BW HOTELIER Mar-Apr 2026

ALAN WATTS AND ZUBIN SAXENA 51BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comBY BHUVANESH KHANNAWhen we first engaged with ALAN WATTS and ZUBIN SAXENA in 2024, the conversation was centred on intent. Intent to invest. Intent to grow. Intent to believe in India.Two years on, that conversation has clearly matured. Today, India and South Asia are no longer markets of future promise alone – they are markets of present consequence. They demand clarity of vision, speed of execution, and partners willing to commit for the long term.Hilton is among the few global hospitality companies engaging this region across the full spectrum – from premium economy to ultraluxury, from Tier I metros to emerging cities, and from brand ambition to owner confidence.At the heart of this journey are two leaders shaping its direction – Alan Watts, who oversees Hilton’s Asia Pacific strategy from a global vantage point, and Zubin Saxena, Senior Vice President and Regional Head, South Asia, where strategy meets execution every single day.This is not a story about announcements. It is a story about direction. Where does Hilton see India and South Asia today? What has changed since 2024? And what will define leadership in hospitality in the decade ahead?Roku Kyoto LXR Hotels & Resorts

LEAD STORY52BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comIndia’s hospitality sector is no longer riding a recovery curve – it is operating on structural momentum. In 2024, the market delivered one of the sharpest V-shaped rebounds globally, clocking two consecutive years of double-digit RevPAR growth. The immediate debate was whether this surge was cyclical or sustainable. For Alan Watts, the answer lay in the underlying shifts.“The conclusion was that the growth was structurally driven – by strong domestic demand, rapid infrastructure development and a more confident Indian consumer entering the travel market,” he says.Two years on, that assessment has only strengthened. “That moment has become momentum. From our perspective, India is now the third-largest lodging market in the world in the long term,” he adds.For Hilton, this has translated into a decisive scale-up. Under Zubin Saxena, shares Watts, the company has moved from four to five annual signings to 26 in a single year, including two strategic license agreements covering 225 midscale hotels. At the same time, the announcement of multiple Waldorf Astoria properties signals a calibrated push at the very top of the market. “I remain bullish on the long term,” he says.EXECUTION AS ADVANTAGE: PEOPLE, LOCALISATION, CONSISTENCYWatts is clear that India’s growth story is not just demand-led – it is execution-driven. “If you can deliver a strong team member experience, you can deliver a great guest experience. That ultimately drives performance – from top line to bottom line,” he says, outlining Hilton’s operating philosophy.This discipline is reinforced by macro fundamentals – GDP growth, rising consumer confidence and a rapidly expanding travel base. “I feel the same about India – it is all fuelled by GDP and consumer growth,” he adds.At the same time, success in India demands constant recalibration. “There is no brand that hasn’t been regionalised for success here. We are constantly adapting,” Watts says. Even as performance strengthens, the approach remains grounded. “We’re doing better than ever before, but we’re still learning. You have to keep your feet on the ground and your ears open,” he adds.For the next generation, this creates a compelling proposition. Hospitality is increasingly seen as a high-growth sector – “fastmoving, with strong training and career progression, supported from the Central Government down,” he notes.A PORTFOLIO THAT MIRRORS ASPIRATIONHilton’s multi-brand strategy in India is designed to mirror the ‘INDIA IS WHERE THE ACTION IS’THE MOMENT HAS BECOME MOMENTUM. FROM OUR PERSPECTIVE, INDIA IS NOW THE THIRD-LARGEST LODGING MARKET IN THE WORLD IN THE LONG TERMALAN WATTS, PRESIDENT, ASIA PACIFIC, HILTONcountry’s evolving consumer ladder. “Think of it like air travel – economy to first class. Everyone aspires to move up, and we want to grow with them,” Watts says.The approach is deliberate: build entry points through accessible brands, anchor loyalty early, and retain customers as

ALAN WATTS AND ZUBIN SAXENA 53BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comthey trade up. “The Hampton Inn customer of today may well be a Waldorf Astoria customer in the longer term,” he adds. This becomes critical in a market expanding at both ends. Luxury and full-service segments, Watts emphasises, are “must-win” for global operators – not just for domestic demand, but for the scale of outbound travel now emerging.Outbound travel has surged from roughly five million to nearly 30 million travellers, reshaping regional demand flows. “You only need to look at Thailand – Indians are travelling like there is no tomorrow,” he says. In markets like Sri Lanka, Indian travellers already account for 25-35 per cent of business, making them the largest source segment.THE REAL PLAY: ORGANISING THE UNORGANISEDYet, the most significant opportunity lies not at the top – but in the middle of the market. India’s vast unorganised hotel sector continues to house strong physical assets that lack the ability to deliver a consistent, branded experience. “There are fantastic properties that are unable to signal quality to the future consumer,” Watts says.Bridging this gap has become central to Hilton’s India strategy, driving the Asia Pacific debut of its premium economy brand, Spark, in the country. “India represents the largest organised sector opportunity. You cannot operate only at the top – you have to be where the action is,” he says.This aligns with a broader shift in consumer behaviour. “We are in the economy of experiences, and this generation is not prepared to wait,” Watts notes.With India now home to roughly 800,000 millionaires – adding one every 30 minutes – the pipeline of first-time branded consumers is expanding rapidly across segments. “We need to meet the customer of today at all levels of the pyramid,” he adds.LUXURY WITH DISCIPLINE, GROWTH WITH INTENTEven as Hilton builds scale in the mid-market, its luxury play remains tightly controlled. “For Waldorf Astoria, if the real estate is not strong enough to be a rate leader, we won’t deploy it,” Watts says. The Lotus Pond, Hilton ColomboPeacock Alley, Waldorf Astoria OsakaLobby, Umana Bali,LXR Hotels & Resorts

LEAD STORY54BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comemphasis is on iconic assets – distinctive design, unique locations and strong partnerships. “If it isn’t the best, we won’t do it,” he adds. At the same time, growth is increasingly being shaped by owner demand. “We have never experienced this level of demand for our brands and products,” he says.Hilton has responded to this by bringing the owners closer to the product – through showcasing rooms and curated experiences that demonstrate brand potential. The recent Bengaluru showcase, he notes, helped clarify both portfolio positioning and market opportunity.“As the first Waldorf Astoria or Spark hotels open, the momentum will naturally follow,” he adds. With brands like Spark, Hampton, LXR, Curio and Waldorf Astoria set to roll out over the next three to five years, the pipeline is designed to sustain both scale and demand.INDIA DRIVING THE REGIONIndia’s rise is also reshaping the broader South Asian landscape. Markets such as Nepal and Sri Lanka remain important, but operate on shorter, more volatile cycles and lack India’s structural advantages, particularly in terms of demographics, infrastructure and GDP growth. “These markets are at an earlier stage of their growth journey. Increasingly, their momentum is being powered by Indian outbound demand. The biggest opportunity for both markets is Indian travellers. There is a direct correlation,” says Watts. AT PEAK PERFORMANCE AND STILL ACCELERATINGBy most measures, India is now among the strongest-performing hospitality markets in Asia Pacific. “The country has delivered double-digit RevPAR growth along with strong profit growth,” Watts says. For owners, the fundamentals are aligned. “Top line and bottom line performance, alongside team member and guest experience, are all at an all-time high,” he says. Only Japan, at present, outpaces India on RevPAR growth in the region. For Watts, who has tracked the market for nearly two decades, the conclusion is definitive: “This is the best time to look at India.”NO LONGER A ‘FUTURE MARKET’Perhaps the most telling shift is internal. “It’s been a long time since our Board asked, ‘When will India take off?’” Watts says. That question has now been replaced by conviction. India’s growth is underpinned not just by hospitality fundamentals, but by broader economic momentum and global realignment strategies such as China-plus-one and Europe-plus-one. “It doesn’t matter what sector you’re in – you have to look at India’s GDP growth,” he says. For hospitality, that momentum is already visible – and accelerating. “The level of industry interest itself is proof,” Watts adds. “Everybody is rightly excited about India.”INDIA REPRESENTS THE LARGEST ORGANISED SECTOR OPPORTUNITY. YOU CANNOT OPERATE ONLY AT THE TOPTRADING & PIPELINE COUNT (Q4 2025) IN SOUTH ASIA – 107EXISTING BRANDS IN SOUTH ASIALuxury Conrad Hotels & Resorts (2)Full Service Hilton Hotels & Resorts (13) DoubleTree by Hilton (13)Focussed Service Hilton Garden Inn (9) Hampton by Hilton (1)UPCOMING BRANDS IN SOUTH ASIALuxury Waldorf Astoria Signia by Hilton LXR Hotels & ResortsLifestyle Curio Collection by HiltonFocusd Service Spark by Hilton La Festa Phu Quoc, Curio Collection By HiltonLa Festa Phu Quoc,

ALAN WATTS AND ZUBIN SAXENA 55BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comFor Zubin Saxena, the mandate was never about intent – it was about execution. “It was always about making sure the strategy lands right on the ground,” says Senior Vice President and Regional Head, South Asia, Hilton. The opportunity, even in the early stages, was unmistakable: a wide whitespace spanning luxury to mid-market. “We saw the breadth of this market,” Saxena notes, setting out to expand Hilton’s footprint from around 20 cities to over 70 – a target that is now firmly in play.Scaling at that pace required more than ambition. It meant partnerships, deeper investments, stronger teams and a broader brand and distribution architecture. “Back in 2024, the biggest question was how we were going to get there,” he says.Today, that question has been replaced by execution. Two strategic license agreements, the announcement of a third Waldorf Astoria, and the continued expansion of Hilton and DoubleTree mark steady progress. “The strategy is firmly underway now,” he says, with visible outcomes beginning to take shape.AN EVOLVING OWNER MINDSETIn parallel, the Indian owner and investor landscape has evolved, with a sharper focus on performance and accountability. “The expectation now is clear – hotel investments must deliver real returns. We are in the business of delivering best-in-class returns,” says Saxena.As Hilton scales over the next five to 10 years, the focus is deliberately balanced between commercial strength and operational discipline. With that, expectations have sharpened. “Indian owners are no longer just expecting more – they are demanding more,” he observes.WHERE GROWTH IS MOVING: BEYOND THE METROSIndia’s growth story is no longer metro-centric – it is layered and expanding. “India operates across four or five distinct market levels,” Saxena explains. While metros such as Delhi, Mumbai, Bengaluru and Pune remain critical, high costs are naturally pushing expansion into secondary and tertiary markets.This shift is aligned with rising incomes. As per capita income moves from $3,000 toward $4,000, demand for branded hospitality is accelerating. “That is where our Spark, Hampton and Hilton Garden Inn strategy fits in,” he says. The demand drivers are diverse – technology corridors, pilgrimage circuits, cultural travel and, notably, weddings. “The Indian wedding story is here to stay,” Saxena adds.Hilton’s response is scale with range: Nearly 300 hotels planned over five to seven years, spanning Waldorf Astoria and Conrad at the top, through Hilton and DoubleTree, down to Hilton Garden Inn, Hampton and Spark. “It will be a full portfolio, 90 per cent being brand new,” he says.Zubin Saxena, Alan Watts and Bhuvanesh Khanna‘THE STRATEGY IS FIRMLY UNDERWAY NOW’ZUBIN SAXENA, SENIOR VICE PRESIDENT & REGIONAL HEAD, SOUTH ASIA, HILTON

