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04-May-2024
This summer, as the bustle of city life grows ever more demanding, find your sanctuary in the tranquil hills of Mussoorie at The Brigadiers Cottage. Known as the Queen of the Hills, Mussoorie offers a refreshing retreat with its cool breezes and misty mornings, setting the stage for a perfect getaway at one of India’s most unique homestays. The Brigadiers Cottage is not just a place to stay; it’s a journey into a slower, more thoughtful way of life. Owned by Neetu and Aseem Varma, former corporate professionals who traded city life for the mountains, this cottage offers guests a rare blend of luxury and natural beauty. Their commitment to sustainable living is evident in every aspect of the cottage, from its organic farms to the free-roaming poultry and the melodious sounds of a nearby brook. Guests at The Brigadiers Cottage can experience the joys of farm life with a modern twist. Imagine starting your day collecting fresh eggs for breakfast or taking part in milking the cows. The farm’s produce, including fresh milk, ghee, and honey, is not only organic but also embodies the essence of Himalayan purity. For those looking to explore beyond the cottage, the Varmas suggest delightful local excursions. Whether it’s enjoying a picnic by the Yamuna River, with tables set up in the shallow waters, or exploring the vibrant Sainji village, known as the corn village of India, there is something for everyone. The cottage itself, nestled in lush greenery and designed with an eye for elegance, has hosted a variety of distinguished guests, from diplomats to Bollywood stars, each seeking a slice of peace away from the public eye. Its exclusivity and personal touch make it a preferred retreat for those in the know. If you're seeking a summer escape where you can unwind, explore, and reconnect with your loved ones, The Brigadiers Cottage in Mussoorie offers an unmatched experience. Plan a stay of at least three days to fully embrace the serene surroundings and the vibrant life of Mussoorie. Call to Action: Ready to experience the serene beauty and organic luxury of The Brigadiers Cottage? Visit our May issue of the e-magazine for a closer look at this enchanting destination and start planning your perfect summer escape. For more details and bookings, follow us on Instagram @brigadierscottagemussoorie or visit www.brigadierscottage.in. This article aims to entice readers with the charm and unique offerings of The Brigadiers Cottage, encouraging them to explore further in your e-magazine. Let me know if there's anything else you'd like to adjust or add!
Meet Shwetha Rajashekar, a dynamic entrepreneur who has transitioned from a successful corporate career to revolutionising the desert landscape with India Sweet House. With over a decade of experience at prestigious companies like Goldman Sachs and Tesco, Shwetha brings a wealth of knowledge to her latest venture, aiming to make India Sweet House a globally recognized brand for authentic and sustainable Indian sweets. In an exclusive interview in our May e-magazine, Shwetha shares her inspiration for starting India Sweet House. The idea was born from her desire to celebrate and preserve India's rich culinary heritage by bringing traditional sweets made with organic ingredients to a broader audience. India Sweet House stands out for its commitment to quality and sustainability, sourcing ingredients from its own organic farm, Karma Farms, ensuring that every bite not only tastes good but also contributes to a healthier planet. Shwetha discusses the significant role of Karma Farms in maintaining the purity and freshness of their products, from dairy to ghee. This dedication to organic farming highlights a broader commitment to environmental stewardship, which is woven throughout their operations. Empowerment is also at the core of India Sweet House’s ethos. Shwetha proudly leads an all-woman team, ensuring that the company not only produces delicious sweets but also champions gender equality in the workplace. This empowerment extends to nurturing their talents and fostering an environment where women can thrive and advance. The article also touches on how India Sweet House balances tradition with innovation. While they cherish traditional recipes, they are not shy about introducing modern twists to suit contemporary tastes, ensuring their delights meet the palates of today’s diverse clientele. Curious about the blend of tradition and innovation that Shwetha Rajashekar brings to the table with India Sweet House? Learn more about her unique approach to preserving culinary heritage while advancing sustainability in our exclusive May feature. Discover the full story and get inspired by her vision in this month's issue of Hospitality News e-magazine. Don’t forget to follow us on Instagram at @indiahospitalitynews to stay updated with the latest trends and inspiring stories from the world of hospitality.
Join us in an enlightening conversation with Varun Sharma, the visionary General Manager, Operations at Clarks Exotica Convention Resort & Spa. Sharma's journey at the resort began in 2014, where he commenced as an Executive Chef. Over the span of 19 years, his career trajectory has been nothing short of remarkable. Through a combination of exceptional skills and a solid educational background in hospitality management, Sharma has ascended to a pivotal leadership role within the resort. His dedication, expertise, and years of experience have undoubtedly contributed to his success and the prosperity of the establishment. In our May e-magazine, Sharma opens up about the integral role of MICE (Meetings, Incentives, Conferences, and Exhibitions) events in the hospitality industry, particularly at Clarks Exotica. He explains how these events substantially boost occupancy rates and overall revenue, especially during off-peak periods, and significantly enhance the resort’s reputation and brand visibility. Sharma also unveils some of the strategic initiatives Clarks Exotica has embraced to captivate the MICE market. These include offering bespoke services, such as customised event planning and state-of-the-art facilities, which provide unique and memorable experiences for guests. Additionally, Sharma touches on the importance of technological integration in enhancing event management and guest satisfaction, using tools like AI and virtual reality to create immersive and personalised experiences. The interview also highlights how Sharma’s leadership fosters an environment that prioritises staff development and service excellence, key factors that contribute to the resort’s success. His insights provide a glimpse into the complexities of managing a top-tier luxury resort and the innovative approaches that ensure its thriving presence in the competitive hospitality market. Are you captivated by Varun Sharma’s innovative leadership and keen insights at Clarks Exotica? Delve into the full interview for an in-depth exploration of his strategies and successes in our May issue of Hospitality News e-magazine. Follow @indiahospitalitynews on Instagram to stay updated with the latest trends and expert perspectives in the hospitality industry.
03-May-2024
Shilpi Khanna, the General Manager of Hyatt Centric Juhu Mumbai, brings over two decades of expertise in the hospitality industry. As the General Manager of Hyatt Centric Juhu Mumbai since October 2023, Shilpi leads the hotel with dedication and passion, ensuring the highest standards of guest satisfaction and operational efficiency. Prior to her current role, Shilpi served as the Director of Operations at Conrad Bengaluru. With a strong background in hotel management, Shilpi has also held significant positions at JW Marriott Mumbai Sahar and The Oberoi Rajvilas Jaipur. At JW Marriott Mumbai Sahar, she served as the Director of Rooms, overseeing the entire rooms division operations with a focus on guest satisfaction and quality standards. Similarly, her role as Executive Housekeeper at The Oberoi Rajvilas Jaipur showcased her expertise in maintaining hygiene standards, managing laundry operations, and overseeing landscaping activities. Throughout her career, Shilpi has demonstrated a keen eye for detail, exceptional customer service skills, and a commitment to driving operational excellence. Her leadership has been instrumental in achieving success across various hotel properties, earning her recognition and accolades within the industry. What motivated you to join the team at Hyatt Centric Juhu Mumbai, and what aspects of the hotel's vision and ethos resonated with you as a hospitality professional? The Hyatt Centric brand represents two key concepts: being at the center of the action and being well-informed. It's about immersing yourself in local shopping and dining, experiencing the vibrant energy of the area, and discovering hidden gems with the help of our knowledgeable staff. Located in the bustling entertainment hub of Juhu, our hotel caters to guests who are influencers and travel enthusiasts. While they may be well-traveled, they still rely on local insights to enhance their experiences and share with others. I was drawn to Hyatt Centric because of its reputation and location. The brand's commitment to caring for its employees deeply resonated with me. At Hyatt, we prioritize the well-being of our team members, ensuring they have the support they need to thrive. In-the-now: Hyatt Centric embodies modernity, sophistication, and global awareness. We aim to ignite curiosity, stimulate discussions, and cultivate a strong desire for exploration among our guests. Lighthearted: Our approach is vibrant, carefree, and optimistic. We infuse every moment with joy and playfulness, incorporating unique elements and clever details to enchant our guests. Adventurous Spirit: We foster a spirit of curiosity, spontaneity, and liveliness. While embracing local culture, we also encourage venturing off the conventional path to uncover memorable experiences worth sharing. As someone with extensive experience in the rooms division, how do you prioritize guest satisfaction while ensuring operational efficiency? As hoteliers, our primary focus is guest satisfaction. However, achieving this isn't solely about monetary investments. The attitude and training of our team are crucial factors, and often, small, thoughtful gestures can greatly enhance guest satisfaction. Being a small boutique hotel, we take pride in delivering personalized experiences tailored to each guest. Yet, operational efficiency remains paramount, especially in a smaller establishment. We constantly seek ways to optimize efficiency without sacrificing the quality of the guest experience. Training and mentoring team members are crucial aspects of your expertise. How do you approach developing talent within your team, particularly in a fast-paced environment like the hospitality industry? Today's Generation – Gen Z, has a plethora of options, unlike our own experiences upon graduation from hotel school. Their attention spans are shorter, and brand loyalty is less prevalent. What truly matters is cultivating an engaging workplace environment where continuous learning is prioritized. Personally, I place great value on building meaningful connections and take pride in mentoring numerous individuals over the years. While we may not communicate frequently, I am confident that whenever they face career challenges, I will be their first point of contact for guidance and support. Given your background in standardizing processes, can you discuss when you identified inefficiencies in hotel operations and implemented effective solutions to streamline processes? I firmly advocate for implementing processes and procedures rather than relying solely on personnel-driven policies. This simplifies operations and provides the team with clear guidelines for handling various situations, empowering them to make immediate decisions without waiting for approval from senior managers. The true measure of success for any department lies in its ability to function seamlessly, akin to a well-oiled machine, even in the absence of direct supervision from department heads. As the General Manager of Hyatt Centric Juhu Mumbai, what efforts do you employ to differentiate the hotel in a competitive market and attract discerning guests? As a modern luxury hotel, we embody contemporary hospitality, providing immersive experiences for curious explorers seeking adventure and authenticity. Located in the bustling Juhu Neighborhood, our hotel serves as a lively hub easily accessible from all parts of the city, including the airport, local railway stations, business districts, and iconic filming locations. At Hyatt Centric Juhu, we treat every guest like a celebrity, offering personalized attention from our dedicated team. Our young colleagues are praised for their warm hospitality, and our rooftop swimming pool offers stunning views of the sea, with one of the city's best sunset vistas. Our restaurant, Sesame, has garnered numerous accolades, including the recent Times Award for Best Newcomer Restaurant. Guests often visit specifically to savor our Japanese cuisine. Alongside our exceptional offerings, I am fortunate to lead a talented team dedicated to crafting unforgettable experiences for our guests. How do you stay updated with the latest trends and innovations in the hospitality industry, and how do you incorporate them into your hotel's operations? The hospitality industry in India is evolving rapidly, especially with the integration of technology. I take pride in being part of the Hyatt team, where we have access to Hyatt Ideas, a platform for learning and training among colleagues across the continent. We exchange best practices and innovative ideas that enhance operational efficiency and guest satisfaction. Additionally, I am involved in various professional groups where we share insights on emerging trends and innovations. Staying updated with changes in the hospitality sector is crucial, so I frequently engage in discussions with industry peers and explore ways to adapt and implement new ideas in my current role. Your anticipation for welcoming guests to the new Japanese restaurant, Sesame, at Hyatt Centric Juhu Mumbai, is palpable. Could you share more about the unique culinary offerings and ambience that guests can expect at Sesame, and how you aim to elevate their dining experience to make them feel #LikeACeleb in the vibrant city of Mumbai? At Sesame, our specialty restaurant offers a modern take on Asian cuisine, mainly Japanese. We aim to create an exciting experience for our guests with flavorful dishes. Since launching our new menu in October, we've received fantastic feedback and even won three awards. Led by Chef Rahul Shrivastava, Sesame guarantees a culinary adventure with dramatic food presentations and crafted cocktails at the bar. Currently, we're celebrating the Sakura Matsuri festival, showcasing cherry blossoms' season in Japan with special décor and menu. We also host various monthly activities like sushi rolling classes and painting workshops to combine food and art uniquely. Next month, we're introducing a special mango menu with a Japanese twist for summer. Our Sesame bar offers an intimate setting to enjoy drinks while watching live sports. Our team is always ready to provide insider tips and engage in great conversations over well-crafted cocktails. If you prefer fresh air, our alfresco area is perfect for enjoying chilled beer and refreshing summer cocktails. Our entire food and beverage experience is designed to bring the #theatreofflavours to life, ensuring a memorable dining experience for our guests.
