responsible AI adoption—helping members leverage technology to enhance service, not eliminate jobs or human creativity. Technology should support people, not substitute them.
Do you believe Skål should take a stronger advocacy role in sustainability action? What measurable initiatives do you want clubs and members to adopt to influence real change?
Sustainability is already a key priority within Skål, and our Sustainability Committee is actively working with clubs worldwide to strengthen local and global initiatives. Advocacy must be practical, measurable, and locally adaptable. In the coming months, we will be sharing clearer frameworks and best practices to help clubs implement meaningful sustainability actions that reflect their realities while contributing to global impact. More concrete initiatives will be announced shortly.
As travel models evolve—from dynamic packaging to direct connectivity — how can Skål foster stronger collaboration among airlines, hotels, travel agents, tour operators, and other key segments?
A central pillar of the Shaping Tomorrow strategy is building stronger strategic alliances across all segments of the industry—airlines, hotels, travel agents, tour operators, and emerging platforms. These partnerships are not only about member value; they are about advocacy. Workforce shortages, sustainability challenges, and global disruptions require collective dialogue. Skål must continue to ensure it has a seat at the table, engaging openly with industry partners and peer organizations to address these shared challenges.
Fake reviews, AI-generated misinformation, and influencer fatigue are hurting credibility. Where does ethical travel media fit into the future, and how can Skål champion trustworthy communication?
Trust is one of the industry’s most valuable assets. Skål will continue to promote ethical communication by encouraging best practices, transparency, and responsible storytelling among its members. Through dialogue, education, and shared standards, Skål can help reinforce what is right for the industry —strengthening credibility and ensuring that authentic voices continue to guide travel decision-making.
As some countries are performing exceptionally well today in terms of membership engagement, innovation, and industry leadership, how can their success models be replicated worldwide?
The International Executive Board is currently reviewing best practices from high-performing clubs and countries. These insights are being distilled into adaptable frameworks that, with the support of our training structures, can be shared globally. At the same time, we must recognize that culture and local business practices matter. Best practices cannot simply be copied — they must be adapted thoughtfully. Our goal is to provide a strong foundation that clubs can tailor to their own environments.
How can vibrant, well-resourced Skål nations support emerging clubs or those struggling with membership growth and activity levels?
Support must be rooted in mentorship, knowledge-sharing, and collaboration. While cultural and business differences must be respected, core principles — such as engaging industry leaders, maintaining high standards, and offering relevant programming are universal. Success should not be measured by the number of members alone, but by the quality, engagement, and leadership of those members.
By the end of your presidency, what do you want the world to say Skål International has achieved under your leadership? And what role do you expect every nation to play in making that success possible?
I firmly believe that with teamwork, everything is possible. Skål now has a solid governance framework, and decisions are made collectively by dedicated leaders across the organization. As President, my role is to serve as a facilitator — much like a conductor of an orchestra — ensuring alignment, discipline, and harmony. I hope to be remembered as someone who helped reinforce the mindset that Skål must be managed with the professionalism of a global organization, always acting in the best long-term interest of the institution and its members.