As Head of Commercial at SriLankan Airlines, Dimuthu Tennakoon plays a central role in shaping the carrier’s growth strategy across one of SriLankan Airlines’  most important source markets: India. With a strong network spanning major metros and regional gateways, the airline is steadily deepening its footprint while strengthening Sri Lanka’s appeal for leisure, business and MICE travellers.

Today’s Traveller: How would you describe SriLankan Airlines’ current strength in the Indian market?

Dimuthu Tennakoon: SriLankan Airlines has a very strong presence in India. At present, we operate 89 flights a week across 9 destinations, giving us extensive connectivity between India and Sri Lanka. Whether travellers are flying from Delhi, Mumbai, Hyderabad, Bengaluru, Chennai or cities further south such as Trichy, Madurai, Trivandrum and Cochin, they are able to access Sri Lanka conveniently through our network.

We operate daily flights from almost all these points, and from some points we even operate double daily, with Chennai hosting Triple daily flights, which gives us a strong advantage in the market. With this scale of connectivity and frequency, we believe we are very well positioned to serve Indian travellers across leisure, business and MICE segments.

Today’s Traveller:  How important are leisure, business and MICE traffic from India to SriLankan Airlines?

Dimuthu Tennakoon: India is an extremely important market for SriLankan Airlines across all three segments: leisure, business and MICE. In particular, MICE presents a very strong opportunity for us. Before Covid, MICE accounted for more than 20% of our India business, and today I would estimate it stands at around 15%.

India also delivered approximately 531,000 leisure travellers to Sri Lanka last year, which represented about 23% of total tourist arrivals. In terms of the broad traffic mix, I would estimate that around 60% is leisure, 15% is MICE, and the remaining 25% is business travel. These are approximate numbers, but they reflect the strength and balance of the market.

Sri Lanka also enjoys the advantage of being within a comfortable range of one hour to three-and-a-half hours flying time from key Indian cities, which makes it highly attractive for short leisure breaks, corporate travel and incentive movements. Hotel accommodation and overall destination accessibility also support this demand very well.

Today’s Traveller:  What are your current expansion plans for India?

Dimuthu Tennakoon: At the moment, our biggest focus is on strengthening and expanding our India operations further. As I mentioned, we currently operate 89 flights a week across 9 destinations, and after extensive internal discussions over the past five years, we finally decided that the time is right to expand further in India.

Our 10th destination will be Ahmedabad. We expect to launch operations in the next couple of months, subject to the necessary approvals from both authorities. From the airline’s side, we are ready. We plan to begin with four weekly frequencies to Ahmedabad, which is an important and vibrant gateway in Gujarat.

This will be a significant addition to our network. It will create new value not only for SriLankan Airlines, but also for Sri Lanka’s tourism sector. At the same time, Ahmedabad will help strengthen our wider international connectivity, as passengers will be able to connect onwards through Colombo to our Far Eastern, Australian and European destinations. We are planning schedules carefully, with different timings, to improve connections to places such as Australia and other key markets, and we are very much looking forward to this next phase of growth.

Today’s Traveller:  Which Indian cities do you currently serve, including Tier 2 destinations?

Dimuthu Tennakoon: At present, we operate to 9 destinations in India. Our metro gateways include Mumbai, Delhi, Hyderabad, Bengaluru and Chennai. Alongside these, we also serve important Tier 2 and regional destinations such as Madurai, Trichy, Trivandrum and Cochin.

These regional points are extremely important because they allow us to tap into strong point-to-point demand as well as onward international traffic. Some of these operations were affected in the period after COVID, but today our focus is firmly on rebuilding and growing the network strategically.

Today’s Traveller:  What are the biggest bottlenecks to growth, and how are you addressing them?

Dimuthu Tennakoon: The biggest challenge at the moment, not only for us but for many airlines, is aircraft availability. It is very difficult to find aircraft in the market today. The demand is certainly there across multiple Indian cities, but without additional aircraft, expansion becomes more challenging. That is the number one bottleneck for us.

That said, with the aircraft currently available to us, we are managing our operations carefully and efficiently, and we have even been able to accommodate the upcoming Ahmedabad launch within this framework. India and Sri Lanka have always shared a strong bilateral relationship, and the travel flows between the two countries remain very healthy.

We have also seen encouraging results through targeted promotions. For instance, our Ramayana campaign has been highly successful, and we are now continuing with a range of post-Ramayana initiatives to sustain that momentum. In addition, cricket traffic has also contributed positively. This month alone, we operated around seven additional flights out of India linked to match schedules and changing demand patterns.

Beyond Sri Lanka itself, our network strength also supports onward travel. Through Colombo, we offer connections to the Far East, Australia and other destinations, including Sydney, Melbourne, Singapore, Malaysia, Thailand, Seoul, Tokyo and the Maldives. We are also seeing Indian travellers use Sri Lanka as a convenient gateway onwards to the Maldives. Our holiday arm, SriLankan Holidays, is working closely with Indian partners and Maldivian hotels, and the numbers are encouraging.

Today’s Traveller:  Are you seeing strong premium demand, and what would you like to say to Indian travellers?

Dimuthu Tennakoon: Yes, we are seeing very healthy premium demand. In fact, even on yesterday’s flights, business class was full on almost all flights out of North and Western India. We operate a two-class configuration: Economy and Business Class, and premium demand continues to be strong across the network.

At the same time, our fares remain highly competitive, which is important in a price-sensitive market like India. Out of the 531,000 Indian tourist arrivals into Sri Lanka, we carry around 40%, while the remaining 60% travels on other Indian carriers. That gives us a very strong share of the market.

My message to Indian travellers is simple: if you are planning a leisure holiday to Sri Lanka, try SriLankan Airlines. Your holiday begins the moment you step on board.

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With 25 years of experience spanning hospitality, real estate, strategy management and business operations, Shwetank Singh brings a track record shaped by portfolio performance, growth planning and asset-led decision-making across globally recognised organisations.

Stepping into what he describes as a “textbook succession”, he is clear that Chalet is not a turnaround story, but an “opportunity job” built on strong assets in high-barrier markets, a well-funded balance sheet and clean governance. His leadership lens focuses on moving the company “from good to great”, with scale as the next discipline to master. The shift, he says, is in the “software” of the organisation: decentralised decision-making, greater transparency, and a culture that gives teams the confidence to act, learn and move

TT BUREAU: You’ve stepped into the role at a moment when Chalet appears well-positioned. What did you see when you took over, and how are you approaching this mandate?

Shwetank Singh: I think I’ve been fortunate to inherit a company that’s already in very good shape. If you look at Chalet today, we sit on strong assets in strong markets, and those markets have very high barriers to entry. We have a well-funded balance sheet. Our reputation is clean, and we are a compliant company, so debt availability is strong as well. The headroom we have to grow is, in that sense, very good.

When I look at my own journey into this role, it was almost a textbook succession. Everything was put in place properly. The board was well informed. The previous incumbent was well informed. Every step was structured and handed over in the right way.

I also want to clarify what I mean by “lucky”. I mean it in a very practical, unromantic way. The company’s fundamentals were strong, governance was in place, and the platform was clean. So I didn’t walk into a repair job; I walked into an opportunity job. That changes your mindset.

TT BUREAU: How do you see Chalet fitting into the group’s premiumisation direction, and where do synergies become a real lever?

Shwetank Singh: We are indeed fortunate to have promoters who are ambitious. They see Chalet as a real growth engine. And if you look at the group’s play right now, the K Raheja Corp. is premiumising across the board. If you want to premiumise any real estate asset, then the “totalisation” of that asset becomes central to the outcome. In my mind, that’s the play. If we can leverage group synergies working properly, then as a group, we will be in very strong shape.

And Chalet, as I said, is in great shape on all those fronts. We have now put in place a senior leadership team, and I genuinely think we are poised to take advantage of the opportunity.

On the group side, premiumising is not a slogan. It’s a visible pattern across businesses. Chalet fits that direction, and hospitality, and the totalisation of assets, support the group’s premium positioning. That is why I keep coming back to synergies: not as a buzzword, but as a lever.

TT BUREAU: As Chalet moves into a faster growth phase, what are the biggest shifts you’re trying to drive internally to manage scale and keep the organisation future-ready?

Shwetank Singh: My approach has been simple. I only needed to see that we were a good company, and I wanted to make it great. So, our journey is good to great. And as we move from good to great, one more thing becomes critical: we need to learn to manage scale. We weren’t small, but we also didn’t have the explosive growth we are now aiming for. Managing scale and growth is not easy. It requires a fundamentally different way of thinking.

So, in my mind, it’s the “soft” thinking, the software, that needs to change. One of the biggest shifts I’ve pushed is decentralised decision-making. And on decentralisation, I’m not romanticising it. It’s hard. It means leaders let go, teams step up, and a few decisions will be wrong. But the alternative is worse: every small decision rolls up, and senior leaders spend their days in noise. 

I tell my leadership team: the more decisions that roll up to you, the less time you have to think forward, and that is unacceptable. If we can work six hours a day instead of eight, I will be happiest. And you’ll laugh at this, but I tell them: if the samosa arrives in the office at four o’clock, that means we are in good shape. And the samosa line is half humour, half a metric: if you don’t have time to breathe, you don’t have time to think forward, and then scale becomes far harder to manage for anyone.

That’s why this is important to me. We have to keep pushing decision-making down the line so that more strategic thinking can happen. We have more levers to play with. Earlier, it was mainly execution. Now we have assets to execute, an asset management practice running, a brand coming into play, and hotels that we operate for others. We now have almost all levers at play. And we can’t use those levers if we are dousing fires every day. So that shift, if we can make it, will be the single biggest contribution I make as a leader. 

To enable that, I’m very passionate about people and culture. It’s easy to say you want decision-making lower down, but no leader will do it if they don’t feel confident in their own skin. And for people to feel confident in their skin, you have to provide what I call a “safer” environment. There is no truly safe environment today, so I call it safer.

