‘Hospitality has seriously levelled up in recent years’ – db Group CEO Robert Debono

As the db Group continues to prioritise hospitality, its international expansion in London and the Middle East reflects a carefully planned growth strategy. Director and CEO Robert Debono shares how fiscal discipline, sustainable growth and bold international moves are shaping the group’s next chapter.

It’s been an impressive few years for db Group – from announcing major international expansion plans to posting a 15 per cent rise in EBITDA to €35.8 million and a turnover of €99.2 million for the year ending March 2025.

The group remains firmly on course, with the coming years set to continue reinforcing the fiscal discipline that has served the group so well, as well as broadening its international vision.

“Our core drivers as a group are our hospitality and property operations. In recent years, we strategically shifted focus to hospitality, both in Malta and abroad. We are always looking for new opportunities, wherever these may be,” Director and CEO Robert Debono says.

The group has recently opened the doors of its flagship contemporary Japanese dining experience in London’s prestigious Cavendish Square – having already found success for this homegrown brand in Valletta. In 2025, it also announced its entry into the Middle East with an ambitious project that will take the Hard Rock Hotel brand to Ras Al-Khaimah.

“The Maltese market will always have its limitations. Looking beyond the Grand Harbour, London was the first spot on our radar. It’s a fascinating place to seed and nurture a business, and in a sense a natural choice. At the same time, by opting for high-end dining in Cavendish Square, we’re acutely conscious that we are competing with the big global players in one of the most competitive food and beverage scenes in the world,” Robert states.

“With feet on the ground, we’re not interested in trophy assets. We won’t open a restaurant just to have a fancy London address. If successful, the venture will not only deliver a rapid return on investment but also position db Group among the industry’s leaders.” The CEO confirms that London is being approached as a platform for further international expansion. Meanwhile, the decision to enter the Middle East market had also been maturing for some time, encouraged by the region’s rapid development.

“Ras Al-Khaimah is going to become the first Emirate to operate a casino, which will also be the first in the Middle East. This is a game-changer for the region and is set to generate significant tourism growth. We were very attracted to this evolving market,” Robert continues.

This approach reflects the CEO’s style of leadership – steady, with a sharp eye on the bottom line. Since taking over five years ago, he has overseen a number of business developments. But what about his own personal development? “I’ve gained more confidence in this business leadership role. I learnt not to take things too personally and I’ve stopped second-guessing myself. That doesn’t mean I see myself as the be-all and end-all, or that I don’t consult, discuss and seek advice. Far from it. I just approach things more calmly and with greater focus,” he replies.

The decision to expand to London has been his most critical decision to date. “We were very mindful of how competitive it is. We are as much averse to failure as we are to vanity projects. We won’t open a restaurant just for the sake of it; each of our initiatives has to make money and pay for itself. Of course, we’re passionate about the process and the concept – but it has to work towards the bottom line.”

Robert also notes the operational lessons learnt in London. “We had to postpone the opening due to several delays, which is expected given such a project. Here in Malta we were used to working with the same trusted teams but in London there were suddenly many new faces around our table. We’ve realised that we cannot expect to operate the same way abroad as we do in Malta. That mindset is now guiding our approach in the Middle East as we assemble that team too.”

What comes next after the Middle East? “These projects are launch pads. We aim to further expand our restaurant and hospitality offering abroad soon. One successful project leads to another. We are now looking at other business opportunities in London and across the Emirates – maybe even further out in the Middle East, such as Saudi Arabia. There’s a lot of potential in those regions,” he elaborates.

Closer to home, he expects the Maltese market to become more competitive as the industry is poised to make the shift towards quality tourism. “I believe that the industry has seriously levelled up in recent years. Competition is rising at the upper end of the market, with huge investments in luxury hospitality matching the stated direction of the country. This is music to our ears. We are exploring more exclusive hospitality options, including Michelin-star-level offerings,” he states.

Is the country on track to achieve the quality tourism ambitions? The CEO acknowledges strong efforts made by Government entities, enhancing connectivity to attract high-value travellers. “The standard of accommodation has improved and, apart from our own, there are interesting projects in the pipeline. The food and beverage sector is also moving in that direction. The wider environment still needs work, but overall Malta is heading the right way,” he affirms.

One persistent challenge is finding the right talent. Malta, Robert says, has become expensive to relocate to, making it harder to attract top international professionals. “After all, it’s the people who make or break a business,” he stresses. “We’re competing globally and so it’s not just about being an employer of choice. It’s about convincing the right professionals to move to Malta and commit to their future here. As for local talent, the reality is that resources are limited.”

Digital transformation, including artificial intelligence (AI), is now embedded across db Group’s operations. It has invested heavily in cutting-edge tech. While acknowledging that there’s always a measure of resistance to change, Robert is adamant that innovation is the way forward.

“We are currently in the process of upgrading the finance, purchasing and admin system, with AI integrated into processes that were once manual. We also upgraded our property management system just a year ago and we’re already seeing the benefits. The new systems don’t just reduce payroll, but they also make jobs easier and encourage retention,” he states. From where Robert stands, the vision remains clear: sustainable growth while delivering the highest value in the hospitality sector.

“We will be focusing all of our time, energy and resources on upcoming projects. It’s important that everything remains profitable and well-managed, and we are very disciplined in this regard. The key is to maintain a healthy pace and strong cash flow.” Robert concludes with a message for the wider business community: do not fear competition. “Competition is what has helped us improve considerably as an industry and as a country. We should embrace the investment and innovation happening in Malta.”

This article is part of the serialisation of 50 interviews featured in MaltaCEOs 2026 – the sister brand to MaltaCEOs.mt and an annual high-end publication bringing together some of the country’s most influential business leaders.