Listening to his success story is truly inspiring, but working with him is an unforgettable, eye-opening experience. I've had the privilege of interviewing him twice before working for him during two summers, where I learned invaluable lessons. I witnessed his dedication firsthand—how he reached out to travelers even while half a world away and held meaningful conversations that made their journeys memorable.
Jalsa's legacy extends beyond luxury travel, sustainability, and community development; it lies in the people he mentored and inspired. In Mongolia, anyone venturing into tourism looks to his journey and advancement as a model for success and leadership. His relentless pursuit of innovation and management style has set the standard in the industry—a benchmark for others to learn from.
This interview is dedicated to future leaders in tourism, offering insights into his approach to management and valuable brand-building. I am confident this conversation will leave a lasting impact.
Jalsa Urubshurow
Nomadic Expeditions
Founder & CEO
www.nomadicexpeditions.com
Flora; We often discuss sustainability and green tourism in Mongolia, yet tangible actions seem limited. Globally, it appears that many regions are already implementing effective sustainable tourism practices. What do you think is driving this disparity, and how can Mongolia catch up with global progress?"
Jalsa; Every country has its own level of commitment, but I believe it's ultimately up to private businesses to decide how far they want to take it. Sustainability can be profitable. There are costs involved, but it's worthwhile. For example, using solar energy instead of relying on the regular power grid can be cheaper once you amortize the initial investment. In Mongolia, I think there's progress — more use of solar power, for instance. However, large-scale governmental programs are still developing, like advanced recycling. Even
in the US, many communities that collect recycling still don't actually recycle those materials, which shows there's a lot of "fake" commitment or greenwashing happening.
Mongolia is growing in its sustainability efforts, but there's still a long way to go. For instance, even the hotel we're in right now has a lot of single-use plastic, which is one of the biggest issues globally, especially in the oceans.
Flora; What should be the top priority for Mongolia's tourism policy, considering limited resources, climate initiatives, and sustainable tourism?
Jalsa; Since the number of tourists is relatively low annually, the priority might not necessarily be on sustainable tourism initiatives alone. "I think, to be honest, of course, we’d love to see tourism and sustainability being embraced in Mongolia.
Mongolia faces unique challenges, especially when it comes to domestic airline travel and establishing regular flight schedules, which are crucial if we want to grow tourism sustainably. Sustainable operation guidelines exist, sure, but sustainability is really about more than that for Mongolia. It’s about supporting the local community, ensuring jobs go to local residents instead of foreign companies coming in and running the show. Foreign investment, when handled thoughtfully, can be a good thing, but they need to be sensitive to what sustainability truly means here. For instance, hiring and management should happen locally. Even in our US office, we’re run by Mongolian citizens—100% Mongolian in Mongolia. I’m really proud of that because too often, expats come in and take up managerial roles, leaving locals without those growth opportunities.
Visitors come to witness the nomadic way of life, but it’s at risk, especially with severe droughts and the effects of climate change
In Mongolia, the nomadic lifestyle historically had minimal environmental impact. This way of life, harmonizing with nature, is at risk today due to limited resources like clean water and grasslands for animals. Things like grazing and range management are real issues, especially with the pasture lands and steppe. With no land ownership here, goat herds have grown tremendously because of cashmere prices, and that’s something that needs attention. It’s not just a tourism problem; it's a bigger issue the government could focus on to protect these lands. It ultimately affects the tourist experience too.
Visitors come to witness the nomadic way of life, but it’s at risk, especially with severe droughts and the effects of climate change. Mongolia is feeling the global impact of climate change, and although its emissions are significantly lower than larger countries—like the US, China, and now India, which are major polluters—there are still significant environmental priorities beyond tourism that need addressing.
Flora; You interact with many tourism experts, policymakers, and business leaders globally. Are the initiatives you've mentioned inspired by ideas gathered from these interactions? Is this the kind of practical, business-oriented approach that they envision for sustainable tourism?
Jalsa; Obviously, at my age—I'm turning 70 soon—I’ve been in business a long time, primarily in construction. We just opened a new office building for our tourism operations and construction
company right in Cranbury, New Jersey, just outside of Princeton. This building likely qualifies for LEED standards, though we didn’t go through the formal certification process. For us, it’s about knowing how we built it and following the right standards. We have a little over 200 high-wattage solar panels on the roof that generate all of our electricity. It’s something we were able to accomplish in New Jersey, which, if possible here, makes me think we should definitely be able to do it in Mongolia, right?
My commitment to conservation has been a lifelong priority. I see it in so many places where it’s being applied thoughtfully. In the Caribbean, for instance, more and more resorts and lodges are tapping into the abundant sunshine they have year-round. Mongolia, with around 280 sunny days a year, is also an ideal location for solar energy.
That said, there are some straightforward steps tourism camps can take to be more sustainable: eliminating single-use plastics, providing filtered water and reusable bottles, and getting rid of plastic straws. For us, though, we're well ahead on these fronts. Conservation has been a core part of what we do, and we’ve long supported programs for wildlife and reforestation. This year, we’re fully committed to going 100% solar-powered.
This winter, we’re also preparing to winterize our Three Camel Lodge.
While we’ll still have the grid as a backup, solar will be our main source. We’ve always relied on solar lighting—probably 90-95% of our lights have been solar since we started, and now we're aiming to expand that to all power needs. We’re currently working with engineers and reviewing proposals to make this happen within the next year. This winter, we’re also preparing to winterize our Three Camel Lodge. We’re digging our pipes below two meters and insulating our water sources, aiming to keep the lodge open through winter. The Gobi Desert is truly beautiful in the colder months, so we’re excited to make it a year-round experience.
Flora; Do you serve as a board member of the Sustainable Tourism Council? What is your role there?"