In our conversation with Shwetha Rajashekar of India Sweet House, discover how a deep passion for authentic Indian sweets drives their ambitious plans for growth and environmental stewardship. Shwetha Rajashekar, Co-Founder and Director of Communication, Branding, and Design at India Sweet House, has carved a niche for herself in the entrepreneurial world after more than a decade in the corporate sector, including tenures at Goldman Sachs and Tesco. Her entrepreneurial journey began with her role as a founding team member of Unventured, an experiential travel company specialising in bike, hike, and dive tours across India and Southeast Asia. In addition to her work at Unventured, Shwetha co-founded Transact Dairy with Vishwanath, overseeing operations and customer interactions. She also leads sales and marketing at Transact Building Corp, managing their various residential and commercial projects. Another innovative venture she co-founded is Transact Holidays, offering guests a unique experiential stay at Karma organic dairy farm. Here, visitors can engage directly with the dairy farming process—from feeding and milking cows to observing the delivery of fresh milk to the kitchen of India Sweet House through automated systems. At India Sweet House, Shwetha aims to establish a globally recognized brand known for its nostalgic taste and superior quality, driven by her all-woman team. Her ventures reflect a commitment to providing unique, quality experiences across various industries. What inspired you to start India Sweet House, and how does it differentiate itself from other confectionery brands? The inspiration for India Sweet House stemmed from a profound desire to revive and celebrate India's rich culinary heritage. Recognizing a gap in the market for genuinely authentic Indian sweets and savouries made from the purest ingredients, I was driven by memories of the traditional delicacies prepared by my family during my childhood. My aim was to share that same joy and authenticity with a broader audience, using only the finest organic ingredients. India Sweet House distinguishes itself in several ways. Our steadfast commitment to organic ingredients is fundamental. It all begins at Karma Farms, our dedicated organic sanctuary, where we source the freshest milk, ghee, and khova. Our passion extends beyond just offering popular favourites; we explore and revive forgotten recipes, uncovering culinary treasures from various regions of India. This commitment to authenticity is complemented by our farm-fresh sourcing, efficient production methods, and the warm hospitality present in each of our stores. Our extensive menu features over 200 traditionally prepared delicacies that capture the diverse flavours of India. From delightful desi snacks to melt-in-your-mouth halwas, each item is crafted with meticulous care. Moreover, the allure of these traditional flavours reaches beyond Indian borders—we proudly share our sweets and savouries with enthusiasts in the USA and Australia, allowing a global audience to experience the enchantment of Indian culinary art. Could you elaborate on the significance of using organically farmed ingredients and how Karma Farms plays a role in ensuring the quality of your products? Organic ingredients are the cornerstone of everything we do at India Sweet House. We believe they not only enhance the exceptional taste and quality of our products but also foster a healthier, more sustainable future. Organic farming eschews synthetic pesticides and fertilisers, allowing the natural flavours of our sweets and savouries to truly stand out with a purer taste. Research indicates that organic produce may contain higher levels of certain nutrients and antioxidants compared to conventionally farmed alternatives. By choosing organic ingredients, we aim to provide a healthier indulgence for our customers. Moreover, organic farming practices support soil health, biodiversity, and water conservation. By sourcing from Karma Farms, our dedicated organic haven near Bangalore, we contribute to a more sustainable food system. Karma Farms is integral to the ethos of India Sweet House, deeply embedded in the quality of our products. Our healthy cows roam freely, and a state-of-the-art milking parlour ensures we collect only the freshest, purest milk, which is a fundamental ingredient in many of our delicacies. The farm adheres to rigorous organic standards, eliminating harmful chemicals from our ingredients. The organic milk, ghee, and khova harvested daily are quickly transported to our kitchens, ensuring the freshness and quality that define our offerings. By emphasising the taste, health benefits, and environmental responsibility of using organic ingredients, and detailing the pivotal role Karma Farms plays, we highlight our commitment to quality and sustainability. Women's empowerment seems to be a core value at India Sweet House. How do you ensure that your female employees feel supported and empowered within the organisation? At India Sweet House, fostering a supportive and empowering environment for our female workforce, which numbers over 100 strong, is not just a value—it's a fundamental pillar of our organisation. We are committed to empowering women by nurturing their talents and fostering their growth. We believe that investing in our female employees not only enriches their lives but also strengthens the fabric of our company. This collaborative effort is central to our mission as we work together to revive the legacy of Indian sweets and savouries. Each handcrafted delight we produce is a testament to the skill and dedication of our team. Through empowering our female workforce, we are not just creating exceptional products; we are building a more robust and successful future for India Sweet House. With over 200 traditional delicacies on your menu, how do you strike a balance between preserving tradition and embracing innovation? At India Sweet House, with over 200 delicacies on our menu, striking a balance between honouring tradition and embracing innovation is essential. Traditional recipes form the foundation of our offerings. We adhere meticulously to time-tested methods and techniques that have been perfected over generations, ensuring the authenticity and depth of flavour in our sweets and savouries. We are also committed to reviving forgotten regional recipes, bringing these culinary treasures back to life for a modern audience, which allows us to expand our menu while staying true to India’s rich culinary heritage. Understanding that palates evolve, we occasionally adjust sugar levels or portion sizes in certain recipes to cater to contemporary tastes, ensuring a delightful experience for all. While our recipes remain deeply rooted in tradition, we embrace innovation in our presentation. We provide beautifully designed and convenient packaging options, making our treats perfect for gifting or indulging at home. By honouring tradition while embracing innovation, India Sweet House offers a taste of India that spans from familiar classics to rediscovered gems, weaving a vibrant culinary tapestry that’s presented with a touch of modernity to satisfy today’s discerning palate. Could you share some insights into the process of rediscovering and reviving forgotten recipes, and how you decide which ones to feature in your offerings? The world of forgotten recipes is a realm brimming with hidden flavours and stories awaiting discovery. For me, reviving these culinary gems is a source of continual excitement. The revival process begins with extensive research. I explore historical cookbooks, delve into regional archives, and consult with culinary experts and home cooks throughout India. This rigorous approach helps me uncover a plethora of forgotten recipes, each with its own unique history and cultural significance. Engaging with local communities, especially the older generations, is vital. These interactions spark memories and yield invaluable insights into traditional cooking methods and ingredients that have been used for generations. Grandmothers and family cooks are often guardians of cherished recipes passed down through the ages, offering a precious glimpse into the past. With a treasure trove of rediscovered recipes at hand, the selection process is critical. The criteria are straightforward: taste and authenticity are paramount. The revived recipe must be delicious and true to the essence of the original dish. We prioritise dishes that highlight unique flavours and traditional techniques, ensuring that each bite offers a taste of history. Regional representation is equally important. I aim to reflect the diverse culinary landscape of India by featuring forgotten recipes from various regions. This approach ensures that our menu provides a comprehensive journey through the vast and vibrant world of Indian cuisine. Practical considerations, such as the availability of ingredients and the feasibility of large-scale production, also influence the selection of recipes for broader distribution. The journey of rediscovering forgotten recipes is driven by a deep passion and curiosity. By incorporating these culinary treasures into our menu, I not only honour India's rich culinary heritage but also provide a unique and enjoyable experience for our customers. It's an opportunity to savour a taste of the past, presented with a modern twist to suit today’s discerning palate. India Sweet House has expanded beyond India to international markets like the USA and Australia. What challenges did you face in this expansion, and how did you overcome them? Currently, India Sweet House serves customers exclusively in the USA and Australia through online orders, as we do not have a physical storefront at this time. This approach allows us to focus on crafting and delivering our exceptional sweets and savouries directly to our international clientele. In what ways do you engage with your customers to understand their preferences and continually improve your offerings? To deeply understand our customers' needs and preferences, we have implemented a comprehensive engagement strategy at India Sweet House. Each week, our directors personally visit our stores to engage in face-to-face conversations with customers, gaining direct insights into their experiences and expectations. Additionally, each store is staffed with a dedicated floor walker who interacts with customers throughout the day, collecting valuable real-time feedback. We also offer a detailed customer feedback form, encouraging customers to share their thoughts and suggestions. All this feedback is meticulously analysed by our management team to identify trends and opportunities for continuous improvement in our offerings. This multi-layered approach ensures that we remain closely connected to our customers and responsive to their evolving needs. With the growing global trend towards sustainability and conscious consumption, how does India Sweet House incorporate environmental practices into its operations beyond organic farming, and how do you educate your customers about these efforts? At India Sweet House, we're dedicated to satisfying your sweet tooth while minimising our environmental footprint. Our journey begins with organic farming practices at Karma Farms, our dedicated haven near Bangalore, where healthy cows roam freely, and sustainable methods produce the purest ingredients for our delightful treats. Our commitment extends beyond organic farming! We are determined to make a positive impact across all aspects of our operations. That's why we're excited to launch our new ongoing initiative: Bring Your Own Bowl and Get 10% Off! Starting April 22nd and continuing year-round, this initiative allows you to contribute to a greener future with each delicious purchase. Just bring your own reusable container to India Sweet House, and enjoy a discount on your favourite sweets. This small, collective step can lead to significant environmental benefits. A sustainable environment is crucial for the well-being of our planet and future