Introduction:

Alumni of IHM Pusa, a hotelier with 35+ years of experience in Hotel Operations, Hotel Development, Sales & Marketing, Franchise Development, Brand Expansion, Operational Training, Feasibility Studies, Club Development & Operations, Projects, and Real Estate. I have held the position of Country Head ( India and parts of South Asia) for Best Western International, the World's Largest Hotel Chain in the mid-market segment. I have lead Choice Hotels International, the largest US Hotel Chain, in India as GM (Franchise & Operations). Have also been involved in establishing City Clubs of DLF and IREO from the concept stage till commissioning.

Editor: Tell us about your journey. How did it all start?

Graduated from Institute of Hotel Management, Pusa, New Delhi, as Topper of 1984 Batch. Started my professional journey as Management Trainee with ITDC, erstwhile the largest hotel chain in the country. Worked through the ranks, picking up the nuances of operations and working in the chain hotels at Udaipur, Aurangabad, Agra, and Delhi for about 8 years. In 1992, went to Bhutan to work as GM of Olathang Resort, the largest and high-end resort of Bhutan. 

Then I got the opportunity to represent two of the world’s largest hotel chains in the Midmarket segment viz: Choice Hotels International and Best Western Hotels International, as GM Franchise and Operations, for India and parts of South Asia.

After that, I joined DLF, as Head of Development of their JV with Hilton International with the mandate to build and operate the Hilton Brand of Hotels across India. In 2009, after the global real estate meltdown, DLF pulled out of the JV. This gave me the chance to enter a new asset class i.e. City Clubs. DLF City Club phases III and V were developed and commissioned by me and my team.

Thereafter, I joined IREO, as Vice President Hospitality. My first assignment was to establish high-end Condominium Clubs. Five such clubs were developed in Gurgaon. The second assignment was, to asset manage the Grand Hyatt Hotel and Ascott serviced Apartments in Gurgaon.

To sum up my career of 36 years: 12 years (1/3rd) of hardcore operations. Another 12 years (1/3rd) in Franchising of Hotels in Mid-market segment, in operational training, sales and marketing, and consultancy services and remaining 12 years (1/3rd) in developing and running High-end Clubs 

Editor: What do you think it takes to succeed in this industry?

Well, in order to succeed in this industry one has to have these two traits: Discipline and Specialisation. 

Very often I see people ending up as average performers because they cannot stick to the core values of “Service Culture”.

In today’s times, new asset classes are being developed and nurtured, therefore, it becomes imperative to specialize and bring unique value propositions to such assets and make them efficient and viable.

Editor: What are the attributes you look for while selecting or hiring? If someone wants to work with you, what should they do?

For hiring at the entry-level:  I would like to look at attitude, more than the aptitude in the candidate. Because it is easier to train aptitude than attitude.

For hiring at mid-level: I would give 50:50 weightage to both attitude and aptitude.

For hiring at the senior level:  I would like to judge the candidate’s ability and willingness to unlearn things and learn new things.

Editor: What advice would you give to a young, aspiring hotelier for their internship?

Two things:

1. Integrity

2. Always Stay Hungry to know and learn more

Editor: What are some of the trends you see impacting the hospitality industry?

Looking at the current situation:

Short Terms Trends:

1. Hotels adjusting their services to the new normal. Absolute focus on hygiene, sanitization, and safety. Cutting downs on the frills and being more practical.

2. Expect a shorter duration of stays both in the business as well as the leisure category.

3. Hotels and resorts tweaking their product offerings to suit the emerging trend of the Work from Anywhere concept.

Long Term Trends:

Hotels/resorts will be developed as Urban Resorts: Located, preferably on the periphery /outskirts of the large cities or industrial towns. Such properties will offer an interesting mix of both business hotels as well as resort services.

The fractional ownership model will also get more traction.

Editor: Two things you would like to change in the industry.

1. There are still quite a few surprises for the fresh graduates of IHMs when they join the industry and actually start working. The hotel management curriculum needs to keep pace with the developments and trends of the industry.

2. The industry is expanding. Innovations are happening. New asset classes such as HOMESTAYS and CO- LIVING are gaining popularity, and rightly so. But unfortunately, these are still unorganized, unstructured, and unregulated. It is time that standards and categories of such facilities are established, rated, and implemented. They should be brought into the mainstream of the Hospitality Industry.