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Published on September 1, 2023
In this edition, we spotlight Sanjeev Mandal, the General Manager of Courtyard by Marriott, Chennai. Renowned for his unparalleled benchmarks, remarkable leadership, and an unwavering ardor for hospitality, Mandal takes the reins.
About General Manager Sanjeev Mandal
Sanjeev Mandal began his career at Goa Marriott Hotel, India, as a Lead Associate. He progressed internationally, holding roles like Shift Leader and Conference and Banqueting Supervisor at St. Pierre Marriott Hotel, Chepstow, Wales. Back in India, he assumed significant positions at Hyderabad Marriott Hotel & Convention center and Courtyard by Marriott. He further contributed as Food & Beverage Incharge at Hyderabad Marriott Hotel & Convention center and Courtyard by Marriott. His journey continued as Food and Beverage Manager at Courtyard by Marriott Ahmedabad. Sanjeev's leadership extended to Hotel Manager roles in Kathmandu, Nepal, and Lucknow, India. He now excels as General Manager at Marriott International in Chennai, India.
1 What is the USP of your property, Courtyard by Marriott, Chennai?
Courtyard by Marriott, Chennai, strategically resides in a prime locale, conveniently neighboring key business hubs and financial districts. For visa-related travelers, the Singapore and US consulates are also in proximity. Our hotel uniquely bridges luxury and budget accommodations, catering to a diverse array of guests encompassing business and leisure travelers. Whether solo or with family, our offerings aptly cater to all preferences.
A standout feature is our kitchenette suites, providing guests with comprehensive culinary facilities. Our accommodation spans from 6 months to 8 years, fostering lasting relationships grounded in room quality, strategic location, and comprehensive amenities. Recent years have witnessed the integration of cutting-edge post-COVID technologies, seamlessly blending with skilled personnel and top-tier infrastructure. Courtyard by Marriott epitomizes a ‘home away from home’ for every traveler.
2 How do you maintain a balance between fostering a great work environment and delivering a top-notch guest experience?
I'm a firm advocate for the strength of teamwork. Within my leadership team, consisting of around 10 members from diverse departments, I prioritize clear communication of my vision and goals. This clarity is particularly crucial during budget planning, a stage that demands alignment. With a team driven by both passion and proficiency, my role as a leader is streamlined, guiding them towards excellence in their respective capacities. This symbiotic relationship catalyzes their personal growth while ensuring a paramount guest experience—an absolute imperative.
Leading by example, I stand in solidarity with my team. Whenever challenges arise, I assume full responsibility and spearhead a comprehensive analysis, pinpointing the core issues. This proactive stance cultivates a culture of learning from missteps, driving continual advancement. Acknowledging the cyclical nature of business, occasional months may underperform. Yet, these periods provide valuable insights that finesse our strategies for the forthcoming year.
Be it devising sales, revenue, guest experience elevation strategies, or undertaking hotel projects, we collaboratively sculpt our approaches. Brainstorming sessions precede these initiatives, often yielding breakthroughs from unexpected sources. A recent triumph emerged with the creation of a dedicated guest relations team focused on elevating experiences. This innovation empowers meticulous feedback analysis, facilitating refinement where needed.
My trust in the team is reciprocated with skill development opportunities, fostering empowerment. Coupled with their adaptability to evolving guest demands, this empowerment positions them as torchbearers of expertise within the team and beyond.
3 What is an innovative or creative initiative you have implemented to enhance guest satisfaction?
We recently reimagined 10 standard guest rooms into kitchenette suites, driven by substantial demand from guests seeking extended stays spanning 6 months to 2 years. This trend was particularly evident in the Japanese and Korean markets, where guests often brought their own culinary provisions from home. This adaptation was tailored to cater to their unique dietary requirements, elevating the extended-stay experience for these valued visitors.
On the technological front, Marriott presents the guest experience platform known as GXP. This innovative tool streamlines communication, rendering voice calls and emails unnecessary. Guests can effortlessly communicate their arrival, departure times, room preferences, bedding changes, or any other needs via this platform. The process is seamless—type your message, and our vigilant monitoring team ensures prompt fulfillment. In case of any oversight, a review of the chat history facilitates swift rectification.
Marriott's mobile application, Marriott Bonvoy, has revolutionized room access, obviating the necessity for physical keys. Utilizing this app, guests can unlock their doors with ease. What was initially available across all Marriott hotels has been seamlessly incorporated here as well, a testament to dedicated management efforts.
