A conversation with the COO of Icon Hotels India by Bhagini Group on leadership, evolving guest expectations, F&B innovation and the future of Indian hospitality.
Could you tell us about your professional journey and what inspired you to build a career in the hospitality industry?
My journey in hospitality has been quite diverse and, I would say, very hands-on. I have had the opportunity to work across multiple facets of the business—from direct sales and retail to entertainment, food & beverage and hotel operations. Each role taught me something different about people, customers and business.
What attracted me to hospitality was the fact that it is ultimately a people business. You may have the best property, the best food or the best technology, but it is the experience created by people that customers remember.
Over the years, my journey has been driven by curiosity, learning and the willingness to take on new challenges. Today, as COO of Icon Hotels India by Bhagini Group, I look at my role not just as managing hotels, but as building teams, creating experiences and developing businesses that are sustainable and future-ready.
What have been the most defining moments in your journey to becoming the COO of Icon Hotels?
The defining moments have been the transitions—moving from one vertical to another and learning to understand the business from different perspectives.
Working in sales taught me how to understand customers and generate business. Retail taught me discipline and execution. Entertainment and F&B taught me about experiences, innovation and changing consumer behaviour. Eventually, hospitality brought all these learnings together.
Becoming COO was therefore not one single milestone; it was the result of several experiences that prepared me to look at an operation holistically—people, product, revenue, customer experience and profitability.
What leadership principles have helped you navigate the challenges of the hospitality industry?
For me, leadership is about leading from the front but empowering from within.
Three principles have always been important to me:
People first. A motivated team creates a better customer experience.
Stay close to the ground. Numbers and reports are important, but you also need to walk through your hotel, speak to your guests and interact with your employees.
And finally, adaptability. Hospitality changes every day. What worked yesterday may not work tomorrow.
I also strongly believe in giving people responsibility and allowing them to make decisions. You cannot build a great organisation if every decision has to come from the top.
What has been the biggest challenge in your career, and how did you overcome it?
The biggest challenge has always been managing change—whether it is changing customer expectations, market conditions, competition or internal transformation.
I have learnt that you cannot fight change. You have to understand it and convert it into an opportunity.
My approach has always been to break a challenge into smaller, actionable areas, communicate clearly with the team and then execute consistently. Most importantly, I believe challenges should be treated as learning experiences rather than setbacks.
How has your experience shaped your approach to leading large hospitality operations?
My varied experience has taught me that a hotel is not just about rooms.
It is a combination of rooms, F&B, sales, revenue management, people, technology, service standards and guest experience—all working together.
My approach today is therefore very integrated. I look at both the top line and the bottom line, but I also look at the people behind those numbers.
A successful hotel operation is one where the guest is happy, the employee is engaged and the business is profitable.
How do you see the Indian hotel and hospitality industry evolving in the next five years?
I am extremely optimistic about Indian hospitality.
India is witnessing strong domestic travel, business travel, weddings, MICE, experiential tourism and a growing appetite for quality leisure experiences. At the same time, international tourism into India has significant room to grow.
I believe the next five years will see a stronger focus on branded mid-market hotels, experiential hospitality, technology-led operations and differentiated F&B concepts.
The biggest opportunity, however, is that India’s hospitality industry is moving from simply selling rooms to selling experiences.
What major trends are currently reshaping the hospitality sector?
I see five major trends:
1. Technology and AI – from revenue management to personalised guest communication and operational efficiency.
2. Experience-led hospitality – guests want something memorable, not just a room.
3. F&B as a destination – restaurants and bars are increasingly becoming independent reasons to visit a hotel.
4. Wellness and lifestyle hospitality – health, wellness and curated experiences are gaining importance.
5. Sustainability and responsible operations – guests and businesses are becoming more conscious about energy, water, waste and sourcing.
The hotels that successfully combine technology with the human touch will have a significant advantage.
How are changing customer expectations influencing hotel operations and services?
Today’s customer is far more informed and has significantly more choices.
They expect speed, convenience, personalisation and consistency. They are also willing to share their experiences immediately through social media and review platforms.
Therefore, hotels have to become more responsive. Technology can help us understand preferences and improve efficiency, but hospitality can never become completely technology-driven.
A guest may appreciate a seamless digital check-in, but they will still remember the warmth with which they were welcomed.
The F&B sector is a major contributor to the hospitality industry. How do you see its role evolving?
F&B is no longer simply an additional revenue stream for hotels. It has become a destination in itself.
A great restaurant, bar or experiential dining concept can drive footfalls, create brand visibility and even influence hotel room bookings.
I believe hotels need to think beyond traditional hotel restaurants and develop strong, differentiated F&B brands that appeal to both hotel guests and the local community.
At Bhagini Group, our experience across different F&B formats has reinforced my belief that understanding the local customer is just as important as understanding the hotel guest.
What are the emerging trends in food and beverage that hotel businesses should focus on?
I see strong opportunities in experiential dining, regional Indian cuisine, premium casual dining, innovative bar concepts, delivery-friendly formats and technology-enabled F&B operations.
There is also a renewed interest in authentic regional food. Customers increasingly want stories behind what they eat—not just presentation.
At the same time, operators need to remain disciplined about food cost, manpower productivity, menu engineering and consistency.
Creativity gets customers through the door; consistency and value bring them back.
What advice would you give to young professionals aspiring to build a successful career in hospitality?
My biggest advice is: don’t chase designations; chase learning.
Hospitality gives you the opportunity to learn something every single day. Spend time in operations. Understand sales. Learn F&B. Understand finance. Talk to customers. Most importantly, learn how to manage people.
Be willing to start at the ground level and earn your credibility.
And never underestimate the importance of attitude, discipline and consistency. Skills can be taught, but the willingness to learn, adapt and take ownership is what differentiates successful hospitality professionals.
I would also tell young professionals that hospitality is one of the few industries where your career can grow as fast as your ability to take responsibility.
Stay curious, stay humble, keep learning—and always remember that hospitality is ultimately about making people feel valued.
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