How do you create that? In my mind, you do it through transparency. Transparency is one of the central cultural pillars I’m pushing into the organisation, and it starts with how we behave. A simple example: I come back from a board meeting, and I do a five-minute town hall for the whole organisation to tell the teams what happened. I realised people are anxious, they want to know what happened, what was discussed, and what the strategy is. So I share openly.

If we fully understand where the real story is happening, then we support it, we enable it, and we create a transparent senior leadership environment where people can say, “It’s okay, it’s my fault, I’m there,” and they also feel there is a larger organisation behind them.

TT BUREAU: You’ve spoken about creating a safer culture while still staying anchored in accountability. How do you build that balance, and what changes have you made to performance and recognition systems?

Shwetank Singh: We’ve democratised our appraisal system. We made KRAs totally measurable. People agreed to them and signed off on them. So in our appraisal conversations, we don’t debate “what happened” because what happened is in the number. We only discuss the “how”. When we discuss the how, there is a rating process.

There is a committee that sits and talks through every promotion. I’m not part of that committee. They discuss every promotion, every highest rating, and every low rating. They decide as a committee. They come to me only for sign-off. I am not in it. There is a grid linked to the appraisal system, and people get appraised according to the grid. Some people may need correction; that’s the reality of the world. Critical roles may need long-term incentive plans, absolutely fine. 

I know organisations that will quietly promote people, and nobody talks about it. I’ve made it aspirational. Today it’s you, tomorrow it will be someone else. Be happy for your teammates. We bring people in front of the office, and we say, “Eight people have been promoted.” We clap for them, and they throw us a party.

TT BUREAU: How do you read the industry’s current run, and what are the biggest risks you see if the sector loses discipline?

Shwetank Singh: I think the industry, as we have seen over the last five years, has had a fantastic run. But what we also tend to forget is that between 2008 and 2019, the industry went into a slumber. What we did achieve in that period was that a plethora of brands entered India. And the Indian customer was being steadily educated towards taking shorter holidays, taking multiple holidays, taking driving holidays, and not staying with friends and family. That broad education between 2008 and 2019, accelerated by COVID, is what is playing out now in customer behaviour. So yes, this run has been fantastic.

The fundamentals behind this run haven’t really changed. And generally, what trips up an industry like ours is either the larger economy, because other sectors start to suffer and people have less money to spend, etc., which, for now, seems to be in a reasonably good place overall. 

The other classic trait the industry shows is supply. Suddenly, there’s a herd mentality. One market starts doing well, and everybody wants to rush in. Hyderabad is a classic case in point today. Hyderabad is doing well; it’s on fire. The people already there are making money right now, but that can change very rapidly.  Every market goes through cycles. Big supply comes in, performance suffers, and then it picks up again. The good thing is that India’s growth rate is so robust that, despite all the supply being announced, there is still scope.

The second thing we need to fully comprehend as an industry is that it’s difficult to build a hotel in India. So even if 100 hotels are announced today, not everything will actually come into play. If you look at the last four to five months, there’s a consensus among investors that supply is coming out of our ears, because everybody is making massive announcements. It feels like a déjà vu of 2007–08, when everyone wanted to do a minimum of 70–80 hotels. That wave of announcement is coming through again.

But what’s changed is that back then, there weren’t enough listed players. Now the landscape is different. So the investor is suddenly looking at it and saying: The revenue cycle is slowing down and the capital cycle is coming in. That mismatch is something no industry likes.

  But if you look at the overall market, we believe that there is still scope for growth on the business side. On the leisure side, yes, we will go through a little bit of a slowing in demand, and it won’t necessarily show up in occupancy. I think what we’re feeling is some rate pressure, because we’re now pushing the envelope at the higher end of the spectrum. And these guests are well-travelled. They have the world at their feet. Thankfully, our hotels are better: better built, better kept, better managed, and our hospitality is warmer. And from that perspective, my belief is that the aspirational class is growing. 

Overall, I believe the industry is in a good place if we overlay it with a realistic view of supply.

TT BUREAU: Athiva is being watched closely. Why did Chalet choose to launch a brand now, and how are you thinking about its scope, partnerships, and long-term build?

Shwetank Singh: Let’s talk about Athiva Hotels & Resorts in a broader context to begin with. As a company, we have been sort of pioneers in how we saw this industry. And why I call ourselves pioneers is because we were the ones who first took up the challenge of building big boxes. And doing big boxes at a time when the unit economics were not understood was, I think, a brilliant move and hats off to our promoters for taking that call at that time. 

Whether it was Powai with 777 rooms, Sahar, later with 588 rooms, or Bangalore with 520 rooms. Between the two Westins in Hyderabad, we are almost pushing 470-500 rooms there. And to take those big box calls at a time when nobody was taking them was a brilliant move in my mind.

Then, in 2009, we made another move very quietly. We entered the franchise space through Four Points by Sheraton. And that experimentation is currently playing out. Today, if you see our portfolio, we are now becoming very serious in the franchise space. The Taj (Delhi International Airport) that is opening with us will be the first franchise that IHCL has ever given. And that’s a testament to the fact that the industry believes in Chalet.

And with Hyatt Regency Airoli, Navi Mumbai, being planned and a couple of other hotels that we are operating, we are now becoming a serious player in the franchise space. That, in my min,d is only the second step. The third step would be how to develop property capability. And then the last question on that continuum would have been, do we need our own brand?

And I think the above property piece started in the form of an asset management team, which has always been very strong for us. If you see our margins, our cost control, etc., it has been absolutely top of the line. All our metrics are at the top of the heap of the industry. In fact, I can proudly say that most of the industry wants to follow our case. So, I think kudos again to the team who brought this to this point and their line of thinking at that point in time.

So we used that base to start to develop our property capability on the marketing side, sales side, revenue side, etc. And the brand launch at this stage is, in my mind, the natural progression. Right now, once again, we hunker down. We will take the risk on our properties. We will prove to ourselves and to the customers that we can do and will deliver this promise, day in and day out. Only then will we be in a position to go to the owner and say look we have done this.

Very interestingly, if you see, we have taken a very different path from others. Who said that once our brand is launched, all our properties will be the same? We have just announced a Ritz-Carlton. We want to do this because we know that having the power of distribution of a Marriott or a Hilton is a plus. We are not kidding ourselves. They have been at it for 150 years. We will need time. So, our brand experiment in my mind is an experiment for the next generation.

But in the meantime, we will understand it. We will fully comprehend it. We may take help on the soft brand side with some of the big brands. So that our distribution doesn’t suffer. But we will build our own distribution over time, and the best way to do it is to start from the domestic market.

And therefore, we have chosen a name which is very Indian. We wanted to look Indian. We wanted to feel Indian, and that’s where the genesis comes from, a Sanskrit word. Athiva is based on the pillars of joy, wellness and sustainability.

But what we are trying to say is that we are today dealing with both types of customers. We are still dealing with the guests who enter the hotel and think that they should have a bevvy of people around them. Catering to all their needs. And we are also dealing with the guest, who is no nonsense, who doesn’t want to be bothered with our services.

So that’s why we call it the assurance of the expected and the joy of the unexpected. So that’s our core. We know that we want to have only two versions. One is for the city, and one is for the resort. One will be called Athiva Resort and Spa. The other one will be called Athiva Hotels, and that’s it. We are going to stick to that.

I think as we go along, we will work on the pillars of joy very closely. Because we think genuinely that that is a differentiator. We want to properly develop our wellness play also. As society becomes more aspirational, wellness is becoming more important. Wellness was important when the Rishi Munis were there in ancient India, and now it’s come a full circle. I think it’s a natural progression: you move into luxury, and then you go back to the basics. That’s what’s happening right now. So yes, wellness will become bigger, and we will want to be in this space.

The important thing for us here is to understand that we are starting on this journey, and the learning has been absolutely immense.

Our learning curve is so steep right now. Take Athiva Resort and Spa, Khandala – the first advantage of the place is where it is positioned and located. I think it is one of the most scenic spots in that valley. You can see seven waterfalls from the room. So, it is actually quite stunning.

The experience at Athiva Resort and Spa, Khandala, has been extremely well-received. So clearly, we have hit something. I can tell you that the idea of joy driving wellness is certainly new. And I don’t think we have fully played it out. Today, the wellness arena goes from absolutely hospital-like, totally curated, very regimented on the one hand, to putting in three rooms of the spa and calling it wellness on the other. But there is nobody who’s provided the joy spin on wellness, and we will certainly capitalise on this.

Read more – Today’s Traveller Interviews

Ron Pohl, President of International Operations for BWH Hotels and President of WorldHotels, reflects on the strategic rationale behind the 2019 acquisition of WorldHotels, the brand’s evolution into new luxury formats, the rise of Aiden as a contemporary growth driver, and why India represents a significant opportunity across WorldHotels, branded residences, and the wider Best Western portfolio.

A Strategic Move into Luxury

Ron Pohl explains that the decision to acquire WorldHotels in 2019 grew out of a broader strategic discussion about where Best Western Hotels needed to go next. “It’s probably best to start with the fact that we purchased World Hotels in 2019,” he says. “We purchased World Hotels in 2019 as part of a larger discussion around Best Western.” At the time, he notes, “The organisation was known as a mid-scale, upper mid-scale brand.”

That naturally led to a fundamental question for the company: should it try to build a luxury brand organically, or would it be better served by acquiring one? “Could we organically create a brand that competed in the luxury segment, or would we be better off buying one?” he says. “And through several discussions, we knew that we would be better served if we could find a luxury hotel brand to buy. So that’s what we did.”

For Ron Pohl, that acquisition significantly broadened the company’s reach. “So now we’re one of only two brands in the world that have luxury to upscale economy, if you will.”

