Navigating Challenges with Grace: Ila Prabhu's Insights as a General Manager

Admin

Published on March 4, 2024

Ila Prabhu's journey in hospitality began in 2007 as a management trainee in housekeeping, despite lacking prior experience or education in the field. An army wife, she seized an opportunity with 'Welcome Jawan' by ITC in 2006-07, transitioning from her role as a lecturer. After rigorous training, she became an assistant manager in housekeeping at ITC Kakatiya in 2017.

Supported by invaluable guidance from seniors, Ila progressed through various luxury hotels within the ITC group, contributing significantly during pre-opening phases. Her curiosity led her to explore different hotel departments, earning recognition for her versatility. Despite starting from a non-hotelier background, she advanced to her current role as a general manager, grateful for the opportunities that have shaped her hospitality career.

Could you share with us your journey in the hospitality industry and how it has led you to your current position as General Manager?

My journey in hospitality has been full of new experiences. Every day brings something new, something different. I began my journey in 2007 as a management trainee in housekeeping. Interestingly, I had no prior experience or education in hospitality when I entered the field. I was a lecturer, teaching BCom students, but being an army wife, I had to relocate every two years with my husband. With the responsibility of being a mother, I decided to focus on raising my children while they were young. However, in 2006/2007, I came across a special opportunity for army officers called 'Welcome Jawan' by ITC, and I decided to apply. My children had grown to a stage where they could manage on their own, and I felt it was the right time to invest in my career.

The application process involved multiple stages of interviews, including one with Mr. Kuldeep Bharati, the GM at ITC Kakatiya. Despite the extensive interview process, I was fortunate to be selected. Following my selection, I underwent a rigorous one-year training program with ITC to become a proficient housekeeper. The training was comprehensive, starting from the basics of room care and guest preparation. After completing my training, I was appointed as an assistant manager in housekeeping at ITC Kakatiya in 2017.

Throughout my career, I received invaluable guidance and support from my seniors, which complemented my hard work. Their recognition of my efforts propelled me forward, leading to opportunities in various luxury collection hotels within the ITC group. I had the privilege of working at seven different hotels, including ITC Rajputana and ITC Grand Para, where I was involved in the pre-opening phase.

As I transitioned into roles involving core operational management, my curiosity led me to explore other departments within the hotels. I sought to understand their functioning and operations, which eventually led to recognition from my seniors for my ability to perform beyond my designated area. With their guidance and support, I progressed to my current position as a general manager, starting from a non-hotelier background.

Today, as I stand before you as a general manager, I am proud of my journey and grateful for the opportunities provided by the company I work for.

As someone with extensive experience in hotel operations, what key lessons have you learned throughout your career contributed to your success in managing hotels effectively?

Experience and learning, I believe, are relative terms. What may be exciting for me might not be as exciting for others. So, for me, every day is a learning experience. Over the last 16 years, I have learned a great deal and have become a better person. Hospitality is a field that fosters personal growth. It teaches you patience, multitasking, and the unpredictability of dealing with people you've never met before, including those who work for you. Every day presents different situations and interactions, all of which contribute to shaping you into a better human being.

Flexibility, adaptability, and patience are qualities that I have cultivated during my 16-year career. I've learned to handle unforeseen circumstances and adjust accordingly. When I first entered the industry, I wasn't as patient or people-oriented as I am today, but these qualities have now become my strengths.

Overall, I've learned that personalization is the key to success in the hospitality industry. Whether it's adaptability, empathy, or being people-oriented, personalization is at the core of it all. Representing a brand means building relationships with guests, and personalization is crucial in fostering those connections. This, I believe, is my greatest achievement and the most significant lesson I've learned in my 17-year career journey.

Could you highlight some of the key responsibilities and challenges you've faced as a General Manager at ITC Hotels, and how you've navigated them to ensure operational excellence?

As a general manager, my primary responsibility lies in ensuring operational efficiency, encompassing revenue generation, cost management, and people management. Operational excellence is the cornerstone of my career success. Challenges are inherent in any role, and how one navigates through them defines the excitement and fulfillment of the job. Effective communication, strategic planning, and decisive action are key elements in overcoming challenges and achieving career success.

Reflecting on past challenges, the COVID-19 pandemic stands out as a significant test for the hospitality industry. The pandemic brought about various challenges, including manpower shortages, resource constraints, and uncertainties in operations. Maintaining team morale, ensuring guest safety, and delivering exceptional service with limited resources were paramount concerns during that time. Our focus shifted from revenue generation to ensuring the safety and well-being of our team members and guests.

During the pandemic, we rallied together as a company to address these challenges head-on. Extensive research was conducted to implement sanitization protocols, provide appropriate protective equipment for staff, and enhance guest comfort and safety measures. Despite the setbacks faced by the hospitality industry, the pandemic served as a learning experience, prompting us to reassess our approach to employee care and guest service. Through collaborative efforts across all levels of the organization, we successfully navigated through the challenges and emerged stronger.

In retrospect, the COVID-19 pandemic taught us valuable lessons and underscored the importance of teamwork and adaptability in overcoming adversity. Today, as we welcome guests with smiles on our faces, we recognize the resilience and unity that enabled us to overcome unprecedented challenges and emerge stronger than before.

Transitioning from the role of Operations Manager to Resident Manager and now as General Manager, what adjustments have you had to make, and how do you approach each position differently?

