A HOTELIER’S BIMONTHLY INSPIRATION THE 11TH ANNIVERSARY SPECIAL VOL 12 ISSUE 01 JAN-FEB 2026A DECADE OFMODIFIED TOURISM:GAINS & GOALSHOSPITALITY AND TOURISM INDUSTRY STAKEHOLDERSREFLECT ON THE PAST DECADE UNDER THE MODI GOVERNMENT WHILE OUTLINING THE UNFINISHED AGENDABWHOTELIER.COM
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BWHOTELIER.COMTHE ACCOR MOMENTUMA HOTELIER’S BIMONTHLY INSPIRATION - THE 11TH ANNIVERSARY SPECIAL VOL. 12 ISSUE 01 JAN-FEB 2026RANJU ALEX ON BUILDING INDIA’S 300-HOTEL FUTURE
A HOTELIER’S BIMONTHLY INSPIRATION - THE 11TH ANNIVERSARY SPECIAL VOL. 12 ISSUE 01 JAN-FEB 2026THE LEELA ASCENDANTBWHOTELIER.COMHOW ANURAAG BHATNAGAR IS SHAPING INDIA’S MOST FOCUSSED LUXURY HOSPITALITY BRAND
6BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comCHAIRMAN & PUBLISHERANNURAG BATRACEO - BW COMMUNITIESBHUVANESH KHANNADIRECTOR BUSINESS & OPERATIONSVIVEK MITTALSR GENERAL MANAGER - OPERATIONSAJITH KUMAR LRBUSINESSAMIT BHASIN, SR GENERAL MANAGERNILESH ARGEKAR, DY GENERAL MANAGERSUBSCRIPTIONVINOD KUMARBW Hotelier does not accept responsibility for returning unsolicited manuscripts and photographs. All unsolicited material should be accompanied by self-addressed envelopes and sufficient postage. Published and printed by Annurag Batra for and on behalf of the owners, BW Businessworld Media Private Limited. Published at 74-75, Scindia House, Connaught Place, New Delhi-110001, and printed at Sundeep Press C-105/2, Naraina Industrial Area, Phase-I, Delhi - 110028. Editor: Annurag Batra. © Reproduction in whole or in part without written permission of the publisher is prohibited. All rights reserved. members of FIPP - the worldwide magazine media associationCOVER IMAGESCOVER: BWH 11TH ANNIVERSARYFIRST COVER: RANJU ALEXSECOND COVER: ANURAAG BHATNAGAREDITORSAURABH TANKHASENIOR CORRESPONDENTPALAK CHAWLAJUNIOR CORRESPONDENTKUMUD KCREATIVE SUPPORTRAJA MOURYAEXECUTIVE PRE-PRESS SCANNINGSANJAY JAKHMOLADESIGNER & INFOGRAPHIST (CONSULTANT)SAJI CSCONTACTFor editorial, advertising or subscription queries:[email protected] HOTELIER’S BIMONTHLY INSPIRATION THE 11TH ANNIVERSARY SPECIAL VOL 12 ISSUE 01 JAN-FEB 2026A DECADE OFMODIFIED TOURISM: GAINS & GOALS HOSPITALITY AND TOURISM INDUSTRY STAKEHOLDERSREFLECT ON THE PAST DECADE UNDER THE MODI GOVERNMENT WHILE OUTLINING THE UNFINISHED AGENDABWHOTELIER.COMA HOTELIER’S BIMONTHLY INSPIRATION - THE 11TH ANNIVERSARY SPECIAL VOL. 12 ISSUE 01 JAN-FEB 2026THE LEELA ASCENDANTBWHOTELIER.COMHOW ANURAAG BHATNAGAR IS SHAPING INDIA’S MOST FOCUSSED LUXURY HOSPITALITY BRANDBWHOTELIER.COMTHE ACCOR MOMENTUMA HOTELIER’S BIMONTHLY INSPIRATION - THE 11TH ANNIVERSARY SPECIAL VOL. 12 ISSUE 01 JAN-FEB 2026RANJU ALEX ON BUILDING INDIA’S 300-HOTEL FUTURE
CONTENTS10BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comINSIDE COVER STORY62A DECADE OF MODIFIED TOURISM: GAINS AND GOALSHospitality and tourism industry stakeholders reflect on the past decade under the Modi government while outlining the unfinished agendaREGULARS12 CHAIRMAN’S NOTE ANNURAG BATRA14 MY TAKE BHUVANESH KHANNA18 CONCIERGE A HOTELIER’S HELP DESKIN CONVERSATION32 NIRUPA SHANKAR BHVL’s Expanding Footprint38 CHRISTOPHER HARTLEY India’s Outbound Surge & GHA’s Strategic PivotBRAND TALK52 TREE OF LIFE IHCL’s Experiential Ambitions with Tree of Life63 COVER STORY (ASSOCIATIONS)FAITH Puneet ChhatwalHAI KB KachruFHRAI Surendra Kr Jaiswal WTTCII Deep Kalra68 COVER STORY (INDUSTRY ANALYSTS)MANDEEP LAMBARAHUL PANDITFARHAT JAMALGAURAV SHARMASUMBUL SIDDIQUI76 COVER STORY (HOTEL BRANDS)SAROVAR HOTELS Ajay K BakayaTHE LALIT SURI HOSPITALITY GROUP Dr Jyotsna SuriITC HOTELS LTD Anil ChadhaHYATT HOTELS CORPORATION Sunjae Sharma
CONTENTS11BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comLEAD STORY42THE ACCOR MOMENTRANJU ALEX on building India’s 300-hotel futureTHE LEELA PALACES, HOTELS AND RESORTS Anuraag BhatnagarRADISSON HOTEL GROUP Nikhil SharmaIHG HOTELS & RESORTS Sudeep JainACCOR Vineet MishraNEEMRANA HOTELS Aman NathWYNDHAM HOTELS & RESORTS Rahool Macarius PREFERRED HOTELS & RESORTS Seema RoyATMOSPHERE CORE Souvagya MohapatraROYAL ORCHID HOTELS Arjun BaljeeLEMON TREE HOTELS Vishwapreet Singh CheemaBEST WESTERN HOTELS Atul Jain92 COVER STORY (OWNERS)NEOTIA GROUP Harshvardhan NeotiaCG GROUP Rahul ChaudharyCHALET HOTELS Shwetank SinghADANI HOSPITALITY Rajneesh MalhotraVENTIVE HOSPITALITY Ranjit BatraDS GROUP Nathan AndrewsEMBASSY GROUP Raghu Sapra100 COVER STORY (ASSOCIATES)CVENT Sandeep NagpalHOTELOGIX Aditya SanghiBAAYA Shibani Dasgupta JainWAE Anupam V JosheSPALBA Vishal PuriCARATRED Rambabu Talluri107 COVER STORY (TRAVEL)BOOKING.COM Santosh KumarYATRA Dhruv ShringiAGODA Gaurav Malik110 MEET THE GMSANJAY GUPTAVISHAL SINGH56THE LEELA ASCENDANTHow Anuraag Bhatnagaris shaping India’s most focussed luxury hospitality brand114 F&B WORLDCONSCIOUS BOLDNESS: F&B’s power in 2026117 THE LALIT Turning gastronomy into a loyalty experience BEYOND BORDERS118 A safari with SOPA LODGES130 FOUR SEASONS RESORT MAURITIUS ATANAHITA Luxury in harmony with Nature TRAVEL134 INDIGO How IndiGo is powering India-Africa leisure and hospitality flows136 ANDHRA PRADESH Building a global tourism powerhouse
CHAIRMAN’S NOTE12BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comLEADERSHIP, EXPANSION AND A BORDERLESS VISIONAs BW HOTELIER marks its 11th anniversary, it is both a celebration and a moment of reflection. Over the past decade plus, the hospitality industry in India and South Asia has transformed at an unprecedented pace – reshaped by new traveller aspirations, rapid brand expansion, technology-led innovation and a deeper commitment to sustainability and people development. This special edition captures that momentum in its many dimensions.From its inception under the BW BUSINESSWORLD umbrella, BW HOTELIER has sought to do more than report on openings and numbers. It has aimed to chronicle leadership journeys, decode market shifts and create a platform where decision-makers across the ecosystem – owners, operators, investors, suppliers and policymakers – engage in meaningful dialogue. The 11th anniversary issue carries forward that mission with renewed depth.At the heart of this edition are insights from industry experts and leaders across hospitality chains, ownership groups and travel companies. Their perspectives reveal an industry that is simultaneously optimistic and pragmatic. India’s macroeconomic trajectory, expanding domestic travel base and growing global relevance provide tailwinds. Yet leaders speak candidly about the importance of disciplined expansion, capital efficiency and building resilient operating models. The conversation has evolved from “growth at any cost” to sustainable value creation.General Managers, often the unsung heroes of hotel performance, share ground-level intelligence on guest expectations, talent retention and the art of balancing brand standards with local nuance. Suppliers and service partners, meanwhile, underline the critical role of innovation – from energyefficient infrastructure to technology integration – in enabling hotels to operate smarter and more responsibly. Together, these voices underscore that hospitality is no longer a standalone vertical; it is an interconnected ecosystem.This anniversary edition also expands its global lens through the Beyond Borders column, with immersive visits to Kenya and Mauritius. These markets offer valuable lessons in destination branding, conservation-led tourism and experiential luxury. As Indian hotel companies increasingly look outward, and as global brands deepen their footprint in India, such crossborder insights are essential to understanding how hospitality narratives intersect across geographies.Among the highlights is Brand Talk featuring IHCL’s Tree of Life with Deepika Rao articulating how brand storytelling, purpose and experiential design are converging in new ways within the Tata Group’s hospitality portfolio. The evolution of legacy brands into contemporary lifestyle propositions mirrors the broader transformation underway in the sector.The Lead Stories bring into focus two influential leaders shaping the industry’s future – Ranju Alex of Accor and Anuraag Bhatnagar of The Leela Palaces, Hotels and Resorts. Their conversations delve into leadership philosophy, market strategy and the delicate balance between global frameworks and Indian sensibilities. Both narratives reinforce a central theme: the future of hospitality will be defined as much by cultural intelligence and people leadership as by scale.Eleven years on, BW HOTELIER remains committed to being a trusted chronicler and catalyst for the industry. As hospitality stands at the cusp of India’s next growth cycle—aligned with tourism, infrastructure and economic ambition—this edition is both a tribute to how far the sector has come and a roadmap for where it is headed.Keep [email protected]; @anuragbatrayo
MY TAKE14BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comEleven years ago, when BW HOTELIER was born, India’s hospitality sector was standing at the cusp of transformation. Today, as we mark this milestone, the journey of Indian hospitality mirrors the story of a rising nation—ambitious, resilient, and increasingly confident on the global stage.Over the past decade, India has made remarkable strides. Infrastructure has expanded at scale. Airports, highways, regional connectivity and urban redevelopment have reshaped travel accessibility. Destinations once considered remote now feature on international itineraries. Domestic tourism has exploded, pilgrimage circuits have been revitalised, and leisure travel has evolved from seasonal indulgence to year-round lifestyle.Hospitality has grown in tandem. From luxury and upper-upscale to mid-market and economy, hotel development has accelerated across metros, tier-II and tier-III cities. Global brands have deepened their India presence, Indian hotel companies have strengthened their portfolios, and investor confidence has steadily risen. Today, India is firmly positioned as one of the world’s most promising hospitality markets.But this growth is not just expanding the Indian hospitality pie. Increasingly, Indian hospitality brands are becoming global contenders—emerging as a strong export story in the making, taking indigenous service sensibilities to international markets.Yet progress is not just measured in room inventory.The real shift has been in mindset.Indian hospitality has moved beyond bricks and mortar to embrace experience-led travel. Design thinking has matured. Service excellence is being redefined. Technology and AI are no longer operating in the