Expanding the WorldHotels Universe

He goes on to explain that WorldHotels has evolved considerably since the acquisition. “We’ve taken that brand to the next level. When we bought it, it had three subbrands, World Hotels Luxury, World Hotels Elite, and World Hotels Distinctive.” As the company assessed the portfolio, he says, “We quickly learned that one segment that we thought we were missing with that was what we call World Hotel Crafted.”

Crafted, he explains, was created to fill a very specific gap. “Crafted are boutique properties, smaller in room count, have a food and beverage component, and would be much more attractive globally than a 400-room property.” Once that need became evident, Best Western moved to address it. “Once that gap became clear, we created the Crafted brand.”

According to Ron Pohl, the response has been very encouraging. “And today it is the fastest growing of the four brands, especially in Europe and Asia, and we’re getting much attention.”

Branded Residences, Glamping, and Wellness

As WorldHotels continued to evolve, Best Western Hotels began identifying other white spaces within the luxury segment. “As we continue to evolve, we said, where else in the luxury segment can we grow, where do we see opportunities coming, and where, as we go into new markets, might there be some uniqueness?”

One of the first of these extensions was branded residences. “So the first one we identified was branded residences.”

He points to Vietnam as the starting point. “So Vietnam is our first opening this year. We have 10 in the market and many more under contract or under construction. These are not hotels, they’re not Airbnb, they are luxury living experiences.” He adds that the model is already expanding geographically. “We now have one also coming in the Middle East and another coming up in South America.”

Ron Pohl believes this format has strong relevance for India as well. “So we think there’s an opportunity here in India for branded residences. People want to know that they can buy a condominium that is aligned with a global brand, that is secure, and that will provide that living experience for them.”

The expansion of WorldHotels has not stopped here. “The next big opportunity that we’ve identified is that we’ve now gone into glamping in the luxury segment,” he says. “So we have five signed right now, three in North America, one in Brazil, and one in Honduras.” Looking ahead, he sees strong applicability in other markets too. “I believe that India has a market for luxury glamping. I believe Japan is a ripe market too. I know that Africa, with its popular safaris, has a ready market. So we are evolving World Hotels in these exciting spaces.”

Wellness, too, has become a major area of focus. “And then finally, wellness is top of mind for everybody,” he says. “So we have three wellness hotels signed, one in Mexico City, one in Cabo, and one in Greece.” He also points out that these concepts do not have to be large to be effective. “We are now looking for opportunities, and these can be relatively small. Our property in Mexico City has 40 rooms, very small, with an exclusive wellness program.”

For Ron Pohl, the company’s wellness proposition is meaningfully different. “The difference between our wellness product and others is that we actually have medical doctors on staff.” That, he explains, is what defines the concept. “That’s the wellness piece of it, and it’s a combination of ancient Chinese medicine and modern medicine.” He adds, “Doctor Leo Rustogi is a partner in this.”

He describes Doctor Leo Rustogi’s involvement as central to the model. “He’s a Harvard neurologist, and he’s part owner of this group that helps us design and develop the wellness concept not only for hotels, but for the branded residences as well.” That is why, he says, the thinking goes well beyond a conventional spa offering. “So we don’t just put a spa in there. If people are living there, they’re the ones who are going to come down there constantly to maintain the lifestyle that they want through a well-thought-out wellness program”

Taken together, these additions have created a much broader platform. “So that now gives us the WorldHotels brands that we are actively developing.”

Why Aiden Matters

Moving beyond WorldHotels, Ron Pohl also points to Aiden as one of the most important growth brands within the wider Best Western portfolio. “Within the rest of the portfolio, we offer Best Western, Best Western Plus, and our Aiden brand.” He explains the relationship between Aiden and Crafted by saying, “We developed World Hotel Crafted as a boutique, which is a little bit more expensive. The Aiden brand under Best Western is just one step lower.”

In his view, Aiden speaks directly to changing generational preferences. “So if we think about what Gen Z wants, Aiden is just right. We don’t have fixed design standards.” That flexibility, he says, is intentional. “If you own the hotel, you tell us what you want to create. We’ll help you create that, but it’s got to have a boutique feel with a great food and beverage component.”

At its core, however, the concept is designed to feel more expressive and contemporary. “And, aside from all the big fancy words, we want it to be fun because that’s what that generation wants.” He adds that this shift also reflects the fact that not all younger owners and guests identify with a more traditional brand format.

“We know for a fact that not all of the younger generation want the Best Western brand. They want something that’s theirs, a little bit more reflective of themselves. That is why Aiden has become such a strong growth driver. Aiden is one of our fastest-growing brands globally. We launched it just before COVID, and we have, I think, 35 to 40 of them now open and operating. It’s one of the fastest to start from zero.”

At the same time, Ron Pohl notes that the classic core brands continue to do heavy lifting. “We still contract more Best Westerns than anything because it’s a known brand.” What makes Aiden especially useful, however, is its value as a repositioning tool. “And when we talk about brand repositioning or hotel repositioning, we use Aiden oftentimes to do that, even with some of our Best Western hotels.”

The commercial logic, in his telling, is clear. “Best Western competes effectively in the mid-scale segment, and I might be getting a $100 average rate. If we take that, have you do some design changes, change it, make it an Aiden, we can increase your average rate by $25. So the numbers work out very, very strongly.”

He also believes the brand has particular appeal among Indian hotel owners in the United States. In his view, many of them want to create something distinct from the model their parents built. “Especially, our Indian owners in America want to do something different from what their parents did. So they want an Aiden,” he says. For them, the brand offers an opportunity to transform a more traditional hotel into something more contemporary and personally expressive.

As he puts it, they want to be able to say, “You gave me this Best Western, look what I was able to create with it.” Looking ahead, he adds, “I do think that’s going to happen. And we’ve got a couple of them signed up already.”

India as a Strategic Growth Market

Turning specifically to India, Ron Pohl says the WorldHotels opportunity is still at an early stage. “World Hotels is just entering the Indian market. So we’ve got one open right now. We know there’s greater potential for that, and we know there’s an opportunity for branded residences.”

He reiterates the relevance of the residential model for this market. “So we think there’s an opportunity here in India for branded residences. People want to know that they can buy a condominium that is aligned with a global brand, that is secure, and that will provide that living experience for them.”

He also positions WorldHotels clearly within the competitive landscape. “World Hotels is a soft brand that primarily would compete with a Marriott Autograph and Hilton Curio. So it’s in the league of Preferred Hotels or Leading Hotels of the World. Those are all of our competitors within that section.”

Soft Branding, Hard Branding, and Local Character

At the same time, the brand has evolved beyond soft branding alone. “The other thing that I didn’t mention is that with World Hotels, we now offer owners what we call hard branding.” He explains the distinction clearly: “Soft branding is that they maintain their hotel name, and it says, you know, a World Collection hotel.”

Now, however, some owners are opting for a stronger outward brand association. “We now have hotels in Egypt, in South America, in Vietnam and in China, that have the World Hotels name on the building, just like you would see Taj on a building here.” And the reason, according to Ron Pohl, is straightforward. “The reason owners and developers want that is, again, it creates confidence in the consumer that it’s associated with a global brand.”

Even then, he says, the company is careful not to impose sameness. “We do it very smartly. We don’t require a bunch of branding requirements inside the hotel. Put the name on the outside, create your unique experience.” That approach is central to the brand’s philosophy. “We don’t want a cookie-cutter approach. We want it to represent the market or the country that it’s in to be successful.”

Growth, Community, and the Brand’s Origins

From a broader global perspective, Ron Pohl believes the greatest opportunities lie in undersupplied markets, particularly in the mid-scale and upper mid-scale segments. Before turning to that outlook, however, he reflects on the wider social value of hospitality. “The beauty of a property being developed is that it creates new employment opportunities for the people of that village. That, in many ways, is where hospitality originally began.”

He links that thought directly to the origins of Best Western Hotels. “Our brand is celebrating 80 years this year. In 1946, our founder started with a hotel in San Diego, California, and had a friend who owned a hotel in Los Angeles.” The idea, he says, was both simple and visionary. “He said, ‘Wouldn’t it be great if we created a network so that when my guest leaves, he goes to your hotel?’ He would call in advance and say, ‘Mr Smith is coming to your hotel. Would you hold a room for him?”

According to Ron Pohl, that network effect did far more than connect hotels. It also generated livelihoods and contributed to the growth of local communities. “And in each of those markets, as he moved up and down California, they created jobs for people who did not have them before.” From there, the model steadily expanded. “And that is how the business became a network of hoteliers across the United States, before expanding to Europe and now to APAC.”

What has remained constant, he says, is the philosophy underpinning that growth. “All of it has been guided by the same mindset: in secondary and tertiary markets, you are improving a community, not merely building a business. And that is really quite special.”

Looking ahead, Ron Pohl sees the global white spaces with considerable clarity. “Globally, growth will certainly come in the mid-scale and upper mid-scale segments, particularly in parts of the world that remain underdeveloped.” By contrast, he notes, “Europe is somewhat saturated. North America is somewhat saturated.”

In his view, the real headroom lies in markets that are still underserved. “You have the entire Middle East, you have Africa, even Mexico, which presents a tremendous opportunity. South America offers tremendous opportunities. And last but not least, APAC also presents a significant opportunity.” Taken together, he says, these are emerging markets across larger countries and continents that remain undersupplied.

Why Patience Matters

Yet even with that optimism, Ron Pohl repeatedly returns to patience and discipline. “It’s all going to happen. We just have to be patient with some of these.” He is clear that rapid growth alone is not the goal. “I mean, we would love to say we’re going to grow 100 hotels here next year. Would 100 hotels be successful? Probably not.”

That approach is also shaped by the company’s ownership structure. “Because we’re a privately owned company, we don’t have shareholders. We want to grow, but we want to grow in a very careful and thoughtful way that ensures a win-win for all.” And the reason, he says, is obvious: “Because if an owner opens up a hotel just because we talked them into it, and it doesn’t work in the long run, we lose and they lose.”