Jalsa; Regarding my role in sustainable tourism, I'm a member of the Virtuoso Sustainable Tourism Council, which is led by Jessica and Matthew Upchurch. Virtuoso is a large luxury travel organization that gathers top advisors, tour operators, and property owners who are committed to sustainability, wildlife protection, and community benefits. I’m privileged to be part of this council, where we exchange ideas about best practices.
I also serve on the board of two conservation organizations: the Captain Planet Foundation, founded by Ted Turner and his daughter Laura Seydel, and the Peregrine Fund, which saved the peregrine falcon from extinction. Members of its board and supporters have come to visit Mongolia.
And yeah, I think being pro-sustainable often means spending more, whether it’s us as operators or travelers themselves. When people spend more, they expect more, and sustainability is increasingly part of those expectations. But I’m still amazed by the number of hotels, like in the Caribbean, that spend thousands cleaning up plastic but don’t invest in preventing it from ending up in the ocean in the first place. Awareness is key, and organizations
like Virtuoso help a lot with that. It’s becoming more and more of an expectation that we operate in a sustainable way from the beginning. We spend more to be sustainable
We are working closely with Dr. Nyambayar Batbayar of Mongolia’s WSCC (Wildlife Science and Conservation Center of Mongolia) and the Kazakh Falconry Association, a non-profit organization in Ulgii, to support the sustainable continuation of the eagle falconry tradition. After the passing of some of my original co-founders of the Golden Eagle Festival, it became clear that the festival’s previous organization up until 2020 didn’t fully align with our vision for cultural preservation and community benefit. For years, the old non-profit lacked sufficient accountability and transparency.
The newly established Kazakh Falconry Association, which our company helped co-found in 2020, is now making strong progress. It is led by a board that includes wildlife scientists, local tour operators, and representatives from local government and non-governmental organizations, with Atay Ayatkhaan as chair. This more representative and inclusive structure, with eagle hunters from almost all soums in Bayan-Ölgii, aims to strengthen the tradition while also promoting conservation goals. Nomadic Expeditions has also facilitated the involvement of renowned conservationists like Chris Rainier and Olivia McKendrick, founders of the Cultural Sanctuaries Foundation, to help establish the first-ever Eagle Hunter Cultural Center in Ulgii. This center will act as a knowledge hub and meeting place for Kazakh eagle hunters in the region.
With the festival now organized under a transparent board and financial accounting system, the mission of the Golden Eagle Festival will be further strengthened.
Flora; As the Golden Eagle Festival marks its 25th year, can you tell us more about its origins and the role of the Kazakh Falconry Association today? How did your vision for the festival evolve over the years, and what challenges have you faced in preserving this unique tradition?"
Jalsa; In 2000, we started the Golden Eagle Festival, and this year marks its 25th anniversary. However, the festival is now under entirely new management by the Kazakh Falconry Association, which has a much more diverse and locally governed board. I currently serve as an honorary board member because I believe the festival should be managed by the local community. We continue to support its operations through philanthropic contributions and by bringing clients, but this was not always the case. In the early years—about the first five to seven years—we didn't bring clients at all.
There's often debate about the origins of the festival, with some people claiming I started it purely for tourism. That wasn't the reason at all. In fact, there are two contradictory narratives out there: when people want to take credit, they claim that I didn't start it; but when they want to criticize me, they argue that I started it solely for tourism purposes. They need to make up their minds—either I started it or I didn't. The reality is that I co-founded the festival and came up with the idea, which many people recognize today.
The motivation was never about tourism; it was about preserving a disappearing cultural tradition. This eagle hunting tradition had been completely abolished in Kazakhstan but managed to survive in Mongolia, specifically in the Bayan-Ölgii region, where about 90% of the population is Kazakh. The Kazakh eagle hunters there were able to keep practicing because they flew under the radar and escaped persecution. So, in many ways, Mongolia helped save this tradition for the world.
This cultural revival wasn't about making money from tourists; it was about giving eagle hunters a platform to celebrate and maintain their heritage. The fact that this tradition was preserved in Mongolia, while it was disappearing elsewhere, is a testament to the resilience of these Kazakh communities. And I’m proud that we’ve been able to help showcase and protect this beautiful cultural practice. The world has Mongolia to thank for saving this tradition, and I’m glad we’ve played a role in that effort.
Flora: "What are the main shifts in global tourism from both a business and policy perspective, especially after COVID-19?"
Jalsa: "COVID-19 was devastating to the tourism industry worldwide, and it really highlighted just how vital tourism is. People often discuss tourism's carbon footprint, especially the fossil fuels burned in air travel, and focus on the negative environmental impacts. But when travel stopped, especially in places like Africa—Botswana, East Africa, and many others—the effects were profound. Millions of people globally, over 10.3% of the world’s population, are involved in hospitality in some form. When international travel stopped, income for countless families disappeared. In some areas, this led to increased wildlife poaching and a growing risk for endangered species, as people turned to survival options that harm the environment. Without tourism income, communities had to turn to other industries, which can be much less eco-friendly. For example, in Mongolia, people may shift toward mining, and in some countries, people resort to poaching.
"Post-COVID, we’ve learned a lot. The fear of future pandemics is real, and we also see the effects of global warming more clearly. Fires, droughts, and extreme weather events are increasing. Even Mongolia had a harsh winter, with droughts, animal deaths, and a very hot summer. Recently, the Gobi Desert experienced its first rainfall in months—torrential and causing flash floods. These climate changes are undeniable, and people are becoming more aware of their environmental impact. I believe we all have a responsibility to protect our planet—our oceans, air, wildlife, and cultural traditions.
COVID also shifted my perspective on a personal level—I think everyone became more health-conscious. But beyond that, our goals for sustainability have strengthened.
Flora: "What shifts have you noticed in travelers' mindsets over the past five years, especially as we've resumed travel post-COVID? How have their priorities or preferences changed?"
