jordan pulse -

Dr Nidal Al Majali

The position of Director of the Jordan Tourism Board is considered one of the most critical and sensitive public posts with economic and sovereign dimensions. It is the only Jordanian body responsible for marketing the Kingdom abroad and building its image in global markets. The danger of this position is amplified today as tourism activity is clearly returning and a new tourism season is approaching, at a moment when the state needs present, professional leadership rather than temporary management or silent vacancy.

The primary responsibility of the board’s director does not begin with an advertising campaign, but with managing an internal system that requires structural recalibration before any external move. The board operates at the intersection of governmental, private and community interests, and any flaw in governance or lack of clarity in roles will be directly reflected in external performance, regardless of how favourable conditions may be.

Today, conditions are indeed favourable: Jordan’s participation in the World Cup brings significant international exposure; the operation of a new civil airport opens unprecedented access channels; and the approaching end of the Petra Region Authority board’s term necessitates repositioning the Kingdom’s most important tourism destination.

At the same time, the scale of challenges is no less than the scale of opportunities. The budget available to the board is lower than in previous years, which requires a director with a high ability to maximise impact, build partnerships and invest every dinar intelligently. From this perspective, tourism is not a profession but a system, and it cannot be led except by a figure who combines real experience in Jordanian civil society institutions, the private sector and the public sector, across more than one field, in addition to being a name that carries weight by mere mention—ensuring domestic acceptance before international credibility, so that support is built on substance rather than proximity or personal connections.

The real concern lies not only in the complexity of the phase, but in the delay in appointing a new director for the board, despite a considerable period having passed since the previous director’s tenure ended. This delay comes at a time that does not tolerate vacancy, as countries compete to reclaim their share of global tourism.

What offers reassurance is the presence of a tourism minister who is managing this phase with distinction despite the challenges and who understands the sensitivity and importance of the matter. The delay may be intended to ensure the quality of the final outcome, whether through a new system or new leadership. All that is hoped is that whoever comes next will have deserved this delay.