Why Federico J. González, the world’s leading hotelier, CEO of Radisson Hotel Group and Board Director of the Louvre Hotel Group views India as hospitality’s growth engine.
EVERY DESTINATION WHISPERS A STORY. EVERY MOMENT, A MEMORY.
Let your heart guide you on an unforgettable journey.
When we brought out our anniversary issue, it felt like a time to pause and celebrate. To look back at the path we’ve travelled with Soul of Hospitality and the community that has carried us here. But as soon as the applause quieted down, a question came up for me: what comes next?
Because the truth is, the world around us is moving at a pace we’ve never seen before. Hospitality, by its very nature, sits right at the centre of that movement. And in this moment of constant change, it’s impossible to stand still.
Everywhere we look, the markers of hospitality are shifting. Travel isn’t only about where you go anymore — it’s about why you go. Design is no longer about what looks good — it’s about what feels right, what sustains, what inspires. Luxury is being redefined every day, leaning away from excess and towards authenticity. And wellness — once a side note — has become the headline. Guests today want to know: how does this place restore me, how does it care for me, how does it connect me to something larger than myself?
These are big questions, and they’re not fleeting trends. They’re shaping the very core of how hotels, resorts, restaurants, and destinations will grow in the years to come.
And if you look around India, the signs are everywhere. Demand is rising across the board — from metros to Tier II cities — and RevPARs are hitting double-digit growth. Domestic travellers are moving with a confidence we haven’t seen before, while India’s position on the global
tourism map is stronger than ever. What excites me is how Indian hospitality is finding its own language — blending scale with intimacy, and tradition with innovation. It’s a story the world is beginning to notice, and one we at SOH feel privileged to tell.
Transitions like these can feel daunting, but they are also a call to creativity. In fact, they’re the reason this magazine exists. SOH was never meant to be just a chronicle of what’s happening in hospitality. It was meant to capture the spirit underneath — the ideas, the energy, the soul that drives it forward. And in this edition, more than ever, we want to lean into that.
That means looking harder at the subjects that will define the industry’s next decade: design that creates value, wellness that feels authentic, sustainability that’s baked into every decision, investments that build for the long term, and culture that gives hospitality its unique edge.
The 14th edition is not just another issue on our shelves — it feels like a reset. A chance to begin the next chapter with clarity, with sharper focus, and with a deeper commitment to you, our readers, who share this journey with us.
So, as you turn these pages, I hope you feel a sense of the moment we are in. Hospitality is not just responding to change — it is shaping it. And in shaping it, it is redefining how we live, travel, and connect.
That, to me, is what makes this world in transition so exciting. And that is what makes this edition of Soul of Hospitality so necessary.
GURMEET KAUR SACHDEV gurmeetsachdev@soulinkkworldwidemedia.com
Federico J. González, CEO of Radisson Hotel Group and Board Director of Louvre Hotel Group, is an unassuming man— soft-spoken, self-effacing, and gentlemanly. His leadership mirrors his personality, built on generosity of spirit and thought rather than bluster and dominance. These qualities have served him well as he leads Radisson Hotel Group’s global growth and helps steer Sarovar, part of Louvre, to higher international standards.
González, who values clarity, simplicity, and honesty in communication, was in India recently for the launch of Sarovar Portico in Sriperumbudur. He spoke to SOH about his leadership style, the potential of the Indian market, and the books he writes. His from-the-heart interview follows inside.
Meanwhile, Chef Vijay Kumar has become a force in New York’s high-power culinary circuit. Semma, his restaurant inspired by the simple, soulful food of his Tamil Nadu home, initially catered to Indians longing for familiar flavours. Today, it has won the James Beard Award 2025 and earned a place on The New York Times ‘Best Restaurant in the City’ list—testament to its deep influence on the city’s culinary soul.
This edition also explores how collaborations between Indian hotel bars and international award-winning counterparts have boosted ratings, built world-class brands, and driven revenues. We review South Asia’s first mega-integrated resort in Sri Lanka, admiring its scale, potential, and groundbreaking design. A twoday escape at St. Regis Goa’s ultra-private Manor—“a hotel within a hotel”—offers a rare mix of seclusion, luxury, and exclusivity.
Finally, a correction: In Edition 13, in an article on sustainability, a quote on Andaz New Delhi by Hyatt was mistakenly credited to Pratima Badhwar, Head of Commercial, Accor India & South Asia. The error is regretted.
Enjoy the edition.
Warm regards,
DEEPALI NANDWANI, EDITOR, SOH
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Gurmeet Sachdev
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Printed and Published by Gurmeet Sachdev on behalf of Soulinkk World-Wide Media LLP. Registered office: 1/2, Old Anand Nagar, Nehru Road, Santacruz East, Mumbai, Maharashtra - 400055. Printed at Silverpoint Press Pvt. Ltd., A-403, TTC Industrial Area, Near Anthony Motors, Mahape, Navi Mumbai – 400709. Editor: Deepali Nandwani. All rights reserved worldwide. Reproducing in any manner without prior written permission prohibited. SOH takes no responsibility for unsolicited photographs or material all photographs, unless otherwise indicated, are used for illustrative purposes only. Unsolicited manuscripts will not be returned unless accompanied by a postage pre-paid envelope. All disputes are subject to the exclusive jurisdiction of competent courts and forums in Mumbai only. Copyright Soulinkk World-Wide Media LLP.
Federico J. González, CEO of Radisson Hotel Group and Board Director of Louvre Hotels Group, believes India is hospitality’s next great frontier. In an exclusive interview, he speaks about leadership and India’s vast potential.
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India’s new vinyl bars are swapping bass-heavy beats for retro and nostalgic soundtracks.
DEEPALI NANDWANI
Did you know that 45 percent of India’s vinyl buyers are under 30?
This love for vintage and retro has spurred a new nightlife trend, with India’s urban elite drawn to the tactile allure of vinyl records at the country's growing vinyl bars and cafes.
For the older generation, these venues evoke fond memories and nostalgia, returning them to the music of their youth.
In contrast, younger patrons are opting to swap blaring contemporary music for more curated sounds of jazz, classic
rock, blues, and even Bollywood classics played on turntables, discovering the analogue experience for the first time.
As the night progresses and the lights get dimmer, the needle drops and a soft crackle fills the plush interiors of clubs that look right out of Europe of the late 19th and early 20th century.
Some of India’s vinyl bars are also inspired by Japan’s retro Ongaku Kissa (jazz cafés) and Hong Kong’s tea houses—intimate bars and tea houses where music commands silence and reverence. In India, the music, however, is not restricted
to jazz. From Goa’s For The Record to Mumbai’s Baroke, India’s vinyl bars are turning up the volume on analogue cool.
The perfect listening room when it comes to vinyl needs to be moulded by both architecture and acoustic science. Venues like For The Record and Analogue in Goa use bespoke, hand-built systems optimised for vinyl’s warmth. The design goes beyond the gear used to play the vinyls: it spans the lighting, the acoustics, and the way the space slows you down to listen.
A curated list of the best vinyl bars across the nation.
Panjim, Goa
India’s first vinyl bar takes its cues from Tokyo’s Ongaku Kissa havens, where aficionados gather to listen to American jazz records. At For the Record, owner and jazz musician Buland Shukla channels the vibe, but serves up more than just jazz. Opened in 2020, it’s India’s first vinyl-only bar, boasting a handcrafted vacuum-tube Hi-Fi system and cocktails spotlighting local feni. The
Portuguese-era bungalow, with its vintage colonial charm, is the perfect ambience in which you can leave the 21st century behind and slip into analogue nostalgia. Unlike traditional Ongaku Kissa bars or coffee shops in Japan, though, there is no rigid rule of maintaining silence here. The bar is abuzz with conversation and people singing to the music.
At the heart of Bengaluru’s cultural scene stands Middle Room, which has emerged as a soulful listening bar nestled within The Courtyard in Shanti Nagar—an enclave celebrated for its curated blend of restaurants, bars, and cultural centres. Drawing inspiration from the intimate Japanese Ongaku Kissa (jazz cafés) and the world’s finest audiophile lounges, Middle Room is a nod to Bengaluru’s storied pub culture and its rich, musicinfused legacy. Far from being just another pub or eatery, it’s a sanctuary crafted for the purists—a space where analog sound reigns supreme, inviting you to lose yourself in the warmth of music’s timeless embrace.
