Introduction: As the travel hospitality industry continues to evolve, Areas is entering a new phase of international growth.
Following the integration of Travel Hospitality Services (THS) in the USA and the recent expansion into the UK (through the acquisition of The Restaurant Group’s Concessions division), the company is strengthening its global position through a strategy focused on proprietary brands, operational excellence, digital innovation and customer experience.
As Chief Strategy & Development Officer, Patricio Ramos is helping shape Areas’ long-term growth and key strategic projects under one shared ambition: building the future of travel hospitality.
The Moodie Davitt Report: Areas is entering a new phase of international growth. What is the ambition behind it?
Patricio Ramos: The integration of THS in the USA and our expansion into the UK are important milestones, but growth for us is about much more than entering new markets.
We evolved from an international company operating across multiple countries into a truly global organisation – one that can leverage its scale, capabilities and knowledge while remaining deeply connected to each local market.
Our ambition is not simply to be bigger. It is to build a stronger company and create greater value for travellers, landlords and partners wherever we operate.
Proprietary brands have become an important part of Areas’ strategy. Why?
Travellers increasingly expect quality, convenience and speed, but also authenticity, choice and experiences relevant to where they are.
Travel is also highly contextual. What someone needs at seven in the morning before a business flight can be completely different from what a family wants before going on holiday.
Hence a balanced portfolio is a clear competitive advantage. Global brands provide recognition, local champions create a sense of place, and our proprietary concepts allow us to create something genuinely differentiated for a particular traveller, location and occasion.
With proprietary brands, we can shape the entire proposition – from product and concept to design and customer experience. This allows us to innovate faster and create long-term value for our partners.
How important are food and product to that differentiation?
You can have the best technology, location and design, but ultimately, we are a food company. If the product is not outstanding, nothing else matters.
That is why we continue investing in best-in-class culinary teams and connecting them with marketing, procurement and operations to combine authenticity, quality and innovation.
We are very proud that our culinary community was recently recognised at the 2026 FAB Awards with the FAB Superstars Award – Star Team Europe (Back of House). It is a great example of what happens when talented people across our markets share knowledge and learn from one another.
What role will data and AI play in the next phase of Areas’ transformation?
We do not see AI as a technology project. We see it as a business capability.
AI and advanced analytics are already helping us understand customer behaviour hidden in transactional data, improve demand forecasting, optimise menus and make faster, better informed decisions.
One particularly important area is customer feedback. AI allows us to analyse feedback across multiple channels in real time, identify patterns and quickly turn those insights into action.
However, the objective is not to replace human judgement. It is to give our people better insights, so they can make more accurate and faster decisions and spend more time delivering a great customer experience.
What does success look like for Areas over the next few years?
Success will not simply be measured by how many locations we operate or countries we enter. It will be measured by the value we create for travellers, landlords, our people and our shareholders.
In that sense, our ambition is to become the benchmark for travel hospitality by combining outstanding food, differentiated brands, operational excellence, digital capabilities and exceptional people.
We want to be the partner of choice for landlords, a company travellers trust and an organisation where talented people want to build their careers.
Being best in class is not about being the biggest. It is about setting the standards that others aspire to follow. ✈
This Partner Content was first published in The Moodie Davitt Magazine, September/October 2026. Click here for access.
