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 


Chef Vijay Pandey Talks Technology, Tradition, and the Future of Food Delivery

Chef Vijay Pandey Talks Technology, Tradition, and the Future of Food Delivery

Vijay Pandey

Published on May 1, 2025

Chef Vijay Pandey is not your typical chef. With roots in five-star hospitality and global culinary experiences, he now helms the kitchen innovation at Rebel Foods, India’s leading cloud kitchen network. As the Corporate Chef, he is the creative force behind multi-brand strategies that serve millions of customers every month.

“Each phase of my journey—luxury hotels, cruise liners, flight kitchens—taught me the value of precision, consistency, and authenticity,” shares Chef Vijay. These diverse experiences have equipped him to lead in the fast-paced world of food tech. At Rebel Foods, his mission is clear: deliver restaurant-quality meals at scale, without losing flavor or soul.

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With a portfolio that spans everything from Indian classics to international flavors, Chef Vijay ensures every brand under Rebel Foods retains its unique identity. “Every dish goes through rigorous R&D, pilot tests, and customer feedback loops. That’s how we maintain authenticity while pushing culinary boundaries,” he explains.

His global exposure has played a key role in shaping today's menus. He’s excited by the rise of fusion cuisine and personalized dining. “Consumers now crave stories on their plate—Korean burgers with Indian spices, or Mediterranean flavors with local ingredients. We’re here to make that happen,” he says.

Behind the scenes, it's a blend of tech and taste. AI-powered tools help optimize recipes and predict trends, but the heart of innovation still lies with the chefs. “Technology brings scale and efficiency, but it’s the human touch that brings flavor and emotion,” he adds.

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When it comes to delivery, every element is engineered—from packaging to plating—to ensure meals retain their restaurant appeal. “Recipe engineering and constant feedback are key,” he explains, adding that real-time data from over 350 kitchens help maintain quality at every touchpoint.

A strong advocate for wellness and mindful eating, Chef Vijay brings his passion for yoga into the culinary world. “We prioritize clean ingredients, sustainable sourcing, and balanced meals. Good food should nourish the body and the spirit,” he says.

From pioneering Lebanese menus at Manchester United Café Bar to building Faasos’ iconic burger wraps, Chef Vijay’s journey reflects creativity grounded in operational expertise. But perhaps his proudest achievement is shaping the future of food delivery in India—one bold flavor at a time.

Hungry for more insights from India’s top culinary leaders? Stay tuned to HospitalityNews by GuestVento for inspiring stories, industry innovations, and behind-the-kitchen moments that shape the future of food. Visit our website to read the full May edition, and direct message us for physical copies.


Redefining Travel: Exclusive Insights with Jyoti Mayal

Redefining Travel: Exclusive Insights with Jyoti Mayal

Jyoti Mayal

Published on May 1, 2025

In an exclusive feature for HospitalityNews' May Edition, we had the privilege of engaging in a compelling conversation with Jyoti Mayal, Chairperson of the Tourism and Hospitality Skill Council (THSC), and one of the most respected voices in India's tourism industry. With decades of experience and a keen eye on global trends, Jyoti Mayal brings a wealth of knowledge to the table—touching upon everything from eco-tourism to digital transformation in travel.

Her insights are not only eye-opening but also signal the emerging priorities of Indian travellers and how the industry must evolve to meet them. From discussing how tourism boards are crafting immersive experiences tailored to Indian preferences, to highlighting India's rising status in medical tourism, every part of the conversation offered a deeper look into the rapidly changing world of travel.

She begins by sharing how Indian travellers have moved beyond the conventional. “Indian travelers today are more informed, curious, and experience-driven than ever before…” This evolving mindset, she says, is driving demand for personalization and pushing agencies to elevate their offerings.

Further in the discussion, she emphasizes the meaningful collaborations between international tourism boards and Indian travel professionals. She reveals how these partnerships are building cultural bridges and setting new standards in hospitality.

On India’s leadership in medical tourism, Mayal proudly notes the impact of the Heal in India initiative and how the THSC is playing a transformative role in creating a skilled and empathetic ecosystem.

From sustainability in wildlife tourism to seamless international travel experiences and AI-driven travel planning, her observations are a masterclass in future-focused thinking.

This enlightening conversation with Jyoti Mayal is a must-read for industry leaders, aspiring travel professionals, and anyone interested in where Indian tourism is headed.

Catch the complete interview in the May edition of Hospitality News, available on our website. You can also get a physical copy to keep this enriching feature in your collection. It was truly a great conversation—one that sheds light on the vision, strategy, and heart behind India’s travel transformation.


The Untold Stories of Sri Lanka: Suchitra Aluwihare’s Approach to Immersive Travel

The Untold Stories of Sri Lanka: Suchitra Aluwihare’s Approach to Immersive Travel

Suchitra Aluwihare

Published on May 1, 2025

With a career spanning over 20 years in Sri Lanka’s vibrant travel and tourism industry, Suchitra Aluwihare stands at the forefront of redefining destination management. As the Chief Operating Officer of Hayleys Travels, one of Sri Lanka’s leading travel solutions providers, Mr. Aluwihare has played a vital role in shaping curated travel experiences that go beyond traditional tourism.

In this exclusive feature for HospitalityNews by GuestVento, Suchitra shares how Hayleys Travels combines technology, local expertise, and sustainability to craft journeys that are deeply personal and impactful. From immersive wildlife encounters to wellness-focused itineraries, the company’s unique offerings reflect a deep understanding of modern traveler preferences.

Under Mr. Aluwihare’s guidance, Hayleys has embraced responsible tourism as a core philosophy. From reforestation and marine conservation to partnering with local artisans and community-driven experiences, the goal is to ensure that every trip benefits both the traveler and the destination. His belief that “every journey should leave a positive footprint” drives much of the brand’s innovation.

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The conversation also touches on Sri Lanka’s lesser-known destinations—from boat safaris in Gal Oya to dolphin watching in Kalpitiya—reminding readers that the island’s real magic often lies off the beaten path. Mr. Aluwihare’s passion for showcasing Sri Lanka’s hidden gems is matched only by his commitment to preserving them for future generations.

Want to know what sets Hayleys apart in a crowded market? Curious about how tech is shaping sustainable travel? Read the full interview with Suchitra Aluwihare in the latest May edition of HospitalityNews by GuestVento.

Head to our website to read the full e-magazine and DM us for physical copies!