Kala Ghoda, Mumbai
Mumbai’s Kala Ghoda is home to The Dimsum Room, which hides a rare treasure within its warm embrace— The Listening Room, a sonic sanctuary inspired by Hong Kong’s lively tea houses and the golden age of vinyl lounges. Outfitted with a state-of-the-art Munro Acoustics sound system, The Listening Room fuses jazz with modern electronic beats, creating an eclectic soundtrack that mirrors the restaurant’s inventive table. More than just a corner for vinyl, it’s an immersive space where genres, moods, and flavours harmonise in unexpected ways.
Mumbai’s first vinyl-only listening bar, this acoustic sanctuary is a posh bar in Grant Road and houses 250 handpicked records—from Jimi Hendrix to Dave Brubeck—played on a highfidelity setup that delivers every chord and riff with crystalline clarity. The acoustically treated interiors ensure nothing distracts from the experience. The warm, cocoon-like space and plush seating make it a haven for analogue purists.
At Records.Coffee in Bandra, Mumbai, The Revolver Club curates a mean list of vinyls. Patrons are invited to browse shelves, pick an album, and play it over coffee in an evolution of café culture from a hangout space to one that promotes and preserves culture. They are building a third space—part café, part vinyl haven.
Delhi’s Genre boasts a vinyl wall and weekly ‘record spin’ Thursdays, even encouraging collectors to bring their own vinyls to play for the selected audience.
Chennai’s Vinyl & Brew pairs slow-brewed coffee with minimalist analogue charm, while Ahmedabad’s Blockheads and Mumbai’s Journal Bombay host vinyl brunches, weaving music into the dining experience.
In an era of mindful eating and conscious cooking, Aragma—a quiet, ingredient-led restaurant in Pune—is shaping India’s slow dining movement with elegance and emotion.
Aragma doesn't name its dishes, instead focussing on the ingredients even in its name, like this dish made of moth beans,
and grapefruit.
The slow dining movement has been reshaping the Indian restaurant landscape for a while now. It has found a new address in Pune that invites diners to slow down and reminds them to sit, savour, and reconnect. Rooted in seasonality and cultural resonance, the food at Aragma is more than nourishment; it’s a story, a pause, a return to the roots.
Founded by Poornima Somayaji, a former computer engineer turned restaurateur, Aragma embraces slow dining: a deliberate, soulful approach to food that invites reflection and connection. Derived from the Greek word for ‘enjoying life’s simple pleasures,’ Aragma is a space where Indian ingredients shine—reimagined, refined, and rooted in tradition.
Last weekend, we decided to drive down from Mumbai to Pune to experience an experiential meal at Aragma. Hidden in a quiet lane off one of the busy streets of Sangamvadi, Aragma is a place you’re meant to stumble upon. The ambience mirrors the philosophy— serene, earthy, and evocative. Rice stalks are placed as centrepieces; banana sap chandeliers glow above; and muted tones set the stage for quiet indulgence. Designed for intimacy, the restaurant has just seven tables, ensuring an immersive experience. “No walk-ins, no rush,” says Somayaji. “Every meal is planned, cooked thoughtfully, and served with intention. It’s about coming together, slowing down, and rediscovering food as an emotional connector.”
CLOCKWISE FROM LEFT: A dish made with dill, horsegram and asparagus; Avocado finger millet; a delicately crafted dish infused with plum and aromatic spices.
Somayaji’s journey to Aragma commenced during a difficult personal phase of her life. Cooking proved to be therapeutic, eventually transforming into a mission: to rekindle India’s culinary memory through nostalgia, curiosity, and comfort. She teamed up with chef Amit Ghorpade, who brings over a decade of international culinary experience to the table. The duo craft menus that spotlight seasonal, everyday Indian ingredients, presented in a more contemporary avatar. Each tasting menu, refreshed every three months, follows a central narrative that unfolds like chapters in a well-loved book. Together, they formed a pantry that maps a culinary journey through regions, histories, and reinvention.
At Aragma, we saw that the soul is Indian while the techniques are global. The tradition is to highlight one millet in every menu. A jowarurad bread with spiced plum curry might nod to Arabic influences. Pineapple and mosambi create a Portuguese-Indian tango in a dish. Every course honours Indian heritage with sophistication and sensitivity. “The goal is to make India shine,” says chef Ghorpade. “We give indigenous ingredients such as ambadi, wood apple and karvand, which are vanishing, a new life. It’s like painting with Indian flavours on a global canvas.”
Every dish at Aragma is a tribute to provenance. Darima’s Zarai Cheese from Uttarakhand, tropical Makrut Lime harvested by local farmers and native to various parts of Asia, including India; British parsley paired with amla; and Matki beans layered with shitake mushrooms—each ingredient is chosen with care and consciousness. Even dessert tells a tale: figs meet Earl Grey and sherry vinegar, while miso and almond gum evoke distant travels and deep memories.
The four-course summer lunch menu we sampled was thoughtfully curated around four standout ingredients—tomato, mango, ginger, and buckwheat—each featured in a distinct course that celebrates seasonal freshness and regional depth. It began with a refreshing tomato appetiser, featuring sliced heirloom tomatoes sitting on a punchy salsa to balance the natural acidity and sweetness. The second course was chilled Mango Ginger—the subtly spiced beverage had a sharp zing of ginger and the sweetness of ripe mango.
The third course showcased buckwheat, one of the oldest domesticated millets in northern India, cooked into a soft, earthy
tortilla stuffed with charcoalcooked meat, garnished with walnuts and vinaigrette, and served with a pepper-forward sauce infused with a blend of warming spices. The vegetable stock-cooked rice accompaniment was topped with a nutty, umami-rich podi made of sesame, kalonji, and seaweed. Our meal ended with a cardamominfused, milk-based dessert, layered with shredded tender coconut, fresh mango slices, Gondkatira (derived from the sap of the astragalus plant), and wild honey foraged from the Bhimashankar Hills. The delicate dessert, perfumed with jasmine flower, had a layer of colostrum milk that added depth to the finale.
“Our ingredients are travellers,” Somayaji explains. “They carry stories—of farmers, lands, and traditions. We stay connected to the source, ensuring quality while supporting small growers.” Aragma works with farmers such as Girija Venkatraman, Amol Undre and Priyanka Chordia from Hadapsar, Purander and Chinchwad.
Mindful dining isn’t just a global trend—it’s about eating with intention. In a city like Pune, known for its slower rhythm, Aragma feels right at home. “Our meals spark conversations—not just about food, but about where it comes from, who grew it, and why it matters,” Somayaji says. “Food, after all, is one of India’s oldest storytelling traditions.”
Quilon—a one Michelin star restaurant at St James' Court, A Taj Hotel—has returned, reimagined, opening a bold new chapter in south-west India’s vibrant cuisine.
Taj’s Michelinstarred restaurant Quilon has stood as a beacon of Indian fine dining in London.
Helmed by chef Sriram Aylur—celebrated for bringing India’s vibrant flavours to the global stage—Quilon honours its 26-year legacy while embracing a refreshed design and culinary journey—grounded in coastal flavours and shaped by modern techniques. SOH was invited for an elevated dining experience at the reimagined space.
Quilon is a symbol of Taj’s iconic Indian culinary excellence in the UK with an 18-year Michelin star legacy. The transformation goes beyond aesthetics. Atelier Wren’s redesigned interiors reinterpret southern India elements through a contemporary lens. Oil-lampinspired lighting, rangoli-motif floor tiles, soft beach-inspired tones, and terracotta floors combine with artisanal textures to evoke warmth.
At the heart of this quiet evolution is a team including chef Aylur, executive chef Ramesh, manager Santanu, and other team members who have helped shape Quilon’s identity.
“Quilon began almost 26 years ago. I came to London to open this restaurant,” states chef Aylur. The team has evolved with the concept. “Today’s diners are more conscious about wellness, sustainability, and dietary preferences. We have embraced this shift to create an experience
that feels natural and inclusive, whether you’re vegan, vegetarian, or simply seeking thoughtful, flavour-forward cuisine.”
