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


People, Purpose, and Culinary Leadership

People, Purpose, and Culinary Leadership

Chef V. Bharathan

Published on February 1, 2026

In an exclusive featured interaction with Hospitality News, Executive Chef V. Bharathan offers rare insights into the values and discipline that have shaped his remarkable journey in hospitality. From beginning his career at the very entry level of Food & Beverage service to leading complex culinary operations at Bengaluru Airport’s Terminal 1, his story reflects resilience, consistency, and purpose-led leadership.

Now serving as Executive Chef at Avolta India, Chef Bharathan speaks candidly about the formative years that taught him patience, humility, and endurance, and the mentors who shaped his belief that leadership must be firm on standards yet humane in practice. He also reflects on balancing authenticity and innovation while cooking for fast-moving, diverse traveller audiences, ensuring comfort without compromising culinary identity.

The conversation further explores his pioneering work in fireless and knifeless kitchen systems, developed to enhance safety, efficiency, and team confidence in high-volume airport environments. Equally compelling are his thoughts on inclusive employment, where dignity, trust, and opportunity emerge as the true pillars of hospitality.

This thoughtful exchange goes beyond food, revealing a leader driven by character, discipline, and conscience. It is a meaningful conversation that captures the evolving essence of culinary leadership in India today.

Readers can explore the complete interview in the Hospitality News February Magazine, available on our website and in the physical print edition.


Shaping the Future of Indian Hospitality: A Conversation with FHRAI President Surendra Kumar Jaiswal

Shaping the Future of Indian Hospitality: A Conversation with FHRAI President Surendra Kumar Jaiswal

Surendra Kumar Jaiswal

Published on February 1, 2026

At a time when India’s hospitality and food services sector is entering a decisive phase of transformation, strong leadership and clear policy direction have never been more critical. In an exclusive and in-depth conversation, Hospitality News brings forward the perspectives of Mr. Surendra Kumar Jaiswal, President of the Federation of Hotel & Restaurant Associations of India (FHRAI), who is steering the industry through a period of opportunity, reform, and reinvention.

A second-generation hotelier and a respected industry voice, Mr. Jaiswal combines hands-on entrepreneurial experience with a deep understanding of policy, sustainability, and talent development. Leading a diverse hospitality portfolio across Uttar Pradesh and actively involved in philanthropic initiatives, his journey reflects both scale and sensitivity, qualities increasingly essential in today’s hospitality landscape.

In this featured interview, Mr. Jaiswal speaks candidly about FHRAI’s evolving role as a proactive policy partner, the structural changes needed to keep Indian hospitality globally competitive, and the urgent reforms required to unlock long-term, sustainable growth. He also sheds light on how hospitality-led development in Tier 2 and Tier 3 cities can reshape India’s tourism economy while creating inclusive regional opportunities.

Beyond policy and expansion, the conversation delves into the future, where sustainability, skilling, and digital transformation intersect. From responsible operations and workforce development to the growing influence of contactless guest management technologies, Mr. Jaiswal outlines how the industry can embrace innovation without losing its human essence.

What makes this interaction especially compelling is its balance of vision and pragmatism. Each response reflects not just ambition, but actionable pathways for hotels and restaurants of all sizes, making this discussion particularly relevant for industry leaders, investors, and emerging professionals alike.

The complete and unfiltered conversation with Mr. Surendra Kumar Jaiswal is featured in the Hospitality News February Magazine. Readers can explore the full interview on our website e-magazine or experience it in print by getting their physical copy of the February edition, a must-read for anyone invested in the future of Indian hospitality.


Hyatt’s Commitment to Responsible Hospitality

Hyatt’s Commitment to Responsible Hospitality

Ruban Das

Published on January 1, 2026

In a featured interaction with Guestvento Hospitality News, Ruban Das, a seasoned hospitality leader with over two decades of experience across Hyatt, Hilton, and Accor, shared measured insights on what it truly means to build responsible, future-ready hotels. Known for blending operational discipline with a strong people-first approach, Das has played a key role in embedding sustainability into hotel operations, most notably through Hyatt’s journey toward EarthCheck Silver certification.

During the conversation, Das spoke candidly about why sustainability today must go beyond intent and messaging. With increasing scrutiny from guests, partners, and global stakeholders, accountability and data-backed performance have become essential. He highlighted how benchmarking platforms like EarthCheck bring structure, transparency, and long-term thinking to sustainability efforts.

The discussion also explored how the definition of luxury is evolving. From shifting away from imported ingredients toward mindful local sourcing, to partnering with Indian producers and artisans, Das underlined how responsible choices can strengthen both sustainability and business resilience. Community partnerships, particularly those supporting rural livelihoods and circular practices, emerged as a meaningful part of this philosophy.

Importantly, Das shed light on the complex, behind-the-scenes efforts that define responsible hospitality from waste management and water recycling to reducing single-use plastics and strengthening procurement systems.

It was a thoughtful and insightful conversation that reinforces why responsible luxury is no longer optional but essential. The complete interview can be read in the Hospitality News January magazine, available on our website and in print.