Munther Al Hendi Ternovskiy
Executive Director of Silk Road Samarkand Touristic Center
Executive Director of Silk Road Samarkand Touristic Center
Munther Al Hendi Ternovskiy
- Job title: Executive Director
- Name of hotel/company: Silk Road Samarkand Touristic Center
- Number of years in the industry: more than a decade
Throughout my career, I have gained extensive international experience across Europe, Africa, and Asia,
working in a wide range of hospitality environments, with a strong focus on 5-star and luxury hotels. I
have been involved in hotel openings, rebrandings and had operated under leading industry standards
such as The Leading Hotels of the World, Fine Hotels & Resorts, and LQA.
I have worked directly with major international hotel groups including Meliá Hotels International, Hilton,
InterContinental Hotels & Resorts, and Iberostar Hotels & Resorts, developing a strong understanding of
global hospitality standards and brand operations.
I studied Tourism and I hold two Master’s degrees: one in Hotel Management with a specialization in
Food & Beverage, and another in Sales, Marketing, and Revenue Management.
- Job title: Executive Director
- Name of hotel/company: Silk Road Samarkand Touristic Center
- Number of years in the industry: more than a decade
Throughout my career, I have gained extensive international experience across Europe, Africa, and Asia,
working in a wide range of hospitality environments, with a strong focus on 5-star and luxury hotels. I
have been involved in hotel openings, rebrandings and had operated under leading industry standards
such as The Leading Hotels of the World, Fine Hotels & Resorts, and LQA.
I have worked directly with major international hotel groups including Meliá Hotels International, Hilton,
InterContinental Hotels & Resorts, and Iberostar Hotels & Resorts, developing a strong understanding of
global hospitality standards and brand operations.
I studied Tourism and I hold two Master’s degrees: one in Hotel Management with a specialization in
Food & Beverage, and another in Sales, Marketing, and Revenue Management.
How did your career in the hotel industry begin, and what milestones were
pivotal in shaping you as a leader?
My career began while I was still a student, when I worked in hotels during the summer in order to gain
experience and contribute financially at home. My first position in a hotel was in the Entertainment
Department at Meliá Hotels International, the largest hotel group in Spain and among the top three in
Europe.
I started my career in the Canary Islands, Spain, where I was raised. Tourism is the main industry there,
representing approximately 40% of the regional GDP. To give you an idea, in 2025 these islands —
which represent around 1% of the territory of Uzbekistan — received more than 18 million tourists.
It is one of the leading tourism destinations in the EMEA region and an excellent place to build and
develop a career in the hospitality industry.
The key milestones that were decisive in shaping me as a leader were, first of all, working with true
leaders. The hospitality and tourism industry in Spain is very strong, and I was fortunate, even during my
university years, to be taught by professors who were internationally recognized experts in tourism, as
well as to work in companies where I had the opportunity to learn from top-level general managers.
In addition, a very important factor has been international experience and the ability to be exposed to
different ways of working, cultures, and languages. This is essential for progressing to higher levels in
terms of management and leadership.
pivotal in shaping you as a leader?
My career began while I was still a student, when I worked in hotels during the summer in order to gain
experience and contribute financially at home. My first position in a hotel was in the Entertainment
Department at Meliá Hotels International, the largest hotel group in Spain and among the top three in
Europe.
I started my career in the Canary Islands, Spain, where I was raised. Tourism is the main industry there,
representing approximately 40% of the regional GDP. To give you an idea, in 2025 these islands —
which represent around 1% of the territory of Uzbekistan — received more than 18 million tourists.
It is one of the leading tourism destinations in the EMEA region and an excellent place to build and
develop a career in the hospitality industry.
The key milestones that were decisive in shaping me as a leader were, first of all, working with true
leaders. The hospitality and tourism industry in Spain is very strong, and I was fortunate, even during my
university years, to be taught by professors who were internationally recognized experts in tourism, as
well as to work in companies where I had the opportunity to learn from top-level general managers.