Jalsa: We’ve had to work harder to attract clients and present Mongolia in a compelling way. Mongolia is becoming recognized worldwide as an 'oasis of democracy,' which is a unique position and brings a lot of positive attention. The recent visit from the king and queen of Bhutan—a country with similar Buddhist roots and a similar geographical position, bordered by two large nations—has also highlighted the cultural and historical parallels between our countries. This connection, including our shared genetic ties, keeps Mongolia in the minds of many people around the world. I think it’s an excellent time for Mongolia to capitalize on this visibility, but our global image will always be affected by the political climate in our neighboring countries.
Access to Mongolia can still be a challenge, though. We have flight routes through Tokyo, Istanbul, and Korea, and we’ve been waiting for direct flights from North America to Mongolia for a long time. I hear they’re coming soon, and it’s definitely something to look forward to.
On the sustainability front, people today are more aware and interested in the environmental and ethical practices of travel. It’s an exciting time to be in tourism, as travelers look for meaningful experiences that align with their values."
Flora; You've mentioned shifts in traveler behavior and the challenges of running a sustainable tourism operation. What changes have you noticed in the expectations of younger travelers, and how has Mongolia adapted to meet those demands, particularly in terms of sustainability and infrastructure?
Jalsa; The younger generation, you know, Gen Z and Millennials, they're really driving a lot of these changes. You see grandchildren now planning trips for their grandparents, and they're much more environmentally conscious. When they see a company making a genuine commitment to sustainability, it matters to them—maybe even more than it does to their grandparents. In general, the world is becoming more conscious of these issues.
For us, we focus on the higher end of the market because, honestly, those clients are well-traveled and more receptive to cultural experiences, which suits Mongolia well. When someone’s been all over the world, they know what to expect, and Mongolia—being a wild country with a short season and far from major markets like North America—attracts a special kind of traveler. We’re not the kind of place you come to for theme parks; it's adventure travel, and our clients understand that.
If we had more domestic flights, we could see a lot more tourists without needing to build highways or massive infrastructure. When I built Three Camel Lodge, there were only two other lodges in the Gobi, and now there are around 30. I hope they're embracing environmental standards—some are, some aren't. You have to let people know what you're doing; our sustainability policies are on our website.
Flora; Do you think the Ministry's current efforts—like increasing advertisements, articles, and videos—to promote Mongolia's branding are effective, and what improvements would you suggest?
Jalsa;The Ministry of Culture and Tourism is now combined with Sports and Youth, while the Ministry of Environment remains separate. I think this is a positive step, as there should be a strong dialogue between the Ministry of Environment and the Ministry of Culture and Tourism. Environmental conditions impact tourism, so coordination between these areas is essential.
I remember when they organized the ASEM meeting. Just the year before, they promoted Mongolia at ITB as the host nation, but then they made a major misstep by reserving all the hotel rooms for government officials during Naadam week—the very week when Mongolian tour operators don’t actually need government promotion. During Naadam, we need assistance with accessing tickets for the opening ceremonies, not help promoting it. They spent millions of euros as the host nation and then reserved all the hotel rooms, effectively blocking tour operators.
It would’ve made more sense to schedule an international summit on a different week, and perhaps arrange a special Naadam experience for visiting dignitaries instead of limiting access for our VIP clients and partners. That year, tour operators couldn’t get rooms for their guests, which is exactly what we want to avoid during Naadam. It seems they’ve learned from that experience, and promotion timing is improving. We still face the usual challenges during Naadam, but at least now we’re not competing with the government for hotel rooms.
Flora; Do you see any changes in your management style if you compare it to your starting year of around 1990? I remember when I was much younger. I think I met you about 15 years ago, right? Back then, given the situation, you were in dire need to micromanage and teach everyone step by step. I was one of them. How is it now? Are you delegating more these days? Mongolians are more skilled now and striving to be better, right?"
Jalsa; Yeah, our first expedition was in 1992, but I really started in 1990 when the government (the nation’s first democratically elected Prime Minister, His Excellency Dash Byambasuren, recruited him to advise on expanding accessibility to Western travelers) asked me to promote travel. It took years to get people to come in an organized way. So, we created Nomadic Expeditions, and yeah, everything was new back then.
Absolutely, there have been big changes for the better. The managers we have now are incredible. And the style has definitely changed. I delegate a lot more now. The team is skilled and capable, which makes all the difference. We've created executive leadership groups, and they have weekly meetings, even daily ones. Every one of our organizations—the tourism company, the lodge, our tour operator—has these daily huddles. It’s like a quick meeting where everyone talks about their priorities, stocks, and what they need to get done. It's just brief, but it makes a difference beyond our regular business meetings, you know, where we tackle all the other stuff.
We’ve accomplished some incredible logistical feats at Nomadic Expeditions. Last year, for instance, we organized a unique trip for a visitor, setting up a dozen one-night camps complete with luxury en-suite showers. To make this 5,000-kilometer off-road journey across Mongolia happen, we hired over 400 people and coordinated with multiple teams over the span of 30 days. The visitor even brought antique vehicles, including 1929 Bentleys, to drive across the country. All the logistics, from camp setup to providing luxury vehicles, were handled by Mongolians. In total, we had over 450 people involved in managing camps, some of which were used for only a single night. Pulling off something of this scale requires delegating authority and trusting in strong management. Our team has grown tremendously, and while we’ve had challenges in the past—like minor issues due to less oversight or errors by some team members—we’ve learned from these experiences. Today, I’m confident we have the best team we’ve ever had
Our general management at the lodge is excellent. Undraa, our president, oversees operations in both the US and Mongolia without micromanaging. She’s built a capable team that includes talented managers here in Mongolia and an in-country director who has really risen to the occasion.