LEAD STORY56BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comUNLOCKING THE MIDMARKET OPPORTUNITYAt the centre of this expansion sits Spark. Positioned as a premium economy brand, it is designed to scale rapidly across potentially 100-plus markets. “Spark fits directly into India’s mid-market growth story,” Saxena says, underscoring its localisation for Indian travellers.Operating in the Rs 3,000-Rs 5,000 price band, it targets the core of domestic demand. While it will have a presence in Tier I and II cities, its real strength lies in Tier III and IV markets. “It caters to the fastest-growing segment of the Indian demographic,” he notes. Equally important is its owner proposition. Designed as a fast-to-convert, renovation-friendly model, Spark unlocks speed and returns. “That’s where owner ROI gets unlocked,” Saxena says.Hilton’s partnership with Olive by Embassy for 150 hotels reflects that intent, with further expansion already in sight. “We could see openings in markets like Goa soon,” he adds.LUXURY AS A STRATEGIC SIGNALIf Spark represents scale, Waldorf Astoria represents intent. “It sits at the very top of the hospitality food chain – it is the most aspirational brand,” Saxena says. Its debut in Delhi, he adds, is “a befitting entry into the capital,” with the potential to become one of India’s most iconic hospitality developments.The project will also include a Hilton hotel, reinforcing the company’s cluster strategy. “We have seen the power of clustering,” he says, pointing to the operational and commercial efficiencies such models deliver. For Hilton, Aerocity is not just a location – it is a statement. “This is the right entry point for us in the Capital,” Saxena says, underlining Delhi’s position as a global gateway.DoubleTree by Hilton Bengaluru AirportHilton and Hilton Garden Inn,Manyata Business Park, BengaluruHilton Gurugram Baani City CentreDoubleTree by Hilton Bengaluru Whitefield

ALAN WATTS AND ZUBIN SAXENA 57BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comGLOBAL BRANDS, LOCAL RELEVANCEA key pillar of Hilton’s India playbook has been localisation. The entry of Hampton into India, along with the introduction of Spark and the launch of Conrad with its ‘1-3-5 experience’ framework, reflects a broader strategy – adapting global brands to local contexts.“Localising the global brandscape for India is what gives us a competitive advantage – more here than anywhere else. That has been core to our strategy from the beginning,” says Saxena.SCALE, QUALITY AND THE LONG VIEWLooking ahead, Hilton’s India strategy is anchored in dual priorities: scale and quality. “We are investing in this market while chasing quality in everything we do,” Saxena says. With over 250 projects at various stages of development, Hilton is building one of its most significant growth engines globally. But scale alone is not the message.“It is not just about presence across 100 destinations – it is about being an operator that delivers best-in-class performance at every level,” he says. At the centre of that ambition are long-term partnerships. “It is always about people,” Saxena reiterates. Strong owner relationships, he notes, drive repeat collaborations and sustained growth. “The magic lies in the people in this business.”What emerges clearly is not just a story of scale or speed – but one of certainty. Certainty that India and South Asia are no longer peripheral to global hospitality strategies. Certainty that growth today must be intentional, inclusive and enduring.Hilton’s journey in this region is entering a defining chapter – shaped by long-term partnerships, brand clarity, and a deep understanding of the Indian market’s diversity and potential. For owners, investors, and industry leaders, the message is unmistakable: the opportunity is real, the momentum is here, and the decisions taken today will shape hospitality in the region for decades to come.INDIAN TRAVELLERS ARE GLOBALLY EXPOSED AND ACTIVELY SEEK QUALITY. WE CANNOT OPERATE PURELY ON INSTINCT ANYMOREA MORE INFORMED, MORE DEMANDING TRAVELLERAs Hilton expands, so does the complexity of the Indian traveller. Saxena pushes back against outdated assumptions around Tier II and III markets. “These travellers are globally exposed and actively seek quality,” he says. That shift demands a more analytical approach. “We cannot operate purely on instinct anymore,” he notes, as seasonality patterns evolve and markets become more nuanced.Cities like Jodhpur are already reflecting this change. “We cannot ignore the power of scientifically driven revenue management systems. These markets are maturing – and we need to treat them as such,” he says.PEOPLE, CULTURE AND OPERATING DISCIPLINEAmid expansion, Saxena is clear about what anchors performance: people and culture. “Strategy only works when the culture supports it. We are a people-first organisation,” he says. As Hilton scales, operating discipline becomes nonnegotiable—from standard operating procedures to recognising that guest experience begins long before check-in. “The moment of truth starts the moment a guest calls or makes a reservation online,” he adds.Sustainable success, he adds, lies in aligning guest experience with revenue, commercial strategy, operational execution and team engagement. “Ultimately, it comes down to empowering the team member serving the guest.”

58BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comREIMAGINING GUEST EXPERIENCE TO BUILD LOYALTY & BRAND TRUSTOur world is in turmoil again; the end is nowhere in sight. The positive business cycles have shortened in their duration, putting extenuating pressure on the bottom line. Do we need to reimagine the guest experience or create a resilient new model? I have taken the liberty to copy an extract from a McKinsey study by Ben Mathews recently as analogy. The travails of the hotel industry are the same as in the restaurant business. I have taken the liberty to exchange restaurants with hotels.Quote: Amid efforts to achieve greater efficiency, it’s also important not to neglect more nuanced elements of the hospitality experience that can directly affect a customer’s perception of value. Consider restaurant theater: the aromas, commotion, and sights that signal food has been crafted with care. In a bakery, it’s the smell of bread coming out of the oven. In a coffee shop, it’s hearing the coffee bean grinder or the hiss of a milk steamer, and seeing a barista shake cold, mixed drinks like a bartender. Strip too much of that away through automation and more efficient operations, and consumers may start to wonder what they’re paying for, even if the product itself hasn’t changed. Have we lost the opportunity to BY RATTAN KESWANIexperience that theatre? And yet even brief exposure may shape consumer perception and willingness to pay. Unquote.I believe we have. The plethora of subbrands under the main umbrella have reduced the essence of recognition and differentiation. The umbrella(s) are now more a distribution and loyalty platform. Banked points for external and internal experiences (art shows, music events, sports tickets, F1, etc.) made the loyalty transactional, not aspirational.Brands earlier had a distinctive flavour and aroma, understood clearly to help with choice. No more. Usage of AI and chatbots is making the interaction more impersonal. Influencers peddle the same images and experiences with small lazy tweaks in copy. Are they even capable of imagining the needs of the segmented customer type, when they aren’t typical customers of the experience? Each photograph and video is more or less the same. The customer cannot make out the difference in the brands! Go back to classical marketing. We can learn from FMCG and MNC marketing. We will always remember AMUL, Guddu of Asian Paints, now Fevicol and their different ads, reels, videos. Segmented perfectly,

RATTAN KESWANI59BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comI BELIEVE WE NEED TO DREAM AGAIN AND DEFINE WHAT EACH SEGMENT TRULY DESIRES, BY PLACING THE TYPICAL CUSTOMER FRONT AND CENTREby usage menu, recency of topic with humour, clear price value relationship, by location and colloquialism. We are a mix of product and service too - why can’t we be identified as such?I believe we need to dream again and define what each segment truly desires, by placing the typical customer front and centre. Some may prefer AI / kiosks, others the classical attentive, non-obtrusive service. The guests today aren’t fascinated with glitz and bronze, complicated lighting in rooms, 12-14-inch mattresses, pillow choices, and the size of TV. They have all that at home at more. Well-curated but highly expensive spa therapies are aspirational for the first timers, awed by opulence. But frequent travellers are able to access these and more with value pricing in South Asia, Switzerland as well as Iceland or the CIS destinations. Where is our differentiation and value proposition to give the guest a feeling of awe, desirability and comfort with self and yet yearn for more?Reduce the menu of choices in each service and experience, but truly making them unparalleled. Hire well, train well, deliver by differentiated value near perfectly most of the time. The team must know the historicity and intrinsic value of each to convert them into memorable stories to carry like polaroids did in the past. I must want to savour, breathe the aroma, and revel in its cultural past at every service level. Each service experience should be a memory, yearning for more. For now, use AI to facilitate and improve the grunge back-of-house work, free people for the customer. Be on the shop floor, not in meetings calculating hourly nickels and dimes.Differentiate and differentiate painstakingly and be able to explain and expand. The cookiecutter approach based on comparison and what is fashionable temporarily, is a NADA. Hospitality needs to go back to the theory of branding and value propositioning, redux the brand compass with clarity, and then ensure delivery. AUTHOR BIO: Rattan Keswani, former Deputy MD, Lemon Tree Hotels and Director, Carnation Hotels

60BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comTURNING F&B EXPERIENCES INTO GUEST LOYALTYThere is a moment that is quiet, unhurried, when a guest puts down their fork, leans back, and exhales. Not because the meal is over, but because something in it has reached them. That moment is not manufactured in a kitchen. It is the culmination of intention, obsession, and an almost unreasonable love for what you are serving and to whom you are serving it. That moment is where loyalty is born. In an industry increasingly shaped by algorithm-driven review and ‘instagrammable” plating, it is tempting to believe that spectacle sells. It does, but once. But what brings a guest back, what makes them speak of a restaurant in the way one speaks of a place that changed them, is something far more fundamental: the feeling of being genuinely cared for by the servers, through food that genuinely means something. Food and beverages, more than any other touchpoint in hospitality, carry this emotional weight. A lobby can impress, and a view can astonish. But the right meal, served with the right spirit and with passion, can make a guest feel understood and special. I learnt this not from a textbook but from two restaurants I was initiating, and from the years I spent building them. When the owners conceived The Spice Route sometime in 1996, at The Imperial, New Delhi, they were driven by two parallel obsessions that fed into each other endlessly: an obsession BY VIJAY WANCHOO with food and an obsession with the guest. Not one at the expense of the other but both, simultaneously, at full intensity. Every recipe we curated drew from the ancient culinary corridors of Southeast and South Asia, researched with an almost archaeological rigour. The spices were not decorative. The techniques were not borrowed for effect. The cuisine had a soul, and we were determined to honour it. But equal energy went into understanding who would sit across from that food, what they were carrying into the room, what they needed to feel, how the experience of the evening could become something they would not easily forget. The result was a restaurant that became, very quickly, one of Delhi’s finest South East Asian dining destinations. Not because it was fashionable, though it was. But because it was sincere. Guests returned because they sensed they were in the presence of people who cared deeply, even fiercely, about every element of their experience.The lesson I took from The Spice Route is this: loyalty is the natural consequence of dual obsession. When a team is as devoted to the guest as it is to the craft, something alchemical happens in the dining room. The food tastes better because the intent behind it is visible. Then I had a great opportunity to re-invent a European concept, Nostalgia, the very traditional restaurant at The Imperial. I arrived at a different but