In addition, a very important factor has been international experience and the ability to be exposed to
different ways of working, cultures, and languages. This is essential for progressing to higher levels in
terms of management and leadership.
What values underpin your management philosophy?
There are many, but to summarize, on the human level, I always say that humility and humanity are the
key to hospitality, and I try to apply this principle consistently.
It is important to understand that you are just one more member of the team, and that wearing a suit or
holding a higher level of responsibility does not make you better than anyone else. This is also what I
expect from my teams.
And on the more operational side, discipline, teamwork, and fairness are essential.
Working hard to achieve objectives, having clear goals to ensure a focused approach, is fundamental. I
always apply active listening, as two heads are always better than one, and I strongly believe in respecting
both internal and external rules in order to ensure positive business development and internal order.
There are many, but to summarize, on the human level, I always say that humility and humanity are the
key to hospitality, and I try to apply this principle consistently.
It is important to understand that you are just one more member of the team, and that wearing a suit or
holding a higher level of responsibility does not make you better than anyone else. This is also what I
expect from my teams.
And on the more operational side, discipline, teamwork, and fairness are essential.
Working hard to achieve objectives, having clear goals to ensure a focused approach, is fundamental. I
always apply active listening, as two heads are always better than one, and I strongly believe in respecting
both internal and external rules in order to ensure positive business development and internal order.
What was the most difficult professional challenge you had to overcome, and what lessons did you learn from it?
I cannot choose just one, as each experience teaches you something different.
Fortunately or unfortunately, I have gone through many challenging situations that have truly tested me: I
worked in Tunisia just after the terrorist attack in which tourists were killed on a beach; after that, tourism
dropped to zero and the destination had to be rebuilt from scratch. I have also been involved in the
opening of a hotel during the COVID-19 pandemic, dealt with cases of guest suicides, and experienced
periods of prolonged non-payment of staff salaries, among other challenges.
These have been very demanding situations, but what I have learned is that everything has a solution
except death. Remaining calm, never panicking, working as a team, and setting clear objectives are the
keys for overcoming any situation.
And for those who believe, like I do, first and foremost it is important to have faith and to place trust in
the help of Allah (God). That is the most important foundation of all.
What does the concept of “hospitality” mean to you personally?
I would summarize it as treating your clients as guests. There is a significant difference, and only true
hospitality can make it possible. This is closely related to people’s culture, and, to be honest, my own
understanding evolved when I arrived in Uzbekistan.
From the very first day I arrived in Uzbekistan and entered a small restaurant in Samarkand, the owners,
upon realizing I was a foreigner, treated me with great kindness and even invited me to some food for free
— something that is not commonly seen in a business. When I asked them why, they told me that I was a
mehmon, and that according their culture, they give the best to their guests.
In Uzbekistan, the level of importance and respect given to a guest is truly admirable. It is something that
makes a real difference.
How do you build and motivate your team under high pressure and constant change?
The first and most important thing is to build a set of conditions in which employees feel comfortable and
happy at work. Our goal in hospitality is to make guests happy, and if we are not happy ourselves, we
cannot make others happy.
That is why everything starts with creating a system in which employees are treated fairly. This means,
first, offering salaries that are aligned with their responsibilities and the market, as we must not forget that
people work for money. Second, providing employees with the necessary resources to perform their jobs
properly. Third, clearly explaining what is expected from them.
Once this foundation is in place, appreciation naturally follows, along with supporting them in developing
their careers.
Have there been decisions that seemed risky but ultimately yielded significant results?
Any decision has - what is known in economics - as an opportunity cost. You gain something but lose
other things, and vice versa. The most important thing is to have a clear objective and make decisions that
bring you closer to it.
For example, I made the decision to leave Europe and move to Uzbekistan three years ago. Many
people did not understand my decision at that time, but over time I have experienced situations and
opportunities here that you cannot find in more developed destinations, where the industry is already
largely consolidated and closed, unlike Uzbekistan, where it is still in full development.
What advice would you give to young professionals seeking to build a career in the hospitality industry?
Once again, it is about setting a clear objective and progressing step by step until you get it.
