The Today’s Traveller Summit brought together some of the brightest minds in Indian hospitality leadership, focussing on the future trajectory of the sector.
At Today’s Traveller Summit, an air of optimism filled the room as top hospitality leaders from across India gathered to discuss the Leadership Makeover: The Rise of Development Leaders in Hospitality. The dialogue was refreshingly open, touching on growth, talent acquisition, and how companies are preparing to navigate the future.
Yet, amidst all the talk of expansion and innovation, there was an underlying issue no one fully addressed—the leadership crisis that is quietly brewing in the background.
Prominent visionaries in Indian hospitality leadership set the stage for an in-depth analysis of the industry’s rapid evolution and challenges. With a focus on strategies for sustainable growth, talent cultivation, and forward-thinking leadership, the Today’s Traveller Summit provided a much needed platform for thought leaders to share insights on navigating success within the industry’s constantly shifting landscape.
Moderated by Mandeep S. Lamba, President of South Asia at HVS, the panel discussion, titled “Leadership Makeover: The Rise of Development Leaders in Hospitality Companies,” featured industry veterans Anil Chadha, Divisional Chief Executive of ITC Hotels; Mohit Nirula, Chief Operating Officer of The Oberoi Hotels; Sudeep Jain, Managing Director of InterContinental Hotels Group (IHG); Nikhil Sharma, Managing Director and Area Senior Vice President, South Asia at Radisson Hotel Group; and Zubin Saxena, Senior Vice President & Regional Head, South Asia at Hilton.
The panel reaffirmed the pivotal role of hotels in pioneering industry standards and delivering exceptional services, ensuring that they remain leaders in the hospitality field. This comprehensive dialogue examined the growth potential within India’s stable hospitality landscape and the pivotal role of strategic leadership.
Emphasizing the importance of fresh perspectives, the panelists highlighted growth strategies, challenges of talent acquisition, and how companies are positioning themselves for success in a rapidly evolving market.They noted that diverse skills and innovative ideas drive service enhancement, competitive advantage, and adaptability in today’s market, reaffirming that strong leadership and a forward-looking approach are vital for sustainable industry growth.
Charting the Future: Hospitality Leaders Share Bold Insights for a Transformative Decade
Mandeep Lamba set off the lively panel debate on “Leadership Makeover: The Rise of Development Leaders in Hospitality” with an impactful opening statement: “It’s difficult to get five CEOs leading India’s hospitality industry together on one stage, and I want to ask them —what’s keeping you busy, and what’s the outlook? What will happen over the next five years?”
This thought-provoking question ignited a spirited discussion at the Today’s Traveller Summit as the industry leaders offered insights into how they are navigating an evolving landscape while planning for the future. The conversation emphasized the need for swift adaptation to changing demands without compromising core values, setting a forward-looking and strategic tone for the debate.
Pacing ahead in a booming market – growth plans over the next 5 years
Mandeep Lamba set the conversation in motion by highlighting the impressive growth trajectory of Indian hospitality. Noting that “we waited forever for these days to come,” He asked panelists about their visions for the next few years.
Mohit Nirula, spoke about how his company, which has over three decades of legacy, is adapting to new ways of working. “We are now well on our way to expanding rapidly, but even if we double in size, we remain focused on maintaining the ethos and bespoke luxury that defines us. This is what keeps us busy right now,” he shared, reflecting on the importance of scaling while maintaining quality. “The challenge is to grow while preserving our ethos, culture, and dedication to bespoke luxury.” For Nirula, this balance between expansion and high standards remains a core focus.
Nikhil Sharma shared that his team signed over 20 hotels this year, with 13 more set to open by December. “As we grow these hotels, there’s an equal focus on the quality of growth,” he said, stressing how this ambition fuels their daily work.
Anil Chaddha struck a decisive tone, noting, “Our time is now, and if we don’t catch the pace, it’s never coming back.” Reflecting on the rapid developments in the industry, he emphasized the simultaneous growth of brands and employees: “We opened 32 hotels over the last two years and launched two new brands. On the whole I think it’s a good wicket that india is on and you need to make sure that this is not the time to walk. I think this is the time to run and you need to lead the company accordingly.”