VIJAY WANCHOO 61BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comFOR THE HOSPITALITY INDUSTRY TO TRULY EARN GUEST LOYALTY THROUGH F&B, THE CONVERSATION MUST SHIFT FROM MENUS TO MEANINGequally powerful conviction: that authenticity, stripped of all excess, was its own form of luxury. Every dish on the menu was designed to be bereft of any frill or fringe. No theatrical garnishes, no elaborate constructions, no flavours competing for attention. Each preparation was rendered in its most honest and original form, the way it was always meant to taste, before culinary fashion intervened. A simple roast chicken, done perfectly. A cream soup that tasted like its ancestry, or the perfect Lobster Thermidor, and even the Lobster Bisque, which would take you back to the days of Larousse and Escoffier. Bread that needed nothing else. Guests would lean forward over their plates with a kind of recognition, as though the food was reminding them of something real. The flambé delicacies reignited the values of the lore. That originality, unpretentious, unadorned, is precisely what made Nostalgia a success. People did not come as a surprise. No instagrammable food, no social media broadcasting. They came for the truth. And truth, in a dining room, is deeply, lastingly satisfying. These two experiences point toward the same understanding of guest loyalty, approached from different directions. The Spice Route demonstrates that obsessive devotion to cuisine and to the guests in equal measure creates an experience where guests feel compelled to return to, and to share. Nostalgia demonstrates that when you strip a dish of everything unnecessary and serve it with conviction, you forge an emotional bond that marketing cannot manufacture. In both cases, the guest left not merely satisfied but moved. And people who are moved become advocates. For the hospitality industry to truly earn guest loyalty through F&B, the conversation must shift from menus to meaning. The question is not merely what we are serving, but why and for whom. Every curated dining experience is an opportunity to communicate with the guest: we thought of you when we did this. We wanted it to matter to you. We are sincerely glad you are here. When that sentiment is genuine and runs through the kitchen and the service floor and the sensibility of the establishment, guests do not simply return. They simply belong. And belonging, freely given and honestly earned, is the highest form of loyalty there is. AUTHOR BIO: Vijay Wanchoo is Chief Consultant, VW HospitalityThe Spice Route, The Imperial, New Delhi

62BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comREIMAGINING LOYALTY IN A DATA-DRIVEN WORLDThe hospitality industry is evolving rapidly due to advances in technology, data and connectivity. As a result, guest behaviour and expectations have also changed. Today, the guest experience begins at booking and continues through to check-out. Recognising repeat guests, understanding their preferences and personalising their stay are key to building loyalty. Loyalty programmes must therefore support the entire guest journey and reward customers whether they book through OTAs or directly with the hotel.Hotels also need to carefully manage pricing, room revenue, benefits and point earnings across different booking channels. Many now offer varied pricing and rewards depending on how a booking is made. Revenue management systems, similar to those used by airlines, are increasingly integrated, enabling dynamic pricing that maximises revenue while still offering competitive options to guests.ROLE OF DATA AND TECHNOLOGY IN LOYALTYLoyalty programmes give hotels access to rich zero- and first-party data—arguably their most valuable asset. This behavioural intelligence enables sharper segmentation and more BY BRIAN ALMEIDA informed decision-making, from optimising marketing spends and identifying training gaps to evaluating property-level performance and pinpointing demand hotspots across the network.When integrated effectively, technology across reservations, property management, kitchen, and housekeeping can help track and serve guests better—the ultimate goal of any system. It enables personalised room allocation, tailored pick-up and drop services, customised bedding preferences, minibar stocking, and curated dining options. It also ensures a seamless check-out experience, including billing preferences and accurate point updates. The purpose of technology should be to facilitate a seamless guest journey so that the hotel staff can provide and experience that makes the guest want to come back. COMMON LOYALTY PROGRAMME MISTAKES While data, technology and AI can be built, its application depends on the people and processes. This gap in investment in the people on the use of technology needs to be continuous and ongoing. Service delivery can reach new heights when employees are trained well on the use of technology with the purpose

BRIAN ALMEIDA 63BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comPOINTS FOR GOOD CAN CONNECT THE HOSPITALITY INDUSTRY TO THE SOCIAL SECTOR AND THIS CONNECTS COMMUNITIES WHO HAVE THE MEANS TO GIVE TO THOSE WHO STRUGGLE TO SURVIVEof providing an elevated level of service. Loyal employees create loyal guests, retaining, retraining and growing current employees have a higher return than revolving doors. Culture of ‘Guest First’ is created by developing employees with this value system. The other area hospitality brands need to develop is build meaningful conversations with guests, which can only happen when the context is relevant and the communication is truly valuable.CONTRIBUTIONS TO LOYALTY PROGRAMME STRATEGY Let us take the examples of Jet Airways and Taj InnerCircle programmes that were driven by the leadership of both organisations. The leadership teams understood the value programmes like these bring to the brand and benefits of insights and value of having customer insights. Loyalty programmes work best when they are built on strong fundamentals — excellent service and a great product. FUTURE OF LOYALTY AND PERSONALISATIONA lot of the segmentation, campaign management and marketing will be AI driven, and these will get smarter as the integration with revenue management systems and guest behaviour data get deeper. As the integration between GDS, PMS and other systems get better, hotels will get better in offering Direct to Customer benefits. Finally, hotels will move toward self-service check-ins that deliver a consistent, no-surprise experience. Loyalty programmes will be a major driver in this change behaviour through incentivising. POINTS FOR GOOD The inspiration behind launching Points for Good was the ability to create one more value add for loyalty programmes that make them even more relevant to the current generation of loyalty members and for loyalty programmes to become more relevant in today’s world. This has been evolving and it is the ability to launch programmes that have made a significant impact in the industry and the marketing world. Today, Points for Good is a platform dedicated to donating loyalty points towards social good and provides deepest satisfaction. It is a platform and loyalty programme that makes a difference to millions of lives supported by millions of members. Points for Good attempts to make loyalty programmes more relevant to its members by providing the most gratifying ways to use points. This helps build an emotional bond between the brand and its customers, moving beyond purely transactional engagement.It also provides NGOs and social organisations access to a pool of resources that can significantly support their work. At the same time, it creates a culture of giving by removing the pinch for individuals.With a larger base of individual retail donors, the social sector is better positioned to undertake long-term, meaningful work. IMPACT OF POINTS FOR GOODPoints for Good can connect the hospitality industry to the social sector and this connects communities who have the means to give to those who struggle to survive. This makes the industry more sustainable, provides a resource for the overall improvement of society and this improves the industry as a whole.COLLABORATING WITH POINTS FOR GOODOrganisations play an important role in helping mobilise employees, guests to join the movement of giving back to society. Today, it enables 30 brands and over 100 million customers to donate their loyalty points. Individuals can contribute by simply donating their reward points to a social cause they are passionate about (be it sending a child to school, supporting the elderly, help fight cancer or even planting a tree). Even a small number of points go along the way in the projects. AUTHOR BIO: Brian Almeida is Founder, Strategic Caravan and Points for Good

LEAD STORY64BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.com

HARSHAVARDHAN NEOTIA65BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comBUILDING PLACES, NOT JUST HOTELS:THE HOSPITALITY VISION OF HARSHAVARDHAN NEOTIABY BHUVANESH KHANNAUNDER THE LEADERSHIP OF ITS CHAIRMAN HARSHAVARDHAN NEOTIA, THE AMBUJA NEOTIA GROUPHAS CRAFTED HOSPITALITY SHAPED BY PLACE, PURPOSE AND CULTURAL DEPTHFew business leaders in India have shaped hospitality with the quiet conviction and cultural sensitivity that Harshavardhan Neotia brings to it. As Chairman of the Ambuja Neotia Group, his journey has never been about building hotels in the conventional sense, but about creating places — spaces that draw from their surroundings, engage with memory and meaning, and leave behind a lasting emotional imprint.Over the years, this philosophy has translated into a distinctive hospitality portfolio across Eastern and Northeastern India — one that moves fluidly between riverbanks, hills and cities, yet remains anchored in a deeply consistent point of view. It is a journey that reflects not only entrepreneurial foresight, but also a rare ability to combine business with cultural stewardship.HOSPITALITY AS A DEFINING PIVOTThe Ambuja Neotia Group’s hospitality journey began in the 1980s with The Conclave, Kolkata’s first business club, but it was Raichak that marked a turning point. In 1993, the transformation of a fishing village into The Ffort Raichak signalled a shift from a leisure retreat to a destination with a strong sense of place. What began as a riverside escape evolved into an experience-led offering, highlighting hospitality’s potential to shape how people connect with spaces. “It was never about a conventional resort, but about creating a place people would connect with and remember,” Neotia says.The success of Raichak prompted a more deliberate approach. Hospitality moved beyond being an extension of the Group’s business to a long-term strategic vertical. As the company engaged more deeply with Eastern and Northeastern India, the focus remained on context, culture and experience. “Over time, we saw hospitality as a platform to engage with culture and community, not just a business,” he adds.THE STRATEGIC SHIFTIn its early years, the Group’s hospitality approach was centred on creating individual destinations, each shaped by its own context and character rather than a defined template. Properties such as Ganga Kutir emerged as distinct expressions, responding intuitively to their surroundings. “Each place had to feel like it belonged to where it was, not something imposed,” opines Neotia.As more such developments got together, a continuity of thought took shape – in the way location, design and experience were approached. This gradual alignment led to a more structured understanding of hospitality, evolving from a collection of standalone assets into a platform built on consistency of intent. “The idea was not to standardise but to ensure a certain clarity in how we approached every project,” he adds. Even as the platform has expanded, the emphasis has remained on preserving individuality. The coherence lies in a shared philosophy rather than uniformity, allowing each destination to retain its unique identity. Today, what began as a handful of properties has grown into a broader hospitality portfolio – spanning owned

LEAD STORY66BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comdevelopments, collaborations and partnerships – while staying anchored in context and experience.CURATING A DISTINCT PORTFOLIOIndia’s diversity demands a nuanced approach, where each region brings its own cultural and environmental identity. For the Group, this has meant treating every project as a fresh narrative – one that interprets rather than replicates. “A singular template would take away from the richness that each location offers,” observes Neotia.What binds the portfolio is not uniformity but a disciplined sensibility – marked by contextual design, attention to detail and experiences that feel personal rather than transactional. “The idea is to create spaces that belong to their surroundings, yet carry a certain consistency in thought and quality,” he says. Today, the portfolio spans diverse formats – from hills and rivers to cities and coastlines – remaining distinct in expression yet connected by a shared, context-led view of luxury.THE ROLE OF SENSE OF PLACEA strong sense of place remains central to the Group’s approach to hospitality, shaping how each project is both conceived and experienced. Spaces that feel disconnected from their surroundings, Harshavardhan Neotia believes, often remain incomplete. “Travel is as much about connecting with a landscape and its culture as it is about comfort,” he notes, underscoring a philosophy that privileges context over imposition.Each property is therefore designed to sit gently within its environment – understated and unobtrusive – drawing from local materials, craft traditions and the natural character of the location. Whether in the hills, by the river or within a city, every space carries a distinct identity. “When this alignment comes together, the experience does not need articulation,” he adds, “it is simply felt.”BUILDING IN THE EAST AND NORTHEASTThe Group’s conviction in Eastern and Northeastern India is rooted in both familiarity and belief. Having grown up in Bengal and travelled across the eastern Himalayas, the Chairman of the Ambuja Neotia Group has long recognised the region’s quiet richness – its landscapes, culture and unhurried pace of life. “There was always a depth here that remained underrepresented in the way hospitality was curated,” he reflects.Where others saw constraints, Neotia saw opportunity – an opportunity to engage more meaningfully with places defined by nature, history and cultural nuance. This perspective has shaped a more sensitive, context-led approach to development. “What drew us was the authenticity these regions offer, something increasingly valued by travellers today,” he adds.Raajkutir IHCL SeleQtions, KolkataTaj Ganga Kutir,RaichakTaj City Centre,New Town, Kolkata