background—they are reshaping forecasting, pricing, guest engagement, operations and asset optimisation. From intelligent PMS platforms to smart kitchens and data-led revenue strategies, innovation is now central to competitiveness.BY BHUVANESH KHANNASustainability, once peripheral, is now part of boardroom conversations. Responsible hospitality—across operations, energy use, food wastage, sourcing and talent development—is becoming a business imperative, not merely a moral one.Most importantly, India’s hospitality industry has demonstrated resilience—through economic cycles, regulatory shifts and a once-in-a-century pandemic. The recovery that followed was swift, decisive and impressive, driven largely by domestic demand and an industry that refused to slow down.But anniversaries are also moments for honest reflection.For all the achievements, there remains unfinished business.THE GAPS WE MUST ADDRESSFirst, talent.India today faces a paradox. While development pipelines are swelling—planned and signed hand over fist—our talent pool is under pressure. Indian hospitality professionals are in demand globally, becoming yet another export success story. While this reflects the quality of our workforce, it also leaves domestic operations grappling with shortages at every level.Hospitality education needs urgent revitalisation. We must make the sector aspirational again for young professionals—not merely as a job, but as a long-term career with dignity, growth and financial reward. Training cannot be episodic; it must be continuous, structured and aligned with evolving guest expectations. Building resilient talent pipelines is no longer optional.Second, ease of doing business.While policies have improved, approvals remain fragmented across states. The industry urgently needs formal industry status, near single-window clearances, and clearer development frameworks. Compressing project timelines—from ideation to onstream—will be critical if India is to unlock its full hospitality potential.RISING INDIA’S HOSPITALITY: A DECADE OF MOMENTUM, A FUTURE OF RESPONSIBILITY
The objective was to work with a trusted Hotel PMS partner who could help us improve efficiency,gain better control over business processes, and grow our portfolio with minimal IT overhead costs.Hotelogix met all our criteria.Aryavir Kumar, MD, The Clarks Hotels & ResortsWe were looking for a multi-property solution on cloud that could simplify our operations, give uscentralized control and also seamlessly connect with OTAs to grow our business. Thanks toHotelogix, we are now always informed about the room occupancy scenario, no matter where weare.Vibhas Prasad, Director, Leisure HotelsIndustry-FirstTrusted By 250+ hotel groupsKeeping our rapid growth, vast service levels, and changing business dynamics in mind, we arereimagining the digitisation strategy for our brand and business. We are pleased to upgrade to theHotelogix Cloud platform, which is comprehensive enough to be at the core of our operations.Arjun Baljee, President of Royal Orchid Hotels Limited.
MY TAKE16BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comThird, destination development.Hotels alone do not build tourism. We need integrated ecosystems—last-mile connectivity, sanitation, safety, public amenities, local experiences and strong destination branding. Many high-potential regions still struggle with basic infrastructure, limiting their ability to scale.Fourth, sustainability in action.Beyond ESG frameworks and certifications, sustainability must show up on the ground—waste reduction, water stewardship, responsible sourcing and community engagement. Guests are watching. Investors are measuring. Future generations are depending on it.FROM GROWTH TO GLOBAL LEADERSHIPIndia stands today at a rare inflection point. We have scale. We have demand. We have entrepreneurial energy. What we now need is coordination—between government, developers, operators, educators and investors—to move from fragmented growth to strategic leadership.The opportunity is enormous. Religious tourism, wellness travel, MICE, luxury leisure, medical tourism and experiential hospitality all present billion-dollar possibilities. With the right policies and partnerships, India can emerge not merely as a large hospitality market—but as a benchmark for inclusive, tech-enabled, experience-driven tourism.For hoteliers, the mandate is clear: operational excellence must be non-negotiable. Every touchpoint matters. From grooming and training to hygiene and guest engagement, consistency defines credibility. In today’s hyper-connected world, reputations are built—or broken—in real time.LOOKING AHEADAs BW HOTELIER completes 11 years, we do so with deep gratitude to the industry that has grown alongside us. From showcasing leaders and investments to debating policy and celebrating excellence, our mission remains unchanged—to be a credible platform for India’s hospitality story.Rising India deserves a hospitality sector that matches its ambition.The past decade has laid strong foundations. The next must be about innovation, integration and intent.Because operational excellence builds brands. Talent builds legacies. Responsible hospitality builds nations.The journey continues — and the best chapters are yet to be written. [email protected]
CONCIERGE18BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comBY BW HOTELIERFor years, Sealy India has proudly served the luxury hospitality segment partnering with iconic hotel brands like Taj (IHCL), The Oberoi, Marriott International, Accor, Hyatt and many more by supplying premium mattresses from its offshore facilities.However, this model required the clients to manage imports under their IEC license, engage freight forwarders, and navigate a delivery timeline of 7-10 weeks including production, shipping and customs clearance.While midscale hotel brands frequently expressed interest, many were unable to proceed due to the complexities of international procurement and extended lead times. Even those equipped for imports often hesitated, deterred by the logistical hurdles and US$-based pricing. “Recognising this gap, Sealy India took a decisive step forward. One year ago, we launched our wholly owned mattress manufacturing facility in Hyderabad, India. This strategic move has transformed our ability to serve the Indian hospitality industry offering the same world-class mattresses in INR, with door-delivered convenience and significantly reduced delivery timelines,” shares Vinod Khatri, National Manager - Contract Sales, Sealy India. From the outset, the Sealy team focussed on building a robust local supply chain, investing in skilled talent and ensuring the processes met highest standards.Despite initial challenges, it remained committed to excellence and agility. “The results speak for themselves. We have successfully delivered to both luxury and midscale hotel partners in India, meeting tight deadlines and simplifying procurement. What was once a 7-10 week process is now streamlined to just two weeks, with no import formalities for our hotel partners,” he informs.As the company reflects on this past year, Khatri says it is proud of the progress made and the partnerships strengthened. “Our India facility is more than a production unit; it’s a commitment to making premium sleep solutions more accessible across the hospitality spectrum. And this is only the beginning,” he says, CONCIERGEVOL. 12 ISSUE 1 JAN-FEB 2026 A HOTELIER’S HELP DESKA NEW CHAPTER IN HOSPITALITY COMFORT: ONE YEAR OF SEALY INDIA’S MANUFACTURING JOURNEYWE’VE SUCCESSFULLY DELIVERED TO BOTH LUXURY AND MIDSCALE HOTEL PARTNERS IN INDIA, MEETING TIGHT DEADLINES AND SIMPLIFYING PROCUREMENTVinod Khatri, National Manager - Contract Sales, Sealy India
CONCIERGE20BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comBY BWH BUREAUFounded in 1983, Technogym is one of the leading brands in fitness, wellness, sport and health. Technogym President and Founder Nerio Alessandri, at 22, designed and built his first piece of gym equipment in his garage in Cesena, Italy. Today, Technogym is the world’s leading brand of products, digital technologies and services for fitness, sport and health. With its strategic expansion into India, Technogym recently opened its brand new space in New Delhi. Located at D-59, Defence Colony, the space has been designed to become the point of reference for all Technogym clients, partners and stakeholders. Spread across over 2,000 sq ft, this is a space where one can discover the Technogym ecosystem, fully equipped with connected smart equipment, digital services, on-demand training experiences and apps that allow every single user to access a completely personalised training experience anytime and anywhere: at home, at the gym, on-the-go.For consumers, Technogym New Delhi is the perfect destination to discover thebest products, technologies and services for physical exercise at home. Clients will also have access to experienced personal trainers and interior designers for bespoke home-gym projects and personalised consultations and will have the opportunity to try and test the products. Whether the goal is athletic training like running, cycling or triathlon prep to losing weight, health and prevention or simply to stay fit and have fun. For industry operators, trainers and professionals, the space is available for meetings, consultancy and guidance on all solutions for the different businesses: fitness clubs and sports centres, hospitality, health, rehabilitation and real estate. Technogym is TECHNOGYM: REDEFINING HOSPITALITY AND WELLNESSNew Delhi will host seminars educational activities dedicated to all industry operators on all the different applications of sports, wellness and fitness, from the digital technologies of the Technogym ecosystem to the newest training solutions, formats and products chosen by the best teams and athletes worldwide. Technogym wants to curate the Best Wellness experience in Indian hotels and luxury getaways. The Fitness Centre at JW Marriott Mumbai is the perfect place to recharge and indulge in a holistic wellness connected experience with Technogym equipment. One can stay energised and focussed at Fairmont Mumbai’s state-of-theart fitness centre, featuring modern equipment and a serene environment to help one maintain their wellness routine. TECHNOGYM WANTS TO CURATE THE BEST WELLNESS EXPERIENCE IN INDIAN HOTELS AND LUXURY GETAWAYSthe one and only brand able to offer Precision Training, a fully personalised training experience based on individual needs, passions, and aspirations. For over 40 years, Technogym has been committed to promoting wellness, a lifestyle based on regular physical exercise, a balanced diet and a positive mental attitude. As the official supplier to nine Olympic Games, including the Paris Olympics in 2024 & Paralympics 2024, the brand further solidifies its global leadership in fitness and wellness, delivering unparalleled expertise and redefining standards for athletes and fitness enthusiasts worldwide.Wellness is a lifestyle that aims at improving the quality of life thanks to regular physical activity, a healthy diet and a positive mental attitude. Hence, this new location in
