Hospitality development track record — named projects, and the part Gabriel played in them.

A second home for a brand built on a single site — the work was to translate Mykonos into Bodrum without copying it. Gabriel led development across wellness, interiors, restaurant and bar, and villas, holding the design intent through procurement and construction while the commercial model stayed intact.

Material reuse was treated as a design discipline rather than a sustainability line item: 95% of construction materials were repurposed, which shaped sequencing, sourcing and the detailing conversations with each interiors team.

A resort delivered in a protected desert landscape using prefabricated modular rooms and Airstream units — a construction logic chosen so the site could be occupied lightly and the programme held tight.

Gabriel led the opening: readiness, staffing, systems and the operational detail that decides whether a fast build can actually run.

Built with lightweight canvas structures and sustainably sourced lumber by local Mayan artisan crews — a method that put the craft of the region into the fabric of the property rather than its decoration.

Opening work covered staffing, training and systems for a property whose character depends on the people running it.

Lightweight tented structures raised with local Bedouin artisan construction in the Agafay desert outside Marrakech. Remote logistics, a short build window, and an opening standard that had to hold from the first guest night.

A rollout measured in months, not years: five properties opened and stabilized across Central and South America in fourteen months, with roughly 40% Gross Operating Profit reached within the first month of operation.

The transition from pre-opening to regional operations meant the opening standard and the operating model were authored by the same hand — which is why the numbers held after launch.

Five years of full P&L ownership at an independent resort: total revenue up 14%, 34% year-over-year ADR growth, profitability improved to 35% GOP and 23% EBITDA, leading a team of more than 150.

The operating discipline behind the later development work was formed here — rate strategy, cost structure and service standards argued out on the floor.