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Published on October 1, 2023
In this exclusive interview, we indulge into the captivating world of epicurean artistry with a Culinary Director, whose path from childhood inspiration to professional brilliance is a remarkable narrative.
Ajeet Janardhanan, currently serving as the Culinary Director at The Residency Towers since April 2022, brings over a decade of extensive culinary expertise to the table. With a culinary journey that spans various prestigious establishments, including a noteworthy seven-year stint as Executive Chef at The Residency Towers, he has consistently demonstrated his culinary prowess and leadership. Prior to joining The Residency Towers, Ajeet honed his culinary skills at CGH Earth for a total of 11 years, where he served in various capacities, including Executive Chef and Senior Sous Chef. He also gained invaluable experience during his time with Carnival Cruise Lines, further enriching his culinary repertoire. Ajeet's remarkable culinary career has been marked by dedication and a commitment to delivering exceptional dining experiences.
How did you discover your passion for cooking, and what inspired you to become a chef?
Food is a deeply personal thing, and for me, my passion for it began as a child. I was an only child, and I would always sit with my mother while she cooked. I learnt from her and absorbed her love of food. As I grew up, I realized that food was something I wanted to pursue as a profession. I had a choice between hotel management and engineering, and I chose hotel management because I couldn't handle the intense math involved in engineering. Laughs. Cooking is my passion, and I'm grateful that I chose this profession. It allows me to share my love of food with others and bring joy to their lives.
Can you describe a favorite childhood dish or cooking memory that sparked your interest in the culinary world?
To this day, one of my favorite dishes is my mother's fish curry. She makes it in an old pot that my grandmother used to use, and it's simply the best. She uses fresh fish from the market, kokum, and chili powder, but there's something else that makes her curry so special. I think it's the love and affection she puts into it. I've tried to recreate her recipe in my own kitchen, but I've never been able to get it quite right. I guess there's no substitute for a mother's touch.
How do you handle feedback and criticism from guests or food critics, and how has this feedback contributed to your growth as a chef?
Feedback is essential in any creative field, and cooking is no exception. However, food is a highly subjective experience. The same dish that one person loves may be disliked by another. This is because our food preferences are shaped by our individual experiences, cultures, and emotions. As a chef, it is important to understand that not all feedback is created equal. Some feedback may be arbitrary or unhelpful. For example, if a customer says "there is not enough variety" without providing any specific suggestions, it is difficult to know how to improve. On the other hand, if a customer says "the biryani is too dry and there are too many cloves, cardamom, and bay leaves," this is specific and actionable feedback. When receiving feedback, it is important to take a step back and consider it carefully. If you agree with the feedback, ask yourself how you can implement it in a way that is consistent with your style and philosophy. If you disagree with the feedback, it is okay to stand your ground. However, it is also important to be open to the possibility that you could be wrong. Ultimately, the goal is to use feedback to improve your cooking and provide your guests with the best possible experience. This is a delicate balance, but it is one that chefs learn to master with experience.
In your opinion, what makes a meal truly special beyond just the flavors?
From the guest's perspective, the entire dining experience matters. From the moment they enter the restaurant, they should be greeted with a warm smile. The food should be delicious and flavorful, and the server should be attentive and friendly. If the guest has a request, the server should listen carefully and do their best to fulfill it. Even small details like the cleanliness of the restaurant and the appearance of the tables can make a difference. In short, the guest dining experience is a complex mix of factors, both large and small. By paying attention to all of these details, restaurants can create a truly memorable and enjoyable experience for their guests.
Can you share your approach to managing and leading a kitchen team, including your strategies for staff training, development, and retention?
One of my key principles is that I don't micromanage. I believe that my team members are adults with experience, and I trust them to make their own decisions. My job is to guide them and ensure that they have the product knowledge and skills they need to deliver what we promise our guests. It is also very important to me that I treat my staff fairly and with respect. When they feel valued and appreciated, they are more likely to give their best to their jobs. This is important because the emotional well-being of the team can directly affect the quality of the food. For example, if a chef is having a bad day, they may not be able to focus on their work, and this could result in a dish that is not up to standard. I believe that by treating my staff with respect and ensuring their emotional well-being, I can create a positive and productive work environment where everyone is motivated to do their best. This results in better food and a better dining experience for our guests.
What are the most popular dishes at The Residency Towers that guests frequently rave about?
I'm excited to tell you about Sky Restaurant, where we are sitting right now. It's a curated Asian dining experience, and we have some beautiful dishes on the menu. One of our most popular dishes is the Blue Orchid Maki. It's a sushi roll made with blue orchid flower, and it's absolutely delicious. Another popular dish is the Black Garlic Chicken Tikka. The chicken is marinated in black garlic, which has a unique flavor and aroma. For dessert, we have a wonderful Namelaka. It's a Japanese version of a chocolate mousse, and it's incredibly smooth and rich. In addition to our Asian menu, we also offer a variety of global comfort food for travelers here in our Main Street. Popular items include Thayir Sadham (yogurt rice) and Sambar Rice. Our room service menus also feature a wide selection of comfort food items, as well as cake and shaped cakes.
We're confident that you'll find something to your taste at Sky Restaurant. Come and see us soon!
This interview is exclusively published on Hospitalitynews.in.
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Published on May 4, 2026
Fine Acers, a recognised name in hospitality-led real estate, has partnered with Wyndham Hotels & Resorts to introduce the Dolce brand in India, marking a significant step as the country’s tourism and hospitality sector is projected to reach USD 59 billion by 2028. Reflecting on this milestone, Dinesh Yadav, Founder & MD of Fine Acers highlights how the collaboration aligns with rising demand for premium leisure travel, destination weddings, and experiential stays. With existing resorts in Jaipur, Pushkar, and Goa, the company currently operates 200 rooms across three properties and plans to add 700 more keys over the next three years across Jaipur, Jawai, Udaipur, Pushkar, and Coorg, backed by an investment of around ₹600 crore. This expansion will take the total inventory to 1500 rooms across seven properties.