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CONCIERGE22BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comBY BWH BUREAUThe Indian bathroom is undergoing a quiet but meaningful transformation. Once treated as a purely functional space, it is now being reimagined as a private wellness retreat – one shaped by personal rituals, emotional comfort and an increasing desire for control over one’s environment. In premium homes especially, luxury is no longer about scale or spectacle, but about how thoughtfully a space responds to the individual.Designers and architects across the country point to a clear shift away from standardised layouts and uniform fittings. Today’s homeowners want bathrooms that feel curated rather than installed – spaces where water, light, material and technology work together to create a sense of calm. The focus has moved from products to experiences, and from visual statements to sensory ones.This evolution was reflected in a recent design-led conversation hosted by GROHE, which brought together leading voices from architecture, interior design and the luxury housing ecosystem. Moderated by actor and host Kubbra Sait, the discussion explored how the modern Indian home is increasingly centred on wellbeing, with the bathroom WHEN WATER, DESIGN AND WELLNESS SHAPE THE MODERN INDIAN HOMEday, rather than by fixed templates.From a market standpoint, this growing emphasis on personalisation is reshaping premium residential design across India. According to Priya Rustogi, Leader (Managing Director), India, LIXIL IMEA, private spaces have taken on renewed importance in an always-on world. “The bathroom has become a place to pause and reset. Our focus with GROHE SPA is to give architects and designers the flexibility to create truly individual sanctuaries, where wellness is experienced through water every day,” she observed.That philosophy is also influencing how products are conceived and specified. Modular systems such as GROHE Rainshower Aqua and Grohtherm Aqua are increasingly viewed as architectural tools rather than standalone fittings, allowing designers to compose shower spaces that respond to both personal preference and spatial context.As luxury living becomes more introspective and experience-led, the bathroom stands at the centre of this shift. What was once hidden is now carefully considered; what was once uniform is now personal. The message is clear: in the modern Indian home, wellness is no longer an add-on – it is designed into the space, one ritual at a time. DESIGNERS AND ARCHITECTS ACROSS THE COUNTRY POINT TO A CLEAR SHIFT AWAY FROM STANDARDISED LAYOUTS AND UNIFORM FITTINGSemerging as one of its most intimate expressions.For celebrity interior designer Gauri Khan, Founder of Gauri Khan Designs, the shift is unmistakable. “The era of a one-sizefits-all bathroom is effectively over,” she said. “Clients today aren’t simply asking for a shower; they’re asking for a ritual. They want to decide how water flows, how it’s positioned, and how the space makes them feel. Luxury today is the freedom to personalise an experience, not just select a product.”Architect Rajiv Parekh of Red Architects echoed this sentiment, noting that bathrooms are now designed much like living spaces – layered, contextual and highly individual. Materials, proportions and layouts are increasingly informed by how people use the space at different times of
CONCIERGE24BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comBY BWH BUREAUHotelsIndia is entering a decisive phase of hospitality expansion. Hotel groups and service brands are scaling rapidly through new developments, brand extensions and acquisitions, placing unprecedented pressure on people systems to keep pace with growth. For EHL, India is strategic because it tests whether service excellence can truly scale alongside expansion. The challenge is no longer intent, but execution at speed and scale. “Our work spans vocational education that strengthens frontline capability, management development that stabilises execution during growth and executive education that aligns leadership decision-making as organisations expand. India matters because it is where global service standards must perform under complexity, volume and rapid transformation,” says Kanav Mata, Director and Regional Head (South Asia, Myanmar & Middle East), EHL.EDUCATION & SERVICE EXCELLENCEEHL’s approach in India is rooted in human centricity across the full-service pyramid. Service excellence is ultimately delivered by people and learning must therefore address behaviour, judgement and mindset, not just skills. Vocational education focusses on the hands, strengthening operational confidence and consistency. “Management and supervisory programmes develop the hearts, enabling empathy, coaching and situational judgement in real service moments. Executive education develops the minds, helping leaders think systemically about experience, culture and performance. This integrated approach is reinforced through EHL’s Hospitality Service DNA framework, ensuring learning remains grounded in how people think, feel and act under pressure,” he adds.SERVICE WITH BRAND PURPOSEService culture becomes scalable only when it is clearly defined, consistently reinforced and owned across levels. EHL supports hospitality and service organisations by embedding their unique Service DNA into management capability building and executive education. In India, EHL’S INDIA IMPERATIVE: SCALING HOTELS, SHAPING LEADERSwith brand partners translate standards into purposeful behaviours rather than rigid checklists, ensuring consistency without stifling individuality. At supervisory and managerial levels, learning focusses on coaching, experience ownership and real-world decision-making. Executive education aligns senior leadership around brand purpose and daily execution. Together, EHL’s integrated offerings connect these layers, enabling organisations to scale service excellence while staying true to their cultural and brand DNA.SHAPING GEN NEXT PROFESSIONALSEHL views its role as shaping India’s entire service leadership ecosystem — strengthening frontline capability through vocational education, reinforcing the middle layer through management development and service DNA-led interventions, and aligning senior leaders through executive education. “In parallel, EHL graduates continue to move into senior leadership roles across global and Indian hospitality organisations, directly influencing service culture and standards on the ground,” he notes.Through the India Regional Office, these elements come together as a coherent service pyramid, ensuring future leaders are developed with operational grounding, human awareness and strategic clarity to sustain excellence as the industry scales. EHL GRADUATES CONTINUE TO MOVE INTO SENIOR LEADERSHIP ROLES ACROSS GLOBAL AND INDIAN HOSPITALITY ORGANISATIONSKanav Mata, Director and Regional Head (South Asia, Myanmar & Middle East), EHLthis approach is also reflected through long-standing collaborations with organisations such as ITC Hotels, Taj Hotels and Hyatt, where EHL-supported vocational and professional development programmes focus on building strong operational foundations while preserving distinct brand identities,” he shares.At the frontline, vocational programmes
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EDUCATING HEARTS, HANDS AND MINDS: BUILDING EXPERIENCE-LED ORGANISATIONS THROUGH EXECUTIVE EDUCATIONAs the hotel industry scales and diversifies, the challenge has shifted from designing standout guest experiences to delivering them consistently across brands, properties and teams. In an environment shaped by cross-industry benchmarks and rising guest expectations, leadership alignment and execution coherence are emerging as the true differentiators of sustainable, experienceled growth. The hotel industry continues to evolve rapidly. What gap stands out most clearly?As hotel organisations scale, the central challenge is no longer awareness of guest experience — it is orchestrating it consistently across brands, properties and teams. Most hotel leaders today recognise the importance of experience as a differentiator; the challenge lies in operationalising that understanding across complex, multi-layered organisations. Leaders today operate in an environment where guest expectations are shaped by the highest standards of experience across ground, particularly in people-intensive hotel environments.Hotels are unique in that strategy is ultimately delivered through people — through thousands of daily decisions made by leaders and teams in real time. When those decisions are guided by different interpretations of what “good” looks like, the guest experience inevitably fragments.What this points to is not a lack of ambition, but the opportunity to build shared leadership capability around experience — creating a common understanding of what excellence looks like, how it is led, and how it is sustained at scale. Closing this gap requires deliberate investment in leadership development that connects vision with behaviour, and strategy with day-to-day practice.Given this gap, what role can executive education play in bridging it?Executive education is most effective when it acts as a top-down alignment mechanism. In hotel organisations, senior leaders play a critical role in setting not just direction, but tone — how decisions are GOURABI SHARMA, REGIONAL MANAGER - HOSPITALITY AND SERVICE DNA SOLUTIONS, EXECUTIVE EDUCATION, EHL, TALKS ABOUT LEADERSHIP ALIGNMENT AND EXPERIENCE AT SCALEthe broader travel and lifestyle landscape, not solely by hospitality benchmarks.Guests move seamlessly between airlines, airports, hotels, restaurants and digital platforms, and they carry expectations from one experience into the next. This places increased pressure on hotel organisations to deliver not just moments of excellence, but reliable, repeatable experiences across every interaction. In this context, inconsistency becomes the real risk — not lack of intent.Mckinsey’s research on experienceled growth shows that organisations which align leadership, culture, and experience design around customer journeys outperform peers in long-term value creation. The emphasis here is alignment: when leadership intent, organisational culture, and operational execution are not fully connected, even well-articulated strategies struggle to translate into impact. At the same time, the EHL Insights Report: Hospitality Outlook 2026 highlights a recurring industry challenge: translating strategic intent at leadership level into consistent behaviours and decisions on the