For Ron Pohl, that makes the choice clear. “Short-term goals don’t do anybody any good. So we’re conservative. We could announce that we are set to close 40 properties next year, but if only 20 of them are successful, there’s no point. So we’re patient, and we deliver what we promise. That’s what makes Best Western Hotels a brand built on credibility, consistency, and long-term success.”

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Ranjit Phillipose, Senior Vice President – Operations, IHCL Goa, leads a portfolio of more than 30 hotels and 2,500 associates across one of India’s most dynamic tourism markets. With over three decades in luxury hospitality, Ranjit Phillipose currently channels this global experience into steering IHCL‘s Goa operations, blending international standards with local authenticity to evolve the destination beyond beach tourism. His people-first philosophy drives immersive guest journeys—layering experiential stays, wellness, Goan gastronomy, and sustainability initiatives that deepen cultural connections while balancing commercial growth with youth skilling and ESG commitments.

TT Bureau: How have your international postings influenced the way you lead and operate in Goa today?

Ranjit Phillipose: One of the most valuable lessons from working internationally is learning to adapt to new cultures with humility and a place where respect is earned. Every destination has its own rhythm, its own way of communicating, and its own expectations from hospitality. When you work across borders, you realise that leadership is not about imposing a system but about understanding the local context and aligning global standards with local sensibilities. International exposure also deepens appreciation for diversity and operational agility, both essential in a destination like Goa, where cultures, guests, and teams converge.

My approach has been to balance global hospitality standards with strong local authenticity, ensuring that Goa’s unique spirit remains at the heart of every guest experience.

TT Bureau: As IHCL deepens its presence across Goa, what aspect of the portfolio do you believe still has the most headroom for transformation?

Ranjit Phillipose: As IHCL continues to deepen its presence in Goa, I believe the greatest headroom for transformation lies in curating highly differentiated experiential stays that allow guests to engage with the destination in a more meaningful way. Offering layered experiences that combine culture, wellbeing and gastronomy. Our focus is therefore on evolving the portfolio beyond accommodation into thoughtfully designed journeys for guests.

Experiential stays are central to this shift. Storytelling of our food and beverage experiences, community-led cultural interactions and curated itineraries that showcase Goa’s art, music and local traditions. Wellness is another significant opportunity. Through initiatives such as destination-inspired J Wellness therapies like Vrikshamla and nature-led food and beverage experiences like dine under the stars, we are expanding the role of wellbeing within the guest journey.

Cuisine remains a powerful differentiator. Goa’s culinary heritage, coastal produce and evolving bartending scene allow us to create distinctive food experiences from regional Goan cuisine to innovative interpretations that appeal to global palates.

Together, these pillars of experiential stays, wellness and cuisine will shape the next phase of IHCL’s growth in Goa.

TT Bureau: You’ve spoken of Goa going beyond “just a beach destination.” What does that shift reflect in the guest experience today?

Ranjit Phillipose: While the beaches remain an integral part of Goa’s appeal, today’s travellers are increasingly seeking deeper engagement with the destination, be it culture, heritage, cuisine, or natural landscapes. This shift is clearly reflected in the way guests are choosing to experience Goa today. Goa’s unique blend of Indian and Portuguese influences, its centuries-old churches, temples, vibrant villages and heritage homes offer a compelling narrative that travellers are keen to discover.

Guests today are not just looking for a resort stay by the sea; they want to walk through heritage precincts, understand local traditions, and experience the rhythm of Goan life beyond the coastline. Culinary exploration is another dimension where this shift is visible. Goa has one of the most distinctive food cultures in India, shaped by coastal ingredients, local spices, and historical influences.

Goa’s biodiversity extends far beyond its beaches, with lush hinterlands, wildlife sanctuaries, rivers, and spice plantations offering opportunities for eco-tourism and exploration. Increasingly, guests are incorporating activities such as nature trails, bird watching, cycling through villages, and river-based experiences into their itineraries. The slower pace of life in Goa naturally lends itself to relaxation and rejuvenation.

For us at IHCL Goa, this transformation aligns closely with our philosophy of creating authentic, destination-driven experiences. Our endeavour is to ensure that when guests leave Goa, they take back not just memories of its beaches, but a richer understanding of its culture, people and way of life.

TT Bureau: Tell us about your two new properties in Goa. What are they being built to do differently in the market, and what will make each one feel unmistakably distinct once guests arrive?

Ranjit Phillipose: As IHCL continues to strengthen its footprint across Goa, each new property is being developed with a clear sense of purpose. Designed to introduce distinctive experiences that reflect the character of their locations. The intent is to ensure that every hotel feels unmistakably different the moment guests arrive, while still carrying the warmth and service philosophy that defines IHCL.

In this context, La Estoria Goa IHCL SeleQtions, Candolim and Gateway Goa, Palolem represent two very different interpretations of the Goan experience, one rooted in heritage charm and intimate village-style hospitality in North Goa, and the other offering a refined coastal escape framed by nature and serenity in South Goa.

La Estoria, Candolim, is envisioned as a boutique retreat that celebrates the timeless spirit of Goa. Located in the heart of Candolim and just about 700 meters from Candolim Beach, offering a rare balance between being close to the energy of North Goa’s beaches, markets and cafés while still retaining a sense of calm and seclusion. What sets La Estoria apart is its intimate scale and its design philosophy, which draws inspiration from Indo-Portuguese architecture and traditional Goan village life.

With 122 thoughtfully designed rooms, each features a private balcony where guests are invited to enjoy quiet moments overlooking the courtyards, the greenery or simply the gentle Goan breeze that defines evenings in this part of the coast. The distinctive aspect of La Estoria is its ability to host bespoke celebrations as well as high-energy, high-end corporate groups.

If La Estoria represents the charm and cultural layering of North Goa, Gateway Goa, Palolem presents an entirely different narrative shaped by the dramatic landscapes of the South. Nestled between the lush Sahyadri mountains and the Arabian Sea, the hotel is positioned in one of the most picturesque coastal stretches of Goa. Its location offers a rare 360-degree vantage point from which guests can view Rajbagh, Patnem, and Colomb beaches simultaneously, creating a natural panorama that becomes an integral part of the guest experience.

Gateway Goa, Palolem’s architecture reflects elegant Goan influences while incorporating modern design sensibilities that open up the property to sweeping views of the sea and the surrounding hills. Gateway Goa, Palolem, also places strong emphasis on curated experiences that allow guests to connect with the essence of South Goa.

An important dimension that adds to the property’s uniqueness is its proximity to Partagal Math, one of Goa’s most significant spiritual and cultural landmarks. Located not far from the hotel, this historic 450-year-old mosque holds deep spiritual importance and draws visitors seeking reflection and cultural understanding.

Together, they reflect IHCL’s broader philosophy of developing hotels that are deeply rooted in a place. Rather than replicating a single hospitality template, the goal is to ensure that each property embodies the culture, geography, and rhythm of its destination. This approach allows guests to experience Goa through multiple lenses heritage, nature, cuisine and community, while enjoying the service excellence that IHCL is known for. 

TT Bureau: How do you balance commercial performance with longer‑term goals like youth skilling and ESG?

Ranjit Phillipose: Balancing commercial performance with long-term goals like youth skilling and ESG is not a trade-off for us. This is an integral part of our strategy. At IHCL Goa, responsible growth and business performance move together. When we invest in people, communities and the environment, we strengthen the sustainability of the business itself. 

Skilling is a key focus area. We have signed an MoU with the Institute of Hotel Management, Goa, to create stronger pathways for hospitality training and employment. In addition, the Government of Goa recently announced during the state budget session the establishment of the largest hospitality skilling centre in the state, a collaborative initiative we are proud to support. Taj Cidade de Goa also houses the Goa Institute of Culinary Arts within the property, which plays an important role in nurturing young culinary talent and building industry-ready professionals. 

Our ESG commitments extend deeply into community engagement. For us, CSR is truly a way of life. From regular beach cleaning drives and visits to old age homes and orphanages, to distributing organic manure generated by our resorts to neighbouring communities and supporting the local dog pound. 

These initiatives ensure that our growth in Goa remains inclusive, responsible and closely connected to the community we operate in.

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Under the vision of Founder and Chairman Ahmed Siyam Mohamed, Sun Siyam Group has grown from a modest travel agency into a dynamic hospitality company with a strong footprint in the Maldives and a presence in Sri Lanka. Today, as Chief Executive Officer, Deepak Booneady guides the next phase of the Group’s evolution, building on this legacy while steering the brand through expansion and repositioning. With a sharper luxury identity, a more defined brand architecture, and a renewed focus on experience-led hospitality rooted in local culture, Sun Siyam is entering a new chapter that honours its Maldivian origins while preparing the Group for long-term international growth.

Today’s Traveller: Sun Siyam has evolved from a small travel agency into a multi-resort hospitality group. How do you look at this journey, and what has fuelled its growth over the years?

Deepak Booneady: Sun Siyam began on a very modest scale. Our Chairman and Founder first created a small travel agency, and then, in the 1990s, moved into the hotel business with the development of the group’s first resort. Once he saw the potential of hospitality in the Maldives, the business began to grow steadily and then very rapidly.

The resort journey began with the opening of Sun Siyam Vilu Reef in 1998, followed by steady expansion to a collection of six properties across the Maldives and Sri Lanka, including its newest addition, Siyam World, launched in 2021. Unified under The House of Siyam, the portfolio spans three collections: Luxury (Sun Siyam Iru Fushi), Lifestyle (Sun Siyam Olhuveli and Siyam World), and Privé (Sun Siyam Iru Veli, Sun Siyam Vilu Reef, and Sun Siyam Pasikudah in Sri Lanka).

