Behind the Scenes with Deepraj Mukherjee: The Westin Way

Behind the Scenes with Deepraj Mukherjee: The Westin Way

Nithyakala Neelakandan

Published on August 2, 2024

In this exclusive interview with HospitalityNews, Deepraj Mukherjee, General Manager, The Westin Chennai Velachery, shares details on wellness programs, sustainability, finding good talents, and more! 

The Westin Chennai Velachery is a luxurious five-star hotel located in the vibrant and bustling area of Velachery, Chennai. Known for its sophisticated ambiance and top-notch services, the hotel offers a retreat for business and leisure travelers alike. From international delicacies at Seasonal Tastes to authentic Indian flavors at EEST, guests can indulge in a variety of cuisines crafted by our expert chefs. With over 12,000 square feet of flexible event space, The Westin Chennai Velachery is an ideal venue for weddings, conferences, and corporate events.

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Deepraj Mukherjee currently serves as a General Manager at The Westin Chennai Velachery since April 2024. Prior to this, he held the same position at Le Meridien Kochi from February 2021 to March 2024. He also managed Le Meridien Thimphu and Le Meridien Paro as a Hotel Leader from July 2020 to February 2021. 

He served as the Director of Operations at Hilton Worldwide from January 2016 to January 2018. Before that, he spent over a decade with Taj Hotels, holding several key positions. He was the Operations Manager at Umaid Bhawan Palace in Jodhpur from September 2013 to January 2016, and Operations Manager for Taj Club and Butler Services at Taj Palace in New Delhi from August 2010 to September 2013. Additionally, he was the Food and Beverage Operations Manager at Taj Exotica in the Maldives from June 2008 to August 2010.

What attracted you to The Westin Chennai Velachery?

This exquisite hotel features 215 well-appointed rooms, spacious banqueting areas, and elegant dining and bar spaces. Our dining options include:

  • Madras Kitchen Company: Renowned for its exceptional fusion cuisine, highly favored by the local market.
  • Seasonal Taste: A 24/7 coffee shop offering a wide variety of delicacies.
  • Sunset Grill: A poolside a la carte restaurant with breathtaking views of the Chennai skyline.
  • Willows Bar: Popular with cricket enthusiasts and the local clientele, staying open until the early morning.

Strategically located near major IT parks, educational institutions, and shopping malls, our hotel benefits from an exceptional catchment market. Equidistant from both the airport and the city center, we attract both resident guests and non-resident food and beverage patrons. Our wellness center and spa are exceptional.

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Madras Kitchen Company, The Westin Chennai Velachery

Our event spaces include two elegant halls and several breakout rooms. We support Marriott initiatives such as Shadi by Marriott, assisting clients with comprehensive planning and execution of events, from social gatherings to weddings and conferences. Currently, we are hosting a major conference for a leading conglomerate.

Now in its second decade, the hotel has grown significantly over the past 12 years. Our ownership is outstanding, and the Westin brand is one of the most sought-after in the country. The Westin brand has significantly enhanced the Marriott portfolio, contributing to revenue growth, ADRs, occupancies, and GOP conversions for owners. The brand’s strength is further evidenced by other hotels converting to Westin.

What are some of the unique challenges and opportunities you foresee in your new role at The Westin Chennai Velachery, and how do you plan to address them?

Challenges drive innovation, compelling us to think critically, strive for excellence, and leverage insights from all stakeholders. Consider this example: When COVID-19 struck, the hospitality industry faced severe disruptions. However, we emerged stronger, achieving unprecedented rates and revenues in the history of hotels.

In the past two years, we have experienced significant post-COVID growth, and as we stabilize, our primary challenges include:

Talent Pipeline Management: Ensuring our talent pipeline remains engaged, motivated, and retained is crucial. Marriott’s rapid global expansion necessitates a large influx of new employees. We are doubling the number of hotels and every leader, including myself, engages with local colleges to identify potential skill sets and trainees for long-term association with the company.

We launched ‘Project Shakti’ to identify and train underprivileged women from orphanages, integrating them into our workforce for long-term retention. Additionally, transferring employees between Marriott locations has strengthened our talent pipeline and reduced attrition rates compared to pre-COVID levels.

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Lobby, The Westin Chennai Velachery

Sustainability Practices: Incorporating sustainability into our daily operations is vital. Marriott has set global timelines to achieve carbon neutrality. While we still rely on electricity, our goal is to procure it from renewable sources like wind and solar energy. In just three months, we have tripled our intake of carbon-neutral electricity units. We collaborate with business partners to ensure alignment with our sustainability vision, focusing on recycling water and using recycled water.

For example, we purchase cage-free eggs and have installed effluent treatment plants and in-house water bottling plants to reduce plastic usage. Marriott has also replaced small plastic shampoo containers in guest rooms with larger containers to minimize plastic waste.

Client Engagement and Attraction: Engaging and attracting more clients to the Marriott umbrella, including the Westin, is an ongoing challenge. Located near IT parks and residential areas, our hotel generates significant restaurant and bar traffic. We actively engage with these communities, reaching out to future occupants of new IT parks to secure contracts before the office spaces are occupied.