Transitioning from the role of Operations Manager to Resident Manager and eventually to a General Manager entails a progression of responsibilities, skill development, and mindset adjustments. Initially, as an Operations Manager, my focus was on overseeing day-to-day operations, managing staffing, inventory, and ensuring audit performance. However, as I advanced to the role of Resident Manager, my attention shifted towards guest satisfaction. I became more attuned to guest feedback, striving to enhance their experience and ensure their stay was memorable. Upon assuming the position of General Manager, my primary focus shifted towards operational excellence encompassing various aspects such as revenue management, customer satisfaction, and cost efficiency. This transition in focus was a structured evolution in my career, facilitated by the guidance of mentors, senior colleagues, and my own dedication to continuous improvement.

Women's Day is approaching, and we'd love to hear your thoughts on the significance of this day. How do you believe we can continue celebrating and empowering women in the hospitality industry?

It's an interesting thought, but why wait for a specific day to celebrate women? For me, every day is Women's Day. Women are the creators of this universe, and I believe they deserve respect and recognition every day, in every role they play. Whether it's as a mother, a teacher, or a wife, women excel and inspire in every aspect of family life. Moreover, they shine just as brightly in professions such as medicine, education, space exploration, and hospitality. In every role, women display remarkable talent and strength. Therefore, I advocate for celebrating and honoring women every single day.

As a woman in a leadership role, what advice would you give to other women aspiring to pursue careers in hospitality or any male-dominated industry?

I would say that while it may have been male-dominated in the past, I don't fully agree with the notion of male dominance in the hospitality industry. Nowadays, women are present in every field, including hospitality. In my experience, working with ITC, I've had many female colleagues, and I've never felt that it's a male-dominated field. I want to encourage all my female colleagues to consider hospitality as a welcoming profession. I joined at the age of 36 and have reached this position, which shows that there are ample opportunities for those passionate about their work. Organizations like ours provide support for women to succeed and settle into the industry. The days of considering it a male-dominated industry are behind us. It's time for women to recognize their inclusion and feel like an integral part of it. As long as we assert ourselves and see this industry as ours, it will no longer be seen as male-dominated. Women have a significant impact in every field today, and they have the power to make a difference, even turning it into a women-dominated industry.

In your opinion, what are some strategies or initiatives that hotels and organisations can implement to promote gender diversity and inclusivity in the workplace?

Gender diversity and inclusion are vital, and at ITC, we've made significant strides in this area. We've increased maternity leave and provided additional paid leave days for women to care for their babies before returning to work. Fathers are also granted leave to take care of their children, allowing women to focus on their careers knowing their families are supported. Our hotel facilities include a lovely crèche where mothers can bring their babies, ensuring everyone's happiness and well-being. These initiatives not only support women but also boost morale among all employees, demonstrating that our organization cares about their well-being. Previously, women may have hesitated to work in hospitality due to concerns about work-life balance. However, with these policies in place, women feel confident that they can balance their professional and family lives effectively. Flexible policies like work-from-home and paternal leave contribute significantly to their confidence and encourage women to build their careers with our company.

Reflecting on your experiences, could you share a memorable moment or achievement in your career that you are particularly proud of?

Every stepping stone to success is memorable, but I'd like to share a particularly interesting moment. We were attending a workshop in Delhi, and on the last day, we were supposed to receive our certificates. Our division chief executive unexpectedly joined us, which was a pleasant surprise. As he entered, he announced my name, catching me completely off guard. There were around 50 people in the hall, including prominent position holders. Suddenly, a trolley appeared with a beautifully decorated cake. Mr. Chadda, our divisional chief executive, took the stage and introduced me as the upcoming GM for WelcomHotel Chennai. I was overwhelmed with happiness to be recognized for my work in front of everyone. Then, he invited me to cut the cake. It was an incredibly memorable moment, one that I'll cherish forever. While success brings many memories, there are certain moments that fill you with immense pride. This was one such moment for me, where my achievements were celebrated openly.

Looking ahead, what are your goals and aspirations for the future, both personally and professionally, and how do you plan to continue making a positive impact in the hospitality industry?

Professionally, I aim to continually deepen my understanding of the intricate facets of hospitality. Moreover, I am committed to championing sustainability, inclusivity, and innovation within the industry.

On a personal level, I aspire to be an inspiring advocate for inclusion. By fostering an environment where people grasp the significance of including women, we contribute to building a better world. When women themselves are encouraged to embrace inclusion, they experience a profound sense of belonging, relevance, and empowerment. Therefore, I envision a world where every woman feels embraced by inclusion. Consequently, I strive to lead my personal life as a catalyst for inclusion.

This interview is Published Exclusively on HospitalityNews.in. Catch the complete conversation at https://youtu.be/GJazoUm9Qpw 


Bakul Pednekar on Building a Workplace Where People Feel Heard, Valued & Empowered

Bakul Pednekar on Building a Workplace Where People Feel Heard, Valued & Empowered

Bakul Pednekar

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.

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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 on Elevating Lonavala: More Than a Stay, It’s a Soulful Journey

Faisal Nafees on Elevating Lonavala: More Than a Stay, It’s a Soulful Journey

Faisal Nafees

Published on July 1, 2025

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.

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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.


Where Elegance Meets Experience: Pranav Rungta’s Nksha Journey

Where Elegance Meets Experience: Pranav Rungta’s Nksha Journey

Pranav Rungta

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.