Today, competition is very high. Many people want to become hotel general managers, but there is only
one GM per hotel. Nowadays, almost everyone has a degree and speaks languages, so the key is to focus
on being different and standing out.
This comes from a strong foundation of hard skills, solid education, and languages, but above all,
developing soft skills. Attitude, people management ability, and conflict resolution, among others, are
what make the difference between someone who stands out and someone who is just average.
I would recommend doing internships or working abroad, and above all, being patient. The hospitality
industry is very deep and requires a global vision in order to sustain a long-term career.
It is like a tree with either deep and strong roots or weak and shallow ones: the first can withstand the
wind, while the second falls at the first strong impact.
I cannot choose just one, as each experience teaches you something different.
Fortunately or unfortunately, I have gone through many challenging situations that have truly tested me: I
worked in Tunisia just after the terrorist attack in which tourists were killed on a beach; after that, tourism
dropped to zero and the destination had to be rebuilt from scratch. I have also been involved in the
opening of a hotel during the COVID-19 pandemic, dealt with cases of guest suicides, and experienced
periods of prolonged non-payment of staff salaries, among other challenges.
These have been very demanding situations, but what I have learned is that everything has a solution
except death. Remaining calm, never panicking, working as a team, and setting clear objectives are the
keys for overcoming any situation.
And for those who believe, like I do, first and foremost it is important to have faith and to place trust in
the help of Allah (God). That is the most important foundation of all.
What does the concept of “hospitality” mean to you personally?
I would summarize it as treating your clients as guests. There is a significant difference, and only true
hospitality can make it possible. This is closely related to people’s culture, and, to be honest, my own
understanding evolved when I arrived in Uzbekistan.
From the very first day I arrived in Uzbekistan and entered a small restaurant in Samarkand, the owners,
upon realizing I was a foreigner, treated me with great kindness and even invited me to some food for free
— something that is not commonly seen in a business. When I asked them why, they told me that I was a
mehmon, and that according their culture, they give the best to their guests.
In Uzbekistan, the level of importance and respect given to a guest is truly admirable. It is something that
makes a real difference.
How do you build and motivate your team under high pressure and constant change?
The first and most important thing is to build a set of conditions in which employees feel comfortable and
happy at work. Our goal in hospitality is to make guests happy, and if we are not happy ourselves, we
cannot make others happy.
That is why everything starts with creating a system in which employees are treated fairly. This means,
first, offering salaries that are aligned with their responsibilities and the market, as we must not forget that
people work for money. Second, providing employees with the necessary resources to perform their jobs
properly. Third, clearly explaining what is expected from them.
Once this foundation is in place, appreciation naturally follows, along with supporting them in developing
their careers.
Have there been decisions that seemed risky but ultimately yielded significant results?
Any decision has - what is known in economics - as an opportunity cost. You gain something but lose
other things, and vice versa. The most important thing is to have a clear objective and make decisions that
bring you closer to it.
For example, I made the decision to leave Europe and move to Uzbekistan three years ago. Many
people did not understand my decision at that time, but over time I have experienced situations and
opportunities here that you cannot find in more developed destinations, where the industry is already
largely consolidated and closed, unlike Uzbekistan, where it is still in full development.
What advice would you give to young professionals seeking to build a career in the hospitality industry?
Once again, it is about setting a clear objective and progressing step by step until you get it.
Today, competition is very high. Many people want to become hotel general managers, but there is only
one GM per hotel. Nowadays, almost everyone has a degree and speaks languages, so the key is to focus
on being different and standing out.
This comes from a strong foundation of hard skills, solid education, and languages, but above all,
developing soft skills. Attitude, people management ability, and conflict resolution, among others, are
what make the difference between someone who stands out and someone who is just average.
I would recommend doing internships or working abroad, and above all, being patient. The hospitality
industry is very deep and requires a global vision in order to sustain a long-term career.
It is like a tree with either deep and strong roots or weak and shallow ones: the first can withstand the
wind, while the second falls at the first strong impact.