Guest-Centric Leadership: Uday Bhaskar's Strategy for Success

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Published on March 4, 2024

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 https://youtu.be/hRiDw7A5MTA 


Plates that Speak Stories: Chef Altamsh’s Culinary Vision

Plates that Speak Stories: Chef Altamsh’s Culinary Vision

Chef Altamsh Patel

Published on October 1, 2025

In an exclusive feature with October edition of Hospitalitynews magazine, Chef Altamsh Patel, Director of Culinary at Hilton Mumbai International Airport, shared insights that reveal not only his passion for gastronomy but also the philosophy that drives his success. His journey is a testament to how unexpected paths often lead to extraordinary destinations.

When asked about his defining moment, Chef Altamsh reflected on his early life where his parents wished for him to become a doctor. Yet, destiny had other plans. Drawn into hotel management and eventually the kitchen of the Taj, he discovered a true sense of belonging. “What began as honoring my parents soon grew into a lifelong love, reminding me that sometimes the unplanned path becomes the one we cherish most,” he shared.

Speaking about innovation and tradition, he noted, “At Hilton Mumbai International Airport, balancing innovation with tradition means sharing a part of our heart with every guest.” To him, food is storytelling, an art that surprises guests while honoring culture.

Chef Altamsh also underlined how food creates cherished memories. Whether in restaurants, banquets, or in-room dining, he and his team strive to ensure every plate carries love, passion, and culture, making each meal unforgettable.

On sustainability, his commitment is firm. From locally sourced ingredients to Hilton’s Travel with Purpose mission, practices like waste-to-fertilizer initiatives, cage-free eggs, and glass bottles redefine responsible luxury dining.

As a mentor, Chef Altamsh believes in nurturing creativity, humility, and resilience among young chefs, ensuring excellence remains a collective effort. Looking ahead, he expressed excitement about India’s micro-cuisines and Peruvian influences, combining authenticity with multi-sensory experiences to shape the future of luxury dining.

It was truly an inspiring and enriching conversation with Chef Altamsh Patel. For the complete feature, explore the Hospitalitynews October Magazine, available on our website (E-Magazine) and as a physical copy.


Redefining Hospitality Education: An Exclusive Conversation with Dr. Suborno Bose

Redefining Hospitality Education: An Exclusive Conversation with Dr. Suborno Bose

Dr Suborno Bose

Published on October 1, 2025

In a world where hospitality is constantly reshaped by technology and global collaboration, few voices carry as much authority and vision as Dr. Suborno Bose, the Founder-Chairman and Chief Mentor of the International Institute of Hotel Management (IIHM) and Indismart Group Worldwide. Over the last 25 years, he has established Asia’s largest chain of premier hotel schools with campuses across the globe, while spearheading innovations that redefine the very essence of hospitality education.

In an exclusive feature for Hospitality News, Dr. Bose takes us through a riveting journey of ideas and insights. He reveals how AI-powered platforms like NamAIste – IIHM HospitalityGPT, the world’s first AI model for the service sector, are reshaping the way students learn, blending technology with empathy to create leaders who are both digitally fluent and emotionally intelligent.

Adding to this, he speaks passionately about the Global Knowledge Sharing Declaration on AI in Hospitality, which began with 50 countries and now includes over 60 nations. This initiative, driven by IIHM, has created a collaborative framework for integrating AI literacy, ethical practices, and equal access to education worldwide.

As the conversation deepens, Dr. Bose introduces us to his philosophy of “High Tech, Higher Touch,” a principle that balances cutting-edge digital tools with the timeless warmth of human connection. He emphasizes that while AI can anticipate preferences and streamline service, true hospitality lies in the smiles, gestures, and conversations that make every experience memorable.

From the International Young Chef Olympiad (YCO) to initiatives like the Food Soldier programme, Dr. Bose continues to nurture global talent while embedding sustainability, cultural respect, and innovation at the core of hospitality. His long-term vision is clear: to position India as a hub for compassionate, intelligent, and inclusive hospitality leadership.

This inspiring exchange with Dr. Bose is more than an interview, it is a window into the future of hospitality, where technology and empathy walk hand in hand.

For the complete interview and exclusive insights, dive into the Hospitalitynews Magazine October Edition- available now on our website and in print. Don’t miss your chance to be part of this transformative dialogue shaping the future of hospitality.


Vivek Shukla Redefines Loyalty Through Purpose-Driven Hospitality

Vivek Shukla Redefines Loyalty Through Purpose-Driven Hospitality

Vivek Shukla

Published on September 1, 2025

In today’s world of hospitality, where loyalty programs are often defined by free nights, discounts, and upgrades, The LaLiT Suri Hospitality Group has chosen a different path, one that blends guest rewards with social good. In an exclusive conversation with Hospitalitynews, Vivek Shukla, CEO of the Group, offered rare insights into how luxury and purpose can converge to create a new standard for the industry.

With more than 35 years in luxury hospitality and two decades shaping The LaLiT’s vision, Shukla is widely known for his people-first approach and strategic foresight. His leadership during the pandemic, marked by initiatives that supported frontline workers and vulnerable communities, underscored his conviction that hospitality is about much more than service, it is about responsibility.

This ethos is at the heart of the Group’s new loyalty program. Unlike traditional models, this initiative empowers guests to transform everyday indulgences into acts of giving. Partnering with Points for Good, The LaLiT allows loyalty members to channel their points towards diverse causes ranging from child education and sustainability to LGBTQIA+ empowerment. Shukla describes it as a shift “from transactional exchanges to purposeful, meaningful connections”.

The innovation lies in embedding impact seamlessly into daily guest interactions. Shukla believes that over time, members will begin to associate loyalty not only with luxury but also with generosity and social change. “When routine stays or meals become part of something greater, it fosters a culture of care and giving back”, he says.

Perhaps most compelling is the vision behind it: small contributions from thousands of guests, collectively sparking a wave of impact across India. By aligning hospitality with social responsibility, The LaLiT is rewriting the future of loyalty, one that is not just about repeat business but about emotional connection and shared purpose.

Our conversation with Vivek Shukla was both inspiring and thought-provoking, challenging the industry to see loyalty in a whole new light. For the complete interview and exclusive insights, dive into the Hospitalitynews Magazine September Edition- available now on our website and in print. Don’t miss your chance to be part of this transformative dialogue shaping the future of hospitality.