Navigating the pandemic landscape, QR code menus were introduced, yet the allure of tactile menu perusal endured. Today, we reintroduce that personalized touch with a technological twist. Our implementation permits guests to access menus digitally from their rooms. While hard copy menus remain an option, this technology empowers guests to peruse, select items, indicate preferences, and enjoy timely deliveries.
4 How do you ensure the hotel staff remain motivated and enthusiastic about delivering exceptional services, day in and day out?
I, along with my leadership team, am steadfast in seizing opportunities for the advancement of our team and hotel members. Whenever a chance for progress presents itself, I take the lead in advocating for them. Whether within our team or across our extensive network of 140+ hotels in India, I ardently champion opportunities like transfers within the Marriott family. This philosophy resonates consistently in my meetings and various forums, as our collective aspiration is unwavering growth.
My focus extends to prioritizing skill development, nurturing essential soft skills, and propelling individuals toward mastery within their roles and even beyond. This commitment is underpinned by fair treatment, motivational guidance, and dedicated support in nurturing their advancement. This ethos stands as a bedrock in my journey, contributing significantly to my achievements.
5 What are the hotel's efforts in terms of sustainable practices?
A multitude of sustainable initiatives have been seamlessly integrated, notably the comprehensive adoption of solar power across our premises. Additionally, we've established an e-recharging zone, reflecting our dedication to environmentally conscious practices. This commitment extends to our sourcing approach, encompassing vegetables, meat, and dairy, fostering both economic savings and community well-being. LED lighting illuminates the entirety of the hotel, while water-saving mechanisms in rooms, public areas, and kitchens markedly curtail water wastage.
Moreover, our efforts extend to rainwater harvesting and optimized waste disposal practices, aligning harmoniously with the contemporary ethos of responsible stewardship. These measures resonate with the imperatives of a modern world, seamlessly merging sustainability with functionality.
6 Your advice to individuals who are aspiring to work in the hospitality industry, particularly in leadership roles like yours...
When evaluating prospective candidates for the hospitality sector, I emphasize two key qualities: genuine passion and the right attitude. These attributes, harmonized with an eagerness to learn and a proactive embrace of digitalization and technology, possess the capacity to foster a cadre of formidable leaders. Anchored in passion, the right attitude, and an insatiable appetite for knowledge, these foundational traits stand as my foremost considerations. In their confluence, lies the potential to nurture a reservoir of emerging leaders—leaders that the dynamic industry undeniably demands.
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Published on May 4, 2026
Fine Acers, a recognised name in hospitality-led real estate, has partnered with Wyndham Hotels & Resorts to introduce the Dolce brand in India, marking a significant step as the country’s tourism and hospitality sector is projected to reach USD 59 billion by 2028. Reflecting on this milestone, Dinesh Yadav, Founder & MD of Fine Acers highlights how the collaboration aligns with rising demand for premium leisure travel, destination weddings, and experiential stays. With existing resorts in Jaipur, Pushkar, and Goa, the company currently operates 200 rooms across three properties and plans to add 700 more keys over the next three years across Jaipur, Jawai, Udaipur, Pushkar, and Coorg, backed by an investment of around ₹600 crore. This expansion will take the total inventory to 1500 rooms across seven properties.
The introduction of Dolce by Wyndham comes at a time when India’s luxury hospitality segment faces a supply gap, with only around 29,000 luxury rooms available nationwide. Positioned to bridge this gap, Dolce integrates business, leisure, and large-scale event capabilities, making it ideal for high-demand markets like Goa and Udaipur, known for strong occupancy rates and wedding-driven demand. Fine Acers’ sale-and-leaseback model supports growth by enabling investors to purchase around 70% of its inventory, which is leased back and professionally managed, offering attractive returns without operational involvement, a model gaining traction among HNIs and NRIs seeking financial and experiential value. Backed by strong industry fundamentals, with hotel demand projected to grow at 10.8% annually against 8% supply growth, the company is expanding into high-demand destinations with a vision to surpass 1500 keys by 2030 and establish itself as a leading player in resort and lifestyle hospitality, while destination weddings and MICE remain central to the strategy, supported by India’s USD 130 billion wedding industry, driving memorable guest experiences and sustained growth.