generations. By embracing organic ingredients and promoting the use of reusable containers, we can all contribute to a more sustainable world. Join us in this delicious journey of indulgence and environmental stewardship! What are your future plans for India Sweet House, both in terms of expansion and initiatives to further promote sustainability and community development? At India Sweet House, our passion is twofold: to spread the joy of authentic Indian sweets and to make a meaningful impact on the world. As we reflect on our journey, including the establishment of 25 stores and achieving a record revenue of ₹50 crore in FY 23-24, we are setting even more ambitious goals for the future. For FY 24-25, our target is to double our revenue to ₹100 crore and expand our footprint across Karnataka, bringing the taste of tradition closer to more people. Sustainability remains a core component of our vision. We are excited to launch our "Bring Your Own Bowl and Get 10% Off" initiative starting April 22nd, 2024, which will run throughout the year. This program encourages customers to participate in our environmental efforts with every delicious purchase they make. Furthermore, we are thrilled to announce another upcoming sustainability initiative. This new program will incentivize customers to reuse their existing India Sweet House boxes, thereby further reducing our environmental footprint. Our commitment extends beyond business growth to giving back to the communities that support us. We are actively developing initiatives that empower local communities and promote sustainable agricultural practices. With ambitious expansion plans, a robust sustainability strategy, and a dedication to community engagement, India Sweet House is poised for a bright and impactful future. We are eager to continue this journey with you, creating a world where indulgence in sweets and positive change go hand in hand. This interview is published exclusively on HospitalitlyNews.in. Image credits: India Sweet House
02-April-2024
In an enlightening dialogue with Hospitality News, Ganesh Ramamurthy, the visionary behind Atithi Pondicherry's success, shared his approach to intertwining traditional charm with modern hospitality. His extensive experience and academic background in hotel management have not only shaped Atithi Pondicherry into a beacon of personalized guest experiences but also made Ramamurthy a mentor and innovator in the field. When asked about maintaining Atithi Pondicherry's unique identity, Ramamurthy highlighted the emphasis on human connections over digital transformations, ensuring the brand's distinctiveness and service excellence thrive in a competitive market. He also detailed the collaborative efforts across departments that guarantee a seamless guest experience, reflecting his trust-based management philosophy. A focal point of our conversation was Ramamurthy's strategy for community engagement and local partnership, which bolsters the hotel's authenticity and supports the local economy. Moreover, his insight into balancing innovation with tradition, such as introducing sustainability practices without overshadowing the hotel's heritage, underscores his forward-thinking leadership. Select responses reveal Ramamurthy's knack for efficient revenue management and cost-saving measures, like optimizing daily newspaper distribution, which underscores his commitment to sustainability and guest satisfaction. Furthermore, his personal recommendation to experience the hotel's infinity pool exemplifies his dedication to creating memorable guest experiences. Reflecting on the evolution of hospitality culture and offering advice to aspiring professionals, Ramamurthy underscores the importance of patience, learning, and personal interaction, crucial traits for success in the hospitality industry. Ganesh Ramamurthy's insights offer a fascinating glimpse into the art of blending tradition with innovation in hospitality. His dedication and strategic thinking illuminate the path for future leaders. For a more comprehensive dive into Ramamurthy's philosophies and practices, make sure to watch the full interview available on the Hospitality News YouTube channel and read the detailed discussion in Hospitality News magazine. Follow @indiahospitalitynews on Instagram for more updates and insights into the world of hospitality.
22nd April 2024
11th April 2024
9th April 2024
In this exclusive interview, we delve into the illustrious career of Vinesh Gupta, General Manager of The Den in Bengaluru, Karnataka, India. Vinesh Gupta brings over two decades of rich and diverse experience in the hospitality industry, currently serving as the General Manager of The Den in Bengaluru, Karnataka, India. Beginning his journey with Hyatt Regency Delhi in 1994, Vinesh steadily climbed the ranks, showcasing his expertise in financial analysis and project management. During his tenure at Hyatt Regency, he served as Asst. Front Office Manager and later undertook various positions, including Regency Club Manager. Expanding his horizons, Vinesh joined The Imperial New Delhi as Front Office Manager, further honing his skills in guest relations and operations management. His career trajectory led him to Taj Hotels, where he contributed as Front Office Manager at Taj Lands End Mumbai and Accommodations Manager at Taj Bengal Kolkata, showcasing proficiency in budgeting and financial analysis. Continuing his journey, Vinesh assumed the role of Executive Assistant Manager - Rooms at Shangri-La New Delhi, demonstrating his capabilities in overseeing room operations and ensuring guest satisfaction. Further enriching his expertise, Vinesh served as Executive Assistant Manager at The Leela Palaces & Resorts, spearheading initiatives to enhance guest experiences and operational efficiency. His career highlights include significant tenures with leading international hospitality brands such as Hilton, Wyndham Hotel Group, Starwood Hotels & Resorts Worldwide, Mövenpick Hotels & Resorts, and Dan Hotels Israel. 1. What initially sparked your interest in pursuing a career in the hospitality industry, and how has that passion evolved over the years? Studying Hospitality was more of an accident than a choice. I was bright & intelligent, but not studious; and the aspiration of alternate career landed me in hospitality. Initially, it was the excitement of doing something different – cooking, beverages, languages, etc. but later I developed a serious liking for this emotionally satisfying and a people centric business. A successful hotelier must be passionate to the extent of just short of being eccentric. It is a demanding profession, where your passion drives the results. The early success drove me harder and my urge to better myself and improve, innovate & be impactful stretches my limits of passion 2. With your extensive experience across various renowned hotel chains, what key lessons have you learned that you believe differentiate exceptional hotel management from merely adequate management? Humility and humanity in our leadership styles make us different. We are as good as our team, and I very strongly believe that the virtues mentioned above hold true for handling all stakeholders – be it guests, team members, owners, or corporate officers. Leading by example and demonstrating it in front of your team will increase their will to perform and drive towards excellence both qualitatively and financially 3. As someone deeply involved in Food and Beverages, could you share a particular dining experience or innovation that you have spearheaded, which significantly enhanced guest satisfaction and loyalty? There is always something happening at The Den. Surprising things, interesting things, enjoyable things – but you will always find something to stimulate you. Food & Beverage is all about touching the hearts of your guests. One of the major challenges of any F&B operation is to give the first course to the guests in no time – and most of us falter here. At Layla, as soon as the guest enters, the waiter post greeting and seating , will bring the selection of Cold Mezze to visually pick and choose with hot Pita’s and then the Menu is given to the guest. Being authentic, innovative, and original has always made us darling of our guests – be it Kanafe or a Filo Feta; Goat Milk Panacota or Shrimp Falafel; our small but crazy repertoire is our mantra to guest satisfaction 4. The Den prides itself on offering an environment where guests can seamlessly transition between eating, working, sleeping, and playing. How do you ensure that each aspect of this experience is meticulously curated to exceed guest expectations and create a memorable stay? As a definition, Den is an informal, quiet, and comfortable room in a house where someone goes to read, work, play and relax; and we have taken it to our cores. Eat Work Sleep Play is our DNA. At the heart of The Den is our authentic hospitality and a philosophy to do what you want do with comfort, panache and just a little edge. It is a place to sleep comfortably, work effectively, eat gloriously and play…well…we hope enjoyably. Employee retention and morale are crucial for the success of any hotel. What initiatives have you introduced to promote staff engagement and career growth opportunities within the hotel? We are as good as our teams is the basic premise at The Den. We are humane and humble. We practise the family values at workplace, and we believe in transparency. The associates have a career path to be leaders and we have showcased the same where our team members have grown multiple levels and are in certain leadership roles. We have our very own “The Den Academy” to nurture and develop the talent inhouse. All we ask for is the positive attitude, a will to work and need of the job. 5. In a competitive market like Bengaluru, attracting corporate clients is vital. What initiatives have you implemented to enhance The Den's appeal to business travellers and corporate events? The Den is a Millennial Luxury hotel. We have our value systems and a very well-defined niche market. It is a very stylish and classy hotel and at The Den you expect everything to just work. And it does. Perfectly. But more than that, the guest experience you receive is completely seamless. Each one of our team members is trained to deliver our unique Den hospitality. 6. As a prominent establishment in the Whitefield business district, how does The Den actively contribute to the local community and foster meaningful relationships with residents and businesses in the area? Local community, environment and sustainability are certain key pillars at The Den. From fund raisers to direct support; education to charity; training the underprivileged to embracing diversity, we have been able to create an amazing equilibrium that holds and respects human values. 7. In your opinion, what are the most crucial qualities a leader in the hospitality industry should possess, and how do you embody these qualities in your role as General Manager? Lead by Example, Attention to Detail, Innovative leadership, and Entrepreneurial Approach are quintessential for success in hospitality. Staff look to leaders for cues on how to behave and I model company values and behaviours that I want to see in the team. Leading by example include things like listening to the team, helping, delivering on promises, and being inclusive. Remembering employee’s names, if they have children, pets, birthdays, and life events makes a huge difference in creating more personal connections and keeping teams engaged. 8. Looking ahead, what trends do you foresee shaping the future of the hospitality industry, and how do you plan to adapt and stay ahead of these changes in your leadership role? Hospitality is a very dynamic and ever-changing world as we are dealing with Human Emotions at every stage. I would take a leap of faith with technology – especially AI and XI changing our very philosophy of hospitality. However, the differentiator will always be the Human touch. We need to be very agile and embrace the technology with the human touch, and that’s what I keep myself abreast with and implement it wherever possible. This Interview is Published Exclusively in hospitalitynews.in