The menu remains anchored in south-west coastal India, showcasing spice-rich seafood, delicately spiced meats, and flavourful vegetarian plates.
Signature dishes such as Seafood Moilee and Malabar Lamb Biryani continue to delight, besides inventive offerings such as Baked Black Cod and Oysters Three Ways.
“Our menus are guided by regional roots and seasonal ingredients—balancing bold flavours with finesse,” explains chef Aylur. “From the spice-laced kitchens of Karwar to Kerala’s coconut-rich coasts, this chapter blends memory with modernity.”
Authenticity begins with sourcing: Badge chillies from Mangalore, Malabar peppercorns from the Western Ghats, and
toddy vinegar replace commercial substitutes. Fortunately, London’s global pantry makes this possible. Yet the approach is progressive.
Quilon’s menu evolves with the seasons; it features 10–20 seasonal dishes celebrating peak ingredients. Mango season sees Alphonso in unexpected forms, while lesserknown European roots like salsify are reinterpreted as south staples. This approach reflects the philosophy: cuisine is never static. “Much of what we consider classic Indian cuisine has evolved with time, trade, and availability,” he explains. “Chillies were brought to India by the Portuguese. Over time, they became inseparable from our regional kitchens. That same spirit guides us—to explore, adapt, and re-imagine what’s possible.”
The reimagined experience extends to the beverage programme—where the spirit of the south-west finds expression in every sip. Indian botanicals— cardamom, chillies, native herbs— feature in inventive cocktails complementing the cuisine’s depth and spice. The award-winning wine list offers global diversity, while rare vintage beers aged for 15–20 years and an extensive whisky collection round out the offerings. “People don’t often associate beer with ageing, but we’ve sourced vintage beers that challenge that notion,” he shares.
“Every element—from cocktail to dessert—is treated with intention,” says chef Aylur. “We want guests to feel immersed, engaged, and cared for.”
“We’re not just plating things differently,” explains chef Aylur. “When we create something, the intention is that it should feel like it’s always belonged— unfamiliar first, but on tasting, it resonates.”
Each new dish is guided by the same flavour profiles, textures, and seasonal sensibilities that define the region—yet there’s a hint of innovation. The result is a menu that honours the past, speaks to the present, and hints at the future.
Consistency is key to Quilon’s legacy. “We come from the Taj tradition. There’s an unspoken expectation of warmth and excellence that guests associate with the name. And that makes them keep coming back—not just for the food, but for how it makes them feel.”
BOTTOM: The food at Quilon, though authentic, has evolved with time, place and produce. The result is a menu that honours the past, speaks to the present, and hints at the future.
Challenges abound—especially when authenticity demands ingredients that aren’t climatefriendly in London. But meticulous preparation ensures year-round authenticity.
Conversations at Quilon often extend beyond the plate. The team guides guests through spice levels and regional flavours, shaping experiences for both newcomers and seasoned diners. It’s about walking that journey together.
This is where an Indian restaurant’s success lies in a different country—in creating an emotional connection between what is served and how. “That’s the real challenge. And when we get it right—that’s the greatest reward,” he concludes.
We journey through the Spanish capital’s culinary offerings, from ancient palaces to gourmet tasting menus and Michelin-star restaurants.
Madrid, Spain’s capital city and a global hub of politics, finance and culture, has a history that stretches back to pre-historic times, its people having lived under the rule of both Islamic Iberia and the powerful Philip II, who ruled Spain, Portugal, and parts of Italy at various times since 1556. The city's history spans the devastating Spanish Civil War.
Madrid's old architecture is a fascinating tapestry of its evolution from a medieval outpost to a grand capital, reflecting influences from Islamic, Gothic, Renaissance, Baroque, and Neoclassical periods. This story, however, isn’t about its architecture. It is about its restaurants, some of them centuries old, some new and Michelin-starred.
Fascinatingly, for me, the journey into the heart of Madrid’s culinary landscape at the sidelines of the Madrid Fusion event did not begin with a restaurant. It began with the ancient kitchen of the white Royal Palace, the official residence of the House of Alba, the Spanish royal family, which stands on the site of a 9th century Muslim fortress, which is why the reference to the architecture.
Dating back to 1737, these royal kitchens—spanning 800sq.m. in the palace basement—are Europe’s oldest surviving. Operating continuously for three centuries until the Second Spanish Republic in 1931, they housed the ‘oficios de boca,’ including a bakehouse, cellar, fruitery, confectionery, pastry, saucery, potagerie, and guardamangier (grocery store).
Wooden shelves hold an extraordinary collection of Frenchmade copper pots, prized for heat conductivity, alongside massive cauldrons, coal-fired stoves, wood-fueled ovens, ice-filled cabinets, delicate ceramics, and two large coal-fired stoves linked
to ‘hot cupboards.’ Royal paella pans nod to the dish’s historic popularity. Restored and opened to the public, the kitchens connect to the Royal Dining Room, adorned with Baroque ceilings, ornate plasterwork, gold-braided borders, and a 100-foot table seating 144 for state banquets. Chandeliers with 1,000 candles each, and elevated chairs for the king and queen underscore how powerful the Spanish monarhcy once was.
I dined at the restaurant on a rain-soaked evening, driving through glistening streets into the neoclassical Palace Santo Mauro, its façade dark and foreboding under the Spanish monsoon sky. Inside, the palace—draped in silks and velvet—felt warm and intimate.
The restaurant occupies the palace’s original library, aptly named La Biblioteca. Book-lined shelves summon visions of feasts and debates over literature, politics, and society. Here, heritage feels alive, reinvented to connect diners with Madrid’s patrician past.
Now a Marriott Luxury Collection Hotel, Santo Mauro was built in 1895 as the opulent residence of Duke Mariano Fernández de Henestrosa y Ortiz de Mioño. Designed in French neoclassical style by Juan Bautista
Lázaro de Diego, its walls hold the memory of early 20th-century Madrid, when the city cultivated ties with Romania, Canada, and the Philippines. The ancient gardens remain an emerald refuge, while its discreet service once drew David Beckham during his Real Madrid years.
At La Biblioteca, cuisine embodies alta cocina—haute cuisine refined to perfection— under chef Rafa Peña. Rooted in the philosophy of his Barcelona restaurant Gresca, Peña champions peak-season ingredients, crafting dishes that follow nature’s rhythm while layering bold, nuanced flavours. His cooking merges Spanish and Mediterranean traditions with French precision.
Peña’s sauces, often called the soul of his cuisine, transform simple ingredients into complex expressions. They are not accompaniments but integral to the dish—whether a silken reduction, a bright emulsion, or a richly layered jus. His Hare à la Royale is lifted by a sauce that tempers game with aromatic depth, while Partridge Ravioli in Black Truffle Consommé reveals his mastery through a clear, intensely flavourful broth.
Corral de la Morería pioneered a model blending worldclass Flamenco performances with culinary artistry. It has hosted Flamenco's finest artists.
In Madrid’s heritage heart, near the Royal Palace, Corral de la Morería fuses fiery Famenco with gourmet dining. Founded in 1956 by entrepreneur Manuel del Rey—he comes from Madrilenian family with several hospitality ventures—this tablao pioneered a model blending world-class performances with culinary artistry. Over decades, it has hosted Flamenco’s finest, their rhythmic footwork and soulful songs tracing the art’s journey from Rajasthan to the Arab world, onwards to Spain.
The Michelin-starred restaurant—unique among tablaos—under Basque chef David García, serves contemporary Spanish dishes like Avocado and Cilantro Gazpacho, Scallop Carpaccio with Caviar, and Roast Rack of Lamb in Caramelised Gravy. The Tasting Menu unfolds in two intimate settings: the Restaurante Tablao (100 seats) and the exclusive Gastronomical Space (four tables). Arab corbels and 18th-century streetlamps evoke Flamenco’s roots, while soft lighting sets the stage for passionate performances.
Crowned the World’s Best Flamenco Tablao by the International Cante de las Minas Festival, Corral has earned the National Flamenco Award, National Gastronomy Award, and a place in 1,000 Places to See Before You Die. A UNESCO Intangible Cultural Heritage hub, it produces shows, choreography, and music, drawing stars like Jennifer Aniston and Nicole Kidman. At Corral, flamenco’s soul and culinary brilliance ignite an unforgettable night.