understanding of hospitality informs how we design and deliver executive education — grounded in the realities leaders face every day.Our philosophy of educating hearts, hands, and minds reflects how effective hospitality leadership develops in practice. Rather than separating commercial acumen, operational capability, and human understanding, EHL approaches leadership as an integrated discipline. Strategic thinking, commercial judgement, operational execution, and human awareness are cultivated together — enabling leaders to make sound business decisions grounded in a deep understanding of people, context, and experience.This integration is particularly critical in hospitality, where commercial outcomes are inseparable from how people feel—both guests and employees. Leaders are required to balance financial performance with service culture, made, how trade-offs are prioritised, and what behaviours are rewarded. When senior leaders engage with global benchmarks, cross-industry insights, and evidence-based thinking, it creates strategic clarity that cascades throughout the organisation.This clarity is essential in an industry where operational complexity often leaves little time for reflection. Executive education creates a structured pause—an opportunity for leaders to step back from immediate pressures and examine how their organisation is truly operating versus how it aspires to operate.Executive education provides leaders with the space to step back from operational immediacy, align around a shared experience vision, and translate that intent into coherent leadership behaviours. It allows leadership teams to move from individual perspectives to collective alignment — an essential shift in multi-property, multi-brand hotel groups. When leadership teams learn together, they develop a common language around experience, culture, and performance — enabling more consistent execution across properties, functions, and guest touchpoints.Over time, this shared language becomes a powerful enabler of scale. It allows expectations to be communicated clearly, decisions to be made faster, and teams to operate with greater confidence and consistency — without relying solely on control mechanisms. In this way, executive education becomes a strategic lever for organisational coherence, not simply a developmental intervention.What distinguishes EHL’s approach to executive education in creating organisation-wide impact?EHL’s distinction lies in its deep hospitality focus and long-standing commitment to leadership development within the hotel industry. As the world’s first hospitality business school, EHL operates in one of the most complex business environments — commercially demanding, operationally intensive, and deeply human. This lived EHL CO-CREATES BESPOKE EXECUTIVE EDUCATION PROGRAMMES IN CLOSE COLLABORATION WITH ORGANISATIONS AND SEASONED INDUSTRY PRACTITIONERS, ENSURING A BALANCE BETWEEN ACADEMIC RIGOUR AND REAL-WORLD INSIGHTefficiency with empathy, and brand standards with local nuance.EHL co-creates bespoke executive education programmes in close collaboration with organisations and seasoned industry practitioners, ensuring a balance between academic rigour and real-world insight. This co-creation approach allows programmes to be deeply relevant to organisational context while still anchored in global best practices and research-driven thinking.In a sector where leadership behaviour shapes both guest perception and employee engagement, executive education is a strategic investment. It signals a commitment to long-term capability building rather than short-term fixes. This is where EHL brings distinct value to hoteliers navigating the future of the industry — by developing leaders who can think holistically, act consistently, and lead with clarity in an increasingly complex hospitality landscape.
caratRED TECHNOLOGIES:THE DIGITALCATALYST TRANSFORMING INDIA’S HOSPITALITY INDUSTRYIn an era where hospitality brands are under mounting pressure to deliver seamless guest experiences while maintaining impeccable operational precision, the real revolution is happening behind the scenes — within the digital infrastructure that powers financial, compliance, and administrative workflows. At the forefront of this transformation is caratRED Technologies, a next generation hospitality software company headquartered in Hyderabad and founded in 2016, by Rambabu Talluri. Under his leadership, caratRED has become a trusted digital transformation partner for 500+ premium hotels across India and Southeast Asia, including global brands such as Marriott, Accor, Hyatt, Radisson, IHG and several major domestic hotel groups.With a strong foundation in hospitality IT, Rambabu previously held leadership roles at major hotel properties for over 15 years, where he oversaw critical technology operations and infrastructure. His industry experience spans IT management, enterprise systems, and hotel technology consulting. Recognised for his focus on solving real operational challenges through secure, scalable technology, Rambabu continues to shape the digital backbone of modern hospitality. EZYINVOICING - THE JOURNEY THAT BEGAN FROM INDIAWhile much of hospitality technology traditionally focuses on enhancing guest-facing experiences, caratRED has taken a strategic and deeply necessary path — strengthening the financial and compliance backbone that keeps hotel operations functional and future ready. The company’s flagship product, ezyInvoicing, has become one of the hospitality industry’s most comprehensive and specialised e invoicing platforms, designed specifically to address the complex operational needs of hotels. It enables e-invoice generation directly through PMS or POS system in coordination with the Government e-invoice portal, without requiring hotels to modify their existing workflows, offering a seamless and highly adaptable form of automation. Today, caratRED is serving more than 500 premium hotels in India and Malaysia, with plans to expand in Singapore and UAE soon.THE GST JOURNEY THAT BECAME INEVITABLEPost-Covid, the hospitality sector has faced challenges stemming from fragmented systems, manual processes, and manpower shortages along with tightening GST regulations. Hotels often manage an intricate network of PMS, POS, accounting software, external vendor platforms, and internal control frameworks. This complexity can result in data mismatches, delays in filing, compliance bottlenecks, and manual reconciliation efforts that consume valuable staff time. Especially for multi property hotel chains, the financial stakes are significant; even small errors can cause delay in revenue recognition and resulting in regulatory issuescaratRED recognised these gaps early and developed solutions tailored to the exact pain points of hotel finance teams. With ezyGST, hotels are now able to manage the complete GST lifecycle digitally, from generation to reconciliation to submission. provide a comprehensive and robust framework for GST compliance within the hospitality sector. The GSTR-1 automation module ensures precise revenue side governance by conducting detailed folio level reconciliations, retrieving government issued IMS records, and systematically comparing revenue and tax mappings to produce fully compliant summaries. Complementing this capability, the GSTR-2 automation module enhances Input Tax Credit management through the consolidation of vendor invoices, Rambabu TalluriFounder, caratRED Technologies
offers deployment options both on the cloud and on-premise, ensuring that hotels with varying infrastructure preferences can adopt the solution with ease. Every deployment is fortified with SSL encryption, two factor authentication, and secure communication protocols, strengthening a hotel’s data governance framework. 24×7 technical support and dedicated account managers further enhance the customer experience, reinforcing caratRED’s reputation as a partner rather than just a software vendor. THE FUTURE OF AUTOMATION JOURNEYIn essence, caratRED is building the technology stack that hotels need—not just for today’s workflow demands but for tomorrow’s compliance landscape and operational expectations. The company is transforming hotels into digitally empowered enterprises where accuracy is guaranteed, speed is inherent, and compliance is never an afterthought. In a sector where margins are tight and guest expectations are high, such advancements are not merely innovations but operational necessities.ezyRecon is primarily a multi-reconciliation platform. It integrates with the ezySettle mobile app and Android EDC devices to support flexible payment methods, split payments, and multi-invoice settlements. As payments are completed, transactions are automatically reconciled against PMS/ POS records, PSP data, and bank settlements. This three way reconciliation ensures high accuracy, transparency, and quick closure of payment cycles. The module enhances financial controls while saving significant time and operational resources. Additionally, this will also bring in OTA reconciliation, and other relevant reconciliations, significantly increasing finance teams’ efficiency and reducing the side effects of manual processing.THE ROAD AHEADcaratRED’s growing influence is not limited to India alone. With operations extending to Malaysia, a registered entity established in USA, and launching soon in Singapore and UAE, the company is steadily building a global footprint, signalling its ambition to lead hospitality digitization across international markets. As hotels around the world face similar regulatory and operational challenges, the demand for specialised, compliance-driven hospitality solutions is on the rise, creating a fertile landscape for caratRED’s expansion. As India’s hospitality industry accelerates toward a digital-first future, the importance of robust, specialised and scalable financial