In an exclusive interview with Mr. Balaji. M, the esteemed Chief Executive Officer of Kamalya Group and Clarks Exotica Convention Resort & Spa, we delve into his illustrious career. Mr. Balaji. M has been serving as the Chief Executive Officer of Kamalya Group for over 24 years. Under his leadership, the group has diversified into various sectors including import & export, real estate, hospitality, and wellness. Recently, the group has ventured into manufacturing COVID-19 essentials and international trading of healthcare products. Mr. Balaji's commitment to quality and customer satisfaction has been instrumental in the group's success. Mr. Balaji's career began as an electrician and later transitioned into roles in tourism and human resources. His expertise in talent management and organizational behavior led him to senior positions within the company. Through his strategic leadership, he achieved significant growth in turnover and occupancy rates at Clarks Exotica Convention Resort & Spa, Bangalore, ultimately attaining the role of Group CEO. Outside of work, Mr. Balaji is an avid martial artist and fitness enthusiast, drawing inspiration from Bruce Lee's philosophy of continuous self-improvement. He is also passionate about agriculture and maintains a farm focused on organic farming practices. 1. What inspired you to pursue a career in the hospitality industry, and how has your journey led you to your current role as CEO of Clarks Exotica? My entry into the hospitality sector wasn't sparked by inspiration but by a sense of duty. When I was unexpectedly tasked one night with assuming the management role at Clarks Exotica, I faced the challenge head-on, despite lacking expertise in sales or operations. Leveraging my background in administration and a keenness to learn rapidly, I relied on the knowledge of my team, engaged in self-directed learning, and tapped into resources in research and development to navigate the intricacies of the role. Reflecting on my earlier experiences, I had the opportunity to work under an IAS officer during the formative stages of my career. These officers, accustomed to frequent transfers and varied responsibilities, imparted valuable lessons in adaptability and versatility. Observing their ability to excel in diverse fields, I embraced the challenge with enthusiasm. As an HR professional, I swiftly adapted, drawing upon my aptitude for quick learning and gathering insights from my team and peers. Additionally, I benefited from ongoing research and development initiatives in learning and development. 2. Clarks Exotica has garnered numerous awards and accolades under your leadership. Could you share one achievement or initiative that you're most proud of, and how it reflects your vision for the resort? One of my proudest accomplishments at Clarks Exotica is the nurturing and development of our staff. Under my guidance, our team has flourished, receiving recognition and accolades for their outstanding performance. I find great satisfaction in the knowledge that our employees, many of whom have been with us since the inception of the resort, feel empowered and have the freedom to express their talents. We prioritize internal promotions, fostering a culture where everyone has the chance to grow and advance. Our success is a testament to the dedication and skill of our team. At the heart of our organization lies our people, who serve as our strongest pillars. I hold immense pride in our staff, each of whom has contributed to our journey since the beginning. They are empowered to take ownership of their work, with minimal micromanagement. Our Heads of Departments have all risen from within the organization, a testament to our commitment to internal growth and development. As emphasized by Late Mr. Rai Bahadur MS Oberoi - "You can make a hotel of pure gold, but nobody will visit unless you provide quality service". We prioritize retaining and nurturing talent, recognizing that our team is integral to our success. Awards and accolades are a reflection of the dedication and effort of our team, underscoring the importance of collective achievement over individual brilliance. Without our team, we would not have achieved the level of excellence for which we are known. 3. As a leader in the hospitality sector, how do you foster a culture of excellence and motivation among your team at Clarks Exotica, ensuring that each member is aligned with the resort's values and objectives? At Clarks Exotica, fostering a culture of excellence and motivation is built upon four fundamental pillars: people, quality, business, and culture. Through a steadfast commitment to our staff and operational processes, we ensure that every team member comprehends and embodies our core values and objectives. We place a strong emphasis on upholding the principles of hospitality, where each guest is treated with utmost respect and care, in line with our guiding principle, "Athithi devo bhava." In any organization, these four pillars - people, quality, business, and culture - form the foundation of success. We recognize the critical interplay between processes and personnel. With experienced staff, we benefit from their deep understanding of our organizational DNA and the expectations of our leadership. Cultivating a strong organizational culture extends beyond remote work arrangements; it requires adhering to fundamental principles. Even minor shortcomings in service, such as a flaw in a simple dish, can significantly impact the overall guest experience. Our unwavering commitment to the principle of "Athithi devo bhava" ensures that every member of our team is aligned with this ethos. 4. Event planning services are a key feature of Clarks Exotica. What types of events does the resort specialize in, and how does the team work with clients to create memorable experiences for their guests? At Clarks Exotica, we pride ourselves on being a truly unique property that caters to a diverse range of segments, including business travelers, airline crews, individual travelers, social events, and MICE (Meetings, Incentives, Conferences, and Exhibitions). Annually, we orchestrate an average of 40 weddings, showcasing our ability to handle events of varying scales, from intimate gatherings of 10 people to grand affairs hosting up to 5000 guests. Each event is meticulously planned and customized to meet the specific requirements of our guests. Our reputation for excellence was solidified when we successfully secured a major ocean-themed event, surpassing competition from a prominent venue in the city. Our professionalism, confidence, exceptional service, and high-quality offerings were instrumental in winning over the organizers. Additionally, we achieved a remarkable feat by flawlessly serving over 40,000 meals within a span of three days, without a single complaint. At Clarks Exotica, we specialize in crafting unforgettable experiences for our guests, whether it's through corporate gatherings, weddings, or social functions. Our dedicated team works closely with clients to tailor each event to perfection, ensuring that every moment exceeds expectations. Our commitment to delivering impeccable service and personalized experiences is reflected in our motto, underscoring our dedication to surpassing guest satisfaction. 5. How does Clarks Exotica solicit and incorporate feedback from guests and employees to enhance its offerings and services? Feedback from guests and employees is integral to our continuous improvement at Clarks Exotica. We utilize various channels, including in-house feedback systems and online platforms, to solicit input. Every comment and suggestion is taken seriously, and we are committed to addressing concerns promptly to enhance our offerings and services. 6. Corporate events, weddings, and social gatherings are significant segments for Clarks Exotica. Can you highlight some key initiatives that have contributed to the resort's success in these areas? Key initiatives contributing to our success in corporate events, weddings, and social gatherings include creating versatile spaces, ensuring convenience for guests, maintaining high standards of food quality, and fostering a culture of creativity and adaptability. Sustainability is also a priority, with efforts to reduce environmental impact through initiatives like waste segregation and upcycling. 7. In your opinion, what are the most pressing challenges facing the hospitality industry today, and how is Clarks Exotica addressing them under your guidance? In the hospitality industry, challenges like escalating overhead expenses, shifts in the workforce across generations, and the imperative for sustainability are prevalent. At Clarks Exotica, we tackle these hurdles through targeted initiatives centered on efficiency, employee engagement, and environmental stewardship. Our approach involves embracing diversity and cultivating a culture of ongoing learning to navigate these obstacles and sustain our leadership position in the industry. Specifically, we recognize the pressing issue of rising overhead costs, particularly in utilities like electricity, water, and fuel. To address this, we prioritize efficiency measures and explore sustainable alternatives to mitigate expenses while minimizing environmental impact. Additionally, we acknowledge the evolving workforce dynamics, with a significant portion of our staff comprising Generation Z individuals. We are committed to bridging the gap between generations by fostering mutual understanding, acceptance, and appreciation of diverse perspectives and work methodologies. Moreover, we understand the importance of sustainability in today's world and are dedicated to incorporating eco-friendly practices into our operations. From recycling and upcycling initiatives to addressing waste segregation and reducing our carbon footprint, we are proactive in promoting environmental responsibility. Through awareness programs, continuous training, and a culture of inclusivity and growth, we strive to navigate these challenges effectively, ensuring Clarks Exotica remains a beacon of excellence in the hospitality industry. 8. Innovation is often crucial for staying competitive in the hospitality sector. Could you discuss any recent innovative projects or initiatives undertaken by Clarks Exotica, and how they have impacted the guest experience or operational efficiency? At Clarks Exotica, our dedication to eco-friendly practices has led to significant achievements. One notable initiative involves the replacement of plastic water bottles with glass alternatives. This commitment has resulted in the avoidance of an impressive 14.40 lakh plastic bottles to date, showcasing our proactive approach to reducing plastic waste and promoting sustainability. Furthermore, we have taken steps to minimize plastic waste in other areas by replacing small plastic pet bottles with dispensers in bathrooms. This not only helps in reducing landfill waste but also prevents unnecessary wastage of resources. In our ongoing efforts to embrace renewable energy sources, we have installed solar panels on-site, generating 300 KW of power. Looking ahead, we are ambitious in our goals and aim to expand our solar capacity to 2 MW in the near future. This initiative underscores our commitment to environmental responsibility and reducing our carbon footprint. 9. Beyond professional endeavours, what personal values or principles guide your leadership style, and how do they contribute to the overall success and culture of Clarks Exotica? My leadership philosophy is rooted in personal values such as action-oriented mindset, discipline, humility, and the belief in influencing others through positive behavior rather than relying on authority. I draw inspiration from Bruce Lee's philosophy, emphasizing that "knowing is not enough; we must apply," prioritizing actions over personal branding. By leading with love, integrity, and a focus on empowering others, I aim to contribute to the overall success and culture of Clarks Exotica. I am motivated by Bruce Lee's timeless wisdom, reminding us that knowledge alone is insufficient—we must put our knowledge into action. I aspire to expand my sphere of influence beyond my immediate control, focusing on actions that inspire and uplift others. I believe in leading by example, letting my work and actions speak louder than any title or position. Just as seasons change, presenting varying challenges, I embrace adaptability and resilience. I recognize that excuses and reluctance only hinder progress. Like Krishna guided Arjuna, I aim to mentor and support others, helping them overcome their fears and uncertainties. Ultimately, I believe in the power of confronting the unknown, for therein lies true growth and transformation. This Interview is Published Exclusively in hospitalitynews.in