Sudeep Jain kept it succinct: “We’re focussed on three things—opening new hotels, signing new ones, and recruiting new talent.” His clear outline of priorities resonated with the sense of urgency echoed by the other panellists.
Zubin Saxena outlined his company’s goal: “Our mission is clear—to have 75 hotels operating and in the pipeline by 2027. We’re on track, with 20 hotels opening over the next two years, and we’re set to sign our 50th hotel in the coming weeks. Growth is essential, but it must be done in a way that preserves our workplace culture because expansion often comes at a cost.” For Saxena, balancing rapid growth with maintaining India’s best workplace culture is a core mandate, with clear objectives for the next three years.
The talent crunch amidst rapid growth: What keeps hospitality leaders up at night
With such rapid expansion, talent acquisition has become a crucial concern. Mandeep Lamba began by asking the panel to pinpoint the single biggest issue keeping them awake at night amidst this rapid growth.
Zubin Saxena responded with a stark assessment of the talent landscape, explaining, “We’re all talking about hundreds of hotels here collectively. Each hotel impacts the economy with a 1:16 employment ratio, meaning each room indirectly creates 16 jobs. With India’s market projected to add around 57,000 rooms in the next five years, the question is: where are the people to support this?”
He cautioned that if the hospitality industry doesn’t address the talent gap, it could become a “self-limiting prophecy.” He also emphasized the need for streamlined policies, echoing KB Kachru’s earlier session on the importance of ease of doing business: “We can’t afford to wait five or six years for hotels to open while we chase over 100 licenses.”
For Sudeep Jain, the challenge of securing talent was pressing and immediate. “We’ve done the math,” he explained, noting that even after reducing post-COVID attrition rates, the demands are enormous. “With 52 operating hotels, 64 more in the pipeline, and signing rates of 15–20 hotels per year, we need to recruit 25 people every single day on average just to meet our current needs. Multiply that across the industry, and we’re looking at a minimum of 200 new hires per day. That’s a substantial challenge.”
With a 90-year legacy in training and development, Mohit Nirula of Oberoi Hotels highlighted the importance of a strong learning culture. “We’re fortunate to have a reputation as a premier place for learning, with programs dating back to 1965,” he shared. For Nirula, a significant advantage lies in the foundational training Oberoi provides, which has become a benchmark in the industry. “The problem is well-known, and the ones who will thrive are those who find the best solutions,” he said, underscoring the importance of robust training to attract and retain talent.
Anil Chaddha agreed that talent remains a top priority, linking skilled employees directly to a hotel’s performance. “Superior performance doesn’t happen without great talent,” he explained. “Years ago, we invested in creating a strong talent pipeline through hotel schools and management training programs. That investment must continue, because without a committed talent pool, we can’t deliver on the promises we make to property owners or meet the profitability expectations we set.” He highlighted the responsibility of managing others’ assets, stressing the need to maintain a strong workforce that can deliver on these commitments.
Nikhil Sharma shared similar sentiments, identifying gaps specifically in entry-level talent. “We have strong middle and senior management, but we’re missing a robust talent pool at the entry level,” he noted. To bridge this gap, his team is launching a comprehensive finishing school in partnership with institutions like THSC. “Our goal is to scale this program for the industry, not just for us,” he said, reflecting a collective approach to solving the talent issue.
Shifting from legacy practices to modern expectations
Mohit Nirula opened the conversation by reflecting on how the industry has to “undo the sins” of outdated practices to attract today’s talent. “When I started, we were told to ‘remove your watch and throw it away’—the job was everything. Today, those old ways are costing us talent,” he admitted, emphasizing that creating an attractive workplace has become essential. “If we’re the first door talent knocks on, we’re already succeeding,” he added.