automation cannot be overstated. caratRED Technologies stands as a beacon of this evolution — enabling hotels to embrace modernization with confidence. Its contribution lies not in flashy, guest-facing tech but in strengthening the invisible machinery that keeps hotels operating smoothly and profitably. By redefining how hotels manage their financial and compliance workflows, caratRED is not simply supporting the hospitality industry’s growth — it is shaping the very foundation on which its future will be built.automated retrieval of 2B and IMS data, and meticulous reconciliation against purchase registers to establish accurate ITC eligibility. Collectively, these modules significantly reduce manual intervention, strengthen regulatory compliance, and minimise the risk of credit leakage, thereby enabling hotels to maintain a high standard of financial accuracy and adherence to compliance.THE POWER OF AUTOMATIONWhat truly differentiates caratRED is its deep understanding of the hospitality domain. Rather than offering generic softwares, the company has engineered multiple automation platforms like ezyRecon, ezyForms, ezyAR etc that account for the nuances of hotel operations — multiple outlets, diverse customer categories, manual processes, and huge paperwork. ezyAR streamlines hotel accounts receivable operations by automatically retrieving folios and invoices using GST numbers and generating structured AR summaries through configurable templates. All supporting documents are consolidated into complete AR packets, ready for corporate billing and audit review. The module also enables efficient tracking of guest ledger and city ledger payments, along with outstanding receivables. By eliminating manual paperwork and ensuring accurate, unified financial data, ezyAR enhances revenue governance and accelerates back office processing.ezyForms on the other hand replaces manual, paper based approval processes with fully customizable digital workflows. Staff can initiate forms, which then route automatically through predefined approval hierarchies. Approvers can review, edit, and take action from any device, with all forms stored securely and categorised for audit trails. With real-time dashboards and analytics, ezyForms provides complete visibility across departmental workflows, ensuring fast processing and strong compliance.SECURITY FIRSTBeyond the sophistication of its features, caratRED has emphasised reliability and security at every level of its technology. The company ADVERTORIAL
WHERE BENGALURU COMES HOMEBengaluru thrives on movement, ambition and reinvention, finding stillness without losing connection is a rare luxury. Amid the hum of boardrooms, cafes, art galleries and tree-lined boulevards, there exists a place where the city slows its pace just enough to let you breathe – without ever disconnecting you from its pulse. Set within the iconic UB City, in the heart of Bengaluru’s Central Business District, Marriott Executive Apartments Bengaluru UB City is not simply an address. It is a way of living.Designed for those who seek more than a transient stay, the property blends the warmth of home with the precision of hotel living. Here, sophistication is effortless, routines are respected and every detail is shaped around how modern residents and long-stay travellers truly live. Whether you are in the city for weeks, months or somewhere in between, this is Bengaluru as it was meant to be experienced – refined, vibrant, and deeply personal.AT THE CENTRE OF IT ALL: UB CITY AND THE RHYTHM OF BENGALURULocation is often spoken of as convenience. At Marriott Executive Apartments Bengaluru UB City, it is an experience in itself. Positioned within one of the city’s most prestigious mixed-use developments, the property places residents at the crossroads of culture, commerce and lifestyle.Just an hour’s drive from Kempegowda International Airport, the hotel sits steps away from some of Bengaluru’s most recognisable landmarks – MG Road, Brigade Road, Lavelle Road, Church Street, Cubbon Park and the historic Chinnaswamy MARRIOTT EXECUTIVE APARTMENTS BENGALURU UB CITY REDEFINES LONG-STAY LIVING IN THE CITY’S MOST COVETED ADDRESSStadium. Outside your door, the city reveals itself in layers: luxury boutiques and fine-dining restaurants coexist with independent cafés, heritage buildings, and green spaces that have shaped Bengaluru’s identity for decades.This neighbourhood is dynamic yet discerning, buzzing yet balanced. Corporate offices stand alongside cultural venues, while quiet tree-lined streets offer moments of pause amidst the urban energy. More than proximity, it offers belonging – a sense that you are exactly where you should be.A HOME THAT MOVES WITH YOU: RESIDENCES DESIGNED FOR LIVINGMarriott Executive Apartments Bengaluru UB City understands that long stays demand more than beautiful rooms – they require spaces that adapt to daily life. Across 190 thoughtfully designed guestrooms and apartments, ranging from premium studios to expansive three-bedroom residences, every home is created to support both independence and indulgence.Mornings begin at your own rhythm. Brew coffee in a fully equipped kitchen, prepare a familiar meal, or simply enjoy the luxury of space and silence. High-speed Wi-Fi ensures seamless connectivity for work and leisure alike, while a 55-inch Smart TV and plush Marriott linens bring comfort into every moment of rest.These apartments are not just places to return to at the end of the day. They are spaces where routines take root – where work calls are balanced with home-cooked dinners, where weekends Wajeed BagwanGeneral Manager
unfold slowly and where Bengaluru gradually feels less like a destination and more like home.GATHERINGS THAT MATTER: MEETINGS AND MEANINGFUL MOMENTSIn a city where ideas are constantly exchanged and milestones frequently celebrated, the way gatherings are hosted matters. At MEA Bengaluru UB City, meetings and events are curated with quiet elegance and thoughtful precision.From intimate corporate discussions to midsized social celebrations and private gatherings, the venues here are designed to adapt seamlessly to the occasion. Tailored catering, flexible setups and attentive service ensure that each event feels personal rather than procedural. Whether marking a professional achievement or a personal milestone, every detail is handled with care – so that the moment itself remains at the forefront, lingering long after the final toast.A CULINARY LANDSCAPE THAT TRAVELS AND REMEMBERSFood at Marriott Executive Apartments Bengaluru UB City is an exploration of flavour, memory and craft. Across its diverse dining destinations, the property offers experiences that feel both globally inspired and deeply rooted in place.Stepping into Madras Kitchen is like opening a wellworn family recipe book. Celebrating the culinary traditions of the erstwhile Madras Presidency – from Tamil Nadu and Kerala to Andhra and beyond – the restaurant brings timehonoured recipes back to life.Served in an intimate 44-seat setting, the focus here remains firmly on the food. Dishes once enjoyed in bustling canteens, military hotels and family kitchens are prepared with authenticity and respect, allowing flavours to speak without embellishment. The ambience is understated, letting memory, comfort and the joy of shared meals take centre stage.The Bar offers an atmosphere that is intimate yet inviting. Shelves display a carefully curated collection of international spirits alongside India’s evolving craft brews, with a special emphasis on flavours from the South. Seasonality guides the cocktail menu, where fresh ingredients are elevated with house-made bitters, shrubs and spritzes. Each drink feels considered – worldly in scope, yet unmistakably connected to its surroundings. Whether for a quiet evening or a lively conversation, The Bar offers a space where time slows and stories unfold.Inspired by the energy of international food halls, The Market is an all-day dining destination that brings global flavours to your table while remaining grounded in fresh, seasonal produce. With space for ADVERTORIAL106 guests, it is a welcoming setting for breakfast mornings, generous lunches, and relaxed dinners. Each spread invites discovery, offering abundance without excess, and comfort without predictability. It is dining designed to be returned to, day after day.Set against Bengaluru’s skyline, The Roof is an Asian grill and bar that transforms dining into theatre. Inspired by the smokey drama of Robatayaki, fire-kissed flavours meet crafted cocktails in a setting where the city stretches endlessly below. As the sun sets and the lights come alive, The Roof becomes a place where evenings gather their glow—where conversations linger, flavours deepen, and the night writes its own story. For moments when the day moves fast, Grab & Go offers European cafe-inspired comfort – freshly baked croissants, indulgent muffins, regional favourites and perfectly brewed coffee. And when staying in feels like the best option, 24-hour in-room dining ensures favourites are always within reach.WELLNESS THAT RESTORES BALANCE, NOT JUST THE BODYWellness at the property is designed to integrate seamlessly into daily life. These are spaces not just for renewal, but for connection – with oneself, with others, and with a slower, more mindful rhythm.Solace Spa embodies a refined approach to well-being. Guided by international specialists who bring centuries of therapeutic wisdom, the spa offers adaptive massages, aromatic therapies, and integrative healing practices. Each treatment is crafted to restore balance with intention, elevating both body and spirit.The rooftop pool offers a rare luxury in the city – serenity above the skyline, from first light to sundown. The Fit Zone, equipped with modern facilities and expert trainers, transforms exercise from routine into renewal, meeting guests wherever they are in their wellness journey. For families, colleagues, and long-stay residents, these amenities create a rhythm that sustains energy without demanding it.AN ADDRESS BEYOND STAYMarriott Executive Apartments Bengaluru UB City is not about choosing between comfort and sophistication – it is about having both, effortlessly. Step outside and the city welcomes you with its vibrant energy. Step back in and you find calm, care and a sense of belonging. Thoughtful in design, warm in service and intuitive in experience, this is a place where everyday living is elevated by the quiet assurance of Marriott hospitality. A place where Bengaluru doesn’t just surround you – it settles in, gently, until it feels like home. Premium Residence