In this exclusive interview, we delve into Chef Shin's diverse culinary background, exploring the influences that have shaped his approach to cooking and his vision for Yazu. 1. Chef Vadim Shin, your culinary journey has been notably diverse, encompassing various cuisines and cultures. Could you kindly share how these rich and varied experiences have influenced and shaped your approach to cooking at Yazu? Joining Indus Hospitality and taking on Yazu as a brand was a fortunate decision for me, timed perfectly. As a Brand Chef with extensive Pan Asian experience, aligning with a brand sharing the same direction and vision as my own was crucial in making this choice. Establishing a connection and synergy with one's superiors, particularly those who possess a shared understanding of flavors and vision, is paramount for any chef. In this regard, I consider myself fortunate to have Mr. Ranbir Nagpal, the CEO of the company, who not only brought me on board but also entrusted me with unwavering support. Drawing from my fifteen years of experience working in India, I've been able to grasp the nuances of local preferences and palate, which has proven invaluable in my role. 2. Yazu prides itself on blending tradition with modernity in its dishes. Can you share an example of a dish where you've successfully achieved this balance? Yazu boasts a diverse array of dishes worthy of highlighting. Our Sushi and Dimsum offerings consistently garner praise and recognition, setting a high standard for excellence. Additionally, our signature dishes, including the esteemed Black Cod Miso, delectable Avocado Tartare, and tantalizing Japanese Carpaccio, stand out as exquisite culinary creations. Not to be overlooked, our "mains" category features items that standout such as our immensely popular Donburi, which continues to break sales records. 3. As a chef, you've emphasized the importance of incorporating locally beloved ingredients into your dishes. How do you strike a balance between honouring tradition and embracing new culinary challenges? Selecting the right ingredients is an ongoing challenge for every chef, especially when introducing a cuisine that is not native to the region. We prioritize sourcing essential elements such as main basic sauces, seafood, meats, and certain fruits and vegetables from Japan/Thailand or other countries integral to the cuisine's authenticity. Meanwhile, we meticulously select other ingredients from local vendors. Our aim is to strike a balance, striving to achieve flavors that are as close to tradition and as authentic as possible. 4. You've worked in various kitchens across different countries. Could you share a particularly memorable experience or mentor who influenced your culinary career? My journey has been a bit rocky. For a long time, I wasn't sure if I wanted to keep working in this industry. Between 2000 and 2008, I didn't have a clear idea of what I wanted to do, so I ended up wasting eight years. During that time, I was just going through life without any real passion or direction. Because of this, I don't have many experiences that particularly standout, since most of my learning was on my own. But there's one memory that really sticks out to me: watching "Iron Chef Japan" on TV and being really impressed by Chef Masaharu Morimoto. That moment got me excited and made me think about whether I wanted to be a chef for the rest of my life. And now, I'm fully committed to my work, knowing without a doubt that this is where I belong. 5. With the rise of Asian pop culture influencing various aspects of society, including food, how do you see Yazu staying relevant and innovative in this dynamic landscape? At Yazu, we prioritize maintaining consistency in both food quality and service, recognizing the fierce competition in our industry. However, we also understand the importance of adapting to a dynamic landscape at a measured pace. We believe in avoiding frequent changes to our menu to prevent confusion among our guests, many of whom are regular patrons drawn to Yazu for its familiar offerings. Rest assured, as long as I serve as Brand Chef at Yazu, I am committed to utilizing all my capabilities to enhance the Yazu experience for our guests. 6. Collaboration and teamwork are crucial in a restaurant setting. How do you foster a positive and collaborative environment among your staff at Yazu? In today's world, the younger generation is notably different. There's a lack of stability and patience, which presents significant challenges. Many individuals are seeking attention constantly. However, in my approach, I strive to maintain regular communication with my team, finding a balance between being too close and too distant. While fostering close relationships isn't my primary focus, I prioritize maintaining professionalism to establish boundaries and promote understanding. This approach allows for a mix of seriousness and casualness in interactions. Simultaneously, I keep my team engaged by consistently providing opportunities for learning and growth. Recognizing and appreciating their efforts within the team ensures that everyone feels valued and motivated. Moreover, it's crucial to create an environment where team members feel protected and supported. By sharing my experiences with them, I aim to better understand their perspectives and connect with them on a deeper level. Another fundamental aspect of my approach is to help develop the personalities of my team members, enabling them to clarify their visions for the future. I often emphasize the importance of this, encouraging them to reflect on their aspirations and goals. 7. Outside of the kitchen, do you have any hobbies or interests that inspire or influence your cooking style? Cooking is an art as we all know. There are certain things that inspire & motivate me to curate my food the way I do. I absolutely love music. I play the piano & guitar in my spare time and my preferred genre of music is more calm, jazz, soft pop etc. basically anything that's extremely soulful & peaceful. I think it's a part of my personality as well. Listening to such music makes me feel at home. I think that's the reason that all my recipes/creations are extremely simple & traditional and not gimmicky. My style of cooking is certainly established from my personal interests outside of work. If I'm in a situation where I'm feeling erratic, I listen to my playlist and it instantly calms me down & helps me compose myself. This Interview is Published Exclusively in hospitalitynews.in.
Join us as we delve into the world of hospitality leadership with an industry veteran who has spent over two decades shaping the landscape of hotels and resorts. Haninder Sachdeva pursued a Bachelor of Arts (Honors) in Hospitality Management from the University of West London. Prior to that, he completed an Advanced Diploma in Hotel Management from Mangalore University. Haninder began his career as an Operations Manager at InterContinental Hotels Group. He then proceeded to serve as the Deputy General Manager / Hotel Manager at Hilton. Haninder was the Pre-Opening General Manager at ITC Hotels. He then became the General Manager at Park Plaza Jodhpur under Radisson Hotel Group. Haninder served as the Regional General Manager for East Africa at Golden Tulip Hotels, Suites & Resorts, which is followed by the period as an interim position as Group General Manager at Castle Bromwich Hall Hotel Limited & Best Western Normanton Park Hotel. Held a temporary role as Area General Manager at Compass Hospitality. Currently, as the CEO of Eight Continents Hotels and Resorts, Haninder Sachdeva leads the strategic direction and overall management of the company. With a focus on delivering exceptional guest experiences and driving sustainable growth, he oversees all aspects of operations across diverse hotel properties. In this exclusive interview, we uncover the pivotal moments, innovative strategies, and personal insights that have defined their journey in senior leadership roles within the hospitality sector. 1. Can you share a pivotal moment or experience from your 21-year journey in senior leadership roles within the hospitality industry that significantly shaped your approach to management and leadership? My entrance into the hospitality industry can be traced back to a childhood fascination with hotels and culinary delights. From a young age, I was captivated by the world of diverse cuisines and luxurious accommodations. This passion for exceptional experiences laid the foundation for my journey in senior leadership roles within the hospitality sector. As a natural traveler, I embarked on explorations that took me across various destinations, seeking out outstanding culinary experiences and unique local flavors. This wanderlust fueled my ambition to create spaces where others could also revel in the delight of fine dining and impeccable hospitality. My dream was to make a substantial impact in the hospitality business, drawing inspiration from my travels and the diverse array of cuisines I encountered. Whether discovering new places or savoring the intricacies of local dishes, each experience contributed to my evolving understanding of what truly distinguishes an outstanding hospitality venture. This lifelong pursuit of excellence has become the cornerstone of my involvement in the industry, weaving together my passion for travel, appreciation for diverse cuisines, and dedication to crafting memorable guest experiences. 2. With your extensive background in managing diverse hotel brands, what initiatives do you employ to ensure a seamless transition and successful implementation when working with different brands, ranging from mid-market to luxury? To ensure a seamless transition and successful implementation across diverse hotel brands, we focus on several key initiatives:- Thorough Research and Understanding: We invest time in comprehensively understanding each brand's unique identity, target market, and operational requirements. Customized Strategies: Tailoring strategies to fit the specific needs and positioning of each brand ensures a smoother transition and alignment with their objectives. Clear Communication: Open and transparent communication with stakeholders at all levels helps in setting expectations and addressing any concerns promptly. Training and Development: Providing specialized training programs for staff members ensures that they understand the nuances of each brand and can deliver the expected level of service consistently. Quality Assurance: Implementing rigorous quality assurance measures guarantees that brand standards are maintained across all aspects of operations. Flexibility and Adaptability: Remaining flexible and adaptable to changes in market trends, guest preferences, and industry dynamics allows for agile adjustments to strategies and operations. Continuous Evaluation and Improvement: Regularly assessing performance metrics and guest feedback enables us to identify areas for improvement and implement corrective measures proactively. By combining these initiatives, we aim to facilitate a seamless transition and ensure the successful implementation of strategies across a diverse range of hotel brands, spanning from mid-market to luxury segments. 