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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
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Published on July 1, 2025
Bakul Pednekar, the Director of People and Culture at Four Seasons Hotel Bengaluru, is on a mission to create more than just an excellent place to work, he’s building a workplace where people feel truly heard, valued, and empowered. With over two decades in hospitality, Bakul brings global perspective and local sensitivity to shaping people strategies that go beyond roles and hierarchies.
Under his leadership, Four Seasons isn’t merely positioning itself as a luxury brand but as a people-first organisation where careers are nurtured with intent and care. From tackling pressing industry challenges like talent shortages and rising attrition, to developing skillsets tailored for an increasingly luxury-focused market, Bakul is aligning long-term growth with evolving industry needs.
He’s also made learning a cornerstone, with a dynamic mix of digital modules, classroom sessions, soft skills workshops, and mentoring that not only upskill teams but also instill confidence and curiosity. Initiatives like the lively “Four Teams” programme, where employees compete in everything from wellness activities to culinary contests have added a spirited, collaborative edge to engagement, strengthening bonds across departments.
For Bakul, leadership is inseparable from culture. By embedding empathy into management training, encouraging open dialogue, and fostering psychological safety, he’s ensuring Four Seasons remains a place where people feel respected and inspired to grow.
As he puts it, “We position ourselves not just as a luxury brand, but as a people-first organisation where careers are nurtured with purpose.”
Want more?Read our full interview with Bakul Pednekar in our website e-magazine to see how Four Seasons Hotel Bengaluru is creating a future-ready, values-led hospitality workforce and what that means for the industry at large.
Faisal Nafees, the General Manager of Radisson Resort & Spa, Lonavala, is on a mission to make luxury travel more meaningful. With over two decades in hospitality, Faisal combines global experience with a passion for creating authentic, people-first spaces. Under his leadership, this picturesque hill-station resort isn’t just offering stays, it’s crafting soulful getaways that linger in memory.
From the start, Faisal has focused on turning Radisson Lonavala into a true destination. He’s brought a global eye for operational excellence to this uniquely local setting, ensuring the resort stands out not only for its comfort but for experiences that connect guests with the very spirit of Lonavala.
For leisure travellers, there are immersive wellness retreats set against the tranquil Sahyadris and signature culinary journeys like the Khema Dinner: a regal feast under the stars inspired by Maratha traditions, brought to life with organic produce from the resort’s own gardens. Meanwhile, corporate guests enjoy thoughtfully curated MICE experiences that balance productivity with relaxation, proving that even business trips can be enriching.
Sustainability is a cornerstone here. As a Hotel Sustainability Basics verified property, Radisson Lonavala blends eco-conscious architecture with a commitment to local sourcing, waste management, and reduced plastic use. The result is a stay that feels both indulgent and responsible, something today’s discerning guests increasingly seek.
Looking ahead, Faisal and his team are raising the bar even higher. Guests can look forward to new luxury villas for more private escapes, Lonavala’s first rooftop sky lounge promising panoramic views and vibrant dining, and wellness collaborations that transform weekends into holistic rejuvenations.
As Faisal puts it, “Ultimately, our aim is to make Radisson Lonavala more than a place to stay, it is a destination where every visit is meaningful, every detail is intentional, and every guest leaves with a sense of warmth, care, and authenticity.”
Want more?
Read our full interview with Faisal Nafees in our website e-magazine to see how Radisson Lonavala is setting new standards for luxury in the hills.
Published on June 30, 2025
Every great dining destination begins with a story and at Nksha, one of South Mumbai’s most celebrated fine-dining addresses, that story is steeped in the timeless elegance of Bombay’s golden era. In a Hospitality News July edition exclusive, we sit down with Pranav Rungta, Co-founder and Director of Nksha, and Vice President of NRAI Mumbai Chapter, who gives us a glimpse into how nostalgia, innovation, and heartfelt hospitality converge to create something unforgettable.
Pranav’s journey in hospitality began in 2007 with Garden of Eden in Pune, but it is through Nksha that his philosophy has truly found form. At its core, Nksha is a tribute not just to a city, but to the soul of Indian hospitality. From Art Deco-inspired interiors to reimagined North Indian classics, Pranav explains how the past and present harmoniously coexist to shape an experience that’s as aesthetically rich as it is emotionally resonant.
He walks us through Nksha’s defining moments, like the success of the thoughtfully curated High Tea menu, which emerged not just from trend-watching, but from keen observation of the city’s shifting rhythms and cultural needs. It's this commitment to relevance that defines Nksha’s innovation rooted in tradition, yet constantly evolving.
Design and cuisine, Pranav shares, are treated not as separate aspects, but as chapters of the same story. From vintage lighting to the crockery on the table, everything at Nksha is about crafting a narrative that guests feel part of one that unfolds with each bite and every glance around.
Beyond the restaurant, Pranav’s influence in the National Restaurant Association of India (NRAI) allows him to mentor emerging talent and contribute to a growing culture of culinary exploration across India.
As for what lies ahead? Pop-ups, potential expansion, and newer ways to surprise guests yet always with a clear intent to stay true to Nksha’s essence.
It was a pleasure to explore the mind behind Nksha in this enriching conversation. Dive into the complete interview in the July edition of Hospitalitynews magazine, available on our website and in print.
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