IN CONVERSATION32BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comBHVL’S EXPANDING FOOTPRINT:LEADING GROWTH, BUILDING EQUITYBY AJITH KUMAR LRSTRENGTHENED BY VALUES, PARTNERSHIPS AND DESIGN EFFICIENCY, BRIGADE HOTEL VENTURES LIMITED IS POISED FOR ITS NEXT MAJOR GROWTH CHAPTER, SAYS MANAGING DIRECTOR NIRUPA SHANKARIt was close to a decade back (August 2016) that Brigade Hotel Ventures Limited (BHVL), a subsidiary of Brigade Enterprises Limited, was established to formally steer the Group’s hospitality portfolio. Brigade’s foray into hospitality began in June 2004 with the launch of Brigade Homestead, an early pioneer in professionally managed, branded serviced apartments. Since then, the company has steadily expanded its presence across multiple segments of the hospitality landscape, evolving into a diversified and forward-looking player in the industry.The most significant achievements of BHVL include its ability to grow in the business in a healthy and sustainable manner, without compromising on ethics and integrity. “We have dealt with all our partners in a fair and responsible manner, resulting in great relationships and partnerships with all the
NIRUPA SHANKAR33BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comleading hotel operators globally. We take great pride in looking after our employees and ensuring they are well taken care of,” shares Managing Director Nirupa Shankar.From a real estate perspective, Brigade Hospitality, adds Shankar, is proud of the high-quality products it has created in a very cost-effective manner, and the efficiency with which they have been designed. From a business perspective, BHVL has been financially prudent, and this has helped the organisation withstand the various cycles the industry has gone through. “We were happy we could do our IPO in a timely manner and look forward to the high-growth phase ahead. Even as we grow, staying true to our core values remains our guiding force,” she says.SHAPING SOUTH INDIA’S HOSPITALITY FUTUREThe BHVL Managing Director informs that South India recorded Grand MercureMysoreTHE MOST SIGNIFICANT ACHIEVEMENTS OF BHVL INCLUDE ITS ABILITY TO GROW IN THE BUSINESS IN A HEALTHY AND SUSTAINABLE MANNER
IN CONVERSATION34BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comthe strongest Average Daily Rate (ADR) growth in FY 2025, exceeding 8 per cent compared to FY24. “The demand in Bengaluru, Chennai and Hyderabad is projected to rise by 10.1 per cent, 4.9 per cent and 8.3 per cent respectively between FY 2025 and FY 2030, while supply growth is expected at 7.3 per cent, 3.8 per cent and 4.8 per cent. This imbalance suggests favourable conditions for occupancy and pricing,” she adds.Overall, South India is poised for strong growth in demand driven by development, rising disposable incomes and increasing domestic and international travel. It is expected that 50 per cent of the new supply by FY 2030 will be seen across midscale and upper midscale segments and over 80 per cent of this midmarket and upper midmarket inventory is planned in Tier II and Tier III cities. These cities, says Shankar, will emerge as strong demand centres, supported by strong connectivity and the rise of business hubs beyond well-known metros. “Leisure destinations will also benefit from MICE and experiential travel trends. Hence, opportunities will include expansion across segments including Luxury, Upper Upscale and Midscale, tapping into MICE and weddings and leveraging technology for guest experience. The challenges include talent availability, rising construction costs and balancing sustainability with profitability,” she opines.POWERING THE NEXT GROWTH CHAPTERAt present, BHVL is the second largest owner of chain-affiliated hotels and hotel rooms in South India. Its next phase focusses on deepening presence in high-potential South Indian cities while selectively entering promising new regions. “We also have an identified pipeline of 1,700 keys spread across South Indian metro cities including Bengaluru, Chennai, Hyderabad, Thiruvananthapuram and Kochi. Critical levers include strategic land acquisition in growth corridors, leveraging partnerships with global operators for the perfect-match brand and also driving operational efficiency through technology and sustainability initiatives, and maintaining a strong balance sheet post-IPO to fund growth,” informs Shankar.OPTIMISING DEVELOPMENT AND OPERATING MODELSOn how Brigade Hospitality evaluate the merits of Greenfield versus Brownfield hotel development and which model will dominate the pipeline and why, she shares, “Both models have merits. Greenfield allows us to design properties aligned with brand standards and futureproofing, while Brownfield offers speed to market and capital efficiency. Our pipeline is presently leaning towards Greenfield for flagship projects in key markets, and we will compliment this with Brownfield opportunities where location and economics make sense.”Whether BHVL is exploring an asset-light model, such as Sheraton Grand Bangalore Hotel at Brigade Gateway, Bengaluru
IN CONVERSATION36BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.commanagement or franchise arrangements, in addition to owning and developing hotels, Shankar says, “The ownership of hotels remains core to our strategy and continues to be our primary approach. While we recognise that asset-light models can accelerate growth and optimise capital deployment in certain markets, our focus is on leveraging the strength of our operators and maintaining full ownership to deliver consistent quality and brand experience.”STRATEGIC PATHWAYS FOR REGIONAL GROWTHBrigade Hospitality plans to double its portfolio by adding around 1,700 keys across South India over the next five years. “We will continue to strengthen our South India footprint while exploring adjacent regions with strong economic growth and travel potential. Criteria include demand drivers such as corporate hubs and leisure appeal, connectivity and infrastructure development, brand fit and competitive landscape, and financial viability and risk profile,” she informs.Though the organisation’s portfolio features partnerships with leading global operators such as Marriott, IHG and Accor, brand selection depends on market positioning, target segment and operator expertise. “We are open to collaborating with strong domestic brands in the future where they complement our portfolio,” adds Shankar.The BHVL Managing Director opines that the Midscale to Upper-Upscale categories are witnessing strong traction, driven by rising corporate travel and experiential leisure. Weddings, MICE and staycations are fuelling demand for Luxury and Upscale properties, while Midscale remains resilient for business travel. BHVL’s expansion strategy reflects evolving industry dynamics. “At present, Upper Midscale and Upscale hotels comprise 78 per cent of the portfolio. With 65 per cent of upcoming projects in the luxury and upper-upscale segment, the portfolio will transition toward a more balanced mix, enabling the company to effectively address demand across all segments,” she says.CHALLENGES IN ATTRACTING AND RETAINING TALENT The biggest challenge, feels Shankar, is balancing skill development with rapid industry growth. “Hospitality demands high service standards, yet talent pipelines are constrained. Our approach includes investing in training and career progression programs, creating a culture of recognition and empowerment, and leveraging technology to reduce repetitive tasks, allowing staff to focus on guest engagement. In line with this, we have set up the Brigade Centre of Excellence and Skills Foundation through our not-for-profit trust, Brigade Foundation. The centre empowers underprivileged youth across Karnataka through industry-aligned vocational training, focussing on high-demand sectors like construction, retail and hospitality,” concludes Shankar. Holiday Inn Chennai OMR IT Expressway
IN CONVERSATION38BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comINDIA’S OUTBOUND SURGE AND GHA’S STRATEGIC PIVOTBY AJITH KUMAR LRAS OUTBOUND TRAVEL ACCELERATES, GLOBAL HOTEL ALLIANCE (GHA) POSITIONS INDIA AS A KEY GROWTH ENGINE, SAYS CEO CHRISTOPHER HARTLEYIt was during his first visit to India in 1996 that Global Hotel Alliance (GHA) CEO Christopher Hartley met Captain CP Krishnan Nair, the founder of The Leela Group. During their conversation, Captain Nair outlined his foresight for India’s tourism and travel landscape, predicting the country’s outbound travel would surge over the next decade – positioning it as one of the world’s most significant markets in global tourism.As the CEO of the world’s largest alliance of independent hotel brands, Hartley today shares that India represents an exciting and fast-evolving opportunity for GHA. “It is home to the generation of outbound travellers who are more discerning, digitally connected and eager for meaningful experiences abroad. We witness tremendous potential in serving them,” he says, drawing attention towards the $100 billion gap between India and China’s outbound spending which, Hartley quickly adds, is being bridged.Historically, visa restrictions, limited airline connectivity and infrastructure gaps had hindered India’s outbound travel growth. With these barriers easing, the country is poised for a tourism boom. Eighty per cent Indian travellers booking through GHA are brand-conscious, with nearly 25 per cent opting for luxury hotels, an unusually high percentage compared to other markets. “The rapid growth is reflected in the soaring engagement of Indian travellers with GHA’s brands worldwide. We are committed to enriching their experiences through an ever-expanding portfolio of world-class hotels and innovative travel benefits,” he says.The GHA Chief feels there is huge potential for expansion in India, from elevating GHA DISCOVERY membership among residents to boosting awareness of its growing India portfolio to 34 million global loyalty members (of which 900,000 are domestic). At present, GHA has 15 hotels across three brands – Leela Palaces, Hotels and Resorts; Anantara Hotels & Resorts and Araiya Hotels & Resorts. INDEPENDENT HOTEL BRANDS IN A CHANGING WORLDHartley shares independent hotel brands face several challenges that continue to evolve. “The first one is about scale. While travellers value individuality and the distinct, authentic experiences that independents offer, they increasingly value the benefits that come from staying within a large programme. If they can choose between a great independent hotel or the branded one next door that is of a similar quality and price, they may choose the branded one due to its loyalty programme (where they can get a member rate, early check-in, possibly an upgrade, and that stay counts toward maintaining or upgrading their status for future stays at other hotels),” he says. Independents are often smaller with fewer resources, making it harder to compete with the technology, marketing and innovation of the large chains. Technology is constantly evolving and it is costly for smaller players to upgrade or change systems, or to invest in new products.The second challenge, he feels, is the distribution and margin pressure. With limited resources to reach new customers and limited reasons for existing customers to book direct, independents usually rely heavily on costly third parties such as Online Travel Agents. “This could amount to as much as 50 per cent of bookings coming through OTAs at a 15-20 per cent commission, which is a direct hit to the bottom line. Layered across all of this is ongoing geopolitical and economic uncertainty, which makes long-term planning harder and increases the importance of resilience and flexibility,” adds Hartley.For independent brands, the path forward isn’t about them