This engaging exchange offers a glimpse into the evolving landscape of India’s luxury hospitality sector and the strategic vision driving Fine Acers forward. It was truly a great conversation with Dinesh Yadav, and readers can explore the complete feature in the Hospitality News May Magazine, available on our website and in print.
Published on May 1, 2026
In an exclusive and engaging interaction, Anand Mishra, Director of Operations at Sayaji Vadodara, Offers a thoughtful glimpse into the evolving world of hospitality in the May edition of Hospitality News magazine, where every detail matters and every guest experience carries meaning. Known for his strong operational expertise and people-first approach, he shares perspectives that go beyond processes, diving into the emotional core of hospitality.
Reflecting on his journey, he describes it as a story that began unexpectedly but soon transformed into a fulfilling career. “I began my journey as a management trainee at ITC, more by chance than by choice. What followed was a true rollercoaster filled with ups and downs, challenges, fun, and excitement. This industry has a unique way of shaping you, pushing you to grow, and transforming who you are. Looking back, I have no regrets. In fact, today I can proudly say that I enjoy my job every single day.”
What truly stands out is his deep commitment to guest care. Recalling a touching moment at Sayaji Hotel Vadodara, he shares, “I remember a single woman traveller who approached me at check-in with a strict, medically prescribed diet and asked if we could accommodate it…” What followed was a coordinated effort by his team to ensure precision and care. “At the time of checkout, she had tears in her eyes… It reaffirmed that when we truly commit, we can create an unmatched guest experience.”
Speaking about today’s travellers, he highlights a shift in expectations. “Luxury is not materialistic, it is deeply personal.” His approach focuses on understanding guests, anticipating their needs, and delivering warmth that feels like home.
Even in moments of operational challenges, such as a sudden system failure during peak service, his emphasis remains unchanged. “It was a perfect example of teamwork, quick thinking, and resilience,” he recalls, underlining the importance of seamless guest experience.
For him, the smallest details create the biggest impact. “Luxury is always human, it is never just materialistic.” At Sayaji, this philosophy comes alive through their “Yours Truly” experience.
This insightful exchange captures the essence of modern hospitality, where emotion meets excellence. It was truly a great conversation, and you can explore the complete feature in the Hospitality News May magazine on our website, or grab a physical copy to experience it in full.
The hospitality industry is evolving at an unprecedented pace, yet a fundamental question continues to challenge its growth, are we truly preparing talent for the realities of the job? In an exclusive and thought-provoking interaction, Sanjeev Kumar, Founder of HOSPI Sigma™, shares his perspective on this critical shift, offering a fresh lens on performance, capability, and industry readiness.
With over three decades of experience across globally respected brands such as Taj Hotels, ITC Hotels, Starwood Hotels & Resorts, and Premier Inn, Sanjeev Kumar brings unmatched operational depth combined with strategic foresight. His journey, further enriched by his tenure at Lloyds Banking Group, has shaped a unique approach that bridges hospitality with structured, data-driven methodologies.
In this featured conversation, he delves into the pressing gap between ‘qualified’ and ‘job-ready’ professionals, highlighting how traditional education often stops at knowledge, while the industry demands decisive action under pressure. Through HOSPI Sigma™, he introduces a transformative framework that shifts the focus from learning to real-time performance, an approach that is steadily redefining how talent is trained, evaluated, and empowered.
What sets this dialogue apart is its clarity and relevance. From addressing why performance under pressure has long been overlooked, to explaining how structured thinking can significantly reduce operational inefficiencies, Sanjeev Kumar offers insights that resonate with both industry leaders and emerging professionals. His emphasis on measurable outcomes, fewer guest complaints, reduced training costs, and consistent service delivery, adds a compelling business perspective to the conversation.
As the discussion unfolds, it builds a strong sense of anticipation around the future of hospitality talent. With India’s rapid expansion into Tier 2 and Tier 3 markets, frameworks like HOSPI Sigma™ are no longer optional, they are becoming essential. The conversation also touches upon the evolving role of policy, particularly in light of the Union Budget’s focus on skill development, and the urgent need to align intent with execution on the ground.
This is more than just an interview, it is a window into the future of hospitality operations and talent transformation.
It was truly a great conversation with Sanjeev Kumar, filled with insight, clarity, and forward-thinking perspectives. To explore the complete interview and gain deeper understanding, you can check it out in the HospitalityNews May magazine on our website, or experience it in its full depth through our physical edition.
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