Our expansion has gathered even greater momentum now, with four resorts in the pipeline. The next development will be a five-star luxury resort, followed by another large-island project. We are also planning a major resort very close to Malé, similar in scale and ambition to Siyam World. So, this is a group that has moved very quickly, but always with a clear belief in the long-term potential of the brand and the destination.

Today’s Traveller: You have described the brand’s repositioning as a move from “Toyota to Lexus”. What does that upgrade mean in practical terms for Sun Siyam’s resorts and guest experience?

Deepak Booneady: I often use the comparison of moving from Toyota to Lexus because it is something people immediately understand. Toyota stands for reliability, consistency and a very strong service foundation. That is what Sun Siyam has always had: a solid base, dependable hospitality, and an understanding of what service means.

But now the group is moving into a more refined and elevated space. The difference lies in the design, comfort, sophistication, detailing, options and overall guest experience. It is about upgrading the product while retaining the trust and consistency that built the brand in the first place.

Some of our resorts are already making that transition. Sun Siyam Iru Fushi, for example, is being fully renovated and repositioned into a more luxury-led setting. Across the portfolio, we are also creating a clearer structure by dividing the resorts into three distinct collections.

Sun Siyam Iru Fushi will sit in the Luxury Collection. Then we have our smaller boutique properties, such as Sun Siyam Vilu Reef, Iru Veli and Sun Siyam Pasikudah, which will come under the Privé Collection. These are intimate, boutique-style resorts with a more barefoot luxury approach and, in some cases, a more adult-centric appeal.

Then we have the Lifestyle Collection, which includes larger, experience-rich resorts such as Siyam World. With around 500 rooms, Siyam World is about scale, energy and activity. It has introduced a very different dynamic in the Maldives, with 24-hour all-inclusive experiences, horse riding, a water park, jet cars, go-karting and a wide range of leisure options. It is designed for guests who want luxury with excitement and variety.

So, the repositioning is not only about making the resorts more premium. It is about understanding who each resort is for, creating clearer identities within the portfolio, and attracting the right kind of traveller for each experience.

Today’s Traveller: India appears to be one of your most important focus markets. What opportunities do you see in India, and why is it central to Sun Siyam’s next phase of growth?

Deepak Booneady: India is becoming increasingly important to us. At the moment, our top source markets are the UK, Germany, Russia, and then India. But India is rising very strongly, and in 2026, we believe it could move even further up, potentially becoming our third-largest market.

That is why we are investing heavily in India and giving the market serious attention. When you look at India’s economic growth and the strength of domestic demand, the opportunity is tremendous. It is a booming market, and that is one of the reasons I am now also exploring the possibility of opening Sun Siyam hotels in India.

This became even clearer to me during a recent visit to Goa. The hotels were full, the rates were strong, and the domestic market was clearly thriving. What stood out was that demand was being driven not only by international visitors, but also by Indian travellers who are now very willing to pay for quality hospitality. That is why I see India not only as a source market for the Maldives, but also as a destination where Sun Siyam itself can grow.

That thinking is also reflected in our rebranding. We now position ourselves simply as Sun Siyam, rather than only Sun Siyam Resorts, because we do not want the brand to be limited to one format or geography. Sun Siyam can operate in the mountains, in the forest, by the river, in the jungle, or by the sea. The brand can travel.

Alongside this, our travel business also plays an important role. We still have a DMC operation, and while it is relatively small compared to the resort side, it is still a meaningful business. Through Sun Travels, we want to make it easier for smaller Indian travel partners who may not have direct contracts with us to access our product. At the same time, we will continue to protect our high-volume partners. We are also investing in a strong system through Juniper Travel, which makes booking quick, clean and efficient.

Having a stronger imprint in India, both through partnerships and potentially through owned or managed hotels, would be a major strategic step for Sun Siyam.

At the same time, my message to the Indian market is simple: come to the Maldives. After the political noise of recent times, demand from India softened, but I believe that will recover. The world is opening up for Indian travellers, and Indians will explore many new destinations, but the Maldives will always remain special. It is a dream destination, and I am confident the market will come back strongly.

Today’s Traveller: How is Sun Siyam tailoring its product for Indian travellers, and what makes the brand relevant for both leisure and MICE business from India?

Deepak Booneady: India is important to us not only for leisure, but also for MICE. In fact, we have already hosted major Indian corporate movements. One of the most significant was when Asian Paints took over Siyam World for six nights, with a full buyout of the resort’s 500 rooms. It was one of the largest events we have hosted, complete with a major banquet setup.

One of Siyam World’s biggest advantages for MICE is accessibility. There is an international airport located next to the resort, which means flights can arrive very close to the property. Narrow-body aircraft such as the A320 and A321 can land there, making charter operations highly efficient. For that event, three charter flights were arranged, and guests were transferred to the resort in only about ten minutes. That kind of proximity is a significant advantage for large-scale corporate groups.

For Indian leisure travellers, adaptation has also been very deliberate. Every one of our resorts has Indian food options, including Indian restaurants and Indian dishes within the buffet. More importantly, we understand that Indian guests often have highly specific dietary requirements. Some may prefer Jain food, some are vegetarian, some non-vegetarian, some vegan, and others may have restrictions around dairy or other ingredients. To respond properly to that, we have Indian chefs across the resorts who can personalise meals and make guests feel understood and cared for.

Our FIT business from India has also evolved. Earlier, it was driven more by couples, but now we are seeing a major rise in families, particularly multi-generational families from Bengaluru and South India. That is a big shift, and our resorts are well-suited to it because we offer space, variety and value.

I would describe Sun Siyam as attainable luxury. We are not positioned at the ultra-rarefied end of the market, but we offer very strong quality, very good food, consistent service, memorable experiences and real value for money. That combination resonates strongly with Indian travellers.

Connectivity remains a challenge because there are still not enough direct flights, and some of the current carriers do not offer business class. To bridge that gap, we have focused on elevating the arrival experience. At the airport, we have created two private lounges for our guests. One of them is very large, and guests can enjoy complimentary food, breakfast, fruits, sandwiches and even a 10 to 15-minute massage while they wait. It is a meaningful investment for us, but it matters because it shapes how the journey begins.

That attention to experience has helped strengthen the brand significantly. Today, our resorts are highly sought after, and last-minute room availability has become increasingly limited. That tells us the brand is gaining trust, both with guests and with travel partners.

Today’s Traveller:  Experience, sustainability and community integration appear to be central to Sun Siyam’s philosophy. How do these values shape the way you define hospitality and luxury today?

Deepak Booneady: At Sun Siyam, our vision is very simple: we champion extraordinary experiences. If a guest comes to one of our resorts and does not feel that something special was created for them, then we have not done our job well enough. Hospitality today is about creating those moments of surprise, thoughtfulness and personal connection.

That approach is reflected in the fact that around 25 – 30 per cent of our guests are repeat guests, which is a very strong figure. It also creates pressure, because repeat guests expect us to keep delivering at a high level every time they return. But that is exactly what Sun Siyam stands for.

Sustainability is also one of our key pillars, and we are investing heavily in it. At Siyam World, which has 500 rooms, our target is that by July or August, 50 per cent of the resort will run on solar energy. The same goal applies to Olhuveli by September and Iru Fushi by December. Across these three resorts, the shift towards solar will be substantial.

But for us, sustainability is not only about the environment. It is also about people, culture and community. In many remote islands across the Maldives, infrastructure and education remain limited, so we try to contribute in practical ways. Recently, we opened a new mosque on one island where there had not been one before. We also developed a football ground and are planning a padel tennis court on another local island. The idea is to create opportunity, improve everyday life and support local communities in a meaningful way.

We are also investing in people through the upcoming Sun Siyam Academy. The idea is to bring in young people with limited educational access, including candidates from places such as India, Nepal and Africa, and train them over a sustained period. We want to invest in their growth, support them financially while they learn, and build a long-term talent pipeline rooted in real opportunity.

This local approach will be central wherever we go next. If we open a hotel in India, it should reflect a truly Indian spirit. The same applies everywhere. In Sri Lanka, for instance, we redesigned one of our boutique properties using locally made lights, sofas and furniture, all created by local craftspeople. That meant the money stayed within the local ecosystem, and the hotel developed a far more authentic identity.

For me, that is what luxury means today. Luxury is no longer only about scale or ornament. Luxury is an experience. Luxury is a feeling. People are going back to the roots. They want authenticity, memory and connection. I felt this personally in Goa, where instead of choosing a conventional activity, I went fishing with a local fisherman for four hours, and then his wife cooked the fish for us at their home. It was one of the most memorable experiences I had. That, for me, is luxury.

So, when we speak about hospitality at Sun Siyam, we are really talking about emotion, authenticity, locality and meaning. If we can create those feelings, then the experience becomes unforgettable.

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As Minor Hotels sharpens its focus on India, the group is making it clear that its ambitions here are long-term, strategic and wide-ranging. At the centre of this expansion story is Omar Romero, Chief Development and Luxury Officer, Minor Hotels, who is steering the company’s development strategy, brand expansion and market depth. With a dedicated team already on the ground, multiple agreements signed, and a target of 50 hotels in India over the next decade, the company is moving beyond intent and building real momentum.  

Today’s Traveller: What makes Minor Hotels’ India commitment more than a market entry experiment?

Omar Romero: At Minor Hotels, it is no secret that we are deeply committed to growth in India. This is not a case of simply testing the market. Today, we already have a team based in India. Rohit Chopra is a good example, leading our commercial efforts here. We also have a development office and an operations team, and we are in the process of opening a technical services office as well, all of which will support the pipeline that is coming up.

Today’s Traveller: Where does Minor Hotels’ India pipeline stand today?

Omar Romero: We opened our first hotel under our flagship Anantara Hotels & Resorts brand in India last year, Anantara Jewel Bagh Jaipur Hotel. Over the next ten years, we have set a target to reach 50 hotels in the country.