At Casa Ciriaco, I was served an entire hen, not to mention a pigeon, again! Madrid is a city for carnivores, seemingly, or at least its taverns and fine dine bastions are.
The tavern is buzzing, but step down into its brick underground, and the tavern transforms into an intimate dining space. Casa Ciriaco has been dishing out soulful fare since 1887, but gained notoriety in 1906 when Catalan anarchist Mateo Morral lobbed a bomb at King Alfonso XIII’s wedding procession from its upper floors—a moment frozen in a photo on its walls.
The tavern feels like a time
capsule. The comedor boasts dark wood chairs and white tablecloths, exuding old-world charm. Walls, half-tiled, half-lined with sepia photos, clippings, and paintings, tell tales of past patrons and that 1906 drama. A narrow passage leads to an airy, stone-walled dining area with high arches, blending nostalgia with a breezy vibe.
Casa Ciriaco’s kitchen dishes out Madrilenian classics, each
dish a love letter to tradition. The star, Gallina en Pepitoria, is a rich chicken stew of wine, eggs, and almonds, a century-old crowdpleaser. It serves hearty fare such as meatballs and stew. The underground section has a wine cellar, which stocks the best of European wines. But the pièce de résistance is the section of almost century-old wines. Sip vermouth with tapas at the bar and savour Spanish food.
Down the cobbled curve of Old Cuchilleros Street, just steps from Madrid’s sunlit Plaza Mayor, stands a relic of history. Sobrino de Botín, the world’s oldest restaurant, has watched over the city’s heart since 1725. Its four-storey façade, wrought-iron balconies, and timeless spirit now approach a 300-year milestone under the care of José “Pepe” González, the thirdgeneration heir.
Inside, it feels like stepping into artist Velázquez’s canvas. The dining room glows with old-world charm: white tablecloths on blackand-white tiles, wooden beams
hung with leaf-shaped lamps, walls lined with faded portraits, family photos, ornate ceramics—and the Guinness certificate that seals its claim to immortality.
The building itself predates the restaurant. Built in 1590 under King Philip II, it holds a 16th-century wine cellar where stone walls and dusty bottles whisper secrets of Spain’s golden age. The story began with Jean Botín, a French palace chef working in Madrid in the early 1700s. In 1725, his nephew named the inn Sobrino de Botín—'Botín’s Nephew'—and turned it into a dining institution. Centuries later,
Pepe’s grandparents, Amparo and Emilio González, revived its legacy and shaped it into what it is today.
The menu has shed its oysters, lobsters, and crabs, focusing instead on the heart of Castilian and Madrileño cooking. A cream-draped sponge cake, velvety cheesecake from Pepe’s grandparents’ recipe, and golden croquetas sweeten the table. Two dishes from the original menu endure: Cordero Asado, roast lamb perfumed with rosemary, and Cochinillo Asado, suckling pig with crackling skin that is Botín’s ode to tradition.
Radisson Hotel's Literary Escapes invites guests into a world of books and storytelling.
SOH TEAM
Leisure travel once meant checking into a nice hotel and relaxing by the pool or bar. Today's traveller, however, wants more—experiences that spark the mind and feed the soul, a stay beyond just a comfortable bed. They seek stories, culture, and moments that linger.
Enter Radisson Hotel Group’s Literary Escapes, an initiative that transforms a hotel stay into a celebration of literature. In partnership with Simon & Schuster India, Radisson integrates books, authors, and literary experiences into the guest journey. “Literary Escapes is our initiative to elevate the hotel stay into a cultural and intellectual journey,” says Nikhil Sharma, Managing Director and Area Senior Vice President, Radisson Hotel Group South Asia. “In partnership with Simon & Schuster India, we have created immersive experiences that go beyond traditional hospitality: book lounges, pop-up libraries, author meet-and-greets, and book signings allow guests to explore literature in thoughtful settings. The goal is to foster meaningful engagement with our guests within our hotels and offer them curated cultural experiences."
Simon & Schuster India brings serious literary cred to the table. With a catalog spanning fiction, non-fiction, and children’s books, they ensure the program feels authentic and engaging. Their involvement means guests get to rub shoulders with celebrated authors, from Vikas Swarup of Slumdog Millionaire fame to Advaita Kala. “Their involvement ensures authentic, inspiring literary content and author interactions that enrich the experience for guests. Simon & Schuster India’s literary credibility, cross-generational appeal, and strong alignment with RHG’s storytelling and cultural positioning make them a perfect fit for an asset like Literary Escapes,” says Sharma.
The events themselves are as varied as the books on the shelves. Picture this: an intimate book reading where Vikas Swarup shares an excerpt from his latest novel, The Girl with Seven Lives, offering guests a peek into his creative process. Or a literary evening where storytelling meets art, like the one with Advaita Kala that was hosted at the Kiran Nadar Museum, and with Benyamin in Kochi, where guests soaked in a mix of narrative and culture. Sharma adds, “We have curated a diverse range of experiences under our Literary Escapes initiative, from intimate book readings and interactive discussions to author signings and specially designed literary evenings that blend storytelling with art and culture.
Sharma, Managing Director and Area Senior Vice President, Radisson Hotel Group South Asia.
Radisson has gone all-in on creating spaces for this literary magic. Select hotels across their massive India portfolio feature book lounges and pop-up libraries. These aren’t your average hotel lobbies with a dusty bookshelf. They’re thoughtfully designed nooks where you can sink into a good book, surrounded by a curated selection of Simon & Schuster titles. For Radisson, Literary Escapes is a way to connect with experiential travelers who value creativity and connection.
With a $1.2 billion price tag, 800 rooms, 17 restaurants, a luxury retail boulevard, and a world-class casino, Colombo’s newly opened City of Dreams marks the region’s debut on the global stage of mega integrated resorts.
SUMAN TARAFDAR
Mega integrated resorts are a popular feature that stand at the intersection of global travel and entertainment—think Marina Bay Sands in Singapore, Genting Highlands in Malaysia, Macau’s Cotai Strip, or Sun City in South Africa. South Asia recently joined this rarefied group with the opening of its first such resort in Colombo, Sri Lanka.
Twelve years in the making, the 800-room City of Dreams, which fronts the Galle Seaface, is a unique convergence of hospitality, entertainment, business, shopping, dining, and culture. With a price tag of over US$1.2 billion, it is the single biggest investment in the country. The project, spread over 4.5 million sq.ft., includes two hotels, Cinnamon Life (687 rooms) and Nüwa (113 rooms), a state-of-the-art casino and entertainment zone, 17 restaurants and bars curated by globally acclaimed chefs, a luxury retail promenade featuring designer brands alongside artisanal Sri Lankan boutiques, expansive event and MICE facilities, residences and offices.
Envisaged at a time when the nation’s economy is booming, City of Dreams is the product of John Keells Holdings and Melco Resorts & Entertainment (Melco), and is set to establish Colombo as a destination for conferences, exhibitions, and cultural festivals. While 155-year-old John Keells Holdings is the largest conglomerate company listed on the Colombo Stock Exchange, operating with over 80+ companies, Melco is a developer, owner, and operator of integrated resort facilities in Asia and Europe.
“This is a defining moment for Sri Lanka,” says Krishan Balendra, Chairperson, John Keells Group. “City of Dreams is the largest private investment in our country’s history—an ambitious national vision
CLOCKWISE FROM TOP LEFT: The 3,000sq.ft. plus Dragon Suite at Nüwa offers an extraordinary level of sophistication; Dreams & Beats bar and infinity pool; The Crystal Lounge at Nüwa is an upscale restaurant; a view of Nüwa's check-in lobby.
CHAIRPERSON, JOHN KEELLS GROUP
“City of Dreams is the largest private investment in our country’s history—an ambitious national vision brought to life. More than a development, it is a world-class destination designed to catalyse economic growth, elevate our global profile, and help shape a modern, forward-looking Sri Lanka.”
brought to life. More than a development, it is a world-class destination designed to catalyse economic growth, elevate our global profile, and help shape a modern, forward-looking Sri Lanka. This is not merely a physical development. This is a declaration of belief in Sri Lanka's future, in its resilience, and in the power of long-term vision. It is about showing the world and ourselves that we can compete, we can lead, and we can dream big.”