Flora; Do you think your management style has influenced those who've worked with you? Many people stayed with you, while some left to start their own ventures. I've noticed a quality that seems to unite the Nomadic Expedition current and former members. From your perspective, what do you think you impart to them as a manager and leader?
Jalsa; "I think there's a great sense of team here, and it's like a family that we've created. I don’t believe in a nepotistic approach where the business is just handed down to the family. That’s not what we do.
Everyone here has an opportunity. Undraa isn't a family member, neither is We—they’re shareholders, and they will continue to be. It’s about growing the business, and if you don’t grow it, you’re just dividing the pie into smaller slices. The key is to make the pie bigger so you can share more. The team has had the room to grow, and they’ve done just that. Recovery from COVID was a huge challenge, but we kept the team intact with very little turnover in management.
In the past, we had some attrition, and some of it was conspiratorial—people leaving and taking things with them. But that’s not how our people operate now. We have to provide a future for them, opportunities for growth. That’s where I think I’ve played a role. We’ve done it in the US and here too, using the same model. This isn’t an overnight story; it’s a journey of over 30 years. We've been in tourism longer than most companies in Mongolia. Not many of those we started with are still around—they’ve disappeared or changed. But there are some great companies here in Mongolia now, trying to grow like us, and I think we're a good model for them.
Three Camel Lodge, for instance, has been a model for many others. We’ve had visits from lodge builders wanting to tour our place and get ideas. I think we’ve helped raise the level of service, the overall experience, and even the room rates for other lodges. So, yeah, I think we’ve played our part.
Flora; How do you recognize talent and retain them on your team?
Jalsa; As for talent, yeah, finding good people is always a challenge. We started the first private guide training program in Mongolia back in the early 90s, and we still run it. We use the Academy of Sciences and train guides both academically and in the field. We’ve made a lot of progress, but we can only train so many people each year. If our guides don’t work for us, they’re still contributing to Mongolia’s tourism industry, which is great. There's a shortage of young English-speaking scientists because, honestly, being a guide is more profitable for them.
At the lodge, we typically have 42–43 full-time staff during the peak summer season and around 30 full-time employees year-round, even after the tourism season ends. Many of our lodge staff are students who return each year, and some even come back after they graduate, which has been great for continuity and growth.
We’ve built new staff quarters and a big staff dining center—much bigger than the old one. We also expanded the laundry area and moved our offices, plus we’ve got a workshop for handicrafts where we make organic soap. The staff quarters have doubled in size, and the new dining room is twice as big, with its own kitchen. Taking care of our staff is just as important as taking care of our clients. It’s all come a long way, and we’re not done yet. We’ve got more projects coming—solar, winterization, and growing organic vegetables year-round in a winter greenhouse. So, lots of good things are happening.
Flora; What aspect of tourism brings you the most joy? Is there a particular moment or experience that truly makes it all worthwhile for you?
Jalsa; I think it's about sharing—sharing Mongolia with everyone and seeing our clients genuinely happy. That makes me very happy. When I see clients who could go anywhere in the world, especially those high-end clients with the time and disposable income to choose any destination, and they pick us, it feels like a real accomplishment. When they tell us it was a fantastic trip and that they loved Mongolia, I feel like we’ve fulfilled our mission. That’s what it’s all about—turning our guests into ambassadors for Mongolia.
Flora; A last question—I’ve noticed how deeply connected you are with your travelers, both now and for the future. You engage directly with your guests, even from afar. How important is this direct connection to you, and what else do you do to ensure exceptional customer care?
Jalsa; I truly enjoy meeting our clients, and I think it’s an absolute must. In any business, you should be close to your clients—that’s how you get the best insight into their expectations and what you’re delivering to them. If you're afraid to meet your clients, that’s not good—it probably means you’ve got something to hide. But if you can learn from them, that’s where the real value is. Running the lodge is a major challenge, especially since we’re a luxury lodge—the highest service level in the country, I'd say. What do you think? You’ve been to many places. Are there any that do it better than Three Camel Lodge?"
Flora; Currently, there are a couple, I dare to say but five years ago, no. You were definitely at the top
Jalsa: "Exactly! So, we’re still right there, and providing five-star service in the countryside is no small feat. We’re different because we’re far from the capital, and the resources available are much more limited out here. Our team does a tremendous job under those conditions.
When it comes to seeing clients and staying connected, that’s essential. I think our staff really understand this. Look at guiding as an example—a guide’s job is to get to know their clients, to understand their curiosity, and meet their needs. We were the first to create private guide training for our team, and Three Camel Lodge was the first luxury lodge in Mongolia. There are other luxury lodges now, but I still think we have a unique niche—we’re committed to authenticity, cultural heritage, and historical accuracy. Even our architecture reflects that commitment. Some places modernize for low maintenance, but we stick with the high-maintenance, organic approach. For example, we use hand-quarried stone for our showers. We want to be authentic, and that’s what sets us apart.
Tourism is becoming even bigger these days, with $40 to $50 billion a year, and being part of it feels more significant than ever. We're also always trying to improve—like rebuilding our spa, making our own soap, supporting local handicrafts, and doing our best, but we're limited by what's available locally. Sometimes we have to transport recyclables to the province center or even to Ulaanbaatar, which makes it challenging.
Newly built Rashaan Spa, under the main lodge building, now offers cupping, acupuncture, and traditional Mongolian massage. It's all about creating an experience that leaves a lasting impression. It keeps improving. You saw the new spa last year, right? Now we have stables so the horses can socialize, and we've expanded our kennel program for the Mongolian Bankhar Dog Project to raise Bankhar puppies in the back of our lodge and we're working to expand that to benefit local herders.