3. Innovation seems to be a core aspect of your approach to hotel management. Could you elaborate on a specific instance where you introduced a creative solution to address a significant challenge in the industry, and how it impacted the outcome? Eight Continents Hotels & Resorts distinguishes itself in the hospitality market by employing a multifaceted approach that combines cutting-edge technology and proactive business re-engineering. Our commitment to leveraging the latest advancements ensures a seamless and technologically sophisticated experience for guests, optimizing both front-end hotel operations and revenue management. This approach not only enhances guest experiences but also streamlines back-house operations for efficiency, positioning us as a leader in the competitive hospitality market. 4. Given your international exposure, how do you adapt your ideas to different cultural contexts and market dynamics, and what role does this play in driving success for both your clients and your company? Eight Continents strategically manages cultural differences and market variations across diverse continents by prioritizing a locally informed approach. The company places a significant emphasis on cultivating a diverse workforce, with a senior team comprised of individuals from various backgrounds and walks of life. This intentional recruitment strategy ensures a deep understanding of local nuances, both in terms of labor practices and cultural intricacies. To navigate cultural differences, the company tailors its human resources policies to be inclusive and sensitive to the unique needs of each region. By incorporating local perspectives into decision-making processes, Eight Continents fosters an environment that respects and integrates cultural diversity seamlessly. Moreover, the company invests in continuous training programs for its global workforce to enhance cultural intelligence and promote cross-cultural collaboration. This commitment to ongoing education empowers employees to navigate cultural differences with sensitivity and adaptability. By leveraging the insights of a diverse team and implementing region-specific HR policies, Eight Continents establishes itself as a truly global entity that not only recognizes but celebrates the richness of cultural diversity across the eight continents it operates in. This localized approach enables the company to thrive in various markets, fostering meaningful connections with both employees and clients worldwide. 5. The hospitality industry is constantly evolving. How do you stay abreast of emerging trends and technologies, and how do you incorporate these into your management approach to ensure your company remains competitive? Eight Continents Hotels & Resorts has strategically positioned itself in the dynamic hospitality market through a multifaceted approach. Leveraging cutting-edge technology is a cornerstone of our strategy, encompassing both front-end hotel operations and revenue management. By embracing the latest advancements, we ensure a seamless and technologically sophisticated experience for guests while optimizing revenue streams. Furthermore, Eight Continents prioritizes business re-engineering as a key focus. This involves a proactive approach to adapt and change in tandem with the rapidly evolving technological landscape and shifting market demands. By fostering a culture of innovation and flexibility, the company remains agile in responding to emerging trends, ensuring a competitive edge. A commitment to staying at the forefront of industry advancements distinguishes Eight Continents. This includes not only enhancing guest experiences but also streamlining back-house operations for efficiency. The integration of cutting-edge technology, coupled with a strategic emphasis on business re-engineering, positions Eight Continents Hotels & Resorts as a leader in the competitive hospitality market, ready to meet the challenges of the future. 6. Your company, Eight Continents Hotels & Resorts, emphasizes a commitment to delivering exceptional value and memorable experiences. Can you explain how this commitment translates into tangible results for your guests? At Eight Continents Hotels & Resorts, our dedication to providing exceptional value and memorable experiences is at the core of our operational philosophy. This commitment is manifested through our comprehensive approach to hospitality, which focuses on personalized service, unparalleled amenities, and sustainable practices. Here's how this translates into tangible results for our guests: Personalized Guest Experiences: We leverage cutting-edge technology and data analytics to understand and anticipate the unique preferences of each guest. From customized room settings to personalized itinerary planning, our guests enjoy experiences that are tailored specifically to their desires. This meticulous attention to detail ensures every stay is not just comfortable but truly unforgettable, leading to higher guest satisfaction and loyalty. Unparalleled Amenities and Services: Our properties are equipped with a wide range of high-quality amenities and services designed to cater to the diverse needs of our guests. Whether it's our state-of-the-art fitness centers, luxurious spa treatments, gourmet dining options, or exclusive concierge services, we strive to exceed expectations. By offering these exceptional amenities, we ensure that our guests have everything they need and more, directly translating to enhanced value and enjoyment during their stay. Sustainable and Responsible Practices: Sustainability is a key pillar of our brand ethos. We are committed to minimizing our environmental impact and contributing positively to our communities. From eco-friendly operations and sourcing local produce to supporting local artisans and promoting cultural experiences, our sustainable practices not only protect the planet but also enrich our guests' experiences. This approach results in guests who are not only satisfied with their luxurious stay but also proud to support a brand that aligns with their values. Innovative and Immersive Experiences: We are constantly exploring innovative ways to elevate the guest experience. This includes incorporating immersive cultural, wellness, and adventure activities that allow guests to connect deeply with the destination. By offering unique experiences that cannot be found elsewhere, we ensure that our guests leave with cherished memories that last a lifetime. Seamless Service and Operational Excellence: Our teams are trained to operate at the highest standards of professionalism and efficiency, ensuring that every aspect of our guests' stay is seamless and hassle-free. From the moment of booking to post-departure follow-up, our attentive service and operational excellence ensure that guests' needs are met promptly and with a personal touch. Positive Social Impact: We believe in giving back to the communities we operate in. By engaging in and supporting local social initiatives, we provide our guests with opportunities to participate in meaningful activities that make a positive impact. This adds an additional layer of value to their stay, knowing that their choice of Eight Continents Hotels & Resorts contributes to the betterment of the local community. Our commitment to delivering exceptional value and memorable experiences translates into tangible results for our guests through personalized service, luxurious amenities, sustainable practices, unique experiences, operational excellence, and a positive social impact. At Eight Continents Hotels & Resorts, we ensure that every stay is not just a visit but a truly enriching experience. 7. Building and maintaining a strong team is crucial in the hospitality industry. What specific initiatives do you employ to foster a culture of teamwork, passion, and continuous improvement within your organization? From its inception, Eight Continents has focused on building a robust and enthusiastic team of professionals, both locally and internationally. This resolute workforce has instilled discipline, elevated standards, and fostered a sense of family within the organization. This emphasis on people reflects in the company's 360-degree integrated hotel management service, aiming to create exceptional value for guests. One key aspect that sets us apart is our dedication to continuous staff development through a robust e-learning platform in collaboration with a reputable UK-based provider. This platform serves as the cornerstone for our team's ongoing training, ensuring they receive regular and comprehensive sessions designed to enhance service quality. What makes our approach unique is the monthly review conducted by our external hotel training provider, ensuring that the training content remains dynamic and relevant to evolving guest needs and expectations. This strategic investment in staff development positions us as a leader in delivering exceptional hospitality, ultimately fostering guest satisfaction and cultivating loyalty in an industry where the guest experience is paramount. 8. Looking ahead, what are the key challenges and opportunities for the hospitality industry in the coming years, and how do you plan to position Eight Continents Hotels & Resorts to navigate these effectively? In the pursuit of becoming the fastest-growing hotel management chain, we have encountered a significant challenge that is prevalent in the whole hospitality industry today – the global shortage of skilled professionals. This shortage, further exacerbated by the COVID-19 pandemic, witnessed a substantial workforce shift towards other industries, including logistics, IT, and startups. To address this pressing issue, Eight Continents has strategically implemented initiatives aimed at overcoming the shortage of skilled talent. A pivotal strategy employed by the company involves establishing collaborative partnerships with schools and colleges. Through these partnerships, Eight Continents actively participates in the creation and promotion of apprentice programs designed to provide students with hands-on training and exposure to the diverse facets of the hospitality sector. This proactive engagement with educational institutions reflects Eight Continents' commitment to inspiring and attracting individuals to pursue a career in hospitality, despite the prevailing challenges. The emphasis on apprentice programs serves as a tangible demonstration of Eight Continents' dedication to nurturing talent within the industry. By actively participating in the educational ecosystem, the company endeavors to bridge the existing skill gap and cultivate a pool of skilled professionals capable of contributing to the success and growth of the hospitality sector. Through these strategic initiatives, Eight Continents Hotels & Resorts strives to overcome the challenges posed by the shortage of expertise, ensuring a sustainable and flourishing future for the company in the dynamic realm of hotel management. 9. When you're not immersed in the world of hospitality, how do you like to unwind and recharge? When I'm not immersed in the world of hospitality, I love to unwind and recharge by diving into a good documentary on Netflix, Amazon Prime and exploring the tranquility of nature. There's something incredibly soothing about losing myself in a captivating story or taking a leisurely walk in a serene park near my house or farm house as I live in country side of Warwickshire - A Shakespeare County. These moments of solitude and reflection allow me to disconnect from the bustling pace of daily life, offering a chance to refresh my mind and rejuvenate my spirit. Whether it's through the good web series/ documentary or the simple beauty of the natural world, I find these experiences crucial for maintaining balance and fostering creativity in my personal and professional life. This Interview is Exclusively Published in hospitalitynews.in.