LAWRENCE HO CHAIRMAN AND CEO, MELCO RESORTS & ENTERTAINMENT, CITY OF DREAMS
According to Lawrence Ho, Chairman and CEO of Melco Resorts & Entertainment, City of Dreams is truly a landmark for Southeast Asia. “A property that reflects the bold ambition and unwavering belief in Sri Lanka's potential to become a globally recognised luxury destination. Through our role in operating NÜWA, and the entertainment and gaming offerings, we are contributing to a destination that celebrates Sri Lanka’s unique identity while setting new standards for luxury and hospitality in South Asia.”
Can COD be India’s Macau?
That India is the primary target for COD becomes very clear in conversations with the top management.
“City of Dreams—which sets new standards for luxury—reflects the bold ambition and unwavering belief in Sri Lanka's potential to become a globally recognised luxury destination.”
Explaining the genesis of the project, Balendra admits it has taken longer than envisaged. “When we conceived the idea, the war in Sri Lanka had just ended in 2009, and tourism was seen as a low-hanging fruit. You could see that tourism was going to grow substantially over the upcoming years. We wanted to develop something unique. Colombo didn't have large facilities for big weddings out of India, or conferences and corporate events. So, we wanted to build something that would cater to this segment, as well as something that's unique, like a world-class gaming experience.”
Ho is just as optimistic about the project. “We are very protective of the City of Dreams brand. The moment I saw the building, I thought this is truly an iconic architecture.”
Balendra is confident that in the medium term, “we will achieve our return targets on this property. You are seeing a strong growth in arrivals to Sri Lanka, and you have travellers looking for a different experience
within close proximity to India. We can already see that. If you look at the number of corporate events that we have in the pipeline for the next six months, it's much more than what you would have typically seen in Colombo”. He points out that Cinnamon Life, which opened a few months earlier, is now not only the flagship for the Cinnamon Group, the largest hotel operator in the country, but is already the top-rated hotel in the city, commanding the highest rates.
India is going to be a focus market, stressed Balendra. “It has to be. I mean, it cannot not be the focus because it has got over a billion people. There are no integrated resorts within one to three hours' flight. Outbound from India is booming. India is where China was 20 years ago, and you have seen how the Chinese took over the world. Actually, the world is now preparing for the Indian traveller just the way it did for the Chinese who flocked to Louis Vuitton shops.” Ho points out that Colombo’s proximity to India strengthens its potential as a destination.
For any future visitor to Colombo, it will be difficult to miss the City of Dreams.
Built as a bridge between the sea and the city, this ‘waterfront’ structure is massive, its exterior defying any existing rules of architecture. Or just shapes.
“While conceptualising the building, we thought that we had to encapsulate the spirit of Colombo—sea on one side and the city that is constantly evolving, the different ethnicities and constantly shifting kinetic ideas,” explains James Balmond, Creative Director, Balmond Studio. “The building has the Sri Lankan
spirit, manifested in a more modern way. It is diverse and complex, and also very simplistic.”
The building itself redefines the parameters of possibility. The first sketch for Cinnamon Life—set-up of the famous Cinnamon Hotels & Resorts group—was conceived as a symphony of energy. “We desired an address to the ocean and the city, a welcome to a new Colombo. And the form had to be ‘open’, allowing energy to flow through, a focal point of attraction and expansion,” according to the architects. Local inspirations are everywhere—especially in the use of vertical guardstones (Muragala) and horizontal moonstones (Sandakada Pahana).
Built on a semi-circular site, the built area represents the land’s shape via an arc. As the architect of Cinema of Dreams, Cecil Balmond, puts it, “You can’t put Cinnamon Life in a definitive box. It jumps in and out. You just can’t classify it.” The entry driveway is U-shaped, just the start of the unpredictability and anticipation building within. The reception on Level 24, you discover, is conceived as a ‘street in the sky’. There are multiple levels of restaurants (remember—17 of them!).
While Cinnamon Life occupies levels up to 24, the remaining levels are Nüwa, the second hotel in the complex.
What you get at first glance are the recesses and protrusions that create an ‘in and out’ rhythm. The sea-facing side has three horizontal structural projections— two cantilevers and a singular extruded form. Defying gravity with authority, each structure acts as a metaphor for infinite progression, whilst echoing the horizontal waves of the sea and the horizon. This façade is also ‘broken’ by a four-faceted retail complex that pays homage to the ‘stepped’ qualities of the main hotel form, as does the slightly more diminutive conference centre.
Extensions include four large external terraces, three swimming pools, a spa, and a gym. Pure cantilevers like the one that extends from levels 22 to 24
are breathtaking. Guests, especially architecture and design aficionados, need to plan extensive stays to appreciate the myriad marvels of COD.
Within the complex, art is effectively omnipresent. The portfolio includes both commissioned works by leading Sri Lankan artists and rotating works from partner galleries. The works are deeply evocative of the country. Paradise Lost by Priyantha Udagedara on Level 23 captures the instance before the coloniser tampered with the picturesque landscape and the destruction of the pristine wilderness. On the same level, you can’t miss a huge upturned bucket. That’s Gayan Prageeth’s Before Nineteen Eighty Three, which explores how everyday household objects are used for ethnic profiling and violence during the nation’s civil war. Another unmissable work is Shifting Shapes of the Informal Mind, a spinning top featuring a mix of vibrant colours, created as a tribute to Cecil Balmond.
Hulugalle says, “Art has also evolved, and you have young artists today looking at art through a very different lens. We have put a spotlight on art festivals, through which we celebrate these moments of texture from the past and bring it back. It's not just hung on walls, but it moves from wall to wall and moves from one time of the year to a different time of the year.” It is about trying to connect with the local elements and keeping it authentic, but fresh, he says. “The flowers across the hotel, for example, are locally grown. We also hire local musicians.”
Hulugalle’s passion for positioning this hotel at the acme of Colombo’s hospitality landscape is palpable. “This is an iconic building, and unlike anything in the Colombo landscape. One day, you could enjoy the art; the second day, you could have a great culinary experience, and you can even cook your own food, too. Or you can actually take a tuk tuk around the city and town and see some of the amazing sites, or just walk down to the oldest mosque right down at the doorstep of our property, where you can meet some amazing storytellers.”
CREATIVE DIRECTOR, BALMOND STUDIO
“Cinnamon Life had to encapsulate the Colombo spirit— sea on one side and a city that is constantly evolving, the different ethnicities, and constantly shifting kinetic ideas.”
Cinnamon already has multiple marketing networks in India, and plans to continue to market through those agents. The property is unabashedly targeting the inbound, with a multiplicity of source markets. The immediate focus is on travellers from India, South Asia, the Middle East, and beyond for corporate events, gambling, travel, and leisure travel. The casino is expected to have a lot of attention focused on it, and Indians—while still not displaying similar propensity as the Chinese do in Macau—do indulge in destinations such as Goa. Melco is expected to train and hire a substantial number of locals for the casino.
Sanjiv Hulugalle, CEO and General Manager, City of Dreams, Colombo, is just as upbeat about the prospects. “We don't just want to be the best hotel or resort or integrated project. We want to be the most loved. I think it's all about creating experiences, textures, and a place to truly have a connection to Sri
CLOCKWISE FROM TOP LEFT: The Vault is a premium whisky and cigar bar at Nüwa; the buffet at Crystal Lounge; Gayan Prageeth’s Before 1983 is part of the extensive art collection; a state-ofthe-art casino and entertainment zone is operated by Melco; a gorgeous dining set-up in the Presidential Suite at Nüwa.
CEO AND GENERAL MANAGER, CITY OF DREAMS, COLOMBO
“We
don't want to just be the best integrated project. We want to be the most loved. It is all about creating experiences, textures, and a place to truly have a connection to Sri Lanka.”
Lanka. It's drawing new customers into Sri Lanka. I think that's the real core aspect because an integrated project is a very diverse experiential statement.”