Maintaining a strong online presence ensures that potential retail customers looking for quality experiences in this part of the city prominently see Westin Chennai. Our easily accessible product descriptions for engagements, weddings, and small corporate events help maintain high occupancy rates for rooms, banquet spaces, and restaurants. By engaging our team, local community, ownership, and brand, we enhance overall business performance.

You are known for your passion for people and their development. How do you intend to cultivate a strong and motivated team at The Westin Chennai Velachery?

Motivation varies for individuals—some are driven by growth prospects, others by company benefits at certain levels, some by the training pipeline, and quite a few by financial incentives. Therefore, motivation is unique to each person.

How do we integrate and structure these motivational factors? This is indeed a challenging task. I began my career in 2001 as a job familiarization trainee, essentially a waiter, at the Goa Marriott Resort. Over the years, I have undertaken almost every role in the hotel industry. Today, in 2024, I serve as the General Manager at the Westin Velachery in Chennai. What has motivated me?

My motivation stems from consistently doing the right thing in the right way, taking care of associates, guests, and the business. Positive outcomes inevitably follow. At Marriott, we emphasize a few fundamental principles for managing everything effectively. 

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Sunset Grill, The Westin Chennai Velachery

The primary principle is to take care of associates, who in turn take care of everything else. This involves training and upskilling them. Marriott offers an extensive range of skills through our internal platform.

We have our own training programs. Currently, I am undergoing training to enhance my executive presence. While I cannot divulge specifics, it represents an opportunity to improve my own capabilities.

Similarly, approximately 200 employees at our hotel have identified their areas for improvement and are undergoing training to become more hireable, likable, and business-friendly associates. In essence, our focus on persistent care and training helps cultivate a strong and motivated team.

How would you emphasize and promote the wellness amenities at Westin Velachery, such as the spa, fitness center, and wellness programs, to enhance guest experiences?

There are two types of people in the world: self-starters and those who need guidance. Self-starters wake up in the morning, do 15 minutes of yoga, go for a half-hour run, and carefully choose what they eat and drink, maintaining a disciplined routine. Others need a nudge and guidance to understand the benefits of a healthy lifestyle.

Westin, as a brand, offers numerous tools and amenities to help guests sleep well, run well, exercise well, and take care of their overall well-being. We actively market these benefits to our clients, encouraging them to utilize the available wellness amenities. Many guests may start reluctantly but soon become committed for life.

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For instance, I have been at this hotel for three months, and we initiated yoga classes around the same time. Initially, guests needed motivation to attend. Now, they show up every morning at 6:15. Even when our instructors aren't available, guests still gather and practice. This engagement demonstrates the benefits of a healthy lifestyle.

Many travelers and cultures are unfamiliar with the benefits of eating right, exercising, and maintaining a balanced routine. Once they experience these benefits—a key strength of the Westin brand—they often adopt these practices regularly.

Outside of work, what are some of your favorite activities or hobbies that help you unwind from the demands of your role as General Manager?

When I feel stressed at work, only then do I need to unwind. Fortunately, I rarely experience stress working at a hotel. Interacting with guests, associates, ownership, the brand, and even handling irate guests is all part of the job. I find it fulfilling to turn an irate, angry associate or guest into a happy friend.

I have a wonderful family, including two lovely children and a supportive wife. I enjoy reading stories to my kids and sharing a cup of coffee with my wife. Additionally, I actively participate in my children’s school activities, which is another way I unwind.

In the future, I aspire to take up golf, which is a personal goal I have yet to achieve.

What advice would you give to aspiring hoteliers who are just starting their careers in the hospitality industry?

When we began our careers around 25 years ago, the hospitality industry was much smaller. Travel was less common, and the idea of entering a 5-star hotel seemed daunting due to the perceived high costs. Additionally, entry-level positions such as waiter, room service associate, and cleaning staff were often undervalued by society. People didn't understand that every career starts at the base and progresses through growth, upskilling, and leadership. Fortunately, this mindset has evolved, and such perceptions are no longer obstacles.

This industry is unique in that it allows individuals to reach the pinnacle of success without the need for a PhD or a prestigious degree. I started my career about 25 years ago, and my first general manager, Mr. Philip Spencer, began as a housekeeping associate. I started as a waiter. Many leaders in this industry have similar stories; they began in humble roles and, through persistence, passion, and continuous self-improvement, rose to leadership positions. Almost every hotel leader I know had modest beginnings, which makes this industry truly exceptional.

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The number of hotels is expanding rapidly. For instance, Marriott entered the Indian market in 2001 with the Goa Marriott Resort. It took about 10 years to open the first 50 hotels. The next 50 hotels were opened in less than 5-7 years, and even less time was needed to reach 150 hotels. The industry’s growth is so rapid that we anticipate the total number of hotels to double in the next five years.

This presents enormous opportunities for growth, employment, and reaching the top. For new associates and aspiring leaders, this is an opportune moment. The industry's expansion means that it might take you only 5-7 years to achieve what took me 15 years to become a general manager and 13 years to become a hotel leader. You are in the right place at the right time. Best of luck with your future. Thank you.

This interview is published exclusively on hospitalitynews.in and is not available on any other platform. Unauthorized distribution, reproduction, or sharing of this content without prior permission from HospitalityNews.in is strictly prohibited.

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