HARSHAVARDHAN NEOTIA67BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comTHE DESTINATION-MAKING THESISFor the Group, a hotel finds meaning when it becomes part of its surroundings – shaped by place, experience and community. The focus goes beyond the building to the larger ecosystem, where storytelling is key. “A space becomes relevant when it reflects the story of where it belongs,” shared Neotia.This philosophy is evident across projects. At Raichak, the river and its unhurried rhythm shape the experience, while Raajkutir interprets Kolkata’s heritage through design and detail. Over time, this approach has shaped developments across locations, allowing each destination to define its own identity. “Hospitality, in that sense, becomes a way of uncovering and presenting the deeper narrative of a place,” he adds, allowing the experience to evolve organically.ASSETS AND THEIR REPRESENTATIONEach asset in the Group’s portfolio marks a distinct stage in their hospitality evolution, shaping a thoughtful approach to place and experience. “Every project is a reflection of where we are in our journey,” feels Neotia. Together, they embody a shared intent: to create spaces that respect their surroundings and emerge from quiet contemplation. At Taj Taal Kutir and Taj City Centre Patna, he says, “We wove art and cultural expression into every detail. At Taj Ganga Kutir, the river anchors the narrative and at Taj Guras Kutir, Kanchenjunga inspires. What unites them is a personal form of luxury – attentive, effortless and always leaving a lasting impression.”IHCL PARTNERSHIP AS A STRATEGIC CHAPTERThe Group’s partnership with Indian Hotels Company Limited (IHCL) is anchored in a shared approach to hospitality and a deep alignment of intent. IHCL brings expertise in service and operations, while the Group contributes a strong sense of place and development. “Together, they shape experiences that are rooted in context and refined in expression,” he explains, adding, “Over time, this collaboration has enabled a structured growth model, particularly in Eastern and Northeastern India, where opportunities continue to unfold.”WHY TAJ WORLDVIEW ALIGNS?The Taj worldview resonates with the Group through a shared emphasis on trust, warmth, and a long-term approach to hospitality, always respecting local culture. As Neotia says, “We both believe in hospitality as a destination shaped by context and experience.” This alignment means luxury is expressed through attention to detail, personalised service, and a genuine connection to heritage. “This shared perspective,” he notes, “has allowed us to evolve with continuity and a long-term outlook.”Altair, Kolkata

LEAD STORY68BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comSIGNIFICANCE OF NEXT PHASEThe current pipeline continues the Group’s approach, expanding into new geographies while deepening its footprint in established regions. In collaboration with IHCL, the Group has outlined plans for 15 new hotels over the next five years, spanning the East, Northeast and select new markets. This expansion will bring the broader portfolio to over 40 hotels, creating a more interconnected regional presence. “The future of hospitality in India will be shaped by focussed, well-curated destinations,” notes Neotia. The effort, he adds, is to remain attentive to place, people and long-term relevance.DISCIPLINE OF PIPELINE BUILDINGThe Group remains measured and selective in building its pipeline, guided by a clear sense of what constitutes a meaningful destination. Locations are evaluated not just for their potential, but for the inherent character they carry – whether shaped by landscape, culture or history – alongside practical considerations such as accessibility, infrastructure and long-term sustainability. “A destination must have a narrative that emerges naturally from where it is,” explains Neotia.Scale, in this context, is not an end in itself. Each project is assessed on its ability to engage with its surroundings in a thoughtful and lasting way. “The idea is not to grow for the sake of it, but to create something that contributes meaningfully to the place it becomes part of,” he adds.EXISTING PORTFOLIO VS FUTURE PIPELINEThe balance between existing assets and future growth remains central to the Group’s approach. Current properties provide continuity, requiring ongoing refinement, repositioning and a sustained focus on experience. “What is already built needs as much attention as what is yet to come,” Neotia notes.At the same time, the pipeline creates room to explore emerging formats, including branded residences and villas, in response to shifting preferences. This interplay between present and future is seen as an evolving dialogue. “It is a constant exchange between what exists and what is being imagined,” he adds, “with each shaping the other over time.”CHANGING FACE OF LUXURYLuxury today, Neotia observes, is increasingly inward in its expression. “It is less about visible markers and more about how a space allows one to pause, reflect, and engage personally,” he explains. There is a rising preference for experiences that feel intimate and rooted in their surroundings, where guests connect with the origins of what they consume, the stories behind what they see, and the people shaping their journey.While comfort and service remain fundamental, they are now expected to be accompanied by depth and meaning. “Our approach has always been to create spaces that feel calm, intuitive, and Taj Taal Kutir,New Town, Kolkata

HARSHAVARDHAN NEOTIA69BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.compersonal,” he adds, reflecting a philosophy that values subtlety, context and a sense of quiet engagement over ostentation.BOUTIQUE AND EXPERIENTIAL HOSPITALITYThe Group’s engagement with boutique hospitality stems from a belief that smaller, more intimate spaces foster deeper, personal connections with guests. “Experiences like Ganga Kutir and Altair showed us that travel is as much about what one feels as where one goes,” reflects Neotia.These insights have shaped an approach focussed on contextual, story-led experiences where art, design and F&B play key roles in expressing local culture. As travellers become increasingly discerning, the preference for individual, immersive experiences continues to grow. “Boutique hospitality allows us to create spaces that are thoughtful, rooted in their surroundings, and deeply memorable,” he adds, highlighting the value of authenticity and intimacy in contemporary travel.DESIGN AS BUSINESS STRATEGYDesign remains central to the Group’s approach to hospitality, seen not as separate from the experience but as integral to how a space is felt, used and remembered. “A well-designed environment shapes movement, light, proportion and interaction in subtle ways,” explains Neotia.Over time, thoughtful design allows a property to age gracefully, maintaining relevance while reducing the need for frequent intervention. In this sense, design is both an aesthetic and a strategic choice, influencing long-term value as much as the guest experience. “It is where beauty meets functionality, creating spaces that remain engaging, comfortable, and meaningful over time,” he adds, highlighting the Group’s philosophy of design-led, enduring hospitality.SCALE, LEGACY AND THE NEXT DECADEFor the Chairman of Ambuja Neotia Group, scale in hospitality is measured less by numbers and more by the lasting impact a project creates. “I would like our journey to contribute meaningfully to how the East is experienced – through spaces that are rooted in their context, while also supporting local economies and generating employment,” he says.The aspiration, he adds, is to build a legacy where hospitality is expressed with care, remembered not only for the experiences it offers but also for the value it creates. In this view, scale becomes a reflection of purpose and resonance, rather than mere expansion, reinforcing the Group’s philosophy of thoughtful, context-driven, and socially conscious development.In many ways, Harshavardhan Neotia’s hospitality journey resists easy definition. It is neither driven by scale alone nor confined to the idea of luxury in its conventional form. Instead, it is shaped by a quieter, more enduring pursuit — to create spaces that belong, that resonate, and that endure.As the Ambuja Neotia Group expands its hospitality footprint through new destinations and partnerships, this underlying philosophy remains unchanged. Each project adds to a larger narrative — one where hospitality is not just built, but thoughtfully composed.In an industry often defined by speed and scale, Neotia’s approach offers a different lens: that the true measure of hospitality lies not in how much is created, but in how deeply it is experienced — and remembered. Taj Chia Kutir Resort & Spa, DarjeelingTaj City Centre, PatnaTaj Guras Kutir, Gangtok

MEET THE GM70BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comIN GOA’S COMPETITIVE MARKET, RENAISSANCE GOA HOTEL STANDS OUT WITH A LIFESTYLE-LED APPROACH ROOTED IN CULTURE, CONNECTION AND IMMERSIVE GUEST EXPERIENCES, SAYS GENERAL MANAGER ROOPA SINGHMORE THAN A STAY,IT’S A STORY

ROOPA SINGH71BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comBY VIVEK MITTALIn a destination as dynamic and competitive as Goa, standing out requires more than just location or luxury – it demands a clear identity. At Renaissance Goa Hotel, that identity is rooted in discovery, culture, and a sense of social energy that goes beyond the conventional resort experience. For General Manager Roopa Singh, the vision is clear: to create a hotel that feels alive, relevant, and deeply connected to its surroundings, while aligning with the evolving expectations of the modern Indian traveller.REDEFINING DIFFERENTIATION IN A CROWDED MARKETSingh believes differentiation in Goa comes from authenticity rather than excess. Renaissance Goa Hotel is not positioned as a traditional luxury resort, but as a lifestyle-led destination. The focus is on experiential luxury – where design, music, culinary storytelling, and curated programming come together to create a sense of place. From Navigator-led experiences to social spaces that encourage interaction, every element is designed to foster connection, both with the destination and among guests themselves.POSITIONING WITHIN INDIA’S EVOLVING HOSPITALITY LANDSCAPEAs India’s hospitality sector shifts toward more immersive and personalised experiences, Renaissance Goa Hotel is carving out a distinct space as a cultural and social hub. Singh explains that the hotel is designed to seamlessly blend leisure, business, and celebrations. It appeals to travellers who seek authenticity with a contemporary edge – those who value flexibility, strong design sensibilities, and meaningful engagement over traditional notions of luxury. In many ways, the property reflects the direction in which Indian hospitality is headed: intuitive, experience-driven, and deeply contextual.CULINARY AS A CORNERSTONE OF EXPERIENCEFood plays a central role in shaping the guest journey at Renaissance Goa. The culinary philosophy, Singh shares, is rooted in local inspiration, seasonality, and bold flavours, interpreted through a modern lens. The hotel’s dining spaces are Casa LimoneThe Reception

MEET THE GM72BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comdesigned to be vibrant and social, encouraging guests to linger and connect. Casa Limone, for instance, brings a relaxed Italian energy, while the all-day dining venue offers comfort alongside regional depth. Together, they aim to create dining experiences that are not just complementary, but destination-worthy in their own right.ELEVATING MICE AND WEDDINGS WITH PERSONALISATIONRecognising the growing importance of social and corporate gatherings, Renaissance Goa Hotel has developed a flexible and experience-led approach to MICE and weddings. Singh notes that the focus is on creating events that feel personal and distinctive rather than formulaic. For weddings, this means curating celebrations that reflect individual stories, while for MICE, it involves blending productivity with local discovery. Backed by strong culinary capabilities and the global reach of Marriott Bonvoy, the hotel is positioning itself as a preferred destination for modern, experiential events.CURATING AUTHENTIC, LOCALLY ROOTED EXPERIENCESAt the heart of Renaissance Goa’s philosophy is a commitment to connecting guests with the true spirit of Goa. Through the Renaissance Navigator programme, guests are introduced to the destination beyond its beaches – exploring local markets, heritage trails, neighbourhood cafés, and cultural landmarks. Singh highlights that these experiences are tailored to individual interests, making each stay feel personal and immersive. Within the hotel, local culture is reflected through music, art, and design, creating an environment that resonates with Goa’s creative energy.BALANCING TECHNOLOGY WITH HUMAN CONNECTIONWhile technology plays an important role in enhancing efficiency, Singh emphasises that it is ultimately a support system rather than the centrepiece of hospitality. At Renaissance Goa, digital tools are used to streamline the guest journey – from mobile The LobbyThe LobbyCorridorExecutive SuiteLiving RoomAerio Pool BarDeluxe Bedroom King