Today, I can tell you that beyond Jaipur, we already have four management agreements signed. We announced Avani+ Sunray Beach Visakhapatnam Resort in Vizag last year, and we will announce two more Anantara projects very soon, both very exciting signings.

We also have 12 letters of intent signed across the country, and those are currently moving through hotel management agreement negotiations. I believe that before the end of the year, we should have more than 10 confirmed projects in India. That puts us on a very good track toward our goal of 50 hotels over the next decade.

Today’s Traveller: What does your “dual growth strategy” for India look like?

Omar Romero: Our dual focus and growth strategy for India targets development in leisure destinations and cities. Yes, Minor Hotels was born in luxury and leisure. That is why the Anantara brand is so well known. But we also have 11 other brands that span from luxury to select service, catering to the needs of leisure and business travellers, and we want to grow those in India as well. Our ambition is not limited to a single market segment. We see opportunity across the spectrum.

Today’s Traveller: How do brands such as NH Hotels, Oaks, and iStay fit into your India plans?

Omar Romero: Each of these brands plays a very important role in India. NH Hotels, for example, is the largest hotel brand in Spain. We have more than 200 NH-branded hotels globally, and it is a select brand that we would like to position primarily in first and second-tier Indian cities, in strong locations such as airports, CBD districts, IT hubs and office clusters. That would allow us to showcase the brand in the right urban environment.

Then we have Oaks, a brand born in Australia, which we recently announced has repositioned from serviced apartments to a full-service hotel, resort and suites brand. We have over 60 Oaks properties in Australia and New Zealand, and we are now expanding Oaks around the world. We already have Oaks under development and operating in the Middle East and China, for example. It is an interesting model because a property can be 100 per cent sold, and we can then bring those units back into the rental programme and rent them through our system.

We also have a new select service brand that we launched earlier this year, called iStay Hotels. That is another segment of the market we believe India can absorb very well.

So when we look at India, we believe the market can welcome all of these brands.

Today’s Traveller: How are you approaching luxury, leisure and wellness-led growth in India?

Omar Romero: When it comes to the luxury side, we are again looking at dual growth. In the leisure market, we want to be in destinations that truly allow us to showcase what India is all about. First and foremost, the Indian domestic market remains a priority for us, but we also want to help bring international travellers into India. We believe our brands, and the global recognition they enjoy, will help us do that.

We are looking at beach destinations, and I hope we will be able to announce a very iconic beach resort in India very soon. We are also looking at nature reserves with strong wildlife experiences, including India’s unique fauna such as tigers, elephants and lions. We are looking at heritage properties, and we are also focusing on destinations that allow us to showcase something that fits both Minor Hotels and India exceptionally well, which is wellness.

India invented wellness. India should be the mecca of wellness for the world, because it was born in this country.

Today’s Traveller: What role do wellness and branded residences play in Minor Hotels’ long-term India vision?

Omar Romero: We have a very strong track record in operating wellness centres. And for us, wellness and spa are two completely different things. A spa is where you go for relaxation and pampering. You might have a massage, a basic yoga session, some introduction to meditation, or a light wellness experience. But wellness is a journey. It requires commitment, and it is a lifelong process. The more layers you remove, the deeper you can go into that journey of awareness.

If that is what you are looking for, then come to one of our wellness centres. In Phuket, for example, we have a wellness centre called Layan Life by Anantara. We also have another centre in Bangkok, Bangkok Life, that works along the same lines. In these places, guests can experience multiple wellness verticals, ranging from longevity clinics, beauty and anti-ageing, to nutrition, fitness and recovery. We also offer physical therapy and pain management.

At the same time, we always embrace local wellness traditions. In Thailand, that means the herbology of Thai Traditional Medicine. In India, if we are creating a wellness experience, then Ayurveda and other local healing arts must be part of that journey.

We believe this wellness component is something we can introduce not only in resort destinations, but also in major Indian cities such as Delhi, Mumbai, Bangalore and Hyderabad. This creates an opportunity for mixed-use developments that combine a hotel with branded residences, all complemented by a wellness centre. That wellness centre can also include a membership component, helping create a complete lifestyle ecosystem.

When we talk about branded residences, we also need to recognise that there are two very different models. One is what I would call label residences, where a brand name is simply placed on a building, but the brand is not actually activated. It is only a logo at the entrance. For me, that is not enough. If we commit a Minor Hotels brand to a market and to a developer, then we need to activate that brand fully. One of the strongest ways to do that is through a wellness centre, through service, and through the overall lived experience.

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In the world of global hospitality, few names carry the gravitas of La Mamounia, the prestigious luxury property in Marrakech. As it moves into its second century, the Grande Dame of Marrakech stands at a fascinating crossroads: preserving its rich heritage while evolving to meet the expectations of a new, hyper-mobile generation of luxury travellers. 

Pierre Jochem, Director General of Marrakech’s most storied luxury address, discusses his strategic vision for the hotel, the untapped potential of the Indian travel market and the sobering realities of global over-tourism

TT Bureau: La Mamounia celebrated its centenary in 2023. How do you balance the weight of such a storied history with the expectations of a modern luxury traveller?

Pierre Jochem: Our most recent renovation is the best example of that balance. We worked with Patrick Jouin and Sanjit Manku to introduce modernity into La Mamounia’s heritage without overshadowing it. The aim was simple: although the hotel is more than 100 years old, it must still feel contemporary and aligned with global luxury trends.

TT Bureau: What most sets La Mamounia apart in the luxury segment?

Pierre Jochem: At more than a century old, La Mamounia has something rare in luxury hospitality: a soul. It is a piece of history that has been carefully preserved. One of our signatures is a custom scent of dates and orange blossom created exclusively for the hotel. Guests will not find it anywhere else. Add to that our immaculate gardens, Marrakech’s climate, attentive service and world-class cuisine, and guests feel the value matches the price.

TT Bureau: Indian guests currently make up about 2 per cent of your clientele. What will move this from a niche market to one of your top 10?

Pierre Jochem: Today, our largest market is the United States at 27 per cent, followed by France at 21 per cent. India, at 2 per cent, is still niche, but we believe it can become a top-10 market. We only began focusing on India around two years ago, and market development takes time.

I also have a personal connection with India. I worked at The Oberoi in New Delhi in the late 1990s and later spent six years at The Imperial. With 1.4 billion people, the potential is enormous. Once travellers have explored the United States, South America and the Middle East, many begin looking towards Africa, and Morocco is a natural gateway.

The real breakthrough will be direct flights. At present, the journey via Dubai to Marrakech takes seven to eight hours. There are ongoing discussions with Moroccan and Indian airlines about non-stop flights between Casablanca and Mumbai, and that would make a major difference. Usually, it takes about three years of consistent presence and repeat visits before a real shift happens.

TT Bureau: Multi-generational travel is growing. How do you stay relevant for a 25-year-old while preserving the peace your 70-year-old regulars expect?

Pierre Jochem: La Mamounia is uniquely able to offer both energy and escapism. The property sits on 20 acres, including thousand-year-old gardens with centuries-old olive trees, palms and thousands of roses. It offers genuine serenity even though it sits in the heart of Marrakech.

At the same time, we have active spaces such as tennis and padel courts, a state-of-the-art health club and a games room for guests aged seven to 70. Beyond the hotel, we curate experiences across the spectrum, from museums to hot-air balloon rides. Whether a guest wants peace in the gardens or adventure in Marrakech, the environment accommodates both.

TT Bureau: You have a deep history with the Indian market. What was the most important lesson you brought from Asia to Marrakech?

Pierre Jochem: The biggest lesson was service and guest experience. Indians are service-oriented and want to please you. We have worked hard to build that same culture in Marrakech.

TT Bureau: With Morocco co-hosting the 2030 FIFA World Cup, how is La Mamounia preparing?

Pierre Jochem: We are already preparing, much like the rest of Marrakech, after the recent CAF Africa Cup of Nations. To keep the hotel in peak condition, we are planning a major renovation of our guest rooms next year, which will require a four-month closure.

In this business, staying ahead of the curve is essential. Our team travels constantly, and we have seen how quickly standards and attention to detail can slip elsewhere. We are determined to avoid that and ensure La Mamounia remains a trendsetter before 2030.

TT Bureau: From your experience, what are affluent travellers looking for today?

Pierre Jochem: They are looking for attention to detail, value for money and unique, curated moments that go beyond traditional hospitality. That means staying ahead, thinking creatively, anticipating needs and introducing new ideas before guests even ask.

TT Bureau: What is the future of travel? What shifts do you see ahead?

Pierre Jochem: People will travel more than ever, but that growth is a double-edged sword. The industry is expanding rapidly, yet over-tourism is becoming a serious challenge. I saw this in Da Nang, where there were once only two hotels, and now the coastline is lined with more than 100.

Many iconic destinations are reaching the saturation point. In the Maldives, some diving spots are so crowded that guests are given tickets and ten-minute slots because there are already too many people underwater. Italy in summer has also become extremely difficult to navigate. With the populations of India and China increasingly eager to travel, demand is enormous. There is huge growth and profit potential ahead, but the real question is whether that trajectory is sustainable.

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(This interview has been conducted on behalf of Today’s Traveller by Independent lifestyle and travel journalist Nivedita Jayaram Pawar)

In a hospitality landscape defined by rapid change and rising expectations, leadership that combines clarity of purpose with operational excellence has become essential. Few embody this balance as convincingly as Sita Lekshmi, General Manager of Renaissance Bengaluru Race Course Hotel, whose approach to leadership blends integrity, mentorship, and a deep understanding of evolving guest experiences.

As Karnataka WICC convener, ICF-certified coach, and Mrs India runner-up 2023, Sita Lekshmi’s influence extends far beyond operations, championing women in leadership amid talent crunches and embedding wellness into high-pressure hospitality.