Hulugalle, who left his country when he was 19, has come back to run this ambitious integrated project. “(For me) it is about bringing back some of the memories of the past in an iconic structure like this one, and looking to the future where we can say, ‘Hey, we can truly attract a new customer into Colombo’,” he smiles.
His focus? “The continuous focus is on telling the story of the city of dreams in Sri Lanka to the rest of the world, which needs to know about it.”
WE BELIEVE THAT REAL BEAUT Y LIES IN THE DETAILS and many more.
COVER STORY
At the helm of one of the world’s largest hospitality portfolios, Federico J. González—CEO of Radisson Hotel Group and Board Director of Louvre Hotels Group—leads with strategic foresight and cultural sensitivity. These qualities have powered the rapid growth of Radisson and Sarovar in India, a market he regards as a continent of opportunity with vast potential. An SOH exclusive.
CREATIVE DIRECTOR TANVI SHAH PHOTOGRAPHED BY KUNAL
FFederico J. González is among the most influential people in hospitality globally. His remit includes a portfolio of over 3,000 hotels, including about 250 in India—spread across two global hotel groups, with, as he says, “nothing in common operationally but me”. As he sat down for a chat at the newly opened Sarovar Portico Sriperumbudur, admiring the pace of growth for hospitality in India, and patiently adjusting to the needs of an extended video interview, the cores of his leadership—especially integrity and empathy—are evident.
González is CEO of Radisson Hotel Group and Board Director, Groupe du Louvre or Louvre Hotels Group. Radisson has more than 1,520 hotels in operation and development in EMEA and APAC, while Louvre has about 1,750 hotels globally. Both are owned by a consortium led by Jin Jiang International Holdings Co. Ltd., a tourism and hospitality company headquartered in Shanghai, China, and owned by the Shanghai Municipal People's government. Yet, both operate independently.
A polyglot, González, born in 1964, speaks four languages, has written three books, and is currently working on his next one. Soft-spoken, detail-oriented, and emphatic, his leadership has been inspirational in propelling the groups onto the rapid growth trajectory they have been on. At university, González majored in economics and received a Master's in International Trade and Finance from the École Supérieure de Commerce de Paris (ESCP). He spent years in various management positions at FMCG major Procter & Gamble (including country head of Portugal), and later was deputy general manager of Disneyland Paris and CEO of Germany’s NH Hotel Group. Associated with Radisson since 2017, he has held several leadership roles within the group. Having led the company through challenging phases such as COVID, he successfully steered it forward and now oversees its rapid growth.
González is confident about the growth of hospitality in the country. He points out that Radisson has 140 hotels operating with 55 in the pipeline, while Louvre also has around 150 hotels with about 60 in the pipeline. “I felt very optimistic last year. I think during the last 12 months we have been able to sign ahead of expectations of the hotels.
“I think when you look at the dynamics of the country, the development in Tier 2 and Tier 3 towns, the development that’s happening across the country, and you see the perspectives of growth, it confirms our beliefs that we have set up the right targets,” González says with a smile. “We should open 500 hotels. The teams are working to open 300. But every time I come, I feel we should have more. This is not because we are overambitious; it’s because, when you see what we have built over the last 20 years—nearly the #1 international company in terms of hotel operations and rooms—I believe the work can actually accelerate over the next 10 years.”
Two factors give González—who has visited India about 15 times—confidence about the country’s growth. “We see the growth potential. The development is not only transforming big cities; the opportunities in Tier 2 and Tier 3 towns are also significant. India is a country, but we need to view it as a continent. When I compare
the number of hotel groups to the population, the growth potential is phenomenal.”
González highlights the potential of both brands. “The strengths we have as a company are very well aligned with the potential of India. When you look at all the brands under Radisson, we are only beginning with Radisson Collection. This five-star brand now has more than 100 hotels worldwide. We have already signed three in India, but I believe the potential is far greater. Then there is Radisson Blu, the number one upscale brand in EMEA, which continues to perform extremely well in India and still holds enormous potential.”
González exudes nothing but confidence in the growth potential of Sarovar Hotels and Resorts, in which Louvre picked up majority stake in 2017. “When you look at Sarovar’s fundamentals, its organisational setup, and the skills they are building, the potential is significant.”
As to why the two brands—Radisson and Sarovar—are not merged, González says, “We have a strategy from a corporate point of view. Radisson is an independent company from Sarovar; the latter is an Indian company in partnership with local hotels. I am the only common link between the two. Each has its own strengths, different teams, and distinct market positions. At the same time, we need to remain responsible. We are here to serve both the consumer and the owners. Some owners have Sarovar Hotels and Radisson Hotels, while others—whose properties are managed by Sarovar—also own Radisson brands. So, we constantly look for ways in which the two organisations can work together. The management teams know each other well—they collaborate when needed, compete when required—and I believe this creates a healthy balance between competition and collaboration.”
González remains optimistic about the growth of India’s mid-market segment. “What is critical is added value and dignity. Consumers want a service that matches the price they pay. Some operators confuse optimisation with compromising dignity. For us, it is essential to maintain strong brand standards when operating in the mid-market segment. You can provide mattresses, pillows, showers, and services at the right level—so that consumers feel they are getting something better than what they had before.”
We see the growth potential of India. Development is not only transforming big cities; the opportunities in Tier 2 and Tier 3 towns are also significant. India is a country, but we need to view it as a continent.” ‘‘
Federico J. González on why communication is the cornerstone of good corporate culture, and why generosity shapes a great leader.
For Spanish-born Federico J. González, quality leadership is crucial. Studied and deliberative in his replies, he comes across as a leader who deeply cares about his work and his colleagues.
To be a global leader in an industry that spans all continents, what is most important in terms of inspiring people?
I always say that when you work with different cultures, 80% of the issues stem from communication. Very often, it may seem like you are in disagreement or reacting negatively to what someone is saying, even branding him or her as ‘not a good leader.’ In reality, it’s not about what the person is doing, but how they are expressing themselves. One of the learnings in my career has been how I sometimes misjudged people based on their style of communication. It is important to understand these cultural differences in communication—if you want to fully leverage people’s talent, don’t waste time misinterpreting them.
What are the leadership qualities most needed in hospitality that can also be applied to businesses in other sectors as well?
I often host leadership workshops with my teams. I tell them, ‘You may have character, charisma, vision, empathy… but generosity is the factor that is most important. And when I say generosity, I don’t mean giving away things for free. It’s about ensuring that you approach topics and subjects with an end in mind that goes beyond just the owners, and that you empower teams not only for what you want to achieve, but also for what both the consumer and the owners need.
The corporate space is a very controlled and competitive one, and to have empathy and generosity is not always easy. How important is it when the bottom line is under pressure?
We are here to deliver results in the long term, and this is one of the critical elements we always discuss. There are times when teams may not deliver a concrete result in a given year, but that does not change the overall plan. Circumstances may arise where a market declines significantly during that year. In such situations, I must endure short-term pain because, if I alter the plan at that moment, the future will be compromised. This is why it is important to understand different situations across geographies. We are always here to deliver results, but those results must be measured over a period of time that makes sense. There is a shared understanding that each geography and market will face its own challenges, and when that happens, we must find ways to cope and compensate in one way or another.
Can you share specific examples of how your values have permeated the company?
We have, in both Radisson and Sarovar, seven beliefs that are quite common—we try to make them shared across the organisations. I would say these beliefs are critical. The clearest one is that we have fun in what we do. This business runs 24x7. If you work in a hotel, you cannot say you are not available—you need to be available around the clock. That’s why it’s important to feel that what we are delivering matters, and that is creating memorable moments for the consumer. To do that, you need to enjoy the work and have fun. If you don’t, there’s no way you can sustain it. For me, building memorable moments and having fun must go hand-in-hand.
González has often spoken of 400% growth in Asia recently, and he notes they are on track to meet those numbers. “When we look at our performance worldwide, I believe the business will continue to do well in EMEA, one of our key markets. Across Asia, we have made significant progress in different regions and are performing extremely well. In China alone, for example, we added more than 200 hotels in the last year. As a result, we have become the #5 hotel group in all of Asia. Within our APAC growth, India plays a crucial role. We currently have 75 hotels in the pipeline and are signing more than 15 hotels each year in the country. India is a critical market for us.”