WE don’t SERVE BREAKFASTonly IN THE MORNING.Sometimes breakfast is at 7am. Other times, it’s after a ight, a meeting, or a long night. If life won’t stick toa schedule, why should breakfast? Whenever it nds you, it should feel like you.@athiva_hotels@athiva_hotels athiva.com
IN CONVERSATION40BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.combecoming bigger on their own, it’s about being more strategic and more connected. Those that can retain their independence while accessing shared platforms, insights and scale will be best positioned to compete and thrive going forward.GHA LOYALTY PROGRAMME AND COMPETITIVE LANDSCAPEA significant advantage of GHA DISCOVERY is its scale and customer appeal. It encompasses 950 hotels, offering its 34 million members a wide choice of hotels spanning over 100 countries and an eclectic mix of upscale and luxury brands. Hartley draws attention towards one of the GHAs strongest USPs – digital rewards currency, DISCOVERY Dollars (D$), which diverges from traditional points programmes, offering flexibility and transparency. “Unlike programmes that simply accumulate points for free nights, our currency – with a hard value of 1 D$ equal to 1 US$ – can be converted to any currency and used like a cash card at any of our hotels worldwide, with the convenience of payment at checkout. They can use D$ toward the room charges, or toward dining or spa treatments, or instead toward curated experiences that each hotel designs with added value for members,” he informs.WHY GHA? GHA, explains Hartley, helps independent hotel brands compete, expanding their global reach, driving incremental revenue and reducing dependence on third-party channels, all while maintaining management independence and individual positioning. “By leveraging GHA DISCOVERY, independent hotel brands can access new markets and customers they couldn’t reach cost-effectively as smaller brands. The programme gives a brand’s existing customers more reasons to book through direct channels – to receive loyalty recognition, benefits and rewards. By shifting distribution from costly OTAs to direct brand channels or GHA DISCOVERY channels, brands can save up to 15 per cent in commission, creating significant savings,” he says.Additoinally, GHA DISCOVERY provides hotels with significant incremental “cross-brand” revenue coming from customers enrolled through the other alliance member brands, which can add over 10 points in occupancy at up to 38 per cent higher average daily rates (ADR). The technology underpinning the programme is ‘best of class’ in the industry and not only supports membership and rewards management, but also powers comprehensive data analytics and reporting, and robust CRM and direct marketing capabilities. While all brands share the one GHA loyalty programme – with one tier structure and base set of hotel benefits, and one D$ rewards currency that can be earned and spent across all brands and hotels – they also customise the programme in both their marketing and their benefit delivery to align with their culture and local traditions. “We celebrate the diversity and independence of our brands and their individuality is a key differentiator to other programmes,” he says.HOW BRANDS QUALIFY FOR GHA?Hartley says GHA brings in brands that offer something special to its DISCOVERY members, and give them the tools and scale to thrive globally. Each new hotel brand adds a unique flavour to the GHA ecosystem, meeting the growing global demand for life-enriching travel, personalisation and locality. “When assessing a suitable brand fit, we look at technology integration capability; is it a multi-property brand; geographic coverage and strategic fit,” he says.EXTENDING VALUE BEYOND HOTELSMembers are interested in expanded options for how to earn and spend D$, such as through partnerships with airlines and restaurants. GHA witnesses great potential in partnerships. In addition to its latest with the Wolseley Hospitality Group, a signature collection of European dining concepts across London, GHA has partnered with Plum Guide, which rewards GHA DISCOVERY members at over 40,000 vacation homes in 700 destinations, and also joined forces with ultra-luxury cruise line Regent Seven Seas Cruises to reward cruisers with D$ and status. “We, at present, have over 40 other partnerships in place, largely to drive qualified customer acquisition, and plan to partner with more airlines and restaurants going forward, as these are the top two categories valued most by our members across markets and tiers,” he concludes.
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LEAD STORY42BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comTHE ACCOR MOMENTWITH RENEWED LEADERSHIP, NEW PARTNERSHIPS AND EXPANSION PLANS, ACCOR IS ALL SET TO ENTER A DECISIVE NEW PHASE OF GROWTH IN SOUTH ASIABY BHUVANESH KHANNAIn August 2025, Ranju Alex took charge of Accor South Asia at a defining inflection point. India had just been elevated to a full-fledged region, a new operating structure was in motion, and a 300-hotel ambition had been drawn on the horizon. Her mandate was unambiguous: scale with discipline, strengthen partnerships, and build a future-ready hospitality ecosystem. After nearly 15 years with Marriott, including close to four years leading Marriott India & South Asia, Alex’s professional journey has always been guided by the value she brings to the table and the values she drives from the company.“It has been about being in a symbiotic relationship where values and purpose match and I found that in this role that got offered to me,” she says, adding leadership isn’t only about strategy or scale. “It’s about purpose, people and the freedom to lead with authenticity. It is about touching lives. Accor has an honest inclusive philosophy, one that places equal emphasis on its Heartists, stakeholders, guests, communities and the entire world. That holistic approach to hospitality resonated strongly with me, both as a leader and as an individual, and felt aligned with the values I stand by,” she adds.Equally compelling has been Accor’s conviction in India. The scale of belief and long-term commitment the group has committed towards the country is encouraging. To lead a global hospitality organisation’s growth in a developing yet highpotential market like South Asia, at a time when the nation is viewed with such optimism and confidence, is a matter of pride. “The joint venture with InterGlobe will be a force to reckon with and I got highly enthused at the prospecting of painting this beautiful canvas. So, when the opportunity knocked, I just took the leap,” she feels.MANDATE FOR SOUTH ASIA RESETStepping into her role at Accor at a pivotal time, Alex says the mandate from Accor and joint venture partner InterGlobe Enterprises is sharply defined, with India positioned as one of the Group’s most important growth markets globally. “The brief from Accor and InterGlobe leadership was clear and extremely focussed. India is one of Accor’s most important growth markets globally, and I need to lead the next phase of expansion and translate that long-term vision into reality on the ground,” she shares.The Accor South Asia CEO describes the current phase as foundational, centred on building a future-ready portfolio rooted in sustainable growth, responsible practices and innovation, while staying closely aligned with India’s increasingly diverse traveller base. “It is an exciting responsibility, because the decisions we make today will shape Accor’s relevance, resilience, and leadership in South Asia for decades to come,” she opines.SIGNALLING LONG-TERM COMMITMENTThe elevation of India to a full-fledged region within Accor underscores RANJU ALEX ON BUILDING INDIA’S 300-HOTEL FUTURE
43BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comRANJU ALEXboth strategic intent and long-term commitment, reflecting the scale of opportunity and the seriousness of future investments. “It is both symbolic and substantive,” says Alex.Internally, the shift is driving sharper focus, faster decisionmaking and stronger alignment across brands, while reinforcing leadership’s confidence in India’s growth, resilience and evolving travel landscape. Alex adds that a unified vision and shared accountability across geographies are critical to ensuring strategy translates into real on-ground impact. “This elevation signals that India is no longer a market of future promise alone; it is a market of present priority,” she explains.A NEW VALUE PROPOSITIONAcross Accor’s development landscape in India, Alex says owner conversations are increasingly centred on performance, reliability and long-term partnership. The company’s positioning, she notes, is reinforced by the operating strength of existing hotels and the results they continue to deliver. “Owners are driven by the importance of performance, reliability and a partnership mindset,” she says.With a diverse portfolio spanning segments, Accor is able to engage a broad spectrum of partners, aligning the right brand, operating expertise and global systems to each opportunity rather than applying a one-size-fits-all model, strengthening confidence and longterm development alignment.MAPPING THE DEVELOPMENT MOMENTUMShe says Accor has a robust pipeline with more than 60 hotels opening in the coming years. “We’ll be opening several key properties this year, including Ennismore’s Roswyn, A Morgans Originals Hotel and The Hoxton under lifestyle and Grand Mercure Amritsar Airport Road, Novotel Bhopal and Mercure Bhubaneswar in PME space,” she says.The South Asia head at Accor feels excited at the impending opening of the Fairmont in Agra. “Our luxury portfolio continues to gain momentum, with landmark developments such as Raffles and Fairmont Goa, Raffles Ranthambore, Sofitel Legend Jaipur and Sofitel Rishikesh in the pipeline. On the PME side, upcoming projects include Novotel Vrindavan, Mercure Bhubaneswar, and Mercure Siliguri,” Alex informs.At Accor, the collaboration with Treebo is emerging as a key WE WILL BE OPENING SEVERAL KEY PROPERTIES THIS YEAR, INCLUDING ENNISMORE’S ROSWYN, A MORGANS ORIGINALS HOTEL