Thank you for sharing the latest trends, insights from travel experts, and your invaluable experiences. Your achievements and contributions to Mongolia are truly inspiring
Listening to his success story is truly inspiring, but working with him is an unforgettable, eye-opening experience. I've had the privilege of interviewing him twice before working for him during two summers, where I learned invaluable lessons. I witnessed his dedication firsthand—how he reached out to travelers even while half a world away and held meaningful conversations that made their journeys memorable.
Jalsa's legacy extends beyond luxury travel, sustainability, and community development; it lies in the people he mentored and inspired. In Mongolia, anyone venturing into tourism looks to his journey and advancement as a model for success and leadership. His relentless pursuit of innovation and management style has set the standard in the industry—a benchmark for others to learn from.
This interview is dedicated to future leaders in tourism, offering insights into his approach to management and valuable brand-building. I am confident this conversation will leave a lasting impact.
Jalsa Urubshurow
Nomadic Expeditions
Founder & CEO
www.nomadicexpeditions.com
Flora; We often discuss sustainability and green tourism in Mongolia, yet tangible actions seem limited. Globally, it appears that many regions are already implementing effective sustainable tourism practices. What do you think is driving this disparity, and how can Mongolia catch up with global progress?"
Jalsa; Every country has its own level of commitment, but I believe it's ultimately up to private businesses to decide how far they want to take it. Sustainability can be profitable. There are costs involved, but it's worthwhile. For example, using solar energy instead of relying on the regular power grid can be cheaper once you amortize the initial investment. In Mongolia, I think there's progress — more use of solar power, for instance. However, large-scale governmental programs are still developing, like advanced recycling. Even
in the US, many communities that collect recycling still don't actually recycle those materials, which shows there's a lot of "fake" commitment or greenwashing happening.
Mongolia is growing in its sustainability efforts, but there's still a long way to go. For instance, even the hotel we're in right now has a lot of single-use plastic, which is one of the biggest issues globally, especially in the oceans.
Flora; What should be the top priority for Mongolia's tourism policy, considering limited resources, climate initiatives, and sustainable tourism?
Jalsa; Since the number of tourists is relatively low annually, the priority might not necessarily be on sustainable tourism initiatives alone. "I think, to be honest, of course, we’d love to see tourism and sustainability being embraced in Mongolia.
Mongolia faces unique challenges, especially when it comes to domestic airline travel and establishing regular flight schedules, which are crucial if we want to grow tourism sustainably. Sustainable operation guidelines exist, sure, but sustainability is really about more than that for Mongolia. It’s about supporting the local community, ensuring jobs go to local residents instead of foreign companies coming in and running the show. Foreign investment, when handled thoughtfully, can be a good thing, but they need to be sensitive to what sustainability truly means here. For instance, hiring and management should happen locally. Even in our US office, we’re run by Mongolian citizens—100% Mongolian in Mongolia. I’m really proud of that because too often, expats come in and take up managerial roles, leaving locals without those growth opportunities.
Visitors come to witness the nomadic way of life, but it’s at risk, especially with severe droughts and the effects of climate change
In Mongolia, the nomadic lifestyle historically had minimal environmental impact. This way of life, harmonizing with nature, is at risk today due to limited resources like clean water and grasslands for animals. Things like grazing and range management are real issues, especially with the pasture lands and steppe. With no land ownership here, goat herds have grown tremendously because of cashmere prices, and that’s something that needs attention. It’s not just a tourism problem; it's a bigger issue the government could focus on to protect these lands. It ultimately affects the tourist experience too.
Visitors come to witness the nomadic way of life, but it’s at risk, especially with severe droughts and the effects of climate change. Mongolia is feeling the global impact of climate change, and although its emissions are significantly lower than larger countries—like the US, China, and now India, which are major polluters—there are still significant environmental priorities beyond tourism that need addressing.
Flora; You interact with many tourism experts, policymakers, and business leaders globally. Are the initiatives you've mentioned inspired by ideas gathered from these interactions? Is this the kind of practical, business-oriented approach that they envision for sustainable tourism?
Jalsa; Obviously, at my age—I'm turning 70 soon—I’ve been in business a long time, primarily in construction. We just opened a new office building for our tourism operations and construction
company right in Cranbury, New Jersey, just outside of Princeton. This building likely qualifies for LEED standards, though we didn’t go through the formal certification process. For us, it’s about knowing how we built it and following the right standards. We have a little over 200 high-wattage solar panels on the roof that generate all of our electricity. It’s something we were able to accomplish in New Jersey, which, if possible here, makes me think we should definitely be able to do it in Mongolia, right?
My commitment to conservation has been a lifelong priority. I see it in so many places where it’s being applied thoughtfully. In the Caribbean, for instance, more and more resorts and lodges are tapping into the abundant sunshine they have year-round. Mongolia, with around 280 sunny days a year, is also an ideal location for solar energy.
That said, there are some straightforward steps tourism camps can take to be more sustainable: eliminating single-use plastics, providing filtered water and reusable bottles, and getting rid of plastic straws. For us, though, we're well ahead on these fronts. Conservation has been a core part of what we do, and we’ve long supported programs for wildlife and reforestation. This year, we’re fully committed to going 100% solar-powered.
This winter, we’re also preparing to winterize our Three Camel Lodge.
While we’ll still have the grid as a backup, solar will be our main source. We’ve always relied on solar lighting—probably 90-95% of our lights have been solar since we started, and now we're aiming to expand that to all power needs. We’re currently working with engineers and reviewing proposals to make this happen within the next year. This winter, we’re also preparing to winterize our Three Camel Lodge. We’re digging our pipes below two meters and insulating our water sources, aiming to keep the lodge open through winter. The Gobi Desert is truly beautiful in the colder months, so we’re excited to make it a year-round experience.
Flora; Do you serve as a board member of the Sustainable Tourism Council? What is your role there?"