He, however, is not taking it easy on the challenges. “In order to achieve that potential, we are constantly upskilling people. In India, there is a significant need for well-trained professionals who are motivated to stay with us for the long term—and this remains a large gap. We are making focused efforts, in association with local organisations, to recruit the right people. Once on board, we help hone their potential and build their skills so they can deliver the level of service expected from us. I believe service and the human touch are critical elements in hospitality."
The groups involved invest significantly in training, recruiting people at a young age to ensure they stay on and develop a deep understanding of how to serve the
industry. González says, “We place a lot of emphasis on empathy—understanding the consumer, recognising what they seek, and delivering the demanding service of the kind they expect. When a consumer chooses to stay at our hotel, that choice must be respected. We must meet their expectations and ensure they return. It is through our people and the training we provide that we can retain their loyalty and sustain their attention.”
While González is confident of organic growth, he does not rule out the inorganic growth potential. “We are open to exploring the right opportunity in the right market, provided it delivers that extra bit, or an additional benefit, beyond our growth plans and set strategy. We are very happy to further invest in India as we have done during the past few years.”
What are some of the things you like doing beyond work?
Beyond work, I spend time with family, or I write and read.
What are your favourite cuisines?
Well, I like most of the cuisines from across the world. I like a lot of Spanish, a lot of French cuisine, and I love a lot of Indian dishes. I like variety, so I am fond of nearly all of the food from across the world!
Any particular dish you relish?
I think I will go to (The Great Indian) Kebab Factory. It's extremely memorable. I like Indian food; the variety you have is so
FEDERICO J. GONZÁLEZ
large. To evaluate the richness of vegetarianism in India, I think that it is a thousand times more complex and rich than vegetarianism anywhere else across the globe.
Any Indian ingredients that you remember?
Turmeric.
What are some of the devices that you cannot do without?
I use technology for work, but I try to stay as far away from the phone as possible, and from any other gadgets, when I am not working. I prefer to read a book (not on Kindle but a more tangible one that I can hold in my
hand), than be on Instagram and LinkedIn.
Have you kept track of how many times you have travelled to India?
I haven't, but actually, I may have been here 15 times.
Any particular destination that you've liked or any memories of India that strongly stand out?
When I look to India, I obviously have memories about people and places. But there is something that is more impactful and difficult to describe. And that is pace. India has a different pace. I don't know if it's spiritual or timelessness, but I do sense a different pace. Yes, it's intangible.
It's difficult to define, but I think sometimes it is good not to have a concrete definition of something.
Which monument would you visit again—the Taj Mahal or the Jaipur palaces?
Taj Mahal.
Indian hotel design—modern chic or heritage inspired?
It depends on the building.
The next Indian destination you think the world will or should discover?
I think actually all of India. I don't think the world has discovered India.
A fairly rare facet amongst global hospitality leaders, Federico J. González is an avid reader—and a writer. He has written three books—Living and Working Abroad; How to Live and Work with Portuguese; and How to Succeed in Doing Business the Swedish way.
As to what he likes to read, novels and biographies top the list. He is currently reading Maniac by Benjamín
Labatut, a fictionalised novel blending fact and fiction to explore the relationship between human genius and chaos, focusing on the work of polymath John von Neumann in mathematics. “I think it's fantastic to learn from what people have done.”
Given that his work keeps him on the road almost constantly—he is on public record saying he travels about 250 days a year—the natural query is ‘When does he find the time to write?’
“On vacations, weekends, and during travel, at airports and in flights,” is the astounding reply.
While González’s previous books have been on leadership, he is now writing a novel that he says is more science fiction but also based on personal experiences. “Non-fiction is easier because it's about what you think. There is more logical flow. In fiction, obviously, you need to be creative. It's more difficult to find short periods to write.”
‘‘We place a lot of emphasis on empathy— understanding the consumer, and
delivering
demanding service of the kind that they expect. When a consumer chooses to stay at our hotel, that choice must be respected. We must meet their expectations and ensure they return."
For González, India is not merely another market— it is a defining frontier for the future of hospitality. His belief in the country’s potential is matched by a pragmatic strategy rooted in people, service, and brand integrity. Balancing growth with empathy, and scale with standards, he envisions India as a cornerstone of Radisson and Louvre’s global journey (Sarovar is part of the Louvre Hotel Group). If his track record is any indication, his quiet confidence may well translate into the accelerated expansion he so often predicts—anchored in the conviction that hospitality, at its heart, is still about people serving people.
India seems ready to adopt AI but is not yet ready to fully trust it, reveals a recent Booking.com report. The worldwide survey demonstrates that while AI is permeating daily life, caution, excitement, and curiosity are in conflict.
SUMAN TARAFDAR
To trust or not to trust —that seems to be the crucial question. In a short span, people worldwide have begun using Artificial Intelligence (AI) more frequently, especially Generative AI, which has given humans unprecedented freedom in integrating it into their daily lives. Still in its nascent stage, AI will improve over time, but concerns around reliability and, more significantly, trustworthiness remain.
To understand how AI is reshaping the way people live, work, and travel, Booking.com commissioned the Global AI Sentiment Report to explore how consumers use, trust, and respond to AI in everyday life and travel. Surveying over 37,000 people across 33 markets, including more than 13,000 respondents from the Asia-Pacific (APAC) region, the findings reveal how deeply AI is embedded in daily routines.
Asia, an early adopter of technology, unsurprisingly ranks among the highest in AI usage, with 82% reporting regular use. Search engines lead with 98% adoption across APAC, followed by AI-powered chatbots and streaming recommendations (87%). Voice assistants (82%), creative tools (81%), and smart devices (80%) are also widely used.
“It’s really the first time that we’re thinking about AI more broadly,” says Laura Houldsworth, Managing Director of the Asia Pacific region. “There’s not a day that goes by when it isn’t mentioned. What is the sentiment around AI? How are people feeling about it? What are they using it for? How much do they trust it? We really wanted to get that conversation started, and this report is just the beginning.”
Conversely, trust in AI tools is not as high as their usage. In APAC, search engines are the most trusted (71%), followed by smart devices (65%), streaming services (63%), generative AI (62%), and creative tools (62%), while chatbots (51%) and voice assistants (61%) rank lowest despite heavy use.
Trust in AI-generated information is even lower, with only 38% of APAC users fully or mostly trusting it. Key concerns include privacy and corporate use of personal data (54%), job displacement (44%), and ethical issues such as bias, misuse, or environmental impact (39%).
Globally, trust levels are lower, particularly in Europe and North America. Both regions approach AI with greater caution and scepticism, with consumers more inclined to fact-check outputs—underscoring a broader demand for transparency and reassurance as adoption expands.
India’s technology prowess has seen widespread adoption of technology, including Generative AI. The report reveals that 99% of Indian respondents say they are excited about AI, and 96% are familiar with the technology. Conversely, though, despite widespread enthusiasm, only 16% fully trust AI and almost everyone (92%) have at least one concern about its implications.
Just about a third (36%) Indian consumers are comfortable with AI making decisions independently, indicating hesitancy in fully handing over control to automation. 38% find AI impersonal and double-check AI outputs even when they trust the technology; 32% always fact-check; and 42% do so sometimes.
While there is enthusiasm and curiosity regarding AI, and almost half (46%) of Indian respondents identify as AI Enthusiasts, intrigued by AI’s potential.
Another 28% are AI Advocates, actively championing its benefits and responsible adoption, their
Laura Houldsworth
enthusiasm grounded in the belief that AI will make life easier (87%), save time and effort (65%), expand learning opportunities (64%), and enhance productivity (54%).
Not everyone agrees. The excitement also comes with significant caution. Five percent of Indian consumers classify themselves as AI Cautious, wary of AI’s development or use, and 4% as AI Sceptics. Notably, 10% identify as AI Detractors, signalling a meaningful segment resistant to AI adoption.
It’s really the first time that we’re thinking about AI more broadly. There’s not a day that goes by when it isn’t mentioned. What is the sentiment around AI? How are people feeling about it? What are they using it for? How much do they trust it? We really wanted to get that conversation started, and this report is just the beginning.”