04-March-2024
Discover how Bhawna's passion for hospitality drives her success in managing and inspiring hotel teams. In this issue, we are privileged to spotlight an accomplished professional from the hospitality industry, whose career journey is a testament to resilience, skill, and leadership. Graduating from IHM Meerut in 2007, our featured guest has since accumulated 16 years of comprehensive experience across the spectrum of hotel operations, with a particular emphasis on housekeeping. Their professional evolution is remarkable, progressing from Manager of Operations to achieving the pinnacle role of General Manager during their tenure at various esteemed hotels in Patiala. This trajectory not only reflects their adeptness in navigating the complexities of hotel management but also their dedication to fostering environments of excellence and innovation. Our guest's story is a compelling narrative of personal and professional growth, underscored by a relentless pursuit of excellence in service and operational management. As we engage in this conversation, we look forward to uncovering the insights and strategies that have propelled their success in the hospitality sector, offering valuable lessons for aspiring professionals and industry veterans alike. Can you describe your approach in designing and implementing Training programs for Suba Hotels? How do you ensure they effectively meet the needs of employees and the organization? Our training programs are meticulously crafted, taking into account the operational challenges, employees' aspirations, and the necessity for a continuous learning curve integrated into their daily responsibilities. The development of these programs is spearheaded by Mr. Jaspal Singh Bhatia, Vice President of Operations, who relies on ongoing needs assessments specific to the hotel environment to ensure relevance and effectiveness. As the lone female trainer, how do you foster an inclusive and supportive learning environment for all employees, regardless of gender or background? We prioritize creating an environment where every employee, irrespective of gender or background, feels empowered to pursue growth opportunities. By delineating clear career pathways, we adhere to Suba Hotels' engagement principles. My role as a female trainer adds an additional layer of assurance, encouraging all staff to push beyond perceived limitations. Our extensive training schedule, spanning from early morning to late evening, offers numerous opportunities for employees to enhance and apply new skills directly in the workplace. What strategies do you employ to assess training needs within Suba Hotels and adapt your training programs accordingly? At Suba Hotels, we utilize a robust online feedback system accessible via QR scans, inviting guests to share their experiences directly. This, combined with competitive analysis, continuous employee evaluations, and an understanding of evolving business landscapes, enables us to align our training initiatives with the organization's growth trajectory and talent development from within. In your opinion, what are the most important qualities or skills for a successful trainer in the hospitality industry, and how do you embody these qualities in your role? The cornerstone qualities for a trainer in our industry are patience, persuasion, and persistence. My aim is to infuse every learning opportunity with enjoyment while preparing employees for diverse guest service situations. By adapting learning opportunities to fit within employees' schedules, we minimize classroom sessions, emphasizing on-the-job learning that meets real-time guest expectations. How do you stay updated on industry trends and best practices in training and development? Adhering to the principle that "Learning never stops," I continuously seek new knowledge through sessions led by Mr. Jaspal Singh Bhatia, VP Operations. This commitment ensures I remain at the forefront of training delivery, engaging employees effectively within our learning ecosystem. Collaboration with other departments is essential in a hotel setting. How do you ensure alignment between training initiatives and the goals of different departments within Suba Hotels? Aligning our training efforts with departmental objectives is critical to achieving guest satisfaction through standardized processes. This alignment is continuously validated through guest feedback, TripAdvisor rankings, and Google reviews, ensuring our service standards are consistently met or exceeded. As Assistant Manager Training, you may encounter resistance or skepticism from employees regarding the value of training. How do you address such challenges and effectively communicate the importance of continuous learning and development? Addressing employee concerns begins with clarifying the personal benefits of training sessions, emphasizing their role in personal development and contribution to building intellectual capital. Demonstrating the direct impact of training on career growth fosters a more receptive attitude towards implementing new skills in their roles. How do you address such challenges and effectively communicate the importance of continuous learning and development? Our focus is to make learning initiatives valuable for every employee, facilitating the application of new skills to streamline tasks and enhance service quality. By employing a variety of engaging methodologies such as quizzes, assessments, and role-playing, we ensure that learning is accessible, practical, and directly contributes to enhancing both the guest experience and internal operations. This Interview is Published Exclusively on HospitalityNews.in.
Explore Sara's journey through the evolving landscape of hospitality procurement, where her strategic mindset and leadership have fostered growth and sustainability. We are honoured to feature Sara in this edition of our magazine, a seasoned professional who has made significant contributions to the field of procurement and supply chain management within the hospitality industry. Currently serving as the Purchase Manager for Suba Group of Hotels, Sara has been instrumental in overseeing all operational and project-related procurement activities since 2015, in collaboration with her esteemed colleagues, Mr. Pradeep Dubey and Mr. Majaz. Boasting an impressive tenure of over 15 years in supply chain management, Sara's journey began in Chiplun, where she completed her education with a diploma in electronics. Her transition to Suba Group marked a pivotal moment in her career, providing her with the opportunity to further her education in the management stream. Presently, Sara is pursuing an MBA in Supply Chain Management, underscoring her commitment to professional growth and excellence in her field. Her insights and experiences are sure to enrich our understanding of the intricacies of procurement and supply chain management in the hospitality sector. Can you provide an overview of your experience in procurement and supply chain management, particularly within the hospitality industry? My journey in procurement and supply chain management has been thoroughly enriching and educational. The dynamic nature of procurement offers a continuous learning opportunity, as predicting vendor behaviour during negotiations remains a complex challenge. Transitioning from the manufacturing sector to the hospitality industry in 2015, I embarked on this path as a novice. Since then, I have dedicated myself to acquiring new knowledge daily. Participating in sessions such as this Q&A is also part of my learning process. In the hospitality industry, the roles of procurement and supply chain management are vital for the seamless functioning of hotels, restaurants, and similar establishments. Key areas of focus for me have been vendor management, inventory control, and cost optimization. As the Purchase Manager at Suba Group of Hotels, what initiatives do you employ to ensure timely and cost-effective procurement of goods and services while maintaining quality standards? My approach involves a multitude of strategic initiatives aimed at enhancing our procurement operations, always in collaboration with my team. These strategies encompass Supplier Relationship Management (SRM), centralising purchases for branding purposes, implementing new technologies or software, and engaging in forecast planning complemented by systematic logistics. Whether it pertains to operational or project-based purchases, our priority remains on sustainability and quality assurance. For instance, ensuring the consistent quality of amenities across all properties, regardless of variations in local vendors, exemplifies our commitment to maintaining high standards. How do you approach vendor selection and management to ensure strong partnerships and reliable supply chains for the hotels under the Suba Group? Vendor selection and management are critical to fostering strong, reliable partnerships and ensuring a dependable supply chain for the Suba Group. Our criteria for vendor selection are based on their historical performance, capability, and product or service knowledge. Principles such as regular communication, transparency, and a mutual commitment to continuous improvement guide our vendor relationships. For example, when upgrading our CCTV systems from SD to HD in our Mumbai properties, we opted to continue with our existing trusted vendor, emphasising the importance of trust, security, and accountability over exploring new vendor relationships. Suba Group likely operates multiple hotels with diverse needs. How do you prioritise and coordinate purchasing activities to meet the unique requirements of each property? Prioritisation and coordination of purchasing activities begin with a comprehensive analysis of each property's specific needs, considering factors such as location, environment, and logistics. I maintain regular communication with local store personnel, leveraging a mix of centralised and decentralised purchasing strategies to address the diverse needs effectively. For example, to minimise transport costs and breakage risks, we source fragile items like tea and coffee mugs locally, demonstrating our adaptability and strategic planning in procurement practices. As a woman in a leadership role within the hospitality industry, what achievements are you most proud of, and how have they contributed to your personal and professional growth? Transitioning from the manufacturing sector to a service-oriented industry presented a significant learning curve. The faith my supervisor, Mr. Mansur Mehta, placed in me to navigate this transition has been instrumental in my growth. Over nearly a decade in supply chain management, I've observed the underrepresentation of women in leadership roles within this field. Successfully leading new building projects and managing teams of contractors and vendors has not only been a source of professional pride but has also highlighted the importance of diversity and inclusion in leadership roles. Collaboration with other departments, such as operations and finance, is crucial in procurement. How do you ensure alignment and communication to meet the overall goals and objectives of Suba Group? Effective collaboration hinges on maintaining clear and consistent communication across all departments. By ensuring smooth operations in invoicing, payment follow-ups, and purchase order management, we foster a cohesive environment. My role as a coordinator is vital as the Suba Group expands, necessitating seamless interaction with accounts, stores, and operational teams across properties. Mastery in communication, whether through emails, WhatsApp, or Zoom meetings, is essential for aligning our procurement objectives with the broader organizational goals. In a rapidly changing industry, how do you stay informed about market trends, supplier capabilities, and technological advancements to enhance the efficiency and effectiveness of procurement processes within Suba Group of Hotels? Staying abreast of industry developments is a priority for me, achieved through attending relevant exhibitions, conducting market research, and fostering new vendor relationships. Analysing past purchase data, engaging with vendors, and participating in vendor meetings are key components of our strategy. Soliciting feedback from end-users post-implementation and monitoring vendor performance are critical for enhancing our procurement processes' efficiency and effectiveness. Women's Day is a celebration of women's achievements and contributions to society. Looking ahead, what are your hopes and aspirations for the future of women in leadership roles within the hospitality industry, and how do you envision continuing to make an impact in your role at Suba Group of Hotels? As a female Purchase Manager, I anticipate and currently experience equal opportunities for leadership within my organisation, which upholds a culture of respect and equality regardless of gender. Nonetheless, I recognize the challenges women often face, particularly in balancing professional opportunities with family and childcare responsibilities. Overcoming these barriers requires a commitment to skill enhancement, higher education, and effective family management. It's imperative that organisations support gender equality, empowering women to pursue leadership roles unencumbered. As we celebrate Women's Day, my aspiration is for continued progress towards gender parity in leadership within the hospitality industry and beyond. This Interview is Published Exclusively in HospitalityNews.in.