LEAD STORY44BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comgrowth lever in India. “Our partnership is a critical enabler of growth, especially for the Mercure and ibis brands,” Alex notes, “several signings remain in different stages of development, supporting nearterm expansion momentum.” Expanding into under-served markets remains a key priority for Accor in India, spanning emerging spiritual destinations such as Nashik, Prayagraj, Varanasi and Rishikesh, alongside fast-growing urban markets like Indore, Jim Corbett, Alibaug, Amritsar and Vadodara. These destinations offer strong potential for OUR PARTNERSHIP IS A CRITICAL ENABLER OF GROWTH, ESPECIALLY FOR THE MERCURE AND IBIS BRANDSglobally recognised brands delivered with local relevance, with projects shaped alongside partners to ensure market fit, operational efficiency and long-term viability. Overall, we are seeing demand across sectors and lifestyle sector is something we are looking forward to establishing.THE GROWTH PLANAccor has set a clear target of building a 300-hotel portfolio in India by 2030, with growth balanced between scale and geographic spread. While the group already has a strong presence across metros and Tier II cities, the next phase will focus on deepening its footprint in Tier III and Tier IV markets, where demand is rising and branded supply remains limited.Alex says performance is increasingly measured through the lens of profitability and earnings quality, not just top-line growth. “While RevPAR remains an important performance indicator, there is a strong emphasis on profitability and the quality of earnings,” she shares. Alongside GOP growth, EBITDA margins, cash flow and return metrics, cost discipline and operational efficiency remain critical in a scaledriven market like India. On the development front, timely delivery, targetted IRRs and a resilient pipeline signal long-term confidence. “In Year One, success will be defined less by short-term outcomes and more by the strength of the foundation we build,” she adds.FairmontUdaipur
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LEAD STORY46BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comTRACKING THE TURNAROUND METRICSConsistency and quality of growth will be the true measure of success for Accor in India, according to Alex. “The most telling indicator will be the consistency and quality of growth across the business,” she opines. Beyond financials like margin expansion, cash flow resilience, and market share gains in key cities, non-financial metrics are equally critical. Owner confidence, employee engagement, and guest loyalty all signal the health of the ecosystem. Sustained progress across these dimensions – combined with operational execution and brand relevance – will confirm that Accor’s turnaround and growth strategy in India is firmly on track.A NEW OPERATING STRUCTUREAs Accor’s portfolio in India expands, Alex says the leadership structure has been deliberately designed to reflect the market’s complexity. With luxury operating on a distinctly different cadence from the premium, midscale and economy segments, the decision to have Amitabh Rai lead the luxury and lifestyle portfolio and Vineet Mishra oversee PME was a strategic one. “The decision to have Amitabh Rai lead the luxury portfolio and Vineet Mishra oversee PME was therefore very intentional,” she observes.Mishra’s long association with the business and deep operational expertise across the PME segment complements Rai’s nearly three decades of experience across markets, with a strong track record in luxury positioning, brand curation and performance delivery, including leading Raffles, Fairmont and Sofitel, as well as the upcoming Ennismore brands. The structure, Alex notes, sharpens accountability, accelerates execution and ensures each segment is guided by leaders with domain depth, enabling more consistent performance across the portfolio.THE MOST TELLING INDICATOR WILL BE THE CONSISTENCY AND QUALITY OF GROWTH ACROSS THE BUSINESSFairmontJaipur
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LEAD STORY48BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comDISTINCT STRATEGIES, SHARED MOMENTUMWith a multi-brand ecosystem spanning diverse market segments, Accor has built its expansion strategy on clarity rather than uniformity. Distinct reporting lines, defined leadership structures and strong brand guardrails ensure that each vertical operates with autonomy while staying aligned to a shared vision. As Alex puts it, “Alignment should never come at the cost of distinctiveness.”Performance momentum is reinforcing that framework. With 2025 shaping up as the strongest year yet for new hotel signings – particularly in the final quarter – the growth trajectory is being matched by a parallel focus on energising teams who will drive the next phase. Even as the footprint widens, the Group remains firm on fundamentals.Alex emphasises that expansion will not dilute brand ethos, noting that guest-centric design, comfort and trust remain nonnegotiable pillars. In a market as complex and price-sensitive as India, she adds, success lies in pairing deep local insight with a diversified portfolio that can respond to varied demand patterns. The result is a growth philosophy rooted in precision rather than pace – scaling by placing the right brand in the right market while safeguarding core values. “We expand with insight, not uniformity,” she says.REDEFINING LUXURY FOR INDIALuxury hospitality in India is entering a new phase, shaped by rising affluence and a stronger shift toward experience-led travel. Alex notes that luxury today is defined less by scale and more by meaning, authenticity and emotional connection, as consumers seek more PullmanAmritsarRafflesUdaipur
49BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comRANJU ALEXpurposeful stays. “Luxury is no longer defined only by opulence or scale; it is about meaning, storytelling, authenticity and the emotion an experience creates,” says Alex.The audience for luxury is also widening, with aspiration cutting across demographics and occasions. From a development standpoint, the momentum is clear – about 35 per cent of recent signings for Accor have been in the luxury segment – pointing to strong owner confidence and sustained demand, with the next phase expected to be more experiential, personalised and locally rooted.CITIES, CONSUMERS AND BRAND FOCUSWith Ennismore’s entry into India gathering pace, Alex says the rollout will begin with Morgan Originals Roswyn in Mumbai, followed by The LUXURY IS ABOUT MEANING, STORYTELLING, AUTHENTICITY AND THE EMOTION AN EXPERIENCE CREATES
LEAD STORY50BWHOTELIER JANUARY-FEBRUARY 2026 www.bwhotelier.comHoxton in Bengaluru, alongside a pipeline of distinctive food and beverage concepts. “Lifestyle hospitality is about creating spaces that are experience-led, socially vibrant and culturally relevant,” she feels, adding the strategy is centred on urban markets with strong creative and entrepreneurial ecosystems, where guests value authenticity, community and individuality.Design-forward positioning, energetic programming and a strong F&B focus will define the brands’ identity, with Alex noting that Ennismore’s globally proven restaurant concepts and dedicated brand teams will provide a clear competitive edge as lifestyle hospitality continues to take shape in India.MOMENTUM ACROSS CORE BRANDSAcross Accor’s PME portfolio in India, the Accor South Asia CEO says growth is being driven by a clearly market-led strategy, matching each destination with the brand best suited to its demand profile. “Our approach is therefore very market-led, we evaluate the destination first and then align it with the brand that fits best,” says Alex.Momentum is particularly strong for Novotel in destinations blending leisure, family and spiritual travel, illustrated by the recent signing in Vrindavan. “ibis continues to see traction in business hubs, while Mercure and Grand Mercure are gaining ground in cities seeking a mix of local character and global standards, reinforcing the flexibility underpinning the PME pipeline,” she adds.POWERING GROWTH THROUGH PARTNERSHIPSFor Accor in India, the alliance with InterGlobe Enterprises is a defining strategic advantage, combining global brand strength with deep local insight and execution capability. “The partnership with InterGlobe is a significant advantage for Accor in India,” shares Alex.She notes the collaboration enhances market understanding, regulatory navigation and speed of execution, while IndiGo’s extensive reach and loyalty ecosystem help connect with a far broader traveller base. The partnership’s data and consumer intelligence also enable more relevant and locally attuned offerings, ultimately accelerating expansion, strengthening loyalty engagement and building a more integrated travel ecosystem across aviation and hospitality.BUILDING INDIA’S LOYALTY ENGINEAlex says the ambition to scale loyalty is achievable, provided growth is anchored in relevance and trust rather than numbers alone. “The ambition is realistic, but it must be built on relevance and trust rather than scale alone,” she shares, adding a key catalyst will be the upcoming integration between ALL Accor and IndiGo BluChip, designed to create a more compelling and seamless value proposition for travellers. Beyond traditional rewards, the programme is increasingly focussed on access-led experiences that build deeper emotional engagement and long-term affinity.By prioritising consistency, simplicity, local relevance and meaningful partnerships, the strategy aims to grow a loyal member base organically and sustainably over time. “Our loyalty programme Lobby, Roswyn, A Morgans Originals HotelPullmanChennai