Jalsa; Regarding my role in sustainable tourism, I'm a member of the Virtuoso Sustainable Tourism Council, which is led by Jessica and Matthew Upchurch. Virtuoso is a large luxury travel organization that gathers top advisors, tour operators, and property owners who are committed to sustainability, wildlife protection, and community benefits. I’m privileged to be part of this council, where we exchange ideas about best practices.
I also serve on the board of two conservation organizations: the Captain Planet Foundation, founded by Ted Turner and his daughter Laura Seydel, and the Peregrine Fund, which saved the peregrine falcon from extinction. Members of its board and supporters have come to visit Mongolia.
And yeah, I think being pro-sustainable often means spending more, whether it’s us as operators or travelers themselves. When people spend more, they expect more, and sustainability is increasingly part of those expectations. But I’m still amazed by the number of hotels, like in the Caribbean, that spend thousands cleaning up plastic but don’t invest in preventing it from ending up in the ocean in the first place. Awareness is key, and organizations
like Virtuoso help a lot with that. It’s becoming more and more of an expectation that we operate in a sustainable way from the beginning. We spend more to be sustainable
We are working closely with Dr. Nyambayar Batbayar of Mongolia’s WSCC (Wildlife Science and Conservation Center of Mongolia) and the Kazakh Falconry Association, a non-profit organization in Ulgii, to support the sustainable continuation of the eagle falconry tradition. After the passing of some of my original co-founders of the Golden Eagle Festival, it became clear that the festival’s previous organization up until 2020 didn’t fully align with our vision for cultural preservation and community benefit. For years, the old non-profit lacked sufficient accountability and transparency.
The newly established Kazakh Falconry Association, which our company helped co-found in 2020, is now making strong progress. It is led by a board that includes wildlife scientists, local tour operators, and representatives from local government and non-governmental organizations, with Atay Ayatkhaan as chair. This more representative and inclusive structure, with eagle hunters from almost all soums in Bayan-Ölgii, aims to strengthen the tradition while also promoting conservation goals. Nomadic Expeditions has also facilitated the involvement of renowned conservationists like Chris Rainier and Olivia McKendrick, founders of the Cultural Sanctuaries Foundation, to help establish the first-ever Eagle Hunter Cultural Center in Ulgii. This center will act as a knowledge hub and meeting place for Kazakh eagle hunters in the region.
With the festival now organized under a transparent board and financial accounting system, the mission of the Golden Eagle Festival will be further strengthened.
Flora; As the Golden Eagle Festival marks its 25th year, can you tell us more about its origins and the role of the Kazakh Falconry Association today? How did your vision for the festival evolve over the years, and what challenges have you faced in preserving this unique tradition?"
Jalsa; In 2000, we started the Golden Eagle Festival, and this year marks its 25th anniversary. However, the festival is now under entirely new management by the Kazakh Falconry Association, which has a much more diverse and locally governed board. I currently serve as an honorary board member because I believe the festival should be managed by the local community. We continue to support its operations through philanthropic contributions and by bringing clients, but this was not always the case. In the early years—about the first five to seven years—we didn't bring clients at all.
There's often debate about the origins of the festival, with some people claiming I started it purely for tourism. That wasn't the reason at all. In fact, there are two contradictory narratives out there: when people want to take credit, they claim that I didn't start it; but when they want to criticize me, they argue that I started it solely for tourism purposes. They need to make up their minds—either I started it or I didn't. The reality is that I co-founded the festival and came up with the idea, which many people recognize today.
The motivation was never about tourism; it was about preserving a disappearing cultural tradition. This eagle hunting tradition had been completely abolished in Kazakhstan but managed to survive in Mongolia, specifically in the Bayan-Ölgii region, where about 90% of the population is Kazakh. The Kazakh eagle hunters there were able to keep practicing because they flew under the radar and escaped persecution. So, in many ways, Mongolia helped save this tradition for the world.
This cultural revival wasn't about making money from tourists; it was about giving eagle hunters a platform to celebrate and maintain their heritage. The fact that this tradition was preserved in Mongolia, while it was disappearing elsewhere, is a testament to the resilience of these Kazakh communities. And I’m proud that we’ve been able to help showcase and protect this beautiful cultural practice. The world has Mongolia to thank for saving this tradition, and I’m glad we’ve played a role in that effort.
Flora: "What are the main shifts in global tourism from both a business and policy perspective, especially after COVID-19?"
Jalsa: "COVID-19 was devastating to the tourism industry worldwide, and it really highlighted just how vital tourism is. People often discuss tourism's carbon footprint, especially the fossil fuels burned in air travel, and focus on the negative environmental impacts. But when travel stopped, especially in places like Africa—Botswana, East Africa, and many others—the effects were profound. Millions of people globally, over 10.3% of the world’s population, are involved in hospitality in some form. When international travel stopped, income for countless families disappeared. In some areas, this led to increased wildlife poaching and a growing risk for endangered species, as people turned to survival options that harm the environment. Without tourism income, communities had to turn to other industries, which can be much less eco-friendly. For example, in Mongolia, people may shift toward mining, and in some countries, people resort to poaching.
"Post-COVID, we’ve learned a lot. The fear of future pandemics is real, and we also see the effects of global warming more clearly. Fires, droughts, and extreme weather events are increasing. Even Mongolia had a harsh winter, with droughts, animal deaths, and a very hot summer. Recently, the Gobi Desert experienced its first rainfall in months—torrential and causing flash floods. These climate changes are undeniable, and people are becoming more aware of their environmental impact. I believe we all have a responsibility to protect our planet—our oceans, air, wildlife, and cultural traditions.
COVID also shifted my perspective on a personal level—I think everyone became more health-conscious. But beyond that, our goals for sustainability have strengthened.
Flora: "What shifts have you noticed in travelers' mindsets over the past five years, especially as we've resumed travel post-COVID? How have their priorities or preferences changed?"