Sita Lekshmi represents a new generation of hospitality leaders who believe that sustainable growth begins with people, culture, and meaningful storytelling. Under her leadership, the hotel has strengthened its identity as a lifestyle destination that reflects Bengaluru’s creative energy while staying rooted in Marriott International’s global standards.

TT Bureau: As Young GM of the Year, how do you define “purpose-driven” leadership?

Sita Lekshmi: Purpose-driven leadership, to me, is leadership anchored in values and translated into consistent action. Early in my journey, I understood that integrity cannot be situational. That belief continues to guide how I make decisions today. 

In hospitality, we operate in a fast-paced, performance-driven environment, but long-term success is sustained by trust, within teams and with our guests. At Renaissance Bengaluru Race Course Hotel, the purpose is reflected in how we build people, not only business. Professional growth, inclusion, and advocacy are not parallel agendas; they are central to performance. When we invest time in mentoring, create transparent development pathways, and hold ourselves accountable to fairness, results follow organically. 

TT Bureau: Renaissance brand mantra is “local and intriguing”. What’s one Bengaluru story you’re weaving into stays that outsiders miss?

Sita Lekshmi: Being located beside the historic race course gives us a natural narrative anchor. We consciously weave the city’s legacy and contemporary spirit into guest experiences, whether through locally inspired programming, culinary storytelling, or collaborations that spotlight regional voices.

Bengaluru’s spirit is best experienced through its vibrant food culture and the genuine curiosity of its people, a sensibility we amplify at Renaissance Bengaluru Race Course Hotel. We bring the city’s culinary identity into the hotel through the curated menus at RBar and Lush and through chef-led residencies that showcase local kitchens, flavours and stories that guests might otherwise miss. These curated moments invite guests to taste the city, not just visit it.

We also lean into Renaissance Bengaluru’s R finds ethos, a global marketplace concept that celebrates artisans, makers and local talents beyond the hotel walls, to connect travellers with Bengaluru’s creative community and hidden gems in a meaningful way.

“Local and intriguing” for us is about more than design and décor: it’s about creating moments of discovery that feel personal and memorable, so every stay reflects the soul of Bengaluru.

TT Bureau: How do you sell sustainability to Gen Z leisure guests?

Sita Lekshmi: Gen Z responds to authenticity and measurable action, and hence, the conversation has to move beyond messaging and demonstrate responsibility embedded into operations.

As part of the larger Marriott International ecosystem, we align with structured sustainability frameworks, but at the property level, we focus on clarity by communicating what we are doing, why we are doing it, and how guests can participate. This transparency is extended to our digital presence.

Our Instagram platform functions as an active voice for the hotel, where we showcase behind-the-scenes moments, culinary showcases, design highlights, and community initiatives in a way that feels current and conversational. For Gen Z travellers in particular, discovery often begins online. By presenting an authentic, visually engaging narrative, we create an image that resonates with their values, encouraging them to see the hotel as a space they want to experience firsthand.

Our sustainable amenities speak for themselves because guests are surrounded by them at every touchpoint. From internally bottled water and eco-friendly packaging materials to elements of biophilic design that bring nature into the built environment, awareness is created through experience rather than explanation. When sustainability is integrated into design choices, sourcing decisions, and everyday practices rather than presented as a standalone campaign, it resonates far more effectively. 

TT Bureau: Mentorship is your hallmark. Which trait do you look for in rising stars?

Sita Lekshmi: Attitude over title. Hospitality is a skill-driven industry, but longevity is shaped by discipline and the willingness to learn consistently. Technical expertise can be strengthened through training platforms and cross-functional exposure, but what cannot be easily taught is accountability.

I also look for individuals who are open to feedback and are prepared to take ownership early. Many capable professionals hesitate to step forward due to self-doubt, and in such cases, mentorship evolves into sponsorship by advocating for them in decision-making forums and entrusting them with responsibility. 

TT Bureau: With luxury supply rising, how do you differentiate the Renaissance Bengaluru Race Course Hotel from your competition?

Sita Lekshmi: Bengaluru’s luxury landscape is expanding, and guests are increasingly discerning. At Renaissance Bengaluru Race Course Hotel, our differentiation is rooted in storytelling and experience-led design. Today’s traveller is chasing stories; they want to discover, connect, and participate in a narrative that feels authentic.

With social media shaping how travel is experienced and remembered, we invest consciously in being a narrative anchor. Through layered design elements, thoughtful detailing, and curated artwork, the hotel invites exploration at every turn. The R Bar and lobby function as immersive social spaces where texture, light, and visual storytelling create moments that guests naturally engage with and share. These spaces encourage conversation and connection, allowing the hotel’s personality to unfold organically.

We extend this identity through evolving culinary showcases and curated programming that draw both travellers and the city’s own community. When guests associate the hotel with discovery and creative energy, it becomes a lifestyle address woven into Bengaluru’s social fabric. That resonance, sustained through consistency and intent, is what sets us apart.

TT Bureau: By 2027, what’s the one metric proving Renaissance rules Bengaluru’s lifestyle scene?

Sita Lekshmi: A single metric would be sustained leadership in guest engagement and loyalty within the lifestyle segment. Beyond occupancy or rate performance, I would measure success through repeat visitation from the leisure and experiential traveller demographic and consistently high engagement scores across internal and guest feedback platforms.

A key contributor to that outcome will be how deliberately we curate culinary experiences. We want Renaissance Bengaluru Race Course Hotel to feel like a portal to an expedition, a place where guests arrive expecting discovery. Through regional pop-ups and outlet menus, we aim to make dining a reason to visit in itself, encouraging both travellers and Bengalureans to return because there is always something evolving within our spaces. When people choose the hotel as a cultural and culinary address, footfall strengthens naturally, and relevance sustains itself.

If, by 2027, we are recognised not only for performance indicators but also for being an employer of choice with strong engagement metrics and visible leadership diversity, that would signal meaningful leadership within Bengaluru’s hospitality ecosystem.

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India’s tourism story is still too often told in numbers and monuments. Dr Jyotsna Suri, Chair, World Travel & Tourism Council – India Initiative (WTTCII), wants it told in meaning, time, and impact.

Dr Jyotsna Suri makes the case for a sharper national pivot, moving from volume to value, with longer stays that deepen cultural engagement, strengthen livelihoods, and preserve heritage. She calls for faster, accountable execution through state-level partnerships, and flags two urgent enablers: single-window clearances and rationalised taxes and utility costs. 

Her growth map backs high-impact segments such as wellness, heritage, spiritual travel, MICE, and niche cultural circuits, anchored in destination-sensitive development with carrying-capacity planning and community participation. On talent, she warns that demand will outpace supply unless tourism becomes a genuinely aspirational career, strengthened by skilling, apprenticeships, mobility pathways, and inclusive workplaces.

TT Bureau: As Chair of WTTCII, what is the defining shift you want to see in India’s travel and tourism narrative over the next two years?

Jyotsna Suri: I would like to see India move from being viewed as a destination of monuments to a destination of meaningful experiences. Our narrative must shift from volume to value—from counting arrivals to creating lasting impact. This also means encouraging longer stays that allow travellers to truly engage with our culture and communities, while promoting sustainability at every level of tourism development. Tourism should be seen as a catalyst for livelihoods, cultural preservation and regional growth, not just as an economic statistic.

TT Bureau: WTTCII’s mandate is to bridge the public–private divide. Where is the biggest execution gap today, and what will you do differently to convert dialogue into on-ground action?

Jyotsna Suri: The intent is always strong, but implementation on the ground is very slow and uneven across states and departments. WTTCII will focus on structured working groups with clear timelines, measurable outcomes and state-level partnerships so that the intent is implemented and discussions translate into projects on the ground.

Leveraging our ongoing work with the Goa Tourism Board and the recent MoU with the Government of Tamil Nadu, WTTCII will partner closely with states to turn policy intent into time-bound, measurable action with clear accountability on execution.

TT Bureau: On policy advocacy, which two reforms would most quickly ease business for hospitality and tourism, especially approvals, compliance, and operating costs?

Jyotsna Suri: First, a genuine single-window clearance system across the centre and states. Hospitality projects still navigate multiple approvals, which delay project completion. If the procedure is streamlined and execution is efficient, the projects would be completed faster, and operations would not get delayed.

Second, rationalisation of taxes and utility costs, especially electricity and licensing structures, which are disproportionately high for hotels. This would lead to further investments in the sector.

TT Bureau: Tourism’s GDP contribution is a stated priority. Which segments should India back most strongly now, and why? 

Jyotsna Suri: While India offers diverse tourism experiences, it must strongly build experiential segments – wellness, heritage, spiritual travel, MICE and niche cultural circuits. These create longer stays, higher spend and deeper engagement with local economies. India’s strength lies in its diversity; we must present it thoughtfully.

TT Bureau: Sustainability and infrastructure often collide at the destination level. How will WTTCII address sustainability issues while still pushing growth?

Jyotsna Suri: Growth and sustainability cannot be opposing forces. Development must be destination-sensitive. WTTCII will advocate carrying-capacity planning, responsible construction and community participation so tourism strengthens, rather than strains, the environment. If we protect the destination, we protect the business itself. We will also align with WTTC’s global direction of a Nature Positive pathway to achieve Net Zero by 2050. 

TT Bureau: Manpower shortages plague hospitality. How will WTTCII partner with States on skilling or migration policies to build a resilient workforce for the next tourism boom?

Jyotsna Suri: India’s demand is rising fast, but growth will be constrained unless we strengthen the workforce pipeline. Despite having a young population, the hospitality industry struggles to attract talent. Globally, WTTC’s 2025 workforce outlook flags a major shortfall by 2035, with India among the largest gaps. We must reposition tourism as a respected, aspirational career. This can be done by a strong, sustained marketing campaign by the Ministry of Tourism to promote tourism as a nation-building sector and highlight the scale of opportunities it offers.

