This year, AX Group recognised Josef Sant with the Chairman’s Senior Management Award at the Annual AX Awards Ceremony, a recognition of nearly 14 years of dedication, leadership and contribution within the hospitality sector. From joining AX Hotels without formal commercial experience to leading the Group’s commercial and distribution strategy across a diverse hotel portfolio, Josef’s journey has been shaped by adaptability, mentorship and a strong belief in long-term growth. Looking back on his career so far, he shares the experiences, lessons and leadership moments that have shaped both his professional journey and his approach to helping drive the business forward.

1. When you joined AX Hotels, what did you see that made you think, “there’s something here worth committing to”?

I joined AX Hotels nearly 14 years ago, starting my career in the commercial function at Seashells Resort, now AX ODYCY. At the time, both the property and the business were very different to what they are today. I was coming from a five star international brand and stepping into a commercial role without formal experience in that area. Even so, AX Hotels chose to invest in me, giving me the opportunity to step into a new discipline – something that made a strong impression on me from the outset.

What truly confirmed that AX was a company worth committing to came very early on. I was keen to learn and had thrown myself fully into the role. One evening, at around 7pm, I received a call from the General Manager, Joseph Vella, asking me to join him in his office. We spent the next few hours discussing revenue management strategy, financial performance and cost structures in real depth.

It was the first of many such conversations.

Walking out of that meeting, I was left in no doubt about the kind of company AX was. Its leadership was willing to invest time, share knowledge and actively develop people. That culture of mentorship, openness and long term thinking was decisive for me. It showed me that this was an organisation where growth – both professional and organisational – was genuinely supported, and one I could see myself committing to for the long term.

2. What was your first thought when you were first promoted to Head of Commercial & Distribution Strategy?

At the time, the promotion felt like a natural progression. I had already been working closely on the strategic side of revenue management, and alongside the sales function, so stepping into a broader commercial and distribution role felt like the right next step.

What shifted quite significantly, however, was the weight of accountability. The responsibility for the consistent delivery of rooms and package revenue across the portfolio became more centralised, which naturally brought a much greater sense of ownership. That is not to say that the role is carried alone, on the contrary, I have always had, and continue to have, a very strong support structure around me, from director leadership through to a highly capable team.

That said, it is a role that can, at times, feel inherently solitary. There are moments where, by the nature of the position, you are the first to identify emerging risks, shifting market dynamics, or potential performance challenges. Managing that awareness, while ensuring that teams remain focused, motivated and aligned, particularly when navigating more uncertain periods, is one of the more demanding aspects of the role. It requires a careful balance between realism and optimism, and a consistent approach to calm, steady leadership.

3. Looking back, what early experiences at AX shaped the way you approach your role today?

One of the most defining was transitioning relatively early in my career into a cluster role. This was a significant inflection point, one that accelerated my development, broadened my perspective, and challenged both my thinking and adaptability. From a commercial perspective, the transition required a fundamental shift in mindset. I moved from managing a large, single-property operation, a 400-room, four-star resort, to overseeing a more diverse portfolio, including our Sliema city hotels, the Valletta boutique properties, and ultimately the broader hotel portfolio. Each operated within distinct market segments, diverse competitive sets, and commercial dynamics, demanding a far more nuanced and flexible approach.

However, equally, and perhaps more importantly, the complexity extended beyond the business itself. Navigating different management styles, team cultures and operational priorities introduced a new layer of complexity. It was during this period that I developed a much deeper understanding of stakeholder management – learning how to build strong working relationships, align diverse teams and navigate organisational dynamics more effectively.

Balancing these dynamics has not always been easy but that early exposure proved most valuable. It reinforced the importance of adaptability, perspective, and alignment, particularly when driving performance across a diverse portfolio and working with different hotel teams. That experience continues to shape how I approach the role today – maintaining clarity of direction while staying responsive to the needs of each individual asset.

4. Was there a particular moment in your career when you stopped feeling like you were simply doing the job and realised you were helping grow the business?

I do not believe there was a single defining moment that marked that shift. From the outset, I approached the role with the mindset that going to work was about more than simply fulfilling a function. In the early years, my focus was on consistently delivering not just results, but the best possible standard of results. There was also a strong personal drive to contribute and help towards positioning AX Hotels as a leading player in the market, and that mindset has remained a constant throughout my journey. Yes, as responsibilities evolved and the scope of the role expanded, the impact of decisions became increasingly tangible and measurable across the business.

