A Company Conceived-The Reunion– In this installment, Yawa-Attah decided to resign from the Tourism Authority. Her employers tried to convince her to stay by assigning her to present her department’s achievements at a 5-day trade exhibition. During the event, her interactions with participants who came through her exhibition stand indirectly inspired her to plan her next steps. A key moment was meeting and reconnecting with her former boss and mentor, Mr. Aanani, who had progressed his career in Italy after leaving the Continental Hotel.
After discussing their shared ambitions, Yawa-Attah and Mr. Aanani decided to start a hotel management and consultancy company. As the partnership developed, Yawa-Attah’s husband, Kofi, felt excluded and questioned its nature, wishing to play a bigger role in her journey. He proposed a family-run restaurant that combined his culinary passion with her hospitality expertise, aiming to create a meaningful legacy.
Yawa-Attah doubted the seriousness of Kofi’s ambition for restaurant operations, creating tension between them as he pushed for the idea. To address this, Yawa-Attah reaffirmed her commitment to their marriage and supported his dream by refining his business plan and using her network. This demonstrated her dedication to his success without undermining her own goals. Reassured by her support and partnership with Mr. Aanani, Kofi ultimately abandoned the restaurant idea.
The Hotel Landscape
Before Ghana’s independence in 1957, commercial lodging was virtually nonexistent, with only a handful of hotels available to travelers. You wouldn’t think of booking a hotel when traveling—it was often about connections, or as we’d call it today, networking! It wasn’t unusual for a friend or family member to show up at your doorstep unannounced; mobile phones simply didn’t exist. And when luck ran out, travelers would seek refuge at police stations, in the homes of spiritual leaders, or even within chiefs’ palaces. Hospitality wasn’t just about providing a bed for the night; it was a shared, communal responsibility, not a business.
Independence brought change, ushering in a new vision for development. Rolling up its sleeves, Ghana embarked on building state-of-the-art lodging facilities to accommodate officials stationed in newly established regional administrative offices. By the time the dust settled, the nation proudly boasted seventeen state-owned hotels and catering guesthouses, marking the beginning of Ghana’s journey into modern hospitality.
By the late 1970s, the skyline of the hotel landscape was dotted with modest, locally-owned establishments, operated by personnel whose skills were yet to meet the sector’s growing demands. While the private sector played only a minor role, with corporate guesthouses catering exclusively to their officials and employees, these were the early steps toward building the hospitality industry you see today.
By the late 1980s and 1990s, Ghana was grappling with severe economic challenges. To secure much-needed financial aid, the government turned to privatization, passing the torch to private investors who were now seen as the ‘engine of growth.’ This shift ignited fresh interest in the hotel industry. Incentives were rolled out, and state-owned hotels and guesthouses across the regions were opened up for privatization.
Behind the scenes, though, the process was anything but straightforward. Every ‘Tom, Dick, and Harry’ investor sought to curry favor with ‘politicians’ to secure deals. Whether the right choices were made in selecting local investors is something only time—and posterity—can truly judge.
In regional capitals, a diverse array of new hotels emerged, driven by the efforts of local entrepreneurs. These establishments offered a range of accommodations, from affordable guesthouses to mid-range hotels, catering to varying traveler preferences. Despite the promising developments, the sector faced its fair share of challenges.
The opening of the Accra Novotel in 1988 became a symbol of progress, with its sleek design and international standards introducing a new level of sophistication to Ghana’s hotel industry. It quickly became a go-to destination, not only for business travelers drawn by its elegance but also for other Ghanaians who adventured there just to buy a drink and experience the novelty. In fact, tales began circulating of some proudly pasting their receipts on their car windshields—a unique way of showing off that they had been part of the Novotel experience!
It wasn’t long before the weight of economic challenges and the growing demands of a budding tourism industry began to press heavily on the hotel sector. Yet, in the midst of it all, Ghana’s hospitality industry found ways to endure, quietly building strength and resourcefulness. At the heart of this resilience were the quasi-government bodies running hotels, working hard to keep things afloat. Alongside them, a handful of determined private investors stepped in, drawn by the potential they saw in the sector. Together, these unlikely partners started laying the groundwork for what would eventually become the industry we know today—one step, one guest at a time.
It was in the midst of these activities that Yawa-Attah and Mr. Aanani, fueled by a shared vision for innovation, founded Hospitality Associates. Inspired by Yawa-Attah’s American education, the name ‘Hospitality’ brought a modern touch, though the term was unfamiliar and led to some amusing misunderstandings. Advertisements even sparked inquiries about hospital equipment, validating the Registrar General’s concerns about potential confusion. With youthful energy and fresh perspectives, the duo seized every opportunity in the hospitality industry—from managing corporate and private hotels to crafting operational concepts. They extended their expertise to pre-opening support for new hotels and provided solutions to distressed properties, boosting their performance.
Disclaimer: This story is a work of fiction. Any resemblance to real persons, living or dead, or actual events is purely coincidental.
