Bahrain Unshaken is a series of conversations with people living and working in Bahrain during the ongoing conflict in the region. A mixed bag of reflections, lessons, and messages of hope – the stories we share here highlight how life and circumstances changed for citizens and residents, business leaders, marketing professionals, creators, homemakers, and others. What connects them is that they are all still here, still showing up, and willing to talk honestly about what that looks like.
The aim is not to offer commentary or analysis; the series is trying to make space for real voices. To hear how people are coping, what trust and faith look like, what has changed in their daily lives, and what, if anything, has surprised them about themselves or the community around them during a period of uncertainty.
Sarah Al-Aswad manages public relations at Bonapal, the group behind several popular restaurants in Bahrain, including Haus. Her role, on a normal day, is about positioning a brand, shaping dining experiences, and thinking several moves ahead.
The past few weeks, however, have tasked her to do something different. To think shorter, act closer, and redefine what the guest experience means when everything around it changes overnight.
What comes through in her account is not a story of how a restaurant pivoted. It is a recalibration of what hospitality actually looks like when people need it most.
Finding your bearings in a new, rather anxiety-spiking situation is often the most important thing to do for yourself and the people who depend on you. It’s like what they say on flights: put on your own oxygen mask before helping those around you.
“In those first moments, it was important for me to make sure I was personally calm and grounded,” she says. “When you’re in the right headspace, you’re able to lead more effectively and support the people around you.“
From there, the focus moved outward. Teams across all outlets were contacted to make sure everyone was safe and reassured. Internally, creating a sense of calm became the immediate priority, not messaging or strategy.
She also reached out to clients she works with regularly. Not to talk business, but to listen.
“For me, hospitality goes beyond the restaurant,” she says. “It’s about genuine care and human connection, especially during uncertain times.“
The operational shift at Haus was quick. In the first few days, the team strengthened their delivery services so guests could continue to be looked after from home. The focus on the customer, Sarah says, never wavered. It just changed shape.
“Everything we do is centred around the guest, so even during uncertainty, that never shifted,” she says. “It was about making sure our customers still felt looked after, even from a distance.“
As things began to stabilise, the attention turned to readiness. Making sure the teams were aligned, confident, and prepared for the moment guests feel comfortable dining out again.
The conflict also made Sarah rethink some of her own professional habits. Long-term planning, the kind that usually drives a marketing calendar, was set aside in favour of being present and dealing with what was directly in front of her. Communication became more intentional, with regular check-ins across teams and clients to maintain clarity and consistency.
The guest experience itself was reconsidered, not just in terms of the food or the setting, but in terms of how safe and cared for someone feels from the moment they interact with the brand.
What surprised Sarah most was not how her own team responded. It was what happened across the wider hospitality industry.
“I personally received many messages and calls from other operators and management teams, checking in, sharing knowledge, and offering support,” she says. “It was a reminder that while we may represent different brands or venues, we’re all navigating the same situation together.“
Competitors became colleagues. People who would normally be focused on their own operations took the time to reach out, compare notes, and make sure the people around them were managing. Sarah describes it as a moment that reinforced something she already believed: that hospitality, at its core, is about people, and that belief becomes harder to ignore when everyone is going through the same thing at the same time.
Sarah’s approach to looking after herself during this period is practical: structure and routine. Consistent exercise, staying hydrated, eating well, even on the longest days. She describes it without fanfare – when there is uncertainty around you, having control over your own routine changes how you show up for everyone else.
Her message to the people of Bahrain is along the same lines. Stay grounded, support one another, and keep showing the unity that has defined the island throughout this period.
“From a hospitality perspective, we will continue doing what we do best,” she says. “Creating safe and welcoming spaces for people. At the end of the day, it’s about helping people feel comfortable, cared for, and at home.“
READ MORE IN THE SERIES: From Care Packages to Command Centres, How an Embassy Showed Up During the Conflict
READ MORE IN THE SERIES: Alba D’Souza on Navigating Uncertainty in a New Home
READ MORE IN THE SERIES: Zahra Ebrahim on Finding Purpose in the Face of Uncertainty
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