5. Over the years, what have you learnt about what really drives growth in a group like AX – beyond the obvious answers?

Ultimately, the foundation for sustained growth across the Group lies in the alignment of vision, values, people, structure and strategy.

Over the years, I have come to realise that growth in a group such as AX is driven by far more than commercial and operational levers alone. At its core, it begins with a clear and consistent vision, supported by strong company values. These provide direction, set expectations, and ensure that decisions are made with a long-term perspective rather than short-term gain.

Equally important is the strength of the corporate structure and, more specifically, the people within it. Sustainable growth is ultimately delivered through aligned teams who understand their role within the wider organisation and work collaboratively towards common objectives. The quality of communication, trust, and accountability across teams is often what differentiates performance over time.

Strategy, of course, remains a critical component, but its effectiveness is dependent on how well it is understood, implemented, and continuously challenged. In my experience, growth is achieved when strategy is not treated as a static exercise, but as an evolving framework that adapts to market conditions while remaining anchored in the organisation’s broader vision.

6. This award recognises senior management, but awards are never earned in isolation. Who or what has been most important in your journey to this point?

It is very difficult to attribute this to any one individual, as this has been a journey rather than a singular moment. This award is certainly not a solo achievement; rather, it reflects a collective journey in which I have been fortunate to work alongside some of the most capable individuals and brilliant minds in the industry.

At a leadership level, I have had the privilege of being exposed to a highly complementary dynamic, from a visionary Chairman, Angelo Xuereb, who consistently challenges the organisation to think ahead, and a structured, highly analytical CEO, Michael Warrington. Simply having the opportunity to work in close proximity to that calibre of thinking and leadership has been invaluable.

On a more direct level, reporting to the Director of Hospitality, Claire Xuereb has been a defining influence on my development. It is a leadership relationship built on trust and constructive challenge. She has consistently pushed me to think beyond the immediate, to question assumptions, and step outside my comfort zones, all of which have played an important role in driving both my professional growth and a more strategic mindset.

Equally, the guidance of Senior General Managers Joseph Vella and Kevin Callus who have acted as mentors at different stages of my career, has been instrumental in shaping both my professional judgement and approach to leadership.

My phenomenal team has been central to this journey. I have learned and continue to learn a great deal from them on a daily basis, often more than they may realise, and their commitment, professionalism and ownership are a fundamental part of any success attributed to me.

Finally, the opportunity to work with a diverse range of clients and partners has also contributed significantly. Exposure to different perspectives, expectations and challenges has continuously broadened my outlook and strengthened my ability to adapt within an evolving commercial environment.

7. What is one of the biggest lessons you’ve learned in leadership and decision-making over the course of your career?

From a business perspective, there is significant value in taking a measured approach – analysing situations thoroughly, understanding the implications, and making considered, well weighted decisions. At the same time, there are instances where conviction is required, and stepping beyond analysed risk can unlock greater outcomes. Developing the judgement to know when to be patient and when to act decisively is something that only comes with experience.

On a broader level, I have also come to appreciate that progression within an organisation is exactly that, a progression. It requires time, consistency and patience. The concept of a “corporate ladder” exists for a reason, progression is achieved step by step, through consistency and experience. In today’s fast-paced environment, where expectations for rapid growth are increasingly common, understanding the value of patience within that journey becomes critical.

That balance between ambition and patience has been one of the most important lessons. Understanding that growth – both personal and organisational – is built over time has fundamentally shaped how I approach decisions today.

Josef’s story is a testament to the culture of growth, trust and continuous development that defines AX Group. Through years of evolving responsibilities, strategic challenges and collaborative leadership, his journey highlights the value of patience, consistency and investing in people. As he continues to help shape the future of AX Hotels, his experience serves as both an inspiration and a reminder that long-term success is built through shared vision, strong relationships and a commitment to always moving forward. Congratulations to Josef on receiving the Chairman’s Senior Management Award, a well-deserved recognition of his dedication, leadership and contribution to the Group over the years.

AX Awards Spotlight: Josef Sant’s Senior Management Win