ROOPA SINGH73BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.commarket, but Singh views it as an opportunity for innovation. The hotel’s strategy involves diversifying demand through MICE, weddings, corporate off-sites, and regional markets during lean periods. Strong F&B programming, curated experiences, and targeted campaigns help maintain momentum year-round. By positioning itself as an experience-led destination rather than a seasonal getaway, Renaissance Goa Hotel aims to drive consistent engagement and performance.A LEADERSHIP JOURNEY SHAPED BY PEOPLE AND PURPOSEReflecting on her own journey, Singh underscores the importance of culture, people, and purpose in building successful hospitality brands. Her experience across diverse roles and markets has reinforced the belief that empowered teams and a strong sense of storytelling are at the core of memorable guest experiences. At Renaissance Goa Hotel, her focus remains on creating a space that is inclusive, inspiring, and deeply connected to its destination – bringing together operational excellence with a human touch. services to personalised communication – while backend systems enable smarter operations through data insights and forecasting. This balance allows teams to focus on what truly matters: delivering genuine, human-centric experiences that feel seamless yet personal.TAPPING INTO EMERGING TRAVEL BEHAVIOURSSingh identifies wellness, experiential travel, and blended leisure as key drivers of future demand. Today’s travellers are looking for balance – spaces where they can relax, explore, work, and reconnect. Renaissance Goa Hotel is designed to cater to this shift, offering flexible environments and a social yet relaxed atmosphere. The rise of remote work and extended stays, particularly among younger travellers, further reinforces the need for adaptability. Rather than chasing trends, Singh says the focus remains on evolving with guest needs while staying true to the brand’s core ethos.TURNING SEASONALITY INTO OPPORTUNITYSeasonality remains a defining characteristic of Goa’s hospitality The Bar

MEET THE GM74BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comBY BWH BUREAUIN A RAPIDLY EVOLVING HOSPITALITY MARKET, HYATT REGENCY KOLKATA IS SHARPENING ITS FOCUS ON EXPERIENCE, EFFICIENCY AND SCALE, SAYS GENERAL MANAGER ANIMESH BARATBUILDINGA GUEST FIRST CULTUREWith over two decades in the hospitality industry, Animesh Barat brings a people-first leadership approach shaped by diverse roles across markets. His journey reflects a strong grounding in both operations and strategic leadership, with a consistent focus on service excellence, consistency and innovation. Having worked with leading brands, Barat believes empowered teams are central to delivering meaningful guest experiences.As the General Manager at Hyatt Regency Kolkata, his focus is on driving growth, deepening guest engagement and crafting experiences that go beyond expectations – blending global standards with local relevance to create hospitality that is both authentic and memorable.KOLKATA’S LUXURY MARKET EVOLUTIONThe hospitality market in Kolkata, particularly in the upscale and luxury segments, is poised for significant evolution, driven by rising demand and a steady influx of new supply. “As premium hotels continue to enter the market, competition is intensifying and service benchmarks are being redefined,” says Barat.At the same time, the luxury traveller is becoming more demanding, seeking personalised service, immersive local experiences and strong culinary narratives over traditional offerings. Segments such as weddings, MICE and domestic leisure travel are also contributing to this growth. “The market is clearly transitioning into a more dynamic and competitive space, with a sharper focus on curated guest experiences,” he adds.KEY PRIORITIES FOR GROWTHAt Hyatt Regency Kolkata, the focus over the next 12-18 months is firmly on enhancing guest experience, driving revenue growth and strengthening brand positioning in an increasingly competitive market. “Our priorities centre around elevating personalised services and creating curated experiences that resonate with both business and leisure travellers,” says Barat.Digital transformation is another key lever, aimed at improving operational efficiency and delivering seamless, intuitive

ANIMESH BARAT75BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comguest journeys. Alongside this, the hotel is strengthening its F&B positioning as a distinctive dining destination, while maximising opportunities across segments. “Sustainability and operational efficiency remain integral to our strategy, while investing in our people is equally critical to delivering consistent guest service,” adds the GM, underscoring the role of empowered teams in building long-term guest loyalty.DIFFERENTIATION IN A COMPETITIVE MARKETAmid rising competition in the City of Joy, Hyatt Regency Kolkata is positioning itself through a blend of legacy, scale and consistently high service standards. “We see ourselves as a versatile hotel, seamlessly catering to MICE, weddings, business and leisure segments,” says Barat.A key differentiator is the property’s expansive sense of space and greenery, offering what he describes as “an oasis in the middle of the city with a distinct resort-like feel,” combining urban convenience with tranquil surroundings.Beyond infrastructure, the focus remains on intuitive, personalised service and curated experiences. “Our strength lies in delivering consistency, emotional connect and meaningful guest memories,” he adds, highlighting distinctive F&B offerings and locally inspired touchpoints as part of the overall experience.VALUE DRIVERS FOR OWNERSFrom an owner’s perspective, the biggest value drivers for a branded property in Kolkata lie in brand strength, revenue diversification and long-term asset value. “A strong global brand brings immediate credibility, wider distribution reach and access to high-potential guests, directly impacting occupancy and ADR,” says the GM.Equally critical is the ability to maximise revenues across segments – from rooms and F&B to MICE and weddings – ensuring consistent cash flow and better asset utilisation. Operational expertise and standardised processes further help optimise costs while maintaining service consistency. “In a market like Kolkata, loyalty programmes and global reach are crucial in driving repeat and international business,” Barat adds, noting this ultimately supports long-term stability, stronger positioning and enhanced asset value compared to standalone hotels.

MEET THE GM76BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comBALANCING EFFICIENCY AND STANDARDSOperational efficiency at the property is driven by a combination of smart processes, empowered teams and the effective use of technology – without compromising on global brand standards. “We focus on streamlining backend operations through datadriven decision-making, optimal resource allocation and continuous process improvements,” shares Barat.At the same time, equal emphasis is placed on training and empowering teams to deliver consistent, high-quality service with a personalised touch. The goal is to ensure that efficiency enhances, rather than replaces, the human element of hospitality. “By aligning operational discipline with intuitive service, we deliver a seamless guest experience that reflects Hyatt Regency’s purpose – caring for people so they can be their best – while optimising overall performance,” he adds.NEW INITIATIVES AND ENHANCEMENTSSeveral initiatives are underway to stay aligned with evolving guest expectations, with a strong focus on enhancing the overall experience. “We are curating more immersive and personalised guest journeys through refreshed dining concepts, wellbeing experiences and local cultural touchpoints that reflect the spirit of Kolkata,” opines the GM.Among the recent additions is Jade, a new banquet space designed for more intimate and small-scale events, along with enhanced privileges at the Regency Lounge. The refurbished wellness area further elevates the stay experience. “We are integrating smarter technology for seamless, intuitive service while strengthening our positioning as a preferred destination for marquee events,” Barat adds, noting sustainability and community-driven initiatives continue to remain a key focus.TECHNOLOGY DRIVING GUEST EXPERIENCETechnology is playing an increasingly pivotal role at Hyatt Regency Kolkata, enhancing both operational efficiency and the overall guest experience. One of the more notable developments is Hyatt’s integration with conversational AI platforms like ChatGPT, enabling guests to discover hotels, explore options and plan stays through natural, conversational search rather than traditional filters.At the property level, advanced tools and systems are being leveraged to manage guest requests in real time, with a sharper focus on personalised interactions. “Technology acts as an enabler, allowing us to deliver smarter service without losing Pre-function AreaTerrace,Diplomatic SuiteThe Pool

ANIMESH BARAT77BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comthe human touch that defines the Hyatt experience,” says Barat.CREATING MEMORABLE GUEST EXPERIENCESThe focus, at Hyatt Regency Kolkata, is on crafting distinct moments that stay with guests beyond their visit. “For business travellers, it’s about seamless efficiency, intuitive service, quick turnarounds and well-curated meeting environments that allow them to focus on what matters,” says Barat.For leisure guests, the emphasis is on building more immersive, locally rooted experiences—whether through storytelling in cuisine or curated ‘wow’ moments. “The idea is to move beyond standard offerings and create experiences that feel thoughtful, relevant and uniquely memorable,” he adds.KEEPING EXPERIENCES RELEVANT TODAYStaying relevant begins with actively listening to guests and adapting to evolving preferences. “Insights from guest feedback, market trends and real-time interactions help us shape experiences that feel personalised and meaningful,” says Barat.In F&B, the focus is on storytelling and curated culinary offerings that blend global standards with local flavours, while also catering to wellness-driven and experiential dining trends. Wellness programmes are similarly designed around holistic wellbeing, aligning with the growing need for balance and rejuvenation. “We also use digital platforms, including social media, as listening tools to understand guest sentiment and emerging trends,” Barat adds, highlighting the importance of staying agile and relevant in a fast-evolving market.BALANCING PERSONALISATION AND CONSISTENCYThe balance between personalisation and consistency is built on flexibility within a strong framework of global standards. “While every guest experiences the reliability and quality Hyatt is known for, our teams are empowered to tailor interactions based on individual preferences, past stays and real-time insights,” feels the GM.Whether it is recognising repeat guests or anticipating specific needs, the focus is on creating thoughtful, personalised moments without disrupting service consistency. Training and culture play a critical role in enabling teams to adapt intuitively while staying aligned with brand expectations. “This ensures a seamless yet individualised experience where every guest feels valued, while the core Hyatt promise remains consistent and dependable,” concludes Barat. Waterside Cafe

MEET THE GM78BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comBY SAURABH TANKHAFROM TRANSIT CONVENIENCE TO IMMERSIVE EXPERIENCES, HILTON MUMBAI INTERNATIONAL AIRPORT ELEVATES AIRPORT HOSPITALITY, SAYS GENERAL MANAGER DEEPAK KUMARBALANCING LUXURY,EFFICIENCY ANDGUEST-CENTRIC EXCELLENCEMumbai’s airport hotel segment has evolved into a dynamic micro-market, balancing transit convenience with full-fledged business hospitality. At the helm of Hilton Mumbai International Airport is General Manager Deepak Kumar who brings over 25 years of global experience, spanning Hilton, IHG, Starwood and Taj Hotels. “My leadership philosophy is simple – empower people, drive accountability and stay guest-focussed,” he shares. Under Kumar’s guidance, the hotel has achieved record revenue, GOP and quality audit scores, reflecting a blend of operational discipline and people-centric management.A JOURNEY ROOTED IN EXPERIENCEKumar’s career has been shaped by diverse roles across leading brands, providing a strong grounding in both operations and strategy. “Each phase has shaped my approach to leadership, blending operational discipline with a strong focus on people and guest experience,” he shares. From managing Holiday Inn Cochin during challenging periods to his current tenure at Hilton Mumbai International Airport, he emphasises that engaged, aligned teams naturally deliver exceptional guest experiences and consistent business results.

