We sat down with Alison Rehill-Erguven to understand what it means to run Saudi Arabia's largest mall portfolio at a moment of genuine transformation. As CEO of Cenomi Centers, she oversees a network of shopping malls and mixed-use retail destinations that are increasingly expected to do far more than retail. Rehill-Erguven shares her perspective on curating for a new generation of Saudi consumers, the evolving logic of tenant mix, and why the destinations that endure will be those that feel both global in standards and unmistakably local in character.
Your focus spans growth, innovation, and inclusion — all aligned with Vision 2030. What does that look like in practice?
It shows up in the everyday decisions that shape how people actually use these destinations: how we curate, how we design spaces that are welcoming and relevant, and how we build teams and operating models that reflect the communities we serve.
Vision 2030 is Saudi Arabia’s national transformation agenda — diversifying the economy beyond oil and elevating the quality of life through investment in culture, tourism, entertainment, and jobs.
In practice, that means the standard isn’t simply ‘more brands.’ It’s better experiences, stronger reasons to return, and consistency across the portfolio, so our centres become true community anchors that support that broader shift.
What’s the biggest shift you’ve seen in what Saudi consumers now expect from malls?
The shift is from ‘shopping trip’ to ‘time well spent.’
People — and especially women, who are amongst the most influential and discerning customers in the market — want destinations that feel alive: places to meet friends, spend time with family, discover something new, and access services that make life easier.
That changes everything, from the retail mix to programming and experiences, and how you manage flow, comfort, and convenience. The expectation now is a seamless, enjoyable day out, not just a set of stores.
What does that mean for tenant mix — luxury, premium, F&B, wellness, entertainment?
Mix has become much more dynamic.
You’re constantly calibrating: which categories need more space, which need reinvention, and where experiences can increase dwell time and cross-traffic.
The goal is an ecosystem. When the destination is compelling, brands perform better; when the offer is curated, the destination gets stronger.
How do you think about malls as part of the tourism itinerary, including domestic travel?
The ‘destination weekend’ mindset is real.
Malls can be part of how people plan their time, especially when they combine strong F&B, entertainment, and experiences that feel specific to the place. The opportunity is to build assets people choose, not ones they default to.
What does good digital integration look like for a mall operator today?
Digital shouldn’t be a layer on top — it should inform decisions across operations, marketing, and partnerships.
The baseline is visibility and responsiveness: understanding patterns, improving the customer journey, and enabling better outcomes for tenants. The strongest platforms will use data to get sharper over time.
With rising operational costs, what levers actually move the needle without compromising experience?
Disciplined capex, smarter phasing, and operational efficiency — energy, maintenance, workforce models — while protecting the parts of the experience that customers notice most.
You can’t ‘value engineer’ your way to relevance. The objective is resilience without lowering standards.
What should global brands understand about entering Saudi Arabia? And how can landlords actively de-risk market entry?
Brands need to respect the nuances of local expectations — from service to assortment to activation — and the market's pace of change.
Landlords can help by being true partners: sharing insights, enabling the right adjacencies, supporting operational readiness, and co-investing in what drives traffic and conversion. Pick the right partner.
What are you most excited about right now?
I’m excited about how quickly the market is maturing, and the opportunity to build destinations that are globally benchmarked but unmistakably local.
Cenomi’s pioneering collaboration with Westfield signals real ambition around how these places feel, perform, and keep evolving. That’s what makes this moment so compelling.
ABOUT ALISON REHILL-ERGUVEN
Alison Rehill-Erguven is the Chief Executive Officer of Cenomi Centers, Saudi Arabia’s leading owner and operator of shopping malls and mixed-use retail destinations. In this role, she leads the company’s strategy across growth, innovation, and portfolio development, with a focus on elevating consumer experience and advancing Cenomi’s position as a platform for culture, leisure, and community. She has spearheaded the company’s collaboration with global retail real estate firm Westfield.
Rehill-Erguven brings over 25 years of experience in the shopping mall and real estate industries, spanning markets across Asia, Europe, Latin America, and the United States. She has managed joint ventures, assets, and diverse teams across these regions, establishing a track record in emerging markets and complex operational environments.
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