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

Admin

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 


Ganesh Ramamurthy: Elevating Boutique Hospitality with a Touch of Tradition

Nishang Narayan

Published on April 2, 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.


Nurturing Talent, Inspiring Excellence: Vinesh Gupta's Leadership Philosophy

Nurturing Talent, Inspiring Excellence: Vinesh Gupta's Leadership Philosophy

Admin

Published on April 2, 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


Leading with Passion and Purpose in the Hospitality Sector. A Conversation with Balaji M

Leading with Passion and Purpose in the Hospitality Sector. A Conversation with Balaji M

Admin

Published on April 2, 2024

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