Jalsa: We’ve had to work harder to attract clients and present Mongolia in a compelling way. Mongolia is becoming recognized worldwide as an 'oasis of democracy,' which is a unique position and brings a lot of positive attention. The recent visit from the king and queen of Bhutan—a country with similar Buddhist roots and a similar geographical position, bordered by two large nations—has also highlighted the cultural and historical parallels between our countries. This connection, including our shared genetic ties, keeps Mongolia in the minds of many people around the world. I think it’s an excellent time for Mongolia to capitalize on this visibility, but our global image will always be affected by the political climate in our neighboring countries.
Access to Mongolia can still be a challenge, though. We have flight routes through Tokyo, Istanbul, and Korea, and we’ve been waiting for direct flights from North America to Mongolia for a long time. I hear they’re coming soon, and it’s definitely something to look forward to.
On the sustainability front, people today are more aware and interested in the environmental and ethical practices of travel. It’s an exciting time to be in tourism, as travelers look for meaningful experiences that align with their values."
Flora; You've mentioned shifts in traveler behavior and the challenges of running a sustainable tourism operation. What changes have you noticed in the expectations of younger travelers, and how has Mongolia adapted to meet those demands, particularly in terms of sustainability and infrastructure?
Jalsa; The younger generation, you know, Gen Z and Millennials, they're really driving a lot of these changes. You see grandchildren now planning trips for their grandparents, and they're much more environmentally conscious. When they see a company making a genuine commitment to sustainability, it matters to them—maybe even more than it does to their grandparents. In general, the world is becoming more conscious of these issues.
For us, we focus on the higher end of the market because, honestly, those clients are well-traveled and more receptive to cultural experiences, which suits Mongolia well. When someone’s been all over the world, they know what to expect, and Mongolia—being a wild country with a short season and far from major markets like North America—attracts a special kind of traveler. We’re not the kind of place you come to for theme parks; it's adventure travel, and our clients understand that.
If we had more domestic flights, we could see a lot more tourists without needing to build highways or massive infrastructure. When I built Three Camel Lodge, there were only two other lodges in the Gobi, and now there are around 30. I hope they're embracing environmental standards—some are, some aren't. You have to let people know what you're doing; our sustainability policies are on our website.
Flora; Do you think the Ministry's current efforts—like increasing advertisements, articles, and videos—to promote Mongolia's branding are effective, and what improvements would you suggest?
Jalsa;The Ministry of Culture and Tourism is now combined with Sports and Youth, while the Ministry of Environment remains separate. I think this is a positive step, as there should be a strong dialogue between the Ministry of Environment and the Ministry of Culture and Tourism. Environmental conditions impact tourism, so coordination between these areas is essential.
I remember when they organized the ASEM meeting. Just the year before, they promoted Mongolia at ITB as the host nation, but then they made a major misstep by reserving all the hotel rooms for government officials during Naadam week—the very week when Mongolian tour operators don’t actually need government promotion. During Naadam, we need assistance with accessing tickets for the opening ceremonies, not help promoting it. They spent millions of euros as the host nation and then reserved all the hotel rooms, effectively blocking tour operators.
It would’ve made more sense to schedule an international summit on a different week, and perhaps arrange a special Naadam experience for visiting dignitaries instead of limiting access for our VIP clients and partners. That year, tour operators couldn’t get rooms for their guests, which is exactly what we want to avoid during Naadam. It seems they’ve learned from that experience, and promotion timing is improving. We still face the usual challenges during Naadam, but at least now we’re not competing with the government for hotel rooms.
Flora; Do you see any changes in your management style if you compare it to your starting year of around 1990? I remember when I was much younger. I think I met you about 15 years ago, right? Back then, given the situation, you were in dire need to micromanage and teach everyone step by step. I was one of them. How is it now? Are you delegating more these days? Mongolians are more skilled now and striving to be better, right?"
Jalsa; Yeah, our first expedition was in 1992, but I really started in 1990 when the government (the nation’s first democratically elected Prime Minister, His Excellency Dash Byambasuren, recruited him to advise on expanding accessibility to Western travelers) asked me to promote travel. It took years to get people to come in an organized way. So, we created Nomadic Expeditions, and yeah, everything was new back then.
Absolutely, there have been big changes for the better. The managers we have now are incredible. And the style has definitely changed. I delegate a lot more now. The team is skilled and capable, which makes all the difference. We've created executive leadership groups, and they have weekly meetings, even daily ones. Every one of our organizations—the tourism company, the lodge, our tour operator—has these daily huddles. It’s like a quick meeting where everyone talks about their priorities, stocks, and what they need to get done. It's just brief, but it makes a difference beyond our regular business meetings, you know, where we tackle all the other stuff.
We’ve accomplished some incredible logistical feats at Nomadic Expeditions. Last year, for instance, we organized a unique trip for a visitor, setting up a dozen one-night camps complete with luxury en-suite showers. To make this 5,000-kilometer off-road journey across Mongolia happen, we hired over 400 people and coordinated with multiple teams over the span of 30 days. The visitor even brought antique vehicles, including 1929 Bentleys, to drive across the country. All the logistics, from camp setup to providing luxury vehicles, were handled by Mongolians. In total, we had over 450 people involved in managing camps, some of which were used for only a single night. Pulling off something of this scale requires delegating authority and trusting in strong management. Our team has grown tremendously, and while we’ve had challenges in the past—like minor issues due to less oversight or errors by some team members—we’ve learned from these experiences. Today, I’m confident we have the best team we’ve ever had
Our general management at the lodge is excellent. Undraa, our president, oversees operations in both the US and Mongolia without micromanaging. She’s built a capable team that includes talented managers here in Mongolia and an in-country director who has really risen to the occasion.