In this edition of Hotelier's Talk, join us as we delve into the world of hospitality leadership with Uday Bhaskar, the esteemed General Manager at Pride Hotels Group in Chennai, Tamil Nadu. Get ready to gain insights into Uday's three-decade-long journey in the hospitality industry, his strategies for elevating guest experiences, and his innovative approaches to hotel operations. Uday Bhaskar is a seasoned hospitality professional with over three decades of experience. Currently serving as the General Manager at Pride Hotels Group in Chennai, Tamil Nadu, he excels in strategic leadership, operational efficiency, and guest-centric service delivery. Prior roles include Front Office Manager at Radisson Hyderabad HITEC City and Crowne Plaza Chennai Adyar Park, where he demonstrated expertise in team leadership and operations management. At Hash Six Hotels in Coimbatore, he focused on rooms division management and training coordination. With stints at Le Royal Meridien Chennai and Sheraton Park Hotel and Towers Chennai, Uday showcased skills in revenue management and business analysis. His journey began at WelcomHotel Grand Bay in Visakhapatnam, where he developed a strong foundation in guest service management. Throughout his career, Uday has prioritized continuous learning and adaptation to industry trends, contributing significantly to the success of each organization he has served. What are your key responsibilities as the General Manager of The Pride Hotel Chennai, and how do you prioritize them? The responsibilities, per se, are very varied. I would say, as a GM, and in today's age and condition, the first thing that I would look at is colleague well-being and colleague upliftment. I think if I take care of my colleagues, the colleagues will take care of my guests. And of course, that brings our second priority, and that is guest satisfaction and guest well-being. Of course, when I say guest satisfaction, it is guest smiles, which are what get captured for us both in the form of online comments, interactions that we have with guests, and of course, that is what leads to the third one, and that is revenue management, which is where our salaries do come from. When we are talking about revenues, we look at revenue maximization; we also look at how do we upsell ourselves into various other avenues available in the hotel. We also have the priority of ensuring that the management and the stakeholders are happy with us, both in terms of reputation in the city and in India and abroad, and also as far as the monetary gains are concerned. Carbon footprints are something which are our responsibility towards the environment. We look at the environment in a big way as far as the Pride Hotel Group is concerned. We are associated with a lot of organizations that are doing good for society. We want to give back to society as the Pride Group of Hotels. Also, one of our key responsible areas is incorporation of technological advancements that have happened in the country and abroad, which brings us to what we monitor very closely, and they are our KRIs and KPIs. Can you share your experience in managing operations of your hotel? Operations are very varied. It's challenging and rewarding, obviously. The first thing that comes to mind is colleague improvement. There are a lot of training programs in place to ensure that colleagues are trained and become better to perform in their roles and upskill themselves into the next role. Guest satisfaction obviously becomes an important aspect for each one of us, hoteliers. Revenue maximization is the third part of my operations that I would definitely like to look at. Incorporation of technologies that have come into existence both in India and abroad is an integral part of our operations that we would like to bring into our gamut of operations. Food and beverage operations are something which is very intrinsic for us. Operations, like I said, has always been challenging, but more important is the health and safety aspect, more so with COVID that has come into play. There is a lot that has been done towards safety and security enhancement, including hygiene enhancement for both the colleagues and for the guests. Marketing is another area that takes a lot of time. Though we call it operations, Pride Group of Hotels has introduced something called brown bag sessions where colleagues from the hotel go across to the offices, and we take time to interact with each one of them. People who are from HR, in their organization interact with our HR manager. Our sales coordinators, we take them across to the companies where the interaction happens. There is a lot that happens on the interaction front between the hotel colleagues and colleagues who are at the workplace of the guests. Overall, it involves strong leadership. It takes you to look at the attention to detail and ability to juggle between the various facets of the hotel industry. And it is really wonderful. Each day gives you a lot of satisfaction as you close it. What steps would you take to enhance the guest experience at The Pride Hotel Chennai? I think the first thing that we need to do is to keep our ears to the ground, to listen to what the guest wants rather than just trying to give what we want to give to the guest. Many times, all that the guest needs is comfortable accommodation, a clean bathroom, a good night's rest, an excellent breakfast in the morning, and off they go to work. They are not looking at the frills that we tend to offer to the guests, so keeping our ears to the ground is very important. Guest experience can always be good if we are delivering what the guest wants. The only way we will come to know of it is through continuous interaction with the guest through feedback, surveys that come across online and offline. And talking to our colleagues. I think instead of the hotel management talking to the guest, the colleagues who talk to the guest while cleaning the room or serving the food in the room or across on the table in the restaurants, they have a lot of insights. The more we talk to our colleagues, the more we learn about our guests. Value adds, yes. We could always give local attractions, local sightseeing options, but as far as enhancing guest experience in the hotel is concerned, keeping our ears to the ground and talking to guests I think takes the cake. Can you highlight a recent trend or technological advancement you believe is crucial for the hospitality industry? With the introduction of a lot of technology, the first thing hoteliers have come to learn post-COVID-19 is to be contactless, without losing on personalization, of course. So, contactless technology is what we should focus on as far as hotels are concerned. Many hotels and hotel chains are adopting it today; for example, mobile phones and mobile check-ins are in vogue. Mobiles have turned into keys, where you don't have to actually take a physical key to the rooms, whether it's in the form of RFID, swipe card, or manual keys. All the check-in formalities are being completed by the guest online even before they arrive. At the Pride Group of Hotels, we have introduced something called self-check-in. So, the guest can fill up all the required details online and send them. They don't have to sign on the registration card at all because there is a digital registration card that they already sign. We take all the information from that into our POS system. The moment they arrive, they just have to announce themselves, and the key is ready for them and handed over. There are many areas where we have introduced a seamless flow of information from one to the other. I think contactless technology, without compromising on personalization or cost, is the trend for hoteliers in the coming times. How do you foster a positive work culture and promote professional growth among your team members? Again, a very important aspect as far as today's work culture is concerned. I think the first thing we need to look at is transparency. You need to be as transparent as possible with each one of your colleagues to help them understand what is happening as far as the hotel, the chain, and the industry are concerned. That makes one feel more comfortable in the workplace. Open communication is also very important and can take various forms. "Walk the talk" is another crucial aspect where we are on the shop floor and delivering what we talk about. For example, we go across to places like the laundry, kitchens, wedding venues, and housekeeping to interact with our colleagues there. Through this, we come to know about the actual requirements of our employees or colleagues who work alongside us. Training and development are crucial and foster a positive work environment. In our hotel, we have initiated something called book reading and review. This ensures that individuals read a particular book and present their understanding to a group of colleagues, followed by a discussion. Management review sessions have also been introduced where individuals stand in front of their colleagues and speak. Communication skills are very important in the hotel industry, and these activities help in enhancing them. There are also numerous team-building activities that foster a happy working environment. At our hotel, we conduct town halls which include quizzes and the distribution of small gifts. We celebrate all festivals, and recently we celebrated the Pongal festival by the poolside for all the staff, and they had a great time. We also organize fun and game activities known as "Fun Fridays," dedicated to relaxation and enjoyment. Work-life balance is crucial, and today's colleagues are demanding it. We need to listen to them as maintaining a work-life balance is essential for productivity at work. If you could introduce one unconventional service or amenity at The Pride Hotel Chennai, what would it be and why? One activity that we could offer as a differentiated experience at this hotel is the Digital Detox package. We could introduce a program where guests stay away from laptops, TVs, or cellphones for a short duration, perhaps half an hour or 45 minutes. Our hotel's location is advantageous, with nearby attractions such as the Eco Park, a 5-minute drive away, and Nehru Park, just a 4-minute walk from the hotel. We encourage our colleagues to accompany guests to these places, making it easier for guests to explore. This provides an opportunity for conversation, fostering a human touch and meaningful interactions. The Digital Detox package is something we would like to introduce to enhance the guest experience. Additionally, Chennai is a culturally rich city in Tamil Nadu, known for its artisans and traditional arts. We are already bringing artisans to the Pride Hotel Chennai, where they can interact with guests for about half an hour in the evening, ideally between 7:30 and 8 p.m. We inform our guests about these artisans and offer them the chance to engage with artists, singers, and classical dancers who can perform for about half an hour or 45 minutes. This allows guests to immerse themselves in the cultural diversity of Tamil Nadu and Chennai. In a diverse and dynamic city like Chennai, how do you tailor the hotel's offerings and services to meet the needs of a broad range of guests? The first thing we need to determine is the purpose of the guest's visit. Are they here for leisure, work, a break from routine, event-related travel, or just passing through? Understanding the guest's needs is crucial. We tailor packages accordingly and engage with guests during check-in or throughout their stay. For example, we've had long-stay guests unsure of what to do on weekends. We've organized activities like walks in the nearby park or cooking sessions in our kitchen to cater to their needs. Recently, when guests were unaware of a flower show in Chennai, we took the initiative to inform them and arranged transportation, even though they were willing to cover the costs. We strive to meet guests' needs proactively. For instance, some guests may need to leave as early as 4 a.m. without knowing where to have breakfast. In such cases, we prepare packed breakfasts for them—a simple yet appreciated gesture of personalized service. This Interview is Published Exclusively in HospitalityNews..in. Catch the complete conversation at
Transitioning from an illustrious 8-year tenure in audit and taxation at a prominent Chartered Accountants firm, Meghal Shah embarked on a career pivot, driven by a desire to explore fresh horizons within the corporate landscape. Drawn by the allure of the hospitality sector, Meghal embraced a new role as Manager of Finance and Accounts at Suba Group. With a foundation of expertise honed in the intricacies of financial management, Meghal now ventures into the dynamic realm of hospitality, poised to bring her unique blend of skills and experience to chart new successes in this vibrant industry. What motivated you to pursue a career in the hospitality industry, particularly in hotel finance and accounting? My previous work experience was with Chartered accountants firm for 8 years in Audit and taxation. As a professional, i wanted to switch my career from firm to industry and explore new areas on my professional front. As an industry, hospitality sector has always fascinated me and i got the opportunity to work with Suba group as Manager- Finance and Accounts. Can you share some key initiatives you've implemented to optimize financial performance within Suba Group Of Hotels amidst the challenges posed by the hospitality industry? We have successfully done demerger and merger of our group companies as per the Act post covid to strengthen the financial growth of the Suba group. How do you foster a collaborative environment within your team to ensure effective financial management and accounting practices? I always believe that Together Everyone Achieves More and that's what is Team for. As a team leader, i have set target deadlines for specific task for better finance management. We keep communications very clear amongst us and work in harmony. Could you highlight a particularly successful financial initiative or project you've led within the hotel chain, and how it contributed to the business's overall success? As stated earlier, post covid we have done demerger and merger of our group companies. The whole project was successfully lead by me right from filing applications to NCLT till getting final approval order from NCLT. As a woman in a leadership role within the hospitality sector, what advice would you give to other aspiring women looking to advance their careers in this industry? Someone has nicely said that its easier to lead when doing what you love and i suggest to other aspiring women to love the work and have passion to succeed in the career. In your opinion, what are the most pressing issues facing the hotel industry today, and how can finance and accounting professionals like yourself address these challenges? Staff retention and rising salary cost, Operational issues, high financing cost, changes in guest expectations, OTA costs are some of the pressing issues of the industry. With International Women's Day approaching, how do you personally celebrate and advocate for gender equality within your professional sphere? By spreading appreciation messages to all the lovely women in my life. Can you discuss the role of innovation and technology in modernising financial operations within the hotel industry, and how Suba Group Of Hotels embraces these advancements? Suba Group has always belived in innovation and technology. As a group, we are providing contactless payments, digital menus, mobile ordering for room services, streamlined check in and check out, advanced PMS to integrate financial data. Looking ahead, what do you envision for the future of finance and accounting in the hospitality sector, and how do you plan to stay ahead of industry trends and developments? The industry has rebound strongly post covid and with increased growth in Indian tourism, Hospitality sector will flourish in future and as a group we have strategis to open more and more hotels in tier 2 tier 3 cities. This Interview is Published Exclusively in HospitalityNews.in.
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