WTTCII will work with states to align skilling programmes with industry needs, encourage apprenticeships and create mobility pathways. We must advocate an inclusion and diversity agenda – widening participation and promoting respectful, safe and accessible workplaces. At the LaLiT Suri Hospitality group, we are already advocating this.

Through our hospitality school – The LaLiT Suri Hospitality School, we have seen how focused training can transform first-generation learners into confident professionals. This model can be scaled.

TT Bureau: On a personal note, after decades in hospitality leadership, what continues to inspire you about this industry?

Jyotsna Suri: Hospitality is about people. Every day, we create new opportunities, renew confidence and bring diverse cultures together. I believe in not just building hotels but developing destinations, thereby enabling communities to grow with us. That conviction continues to inspire me, even today.

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As the Indian hospitality landscape approaches HOPE 2026 at Goa — the industry’s most exclusive summit for leadership, innovation and strategy — a set of questions pulse beneath the surface of every agenda item and panel discussion.

These are not operational checkboxes; they are the strategic and philosophical provocations shaping decisions at the highest levels.

Hosted by HVS ANAROCK in the leisure capital of Goa on February 26–27, 2026, HOPE (Hospitality Overview Presentation & Exchange) once again brings together the industry’s foremost leaders, investors, operators and thinkers — curated around a programme of peerless conversations, market insights, and forward-leaning debates.

Building on its evolution into India’s definitive hospitality conclave, the summit will feature sessions spanning global leadership views, the economics of travel’s next decade, capital investment and strategies, and real-world lessons from top hotel operators.

At the heart of HOPE 2026

At the centre of many of these dialogues stands Mandeep S. Lamba, President & CEO (South Asia), HVS ANAROCK — a seasoned industry voice with deep experience guiding research, market intelligence, and strategic direction for hospitality players across South Asia.

His moderations and LeaderSpeak engagements with global CEOs at HOPE mean the summit is not just about trends, but about how leaders are thinking through the shifts underway.

More than an Agenda

More than an agenda, HOPE 2026 is a crossroads of purpose and performance. From India’s ongoing boom in domestic travel to the pressures of supply and demand mismatches, post-pandemic reinvention, and the arrival of new business models, these issues reflect not only where the sector has reached but where it must choose to go next.

Before the Summit doors open, here are the questions already coursing through the industry’s bloodstream.

TT Bureau: What structural changes have occurred that make HOPE 2026 so different from the previous three editions? And how does the continued presence of global hospitality CEOs reinforce HOPE’s growing global relevance?

Manseep S. Lamba: HOPE 2026 reflects how far both the platform and the Indian hospitality story have come. What began as a high-quality industry conference has, over the past few years, evolved into one of the most influential hospitality summits in the region, where global CEOs, hotel owners, investors, policymakers, and innovators come together for conversations that genuinely shape strategy.

The difference in 2026 is not a dramatic structural shift, but a clear step up in scale, confidence, and relevance. The platform now operates as a layered ecosystem rather than a single-track agenda. Alongside the mainstage, HOPE brings together focused, invitation-led environments such as ECHO, the closed-door conclave for owners and investors, and EDGE, the leadership masterclass developed with New York University. These formats allow for deeper, more candid discussions around capital, development, leadership, and long-term value creation.

As a result, HOPE today feels less like a traditional conference and more like a strategic meeting point for the industry. It is where decisions get shaped, partnerships take root, and the global hospitality community engages more seriously with India’s growth story. HOPE 2026 conference builds on this momentum, bringing sharper conversations, stronger global participation, and a more integrated view of the forces shaping travel and hospitality.

Global hospitality CEOs operate on tightly managed calendars and tend to prioritise only those platforms that offer real strategic value. Their continued presence at HOPE signals that the conference has become an important forum in the global hospitality dialogue. More importantly, it reflects how India is being viewed today, not just as a future opportunity, but as a current growth engine. When global CEOs choose to engage with the industry from an Indian stage, it reinforces both India’s rising significance and HOPE’s position as a credible, globally relevant platform.

TT Bureau: HOPE started with hoteliers but now attracts investors, OTAs, tech leaders, and policymakers. How has this diversification changed the event’s dynamics? What percentage of 2026 delegates represent non-traditional hospitality stakeholders?

Mandeep S. Lamba: HOPE began with a strong core of hotel owners, operators, and brand leaders, but the underlying vision was always to create a more holistic platform for the entire travel and hospitality ecosystem. Over the years, that vision has steadily taken shape, with investors, private equity funds, OTAs, travel-technology firms, airlines, architects, and policymakers becoming an integral part of the dialogue.

As a result, the conversations have moved well beyond occupancy, rates, and brand strategy. Today, discussions at HOPE span capital allocation, deal structures, distribution, technology, development, and regulatory direction, and much more, reflecting the real decisions shaping the industry.

This broader participation has changed the character of the event. HOPE is no longer just a peer networking forum for hotel companies; it has evolved into a platform where the full ecosystem comes together. Owners are not only evaluating brands, but also engaging with capital partners, technology providers, distribution platforms, and policymakers in the same room. That convergence leads to more meaningful, forward-looking conversations and often accelerates real alignment.

For 2026, a significant and growing share of delegates comes from outside the traditional hotel-operator community, including investors, developers, consultants, technology players, and allied sectors, reflecting both the evolution of the industry and HOPE’s positioning as a broader platform for capital, strategy, and innovation in travel and hospitality.

TT Bureau: HOPE occurs days after the Union Budget. What are the three most critical policy levers the industry is watching? If they move favourably, how would they reshape capital deployment and project timelines?

Mandeep S. Lamba: The Union Budget is always closely watched by the hospitality industry because policy direction plays a significant role in shaping investment sentiment and development pipelines. Over the past few years, there has been a visible shift in how tourism and hospitality are being positioned within the national growth narrative. The sector is no longer treated as a peripheral segment; instead, it is increasingly recognised as a major generator of employment, foreign exchange, regional development, and entrepreneurship. Recent budgets have reflected this change in tone, with destination-development initiatives and a more structured push toward infrastructure, connectivity, and experiential tourism.

That said, the industry continues to look at three critical policy levers that could materially accelerate capital deployment.

The first is the long-standing request for full infrastructure status for the hotel sector. While select project-based benefits exist, a broader, more consistent infrastructure classification would significantly improve access to long-tenure, lower-cost financing. This would enhance project viability, especially in emerging destinations, and encourage both institutional capital and domestic developers to commit to larger pipelines.

The second relates to the GST framework. As part of the 2025 GST rate rationalisation, the GST on hotel room tariffs up to INR 7,500 per night was reduced to 5%, a move aimed at boosting affordability and demand. However, this concessional rate comes without input tax credit (ITC) for hoteliers, meaning properties cannot claim the tax they pay on inputs such as utilities, housekeeping, maintenance, and other services that support those rooms. While the lower rate benefits travellers, the loss of ITC continues to elevate operating costs and compress margins, particularly in mid-market segments where cost structures are tighter

The third area is sustained policy support for destination creation, promotion, and demand-side growth. Continued investments in infrastructure, connectivity, and thematic tourism circuits are already beginning to open up new markets across the country. However, alongside physical infrastructure, there is also a need for stronger, more consistent funding for global destination promotion. India’s share of international tourist arrivals remains modest relative to its potential, and a more visible, well-funded presence on global tourism platforms could significantly strengthen inbound demand.

In essence, the government’s intent toward tourism is clearly more supportive today than it was a decade ago. If the remaining structural levers move in a favourable direction, they could meaningfully accelerate capital flows into the sector and help India’s hospitality industry move into its next phase of growth.

TT Bureau: When global leaders like Anthony Capuano, Mark S. Hoplamazian, and Elie Maalouf sit at HOPE, what are they actually deciding? Walk us through the real strategic questions global CEOs are wrestling with regarding India in 2026.

Mandeep S. Lamba: When global CEOs gather at HOPE, they are not deciding India within a single panel. More consequentially, they are shaping how India fits into the next three to five years of global capital allocation and growth strategy for their systems. The questions before them are structural: where to accelerate and through which vehicles, whether that means management, franchise, lease, conversion, or large platform partnerships with institutional owners. They are also assessing which segments will truly drive scale. Luxury commands visibility, but India’s expansion increasingly rests on the depth of midscale and economy, making segmentation as critical as geography.

Alongside this sits a broader evaluation of owner partnerships, market risk, and long-term alignment, influenced by approval timelines, construction cycles, operating realities, and policy direction emerging after the Budget. Distribution has shifted from marketing to margin architecture, spanning OTAs, loyalty ecosystems, direct channels, AI-driven discovery, and meta platforms, while the durability of growth ultimately depends on talent and leadership depth. And beyond every discussion, the CEOs’ presence sends a clear market signal to owners and investors alike: India is not a future opportunity under review, but a market open for business now.

TT Bureau: Which sessions at HOPE 2026 are you personally most excited about?

Mandeep S. Lamba: Since I have been very closely involved with curating the sessions, it would be unfair to single out any. Our business sessions with the quality and diversity of leaders are, in my opinion, not to be missed. However, showtime@hope has always been the show stopper, and it will be quite the same this year with Kapil Dev and his wit, humour and anecdote gems with Prakash Iyer, the King of storytelling for lasting impressions. 

TT Bureau: What’s your vision for HOPE 2027-28 and beyond? Does it become globally influential? How does HOPE evolve as India’s hospitality sector matures?

Mandeep S. Lamba: Looking ahead, the trajectory for HOPE is unmistakably expansive. Each edition is poised to become grander in scale, broader in participation, and deeper in influence, drawing not only hotel leaders but a widening circle of allied industries, global capital, technology innovators, and policy voices into the same shared conversation. As India’s hospitality sector matures, HOPE has the potential to evolve from a national convening into a truly global crossroads for hospitality thought, investment, and collaboration, effectively bringing the world together in dialogue with Indian hospitality and positioning the country at the centre of the industry’s future narrative.

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