The introduction of Dolce by Wyndham comes at a time when India’s luxury hospitality segment faces a supply gap, with only around 29,000 luxury rooms available nationwide. Positioned to bridge this gap, Dolce integrates business, leisure, and large-scale event capabilities, making it ideal for high-demand markets like Goa and Udaipur, known for strong occupancy rates and wedding-driven demand. Fine Acers’ sale-and-leaseback model supports growth by enabling investors to purchase around 70% of its inventory, which is leased back and professionally managed, offering attractive returns without operational involvement, a model gaining traction among HNIs and NRIs seeking financial and experiential value. Backed by strong industry fundamentals, with hotel demand projected to grow at 10.8% annually against 8% supply growth, the company is expanding into high-demand destinations with a vision to surpass 1500 keys by 2030 and establish itself as a leading player in resort and lifestyle hospitality, while destination weddings and MICE remain central to the strategy, supported by India’s USD 130 billion wedding industry, driving memorable guest experiences and sustained growth.
This engaging exchange offers a glimpse into the evolving landscape of India’s luxury hospitality sector and the strategic vision driving Fine Acers forward. It was truly a great conversation with Dinesh Yadav, and readers can explore the complete feature in the Hospitality News May Magazine, available on our website and in print.
Published on May 1, 2026
In an exclusive and engaging interaction, Anand Mishra, Director of Operations at Sayaji Vadodara, Offers a thoughtful glimpse into the evolving world of hospitality in the May edition of Hospitality News magazine, where every detail matters and every guest experience carries meaning. Known for his strong operational expertise and people-first approach, he shares perspectives that go beyond processes, diving into the emotional core of hospitality.
Reflecting on his journey, he describes it as a story that began unexpectedly but soon transformed into a fulfilling career. “I began my journey as a management trainee at ITC, more by chance than by choice. What followed was a true rollercoaster filled with ups and downs, challenges, fun, and excitement. This industry has a unique way of shaping you, pushing you to grow, and transforming who you are. Looking back, I have no regrets. In fact, today I can proudly say that I enjoy my job every single day.”
What truly stands out is his deep commitment to guest care. Recalling a touching moment at Sayaji Hotel Vadodara, he shares, “I remember a single woman traveller who approached me at check-in with a strict, medically prescribed diet and asked if we could accommodate it…” What followed was a coordinated effort by his team to ensure precision and care. “At the time of checkout, she had tears in her eyes… It reaffirmed that when we truly commit, we can create an unmatched guest experience.”
Speaking about today’s travellers, he highlights a shift in expectations. “Luxury is not materialistic, it is deeply personal.” His approach focuses on understanding guests, anticipating their needs, and delivering warmth that feels like home.
Even in moments of operational challenges, such as a sudden system failure during peak service, his emphasis remains unchanged. “It was a perfect example of teamwork, quick thinking, and resilience,” he recalls, underlining the importance of seamless guest experience.
For him, the smallest details create the biggest impact. “Luxury is always human, it is never just materialistic.” At Sayaji, this philosophy comes alive through their “Yours Truly” experience.
This insightful exchange captures the essence of modern hospitality, where emotion meets excellence. It was truly a great conversation, and you can explore the complete feature in the Hospitality News May magazine on our website, or grab a physical copy to experience it in full.
The hospitality industry is evolving at an unprecedented pace, yet a fundamental question continues to challenge its growth, are we truly preparing talent for the realities of the job? In an exclusive and thought-provoking interaction, Sanjeev Kumar, Founder of HOSPI Sigma™, shares his perspective on this critical shift, offering a fresh lens on performance, capability, and industry readiness.
With over three decades of experience across globally respected brands such as Taj Hotels, ITC Hotels, Starwood Hotels & Resorts, and Premier Inn, Sanjeev Kumar brings unmatched operational depth combined with strategic foresight. His journey, further enriched by his tenure at Lloyds Banking Group, has shaped a unique approach that bridges hospitality with structured, data-driven methodologies.
In this featured conversation, he delves into the pressing gap between ‘qualified’ and ‘job-ready’ professionals, highlighting how traditional education often stops at knowledge, while the industry demands decisive action under pressure. Through HOSPI Sigma™, he introduces a transformative framework that shifts the focus from learning to real-time performance, an approach that is steadily redefining how talent is trained, evaluated, and empowered.
What sets this dialogue apart is its clarity and relevance. From addressing why performance under pressure has long been overlooked, to explaining how structured thinking can significantly reduce operational inefficiencies, Sanjeev Kumar offers insights that resonate with both industry leaders and emerging professionals. His emphasis on measurable outcomes, fewer guest complaints, reduced training costs, and consistent service delivery, adds a compelling business perspective to the conversation.
As the discussion unfolds, it builds a strong sense of anticipation around the future of hospitality talent. With India’s rapid expansion into Tier 2 and Tier 3 markets, frameworks like HOSPI Sigma™ are no longer optional, they are becoming essential. The conversation also touches upon the evolving role of policy, particularly in light of the Union Budget’s focus on skill development, and the urgent need to align intent with execution on the ground.
This is more than just an interview, it is a window into the future of hospitality operations and talent transformation.
It was truly a great conversation with Sanjeev Kumar, filled with insight, clarity, and forward-thinking perspectives. To explore the complete interview and gain deeper understanding, you can check it out in the HospitalityNews May magazine on our website, or experience it in its full depth through our physical edition.
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