Ali Tolóikahn on Strategic Vision, Global Capital, and Why Relationships Matter Most

In the second edition of our Soren Hudson Conversation series, we sit down with Ali Tolóikahn, Managing Director of Soren Hudson International, to discuss his global background, how the firm is connecting East and West, and what it really takes to unlock off-market value in a rapidly evolving global landscape.

SHC:

Ali, your background spans investment, strategy, marketing, and development — from venture-backed tech to hospitality and private equity. What brought you to Soren Hudson International?

Ali Tolóikahn:

In some ways, I’ve always been drawn to projects that sit at the intersection of strategy, execution, and relationship-building. Over the past decade, I’ve worked across sectors — from founding ventures to scaling global partnerships — but what always energised me most was helping exceptional opportunities find the right capital and leadership to reach their potential.

Soren Hudson felt like a natural culmination of those threads. It’s not just a brokerage — it’s a firm with real conviction about how value is created, how relationships are nurtured, and how discretion and creativity can turn overlooked assets into legacy investments. That spoke to me.

SHC:

You’ve helped shape Soren Hudson’s approach to international capital and investor engagement. How do you think SHI is different?

Ali:

We’re not volume-driven and we’re not chasing headlines. We focus on fewer, higher-quality transactions and we go deep. What sets us apart is the way we pair investor intelligence with asset-level creativity. Whether it’s rebranding a golf resort, unlocking value through phased development, or repositioning a heritage asset for new markets, we think several steps ahead and we do it quietly.

A big part of our edge is also our global network. Having worked with family offices, institutional funds, and UHNWIs from London to Geneva to Riyadh, I’ve seen first-hand how important trust, transparency, and cultural fluency are in closing complex deals. That’s where I focus a lot of my time building and curating the investor relationships that really move the needle.

SHC:

You’ve spoken in the past about the “emotional logic” of investment — what do you mean by that?

Ali:

There’s a common misconception that all investment is rational and purely numbers-driven. But in the kind of acquisitions we focus on — legacy assets, leisure resorts, iconic locations — emotion plays a huge role. For many of our clients, these aren’t just transactions, they’re statements. They want pride, impact, story.

Understanding that emotional logic — what drives someone to buy a coastal estate in Greece or reposition a golf resort in Scotland — is essential to crafting deals that stick. It’s also why we spend so much time listening before we pitch anything. People don’t just invest in assets — they invest in outcomes that matter to them.

SHC:

Looking ahead, what are some key trends you’re watching?

Ali:

A few stand out. First, the return of private capital, especially Gulf-based and family office capital, to core European and UK markets, but with more scrutiny and strategic intent. These investors aren’t just looking for trophy assets, they want sustainable long-term value with a lifestyle edge.

Second, the growing appetite for operational transformation. Many of the best opportunities now lie in repositioning, taking a tired asset and applying branding, planning and modern hospitality principles to unlock real upside.

And finally, the shift in how sellers engage. We’re seeing more off-market opportunities surface, but they need the right partner. One who understands how to preserve anonymity, manage narrative and deliver results without disrupting operations.

SHC:

And finally, what’s your personal philosophy when it comes to building trust in this space?

Ali:

Be direct, be diligent and always follow through. This business moves at the speed of trust and trust is built in small moments. A timely call. An honest appraisal. Protecting someone’s confidentiality when no one’s watching.

Ultimately, my approach is simple: be useful, be strategic and build long-term. That’s what we’re doing at Soren Hudson International: not just building a firm but a reputation.