Mandeep Lamba highlighted how entry-level employees used to value perks like clean, air-conditioned spaces, uniforms, and duty meals. But today, those perks don’t resonate as they once did. “This generation is more educated, aware, and socially connected. They’re not just looking for the basics; they want an experience,” he noted. He explained that hotels once led the way in providing staff facilities like cafeterias and uniforms, but wondered if they’d kept pace with today’s standards. “Look at modern offices with smart dining areas and recreational facilities—have we evolved to match that?” he questioned.
Chaddha echoed this need for modernization, sharing that his team has invested significantly in employee satisfaction. “We provide much more than just cafeteria meals and uniforms. In Chennai, our staff has access to a gym, badminton court, pool table, and even weekend events,” he shared.
Anil Chaddha also noted that today’s young professionals expect fast advancement. “They won’t wait 20 years to become a GM and apart from hospitality he has plenty of other opportunities across hotels, retail, and even banking.”
Balancing Flexibility and Work-Life Needs
Sudeep Jain emphasized the importance of work-life balance, noting that his company had implemented monthly days off across 80% of their hotels. “Work-life balance is non-negotiable today. In the past, double shifts and minimal days off were standard, but that doesn’t work anymore,” he said. He shared that policies have evolved to allow personal cell phones and visible tattoos, showing respect for individuality. “These may seem small, but they reflect the broader cultural changes we must embrace,” he added.
Jain also highlighted the intensifying global competition for talent. “Our real competitors aren’t just local hotels; they’re in Dubai, Singapore, and soon the UK. We have to evolve to retain talent that’s being courted internationally,” he emphasized.
Nikhil Sharma remarked on the changing expectations of the new generation entering the hospitality industry and how the demographics have shifted from employees content with basic benefits to a younger, more educated workforce with higher expectations. “Today’s youngsters are more educated, more aware, and have different needs,” he noted, adding, ” If we don’t adapt, we’ll lose talent to other industries.”
Expanding the talent pipeline and embracing career flexibility
Zubin Saxena contributed a key perspective on rethinking talent acquisition. “If you want the right solution, you have to first identify the problem. I think we’re cutting ourselves short both at the top of the funnel and the bottom,” he began, noting that the industry often draws talent only from established sources, potentially overlooking great candidates. “Attrition is a problem, and I strongly believe the best general managers may come from outside the hotel industry,” he said, challenging traditional recruitment norms.
Saxena also underscored the need to adapt to a workforce that no longer considers one job as their entire career. “Fifty years ago, the company you worked for was your career. Today, people are chasing multiple careers. We need to offer part-time options to keep up with this trend,” he suggested. According to Saxena, providing flexible roles can help the industry adapt to a generation that values diversity in career paths. “The times have changed, and so must we,” he concluded.
In closing, the panel agreed that the hospitality industry’s ability to attract and retain top talent depends on its willingness to modernize. The industry must attract a new generation of professionals by adapting to their needs, investing in talent, and evolving workplace standards.
Anil Chaddha captured the sentiment perfectly, saying, ““Employees are seeking meaningful workplaces where they feel valued. Opportunities in this field are boundless; if you’re passionate about hospitality, there’s room for growth.”
Leadership at the Crossroads
The Today’s Traveller Summit left us with a sense of urgency—while the hospitality industry is poised for unprecedented growth, it’s clear that the leadership required to sustain this growth may not be fully in place yet. There was plenty of talk about new hotels, new talent, and new strategies, but the elephant in the room remained largely unaddressed. Leadership in hospitality management is undergoing a critical makeover, but the panel shied away from the deeper issues of transforming leadership.
Hospitality leaders today are expected to juggle more than operational efficiency; they must now spearhead development, manage an ever-evolving workforce, and keep pace with a dynamic market.
The future of the industry depends not just on growth and talent but on leaders who can adapt to the changing landscape. As the hospitality industry continues its breakneck expansion, the real test will be how effectively leaders adapt to these new realities—and whether they can create the kind of workplace that not only attracts but retains the talent needed for the next phase of growth. If this isn’t addressed, the industry’s future may not be as bright as its projections suggest.
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