DEEPAK KUMAR79BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comEVOLUTION OF MUMBAI’S AIRPORT HOTEL SEGMENTThe airport hotel landscape in Mumbai has shifted from a largely transit-driven, price-sensitive market to a strategic business hub. “Earlier dominated by airline crew and short-stay passengers, it now caters to corporate travellers, small-format MICE, and social events, supported by aviation growth and upcoming developments like Navi Mumbai airport,” says Kumar.Business and transit travellers now seek efficiency and flexibility. Short stays, seamless services, and quality experiences are increasingly valued over traditional luxury. The rise in bleisure and day-use demand has positioned airport hotels as preferred venues for meetings, significantly boosting non-room revenue streams.KEY PRIORITIESKumar outlines the hotel’s strategy to reinforce its position as a preferred Upper Upscale business hotel. “Our focus is on driving premium business transient demand, strengthening corporate partnerships and optimising channel mix for higher RevPAR,” he says. Non-room revenues, particularly F&B, meetings and social events, are a priority, alongside investments in digital innovation and guest experience. “Team capability and brand differentiation remain key to consistently delivering personalised, high-quality service,” he adds.BALANCING REVENUE GROWTH AND BRAND STANDARDSSustainable revenue growth, according to Kumar, depends on aligning commercial strategies with Hilton’s global standards. “Strong brand standards create consistency, trust, and recognition, allowing us to command premium pricing and build long-term guest loyalty,” he explains. By optimising segment mix, prioritising high-yield bookings, and maintaining service excellence, Hilton ensures revenue growth complements, rather than compromises, brand integrity.DIFFERENTIATION IN A COMPETITIVE MARKETHilton Mumbai International Airport distinguishes itself through location, service culture, and operational efficiency. “We combine global standards with a strong sense of hospitality,” Kumar says. The hotel’s proximity to key commercial hubs like BKC, Andheri, and Powai, along with well-designed rooms, F&B experiences,

MEET THE GM80BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comand flexible meeting spaces, provides a comprehensive offering. “Our real differentiator lies in intuitive, personalised service that goes beyond expectations, ensuring consistency at every touchpoint,” he notes.PROPERTY ENHANCEMENTS AND F&B INNOVATIONSRecent upgrades at the property emphasise, both on guest experience and contemporary appeal. The all-day dining space has been redesigned for vibrancy and flexibility, while a new restaurant promises a unique culinary concept. Wellness facilities have been fully renovated with modern equipment and refreshed interiors. “These enhancements, combined with technology upgrades and service excellence, ensure every stay is comfortable, contemporary, and memorable,” Kumar shares.OPERATIONAL EFFICIENCY WITH HUMAN TOUCHEfficiency at Hilton is achieved through smart processes, empowered teams, and technology. “We streamline workflows across housekeeping, F&B, and front-of-house operations while using digital check-in / check-out and mobile room controls,” explains Kumar. Data-driven insights guide resource allocation, while teams are trained to anticipate guest needs. “By combining operational discipline, technology, and a culture of hospitality, we deliver a OUR REAL DIFFERENTIATOR LIES IN INTUITIVE, PERSONALISED SERVICE THAT GOES BEYOND EXPECTATIONSThe LobbyThe Guest Room

DEEPAK KUMAR81BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comseamless experience that feels effortless to guests,” he adds.SIGNATURE EXPERIENCES FOR GUESTSHilton Mumbai offers curated experiences that elevate stays for business, transit, and long-stay guests. The “Handpicked by Host” programme enables travelers to explore Mumbai through insider tours, adding authenticity to brief visits. Signature dining experiences, like “Classics Reimagined,” offer modern twists on beloved dishes, complemented by interactive cocktail sessions. “For long-stay guests, these experiences transform the hotel into a destination that engages, refreshes, and inspires,” Kumar notes.DELIVERING SPEED, CONVENIENCE AND LUXURYAirport hotels require a delicate balance of efficiency and comfort. Kumar emphasises proactive service: “Our teams anticipate guest needs, whether it’s a quick check-in, early departure, or short turnaround stay.” Technology supports streamlined operations, while small touches – personalised greetings, room preferences, attentive F&B service – maintain a sense of luxury. Continuous training ensures that efficiency never compromises warmth or attention to detail.COLLABORATING WITH OWNERS FOR SUSTAINED GROWTHPartnership with owners is rooted in transparency, data-driven insights, and shared goals. “We align on operational efficiency, brand standards and revenue optimisation, while planning longterm strategies like renovations and capital investments,” Kumar explains. Regular reviews and open communication ensure shortterm profitability and long-term asset growth. “It’s a partnership where operational excellence supports profitability, and strategic investments enhance asset value,” he concludes. The Presidential Suite

MEET THE GM82BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comA LEGACY OF QUIET LUXURY, ITC KAKATIYA CRAFTS MEANINGFUL, CULTURALLY RICH EXPERIENCES FOR EVERY GUEST, SAYS GENERAL MANAGER ABHISHEKH MENONCURATING TIMELESS EXPERIENCESIN HYDERABAD

ABHISHEKH MENON83BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comBY SAURABH TANKHAHyderabad’s luxury hospitality market has transformed significantly over the past two decades. High per capita income, rapid growth in IT services, agriculture, and pharmaceuticals – accounting for 40 per cent of India’s drug production and 50 per cent of bulk drug exports – have positioned the city as a thriving business hub. “Hyderabad is ever evolving as a business destination, even more so today,” notes ITC Kakatiya General Manager Abhishekh Menon.A key shift is in guest mix. “In the mid-2000s, almost 90 per cent of our guests in the CBD were foreign nationals; today, that trend has completely reversed,” he says. Domestic business travellers now dominate, supported by a robust economy and a resilient travel mindset. Seasonal domestic leisure demand also continues to rise, especially during peak periods. While supply has remained relatively steady, demand has surged, creating significant opportunities – but one that must be nurtured through loyalty and value creation.BALANCING REVENUE OPTIMISATION AND LUXURY STANDARDSITC Hotels aligns revenue growth with its ethos of Responsible Luxury and warmth, emphasising personalisation as a key differentiator. “Our ability to customise and personalise each experience is what will set us apart,” says Menon.Technology, from PMS and keyless check-ins to AI systems, plays a supporting role, yet the fundamentals remain unchanged: guests want to feel valued and special. “Everything we do is to celebrate loyalty and curate personalised experiences,” he adds, reinforcing that pricing may fade, but quality and experience endure.QUIET LUXURY AS A DIFFERENTIATORIn a competitive market, ITC Kakatiya leans on three decades of goodwill and guest trust, demonstrating that differentiation goes beyond product alone. To mark its 30-year milestone, the hotel has refreshed rooms and public spaces, blending contemporary relevance with its distinct identity. “What sets the property apart is our philosophy of ‘Hushpitality’ – understated luxury and quiet, immersive experiences,” says Menon. Unlike many modern, high-energy hotels, ITC Kakatiya offers serenity and timelessness. Even at high occupancy, the lobby maintains calm and composure, exemplifying the property’s ability to provide quiet luxury that remains rare in today’s fast-paced hospitality landscape.REVITALISING THE LEGACY EXPERIENCERecent enhancements at ITC Kakatiya focus on elevating guest experiences while preserving the hotel’s character. Rooms, banquets, the pool, main porch, and lobby have been refurbished, with cloakrooms in progress. Menon explains, “We wanted to stay contemporary while retaining our soul,” balancing modern relevance with heritage. Returning guests have responded positively, underscoring the hotel’s ability to evolve while remaining true to its legacy.Marco Polo Bar

MEET THE GM84BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comTECHNOLOGY WITH A HUMAN TOUCHTechnology at ITC Kakatiya enhances efficiency without replacing the human element. “It is most welcome unless it completely discounts the human touch,” says Menon, warning against transactional or standardised experiences.In-room iPads and QR-based platforms allow guests to place orders and access services seamlessly, catering to the need for speed and control. At the same time, long-stay guests or those with dietary preferences receive curated, personalised attention. “Technology enables speed, but the human touch curates the experience,” he explains. Investments in CRM systems and the ITC mobile app further help the hotel understand guests holistically, aligning efficiency with empathy.ROOTED LUXURY AND CRAFTED EXPERIENCESIndian travellers increasingly seek immersive, story-led experiences. Yet while overseas heritage stays command premiums, Indian offerings are often undervalued. ITC Kakatiya bridges this gap with a deeply rooted sense of place. Every element – from architecture to food and beverage – reflects Hyderabad’s culture, creating an authentic, immersive experience.“Great hotels are not made by brick and mortar alone,” Menon notes. Every detail, from Bidri work and curated artefacts to a rich collection of paintings, tells a story. The hotel prioritises slow, deliberate luxury, where attention to detail and cultural authenticity outweigh speed or standardisation. In a world of rapid innovation and automation, this approach delivers stays that are comfortable yet meaningfully memorable.HERITAGE-LED EXPERIENCES AND ‘UNREASONABLE HOSPITALITY’ITC Kakatiya’s signature F&B and wellness offerings blend tradition and contemporary expectations. Signature restaurants Dakshin, featuring cuisine from five southern states, and Kebabs and Kurries, serving North-West Frontier cuisine, have endured, serving multiple generations of Hyderabadis.Beyond food, the property embodies “Unreasonable Hospitality,” infusing every aspect—from wellness to service – with heritage, design, and dedication. “Our journey from good to great is propelled by our rich heritage, passion to serve, and the emotional connect we have with each generation we have served,” says Menon. The 30-year milestone underscores the hotel’s The Lobby

ABHISHEKH MENON85BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comenduring goodwill and commitment to preserving guest trust.PARTNERING WITH OWNERS FOR GROWTHCollaboration with owners is founded on trust, respect, and shared goals. Menon attributes much of his success to emotional connect and honest interactions. “Some scripts are destined to be written; this has worked in my favour, as the connect just gets stronger day by day,” he says, referencing his long association with ITC Kakatiya – from first managerial postings to his current role as General Manager.Owners act as mentors and guides, providing experience while maintaining a supportive, non-intrusive approach. “That leverage and confidence in my ability is bearing fruit – the numbers speak for themselves,” Menon notes, highlighting how alignment with owners drives operational excellence and sustained asset growth.SIGNATURE GUEST EXPERIENCESITC Kakatiya prioritises creating lasting memories for both business and leisure travellers. Business guests benefit from seamless efficiency, intuitive service, and well-curated meeting spaces, allowing them to focus on their objectives. Leisure travellers experience immersive, locally rooted moments, whether through storytelling in cuisine or curated “wow” interactions.MEETING EVOLVING EXPECTATIONSGuest expectations continue to shift, particularly with younger travellers. “Insights from guest feedback, market trends, and real-time interactions help shape experiences that feel personalised and meaningful,” says Menon. F&B offerings blend global standards with local flavours, while wellness packages emphasise holistic well-being and rejuvenation. Digital platforms, including social media, are used to track trends and guest sentiment, ensuring agility and relevance.BALANCING PERSONALISATION WITH CONSISTENCYPersonalisation is carefully balanced with ITC standards through flexibility within a structured framework. Teams are empowered to anticipate guest needs and adapt in real time without compromising service consistency. “This ensures a seamless yet individualised experience where every guest feels valued, while the core promise remains consistent and dependable,” says Menon. Deccan PavilionKebabs & KurriesExecutive Club RoomDakshin

The Smart Tech byWINNINGGAINING86BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comCOVER STORYThe Smart Tech by

The Smart Tech byBY SAURABH TANKHAHEARTS,CONFIDENCEAS HOSPITALITY BECOMES MORE COMPETITIVE, GUEST EXPERIENCE IS EMERGING AS THE INDUSTRY’S ULTIMATE DIFFERENTIATORAs India advances towards becoming the world’s third-largest economy, the hospitality sector is poised to play a defining role – not merely as a service industry, but as a powerful engine of tourism, employment and economic momentum. It sits at the intersection of infrastructure, culture and commerce, shaping how the country is experienced by both domestic and global travellers. At the heart of this journey lies guest experience – the single most important differentiator in an increasingly competitive and dynamic market. Consistency, authenticity and personalisation will determine long-term success.To fully realise this potential, however, the industry must continue to earn two critical forms of 87BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comThe Smart Tech by