Flora; Do you think your management style has influenced those who've worked with you? Many people stayed with you, while some left to start their own ventures. I've noticed a quality that seems to unite the Nomadic Expedition current and former members. From your perspective, what do you think you impart to them as a manager and leader?
Jalsa; "I think there's a great sense of team here, and it's like a family that we've created. I don’t believe in a nepotistic approach where the business is just handed down to the family. That’s not what we do.
Everyone here has an opportunity. Undraa isn't a family member, neither is We—they’re shareholders, and they will continue to be. It’s about growing the business, and if you don’t grow it, you’re just dividing the pie into smaller slices. The key is to make the pie bigger so you can share more. The team has had the room to grow, and they’ve done just that. Recovery from COVID was a huge challenge, but we kept the team intact with very little turnover in management.
In the past, we had some attrition, and some of it was conspiratorial—people leaving and taking things with them. But that’s not how our people operate now. We have to provide a future for them, opportunities for growth. That’s where I think I’ve played a role. We’ve done it in the US and here too, using the same model. This isn’t an overnight story; it’s a journey of over 30 years. We've been in tourism longer than most companies in Mongolia. Not many of those we started with are still around—they’ve disappeared or changed. But there are some great companies here in Mongolia now, trying to grow like us, and I think we're a good model for them.
Three Camel Lodge, for instance, has been a model for many others. We’ve had visits from lodge builders wanting to tour our place and get ideas. I think we’ve helped raise the level of service, the overall experience, and even the room rates for other lodges. So, yeah, I think we’ve played our part.
Flora; How do you recognize talent and retain them on your team?
Jalsa; As for talent, yeah, finding good people is always a challenge. We started the first private guide training program in Mongolia back in the early 90s, and we still run it. We use the Academy of Sciences and train guides both academically and in the field. We’ve made a lot of progress, but we can only train so many people each year. If our guides don’t work for us, they’re still contributing to Mongolia’s tourism industry, which is great. There's a shortage of young English-speaking scientists because, honestly, being a guide is more profitable for them.
At the lodge, we typically have 42–43 full-time staff during the peak summer season and around 30 full-time employees year-round, even after the tourism season ends. Many of our lodge staff are students who return each year, and some even come back after they graduate, which has been great for continuity and growth.
We’ve built new staff quarters and a big staff dining center—much bigger than the old one. We also expanded the laundry area and moved our offices, plus we’ve got a workshop for handicrafts where we make organic soap. The staff quarters have doubled in size, and the new dining room is twice as big, with its own kitchen. Taking care of our staff is just as important as taking care of our clients. It’s all come a long way, and we’re not done yet. We’ve got more projects coming—solar, winterization, and growing organic vegetables year-round in a winter greenhouse. So, lots of good things are happening.
Flora; What aspect of tourism brings you the most joy? Is there a particular moment or experience that truly makes it all worthwhile for you?
Jalsa; I think it's about sharing—sharing Mongolia with everyone and seeing our clients genuinely happy. That makes me very happy. When I see clients who could go anywhere in the world, especially those high-end clients with the time and disposable income to choose any destination, and they pick us, it feels like a real accomplishment. When they tell us it was a fantastic trip and that they loved Mongolia, I feel like we’ve fulfilled our mission. That’s what it’s all about—turning our guests into ambassadors for Mongolia.
Flora; A last question—I’ve noticed how deeply connected you are with your travelers, both now and for the future. You engage directly with your guests, even from afar. How important is this direct connection to you, and what else do you do to ensure exceptional customer care?
Jalsa; I truly enjoy meeting our clients, and I think it’s an absolute must. In any business, you should be close to your clients—that’s how you get the best insight into their expectations and what you’re delivering to them. If you're afraid to meet your clients, that’s not good—it probably means you’ve got something to hide. But if you can learn from them, that’s where the real value is. Running the lodge is a major challenge, especially since we’re a luxury lodge—the highest service level in the country, I'd say. What do you think? You’ve been to many places. Are there any that do it better than Three Camel Lodge?"
Flora; Currently, there are a couple, I dare to say but five years ago, no. You were definitely at the top
Jalsa: "Exactly! So, we’re still right there, and providing five-star service in the countryside is no small feat. We’re different because we’re far from the capital, and the resources available are much more limited out here. Our team does a tremendous job under those conditions.
When it comes to seeing clients and staying connected, that’s essential. I think our staff really understand this. Look at guiding as an example—a guide’s job is to get to know their clients, to understand their curiosity, and meet their needs. We were the first to create private guide training for our team, and Three Camel Lodge was the first luxury lodge in Mongolia. There are other luxury lodges now, but I still think we have a unique niche—we’re committed to authenticity, cultural heritage, and historical accuracy. Even our architecture reflects that commitment. Some places modernize for low maintenance, but we stick with the high-maintenance, organic approach. For example, we use hand-quarried stone for our showers. We want to be authentic, and that’s what sets us apart.
Tourism is becoming even bigger these days, with $40 to $50 billion a year, and being part of it feels more significant than ever. We're also always trying to improve—like rebuilding our spa, making our own soap, supporting local handicrafts, and doing our best, but we're limited by what's available locally. Sometimes we have to transport recyclables to the province center or even to Ulaanbaatar, which makes it challenging.
Newly built Rashaan Spa, under the main lodge building, now offers cupping, acupuncture, and traditional Mongolian massage. It's all about creating an experience that leaves a lasting impression. It keeps improving. You saw the new spa last year, right? Now we have stables so the horses can socialize, and we've expanded our kennel program for the Mongolian Bankhar Dog Project to raise Bankhar puppies in the back of our lodge and we're working to expand that to benefit local herders.
Thank you for sharing the latest trends, insights from travel experts, and your invaluable experiences. Your achievements and contributions to Mongolia are truly inspiring