COVER STORYThe Smart Tech by88BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comGUESTS NOW SEEK MEANINGFUL, ENGAGING AND SHAREABLE EXPERIENCES THAT CONNECT THEM TO THE DESTINATIONNIKHIL SHARMAMD & COO - SOUTH ASIA, RADISSON HOTEL GROUPtrust: the loyalty and emotional connection of its guests, and the confidence of policymakers. The latter is especially vital in enabling a supportive regulatory environment, encouraging investment and unlocking sustainable growth across regions.To delve deeper into this, we engage with leading hospitality voices to understand how the sector is navigating this shift.REDEFINING GUEST EXPERIENCE FOR LOYALTYAs traveller expectations continue to evolve, experience has become the defining currency of hospitality. For Nikhil Sharma, Managing Director & COO - South Asia, Radisson Hotel Group, this shift is unmistakable. “Guests are no longer just looking for a place to stay. They seek meaningful, engaging and shareable experiences that connect them to the destination,” he says. In response, brands are moving beyond traditional formats, crafting immersive journeys through cultural programming, lifestyle collaborations and design-led spaces that deepen engagement and build lasting loyalty.This growing emphasis on relevance and immersion is complemented by the need for balance between global consistency and local nuance. Sudeep Jain, Managing Director, South West Asia, IHG Hotels & Resorts, notes that as travel demand diversifies, guests are seeking experiences that are “intuitive, personalised and reflective of the context in which they travel.” Yet, even as brands leverage data and global standards, he maintains that “the defining element of hospitality remains the human connection,” anchored in warmth and authenticity.Technology is playing a pivotal role in enabling this shift at scale. Rahool Macarius, Market Managing Director, Eurasia, Wyndham Hotels & Resorts, explains that leveraging data and AI allows brands to move “beyond transactional service to a more personalised, emotionally resonant engagement model,” where seamless, real-time interactions enhance both convenience and connection.At the same time, trust is increasingly being built through emotional depth rather than uniform luxury. Samir Ghose, Head - Front Office, ITC Hotels Limited, observes that “the markers of trust have certainly shifted – from standardised luxury to deeply personalised, emotionally resonant experiences,” with brands Radisson Hotel Delhi MG Road

The Smart Tech by89BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comGUESTS ARE SEEKING EXPERIENCES THAT ARE INTUITIVE, PERSONALISED AND REFLECTIVE OF THE CONTEXT IN WHICH THEY TRAVELSUDEEP JAINMANAGING DIRECTOR, SWA, IHG HOTELS & RESORTSfocussing on intuitive service and familiar touchpoints that create a genuine sense of belonging.All this translates into a more holistic philosophy for Anupam Dasgupta, Senior Vice President (North) and Head of Wellness, The Leela Palaces, Hotels and Resorts. “Guest experience is redefined as a deeply personalised and immersive journey,” he says, where butler-led service, cultural storytelling and wellness interventions come together to create meaningful, multi-sensory stays.Ultimately, as Vivek Shukla, CEO, The LaLiT Suri Hospitality Group, puts it, the essence of hospitality lies in emotional impact. “Guests remember how a place made them feel far more than what was offered to them,” he says, reinforcing that in a rapidly expanding market, it is the ability to combine operational excellence with emotional intelligence that will truly set brands apart.As travellers increasingly seek slower, more meaningful journeys rooted in connection and storytelling, IHCL is shaping experiences that reflect this shift across its portfolio. At Taj West End, Bengaluru, offerings such as curated nature walks and afternoon tea beneath a 200-year-old rain tree create immersive moments, while Taj Madikeri Resort & Spa, Coorg places its natural terrain at the heart of the stay. Culinary storytelling is equally central, from LOYA’s celebration of regional traditions to the royal welcome and dining experiences at Taj Falaknuma Palace. “Today’s travellers are seeking depth; they want to slow down, engage with the destination and take away stories rather than souvenirs,” says Satyajeet Krishnan, Senior Vice President – Operations, South, IHCL.Guest expectations, at Marriott International, have evolved beyond consistency and service excellence to immersive, locally rooted and emotionally resonant experiences, with the increasingly global yet culturally connected Indian traveller driving a shift from standardisation to curated, destination-led stays. For example, at JW Marriott Mussoorie Walnut Grove Resort & Spa, this is reflected in nature-led experiences such as riverside breakfasts and regional Pahadi cuisine, while The Westin Goa extends its wellness ethos through immersive local engagements like fishing-led culinary experiences and traditional bakery visits. Engagement is further deepened beyond the stay through Marriott Bonvoy partnerships Holiday Inn Goa Candolim

COVER STORYThe Smart Tech by90BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comwith brands such as HDFC Credit Card, Flipkart, Swiggy and the ICC, integrating travel into everyday lifestyles. Overall, there is a clear move away from passive luxury towards participative, story-driven experiences, where technology enables personalisation but the core remains human-centric hospitality focussed on meaningful connections.KEY TRUST MARKERS FOR GUESTSIn today’s crowded hospitality landscape, trust is no longer a given – it is earned, moment by moment, across every touchpoint. As Shukla puts it, “Trust, in hospitality, is built in the smallest moments and reinforced over time,” with guests seeking consistency, transparency and a genuine sense of care that goes beyond service delivery.This idea of dependability is especially critical as brands scale across markets. Jain notes that “the ability of brands like IHG to deliver a dependable experience becomes even more important,” particularly as hospitality expands into new and emerging destinations where consistency builds confidence. At the same time, trust is increasingly shaped by how well brands deliver on their promises. Macarius emphasises that “guests today look for reliability in what is promised versus what is delivered,” alongside transparent pricing and seamless digital journeys that reinforce credibility. TRAVELLERS WANT TO SLOW DOWN, ENGAGE WITH THE DESTINATION AND TAKE AWAY STORIES RATHER THAN SOUVENIRSSATYAJEET KRISHNANSR VICE PRESIDENT – OPERATIONS, SOUTH, IHCLUrban Getaway,The Taj Palace New Delhi

The Smart Tech by91BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comYet, beyond operational assurance, a deeper shift is underway – towards values and alignment. Sharma from RHG observes that “today’s guests are more discerning than ever, with trust built on a combination of consistency, transparency, safety and increasingly, sustainability,” making responsible practices a core expectation rather than an add-on.This convergence of values and experience is further reflected in how brands approach guest engagement. Ghose notes that “guests today seek brands that align with their values while delivering seamless, reliable experiences every time,” adding that technology must work in tandem with human warmth to sustain authenticity.Dasgupta from The Leela feels this ultimately comes down to delivering trust through experience. “Personalisation is enabled through both human intuition and technology,” he says, with consistency, cultural authenticity and wellness-led offerings working together to build enduring guest confidence and loyalty.At IHCL, this is anchored in Tajness, a service ethos of warmth and care shaped over a century and reflected across its South India portfolio. In Bengaluru, Vivanta hotels deliver this through seamless digital check-ins, curated dining and personalised concierge services, while Gateway Coorg fosters trust with authentic regional experiences such as coffee plantation trails and local culinary journeys. At Taj Malabar THE FOCUS IS ON DELIVERING RESPONSIBLE LUXURY THAT BALANCES ASPIRATION WITH OPERATIONAL FEASIBILITY AND OWNER RETURNSRANJIT PHILLIPOSESR VICE PRESIDENT - OPERATIONS, GOA, IHCL

COVER STORYThe Smart Tech by92BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comResort & Spa, Cochin, wellness rituals rooted in Ayurveda and eco-conscious practices reinforce guest confidence, and Taj Fisherman’s Cove Resort & Spa, Chennai offers dependable, immersive coastal dining experiences. “Trust is shaped by how consistently a brand shows up for its guests,” shares Krishnan.Within the Marriott portfolio, each brand’s distinct positioning plays a critical role in building credibility – whether it is Westin’s deeply embedded focus on wellbeing, JW Marriott’s refined and mindful luxury or Courtyard by Marriott’s promise of smart, efficient comfort tailored to the modern traveller. This clarity, combined with operational reliability at scale as the brand expands across India, ensures consistent standards of GUESTS TODAY LOOK FOR RELIABILITY IN WHAT IS PROMISED VERSUS WHAT IS DELIVEREDRAHOOL MACARIUSMARKET MANAGING DIRECTOR, EURASIA, WYNDHAM HOTELS & RESORTSservice, safety and quality across locations, reinforcing trust in the larger Marriott ecosystem rather than a single stay. Transparency across pricing, booking and communication further strengthens guest confidence, while Marriott Bonvoy extends engagement beyond the stay through dining, partnerships and financial integrations, embedding the brand into everyday life. Ultimately, trust is reinforced through responsiveness and accountability, with real-time service recovery and empowered teams ensuring guest feedback is actively addressed with agility and empathy.BALANCING TECHOLOGY WITH HUMAN TOUCHAs technology reshapes the contours of hospitality, the focus is shifting towards using it as a tool for sharper insight rather than mere automation. Sharma points out that AI today is driving impact across both guest-facing and backend operations – from virtual assistants and smart room technologies to advanced analytics for forecasting and pricing – freeing up teams to concentrate on “delivering warm, personalised and humancentric guest experiences.”Yet, the true value of these advancements lies in how seamlessly they blend into the guest journey. Macarius emphasises, “Technology is positioned as an enabler rather than a replacement for service with data-led insights helping teams anticipate needs while ensuring interactions remain intuitive and genuinely hospitable.”This interplay between systems and service is equally critical in building meaningful engagement. Ghose notes that while CRM platforms and loyalty programmes enable deep Ramada by Wyndham Varanasi Katesar

The Smart Tech by93BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.compersonalisation, “technology is only an enabler – not a replacement for human connection,” empowering associates to create experiences that are both efficient and emotionally resonant.For Jain, the objective is clear: “the objective is not to replace personal interaction, but to enhance it,” with digital tools reducing friction across the journey and allowing hotel teams to focus more on meaningful, human-led interactions.At a more philosophical level, the role of technology is being reframed altogether. “Technology, when used well, should deepen hospitality – not dilute it,” says Shukla, highlighting how data and digital platforms must ultimately serve to make experiences more intuitive while preserving warmth and attentiveness.Bringing this perspective full circle, Dasgupta reinforces that even in a tech-enabled ecosystem, “hospitality remains inherently human,” where empathy, intuition and cultural sensitivity ensure that personalisation at scale never comes at the cost of authenticity.However, hospitality remains fundamentally people-led at IHCL, with Tajness guiding how these insights are applied. Associates are encouraged to use technology with discretion – listening, observing and adapting in real time – so that personalisation feels intuitive and genuinely caring rather than automated. This balance ensures that while systems enhance efficiency, the essence of the experience remains deeply human. “The role of technology is to support in understanding guests better by building continuity across the guest journey,” opines Krishnan.Marriott views technology as an enabler that complements human connection, using data and AI to better understand guest preferences and deliver more seamless, personalised experiences. Through the Marriott Bonvoy app, insights such as room and dining choices help anticipate guest needs, while automation of transactional processes allows associates to focus on meaningful interactions. While select-service brands lean more on efficiency and automation, luxury experiences remain deeply human-led, with technology working quietly in the background. Ultimately, the approach balances digital convenience with personal engagement, giving guests the flexibility to choose how they interact.GUESTS REMEMBER HOW A PLACE MADE THEM FEEL FAR MORE THAN WHAT WAS OFFERED TO THEMVIVEK SHUKLACEO, THE LALIT SURI HOSPITALITY GROUPThe Lalit Delhi

COVER STORYThe Smart Tech by94BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comBALANCING ASPIRATION AND RETURNSAs guest expectations evolve, the convergence of wellness, sustainability and design is no longer aspirational – it is foundational to modern luxury. At the forefront of this shift, Dasgupta notes that “wellness and sustainability are not parallel offerings but integral to our definition of modern luxury,” with initiatives like Aujasya seamlessly blending mindful living with immersive guest experiences.This idea of integration, rather than addition, is gaining wider acceptance across the industry. Shukla reinforces that “these are not trends to be added on; they must be built into the business model itself,” highlighting how conscious luxury must align with both guest expectations and long-term operational efficiency.For global operators, the challenge lies in scaling these priorities without compromising commercial viability. Jain points out that wellness, sustainability and design are “integral to longterm competitiveness,” but must be embedded through solutions that are both practical and financially sustainable for owners.This balance between aspiration and feasibility is also reflected in how brands approach implementation on the ground. Macarius emphasises on the importance of “simple, scalable and cost-effective” frameworks that enable hotels to GUEST EXPERIENCE IS REDEFINED AS A DEEPLY PERSONALISED AND IMMERSIVE JOURNEYANUPAM DASGUPTASR VICE PRESIDENT (NORTH) & HEAD OF WELLNESS, THE LEELA PALACES, HOTELS AND RESORTSAujasya by The Leela Breakfast

The Smart Tech by95BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comadopt responsible practices while maintaining operational efficiency and consistent guest experiences.At ITC Hotels, this philosophy has long been institutionalised. Ghose underscores that sustainability is deeply embedded into the brand’s DNA, where “luxury and responsibility are not in conflict, but in harmony,” creating experiences that resonate with both conscious travellers and forward-looking owners.Bringing the conversation full circle, Sharma highlights how innovation is enabling this convergence at scale. By integrating wellness-led design with technology and sustainable practices, he notes that these elements are “no longer differentiators, they are core to guest choice,” and must be delivered in a way that ensures long-term value for both guests and owners alike.As guest expectations around wellness, sustainability and design continue to rise, IHCL balances aspiration with operational feasibility through a lens of responsible luxury across its Goa portfolio. Wellness is seamlessly integrated through offerings such as seaside yoga, Ayurveda-based therapies and collaborations with local experts at properties like Taj Exotica Resort & Spa, Goa, while sustainability is advanced through conscious sourcing, energy-efficient systems and robust waste management, including eco-conscious living at The Leela Palace Udaipur Ceremonial RitualThe Leela Palace Service

COVER STORYThe Smart Tech by96BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comamã Stays & Trails villas. “Taj Exotica has also implemented one of the sector’s most advanced Battery Energy Storage Systems (BESS), becoming the first hotel in India to do so, in line with IHCL’s Paathya ESG+ framework,” says Ranjit Phillipose, Senior Vice President - Operations, Goa. Design remains deeply contextual, celebrating Goa’s coastal identity through local materials and thoughtful architecture, as seen in Taj Fort Aguada Resort & Spa and Taj Cidade de Goa Heritage. “With rising expectations around wellness, sustainability and design, the focus is on delivering responsible luxury that balances aspiration with operational feasibility and owner returns,” he adds.GUESTS TODAY SEEK BRANDS THAT ALIGN WITH THEIR VALUES WHILE DELIVERING SEAMLESS, RELIABLE EXPERIENCES EVERY TIMESAMIR GHOSEHEAD - FRONT OFFICE, ITC HOTELS LIMITEDCONSISTENCY BUILDS GUEST CONFIDENCEAs hospitality brands expand into new and emerging destinations, consistency has emerged as a critical anchor of guest trust – offering reassurance in unfamiliar markets. This reliability, for Jain, is fundamental. “Guests increasingly expect a dependable level of quality, service and experience regardless of location,” he notes, emphasising on the role of strong brand frameworks and operating systems in maintaining trust as portfolios scale across diverse markets.Building on this, Dasgupta highlights the importance of balancing consistency with a sense of place. He underscores that while structured delivery frameworks ensure excellence Guest enjoying cultural dance at Mementos by ITC Hotels Ekaaya Udaipur

The Smart Tech by97BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comacross locations, local culture, cuisine and design must shape each property so that “every stay feels distinct and immersive.”The interplay between familiarity and discovery is also central to global expansion strategies. Macarius points out that clearly defined standards ensure a “reliable level of service, quality, and comfort,” while still allowing properties to reflect regional culture – creating experiences that feel both dependable and distinctive.However, at ITC Hotels, this philosophy is deeply institutionalised. Ghose underscores that consistency is a “non-negotiable promise,” where a shared service culture and rigorous standards ensure that every property feels unmistakably aligned with the brand, even as it celebrates its local context.For Sharma, maintaining this balance is critical to credibility. He highlights that uniformity in service quality and operational excellence, combined with local nuance, ensures the “same promise of quality and comfort” across markets – strengthening both loyalty and brand trust.Goa, with its expansive coastline, remains one of India’s most sought-after travel destinations, and IHCL has played a defining role in shaping its tourism landscape over the past five decades. With a portfolio of 25 hotels across Taj, SeleQtions, Vivanta, Gateway and Ginger, along with nearly 50 amã Stays & Trails bungalows in distinctive locations, the group offers diverse yet consistently warm hospitality. Each property reflects a strong sense of place through its architecture, cuisine and curated experiences, reinforcing IHCL’s position as a trusted and preferred choice for an authentic Goan getaway. “Goa, with its vast and scenic coastline, remains one of India’s most sought-after travel destination,” says Phillipose.Consistency remains a key driver of guest confidence, especially as travellers explore new and unfamiliar destinations, seeking reassurance in the quality and reliability of their stay. Marriott delivers this through strong global brand standards, rigorous training and operational excellence, ensuring a dependable experience across its portfolio. At the same time, consistency is balanced with local relevance, with each property reflecting its destination through design, cuisine and cultural elements, allowing guests to experience authenticity without compromising on trusted standards.Ultimately, as Shukla puts it, “Consistency is what turns a hotel stay into brand trust.” It is this assurance – of familiarity, reliability and care – that not only influences guest choice in new destinations, but also forms the foundation of enduring loyalty. Picnic At The Farm, JW Marriott Mussoorie Walnut Grove Resort & Spa

BY BHUVANESH KHANNAON COLOMBO’S ICONIC WATERFRONT, THE HOTEL OFFERS SPACE, WELLNESS AND CULINARY LEADERSHIP UNDER ONE ROOFITC RATNADIPA ELEVATES COLOMBO’S LUXURY HOSPITALITY LANDSCAPE98BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comBEYOND BORDERSOn Colombo’s iconic Galle Face Road – where the Indian Ocean meets the city’s evolving luxury skyline – ITC Ratnadipa rises not merely as another five-star address, but as a strategic statement. As ITC Hotels’ first international foray, the property marks a defining moment for an Indian hospitality brand stepping confidently onto the global stage. In a destination already home to several celebrated luxury names, Ratnadipa signals a differentiated philosophy – one anchored in culinary leadership, expansive spaces, thoughtful localisation and a distinctly modern interpretation of luxury. For Sri Lanka, and especially for the fast-growing Indian outbound market, the property positions the port city of Sri Lanka as a destination that is no longer just close and convenient, but compelling, complete, and world-class.ENTERING COLOMBO’S LUXURY POWER CORRIDORITC Ratnadipa has made its mark in the Island Nation, entering a luxury hospitality corridor already home to some of the world’s most recognisable brands. In a market as competitive as the commercial capital of the country, one might wonder what white space ITC Hotels identified and how Ratnadipa is carving a distinct identity of its own.According to the team, the opportunity lay in offering a truly comprehensive luxury experience. Unlike boutique properties that

ITC RATNADIPA 99BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comfocus on a single niche, ITC Ratnadipa has been designed as a complete luxury ecosystem. Its scale and versatility set it apart - from generously sized rooms and serviced apartments to destination-led dining options and expansive banqueting facilities.“This multidimensional approach allows the hotel to cater to a wide spectrum of guests: those seeking extended stays, travellers planning memorable celebrations or visitors looking to explore multiple facets of luxury in a single destination. At its core, the hotel emphasises on a sense of care and attention, ensuring every guest feels ‘cherished’ throughout their stay,” shares Keenan McKenzie, Area Manager, Sri Lanka and General Manager, ITC Ratnadipa. ITC HOTELS’ FIRST STEP BEYOND INDIAThe island’s gateway city long celebrated as a crossroads of traders, travellers and explorers, was a natural choice for ITC Hotels’ global debut. Its historic openness, combined with its role as Sri Lanka’s commercial capital, offers both global connectivity and a sense of familiarity for international visitors navigating the city’s vibrant energy.For ITC, Colombo fits perfectly within its neighbourhoodfirst growth philosophy, targeting proximal markets with meaningful, locally relevant offerings. ITC Ratnadipa was conceived to support both inbound tourism and MICE segments, delivering a scale and versatility that few properties in the region can match. Modern banqueting facilities, expansive event spaces and a strong culinary repertoire enable the hotel to host everything from major conferences to weddings and social celebrations.“ITC Ratnadipa is more than a hotel; it represents our philosophy of scale, culinary leadership, and Responsible Luxury AT ITS CORE, ITC RATNADIPA EMPHASISES ON A SENSE OF CARE AND ATTENTION, ENSURING EVERY GUEST FEELS ‘CHERISHED’The Lobby

BEYOND BORDERS100BWHOTELIER MARCH-APRIL 2026 www.bwhotelier.comextending beyond India,” says McKenzie. In doing so, the property becomes a blueprint for ITC’s international aspirations—demonstrating how its values, service ethos, and commitment to guest experience can translate seamlessly into new markets.INDIA AS A STRATEGIC SOURCE MARKETWith nearly half of Sri Lanka’s inbound tourists arriving from India, the Indian traveller plays a central role in the hotel’s strategy. Yet the hotel’s approach goes beyond mere numbers. Each aspect—from room formats and serviced apartments to dining concepts and service nuances—has been thoughtfully designed to meet the needs of families, leisure-seekers, and business travellers alike.“Many Indian guests travel with family, combining leisure with celebrations or business,” McKenzie notes, adding, “Our spaces and services reflect that, while still appealing to the global traveller.” For Indian visitors, the hotel strikes a delicate balance: the familiarity of ITC Hotels’ standards and its Responsible Luxury ethos, paired with an immersive Sri Lankan experience through architecture, interiors, art, and the warmth of the local team. This thoughtful combination has resonated strongly with guests, ensuring every stay feels both comfortable and culturally enriching.F&B, THE HOTEL’S STRONGEST STATEMENTFrom the outset, food and beverage has been a cornerstone of the hotel’s identity. With a portfolio that spans Avartana and Peshawri to Ahasa, Yi Jing, and multiple bars, the property is designed to cater to diverse dining occasions — whether destination dining, social gatherings, or business engagements.“The city already enjoys a strong dining culture, but we saw an opportunity to create a hotel-led culinary destination with both range and depth,” he says. The emphasis was never solely on serving hotel guests; these restaurants are intended to be part of the city’s everyday dining scene. This approach allows ITC Ratnadipa to engage meaningfully with the local community while ensuring its culinary offerings remain relevant and vibrant, independent of room occupancy cycles.The Poolside Bar