“Generative AI represents one of the most significant technological shifts of our era, fundamentally reshaping how consumers engage with the world around them. In India, people are not just curious about Generative AI but are actively using it as a trusted co-pilot, shaping travel decisions and enabling memorable experiences.”
The outlook is more optimistic when it comes to travel planning. Indians are enthusiastic about using AI for future trips, with AI Assistants (45%) now seen as more trusted sources than travel bloggers (36%) or social media influencers (31%), the report notes. Yet only 12% feel comfortable letting AI make decisions independently, while 25% remain unsure and 10% are very uncomfortable, refusing to trust AI without human approval.
“Generative AI represents one of the most significant technological shifts of our era, fundamentally reshaping how consumers engage with the world around them,” says Santosh Kumar, Regional Manager, South Asia at Booking.com. “In India, people are not just curious about Generative AI but are actively using it as a trusted co-pilot, shaping travel decisions and
Talking about how privacy and security are ensured across its vast global platform, Marnie Wilking, Chief Security Officer at Booking.com, points out the need to invoke trust. “We adopt a multi-pronged approach: prevention, detection and response, and education. First, we focus on prevention—how do we stop attackers from getting onto our platform? How do we prevent fraud? Of course, we know we can’t stop everything, so the next step is detection and response. If something does get through, how do we detect it quickly, remove it, and make sure people understand what’s happening? Finally, education is critical. Both on the front end and back end, we publish articles on our partner hub and place banners on our site to say, ‘Watch out for scams’.”
AI, she notes, cuts both ways. “Attackers are definitely using AI. After OpenAI was released to the public in November 2022, we saw a sharp increase in phishing— anywhere from 300% to 900%, depending on the research. AI makes it easier for attackers to send large volumes of convincing emails, free of grammar errors, in multiple languages, and send at scale.”
But AI is also central to defence. “Just as attackers use AI, we use it to detect and block them. Our models now prevent malicious links and attachments from reaching travellers and partners. We are using AI in a lot of our detection and response pieces as well, making sure that malicious links can't get through, malicious attachments can't get through to our travellers and our partners, and we are using it in the prevention pieces as well. Over the past year, we’ve also improved our ability to identify fake properties, blocking more than 99% before they even get posted.”
Even so, Wilking stresses the need for human oversight. “Obviously, some of it gets through. We still have to have the human element since not everything can be caught by AI models, so humans are constantly reviewing, refining, and improving them.”
As head of security, she is very excited about AI. “There’s a tremendous opportunity here, and we take trust, safety, and security very seriously. I’m excited that AI is helping us strengthen those areas.”
Travellers themselves are often the targets, Wilking warns. “In the post-COVID travel surge, attackers realised the money to be made. They exploit the hospitality industry’s helpful nature, tricking hotel clerks into clicking or opening suspicious items because they think they’re assisting a guest.”
They also exploit the emotional nature of travel. “People spend months, even years, saving for trips to give their families a great experience. Attackers prey on that by threatening cancellations—‘Click this link and provide your credit card details or your booking will be cancelled.’ In normal circumstances, people might dismiss such messages as fake. But in the heat of planning a long-awaited trip— ‘Oh my God, I cannot, you know, take my kids to Disney’ or ‘I must take my family to see my grandmother’—they react emotionally and click. That emotional leverage is what makes attacks in the travel industry accelerate and hit harder.”
enabling memorable experiences. The opportunity ahead is tremendous. At Booking.com, we have long been at the forefront of AI innovation, integrating advanced machine learning to enhance the customer journey at every touch point. But as we enter this next phase, our responsibility goes beyond technology. Building trust, ensuring transparency, and prioritising safety are critical as we guide travellers—and our industry—into the future.”
AI is rapidly becoming central to the Indian travel experience. A vast majority (87%) has already used it for some aspect of travel, and nearly all (99%) have turned to AI for planning, booking, or while on a trip. Over two-thirds (69%) expect autonomous trip planning to become mainstream soon, reflecting growing reliance on AI-powered tools and openness to technology that enhances journeys.
Indian travellers are turning to AI to research destinations and the best time to visit (53%), discover local experiences or cultural activities (44%), and get restaurant recommendations (42%). AI assistants are now considered more trusted for planning (45%) than colleagues (23%) or influencers (31%).
During trips, consumers use AI
Marnie Wilking CHIEF SECURITY OFFICER, BOOKING.COM
“
Just as attackers use AI, we use it to detect and block them. Our models now prevent malicious links and attachments from reaching travellers and partners. We are using AI in a lot of our detection and response pieces as well, making sure that malicious links and attachments can't get through to our travellers and our partners.”
for translation (55%), in-destination activity suggestions (52%), restaurant recommendations (49%), and navigating unfamiliar locations or transport (41%). After returning home, the most common AI use case is photo editing, cited by 51% of respondents.
AI’s role in daily life and travel is expanding rapidly, but the question of trust remains unresolved. Indians see AI as a co-pilot, a time-saver, and a tool to enrich experiences. Yet hesitancy persists, rooted in concerns around privacy, reliability, and the limits of automation. As adoption deepens, the challenge will be balancing innovation with transparency and safety. For travellers, trust will decide whether AI becomes a copilot—or just a cautionary tool.
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SOH | VOYAGES OF INFLUENCE
Sachin Tendulkar’s playbook for life spans travel, adventure, and the joy of food.
AS TOLD TO DEEPALI NANDWANI
For cricket legend Sachin Tendulkar , travel is more than an escape—it is how he reconnects with himself, his family, and the world. “Travel has always allowed me to switch off from the intensity of the game and truly immerse myself in nature, culture, and food,” he said. From snow-fed Alps to Mumbai’s street corners, his journeys reflect an explorer’s curiosity balanced with a love for simplicity and comfort.
“As a travel enthusiast and a self-confessed foodie, I’ve always believed that exploring new places and savouring their cuisines is like stepping into the soul of a destination. For someone like me, who’s spent years on the cricket pitch, travel is my way of unwinding, reconnecting with family, and soaking in the world’s beauty,” he has said. “Travel is also about diversity— chasing adventure, embracing tranquility, and diving into cultures.”
Favourite travel destinations
Scotland: Solitude in the Highlands
The Scottish Highlands are a sanctuary of peace. Tendulkar cherishes the region for its scenic solitude, expansive landscapes, and historic castles, such as those in Edinburgh and Stirling. The sprawling landscapes, dotted with historic castles, feel like a step back in time. “I love staying in converted castle hotels.” The Isle of Skye is a gem—its sandy beaches, dramatic mountains,
CLOCKWISE FROM LEFT: Rome is often called the 'eternal city', and for good reason—its ruins and heritage form a rich historical landscape; Grand Hotel Villa Serbelloni in Bellagio boasts neoclassical architecture and Art Nouveau grandeur; The Isle of Skye in Scotland is a landscape of rugged mountains and mythical folktales; Kilchurn Castle is a medieval ruin in Scotland, with dramatic Highland scenery; The Rann of Kutch is a vast salt desert, known for its surreal white landscapes that stretch to the horizon.
and cascading waterfalls are pure magic. “No filters needed when nature paints such a breathtaking canvas,” he said.
Italy: A romance with art and cuisine
Italy holds a special place in the hearts of Tendulkar and his wife, Anjali. From Rome’s ancient wonders to Venice’s dreamy canals and Lake Como’s serene shores, every moment feels like a postcard. “We’ve stayed at the elegant Grand Hotel Villa Serbelloni in Bellagio. Italy’s charm lies in its ability to make you fall in love with every bite and every view. Italy was unforgettable— every corner had art, history, and food that took our breath away,” he shared.
The Great Rann of Kutch: India’s white desert wonder
The surreal white salt desert of the Great Rann of Kutch is unlike anything he had seen. Visiting during a super-moon event was mesmerising—the landscape glowed under the lunar light. Staying in Mandvi, he immersed himself in cultural festivities, which brought the region’s heritage to life. The Rann of Kutch feels almost unreal. Under the moonlight, the salt plains look like another world,” he recalled, still captivated by its unique terrain and vibrant festivals.
Maldives: Marine life and luxury
For a luxurious escape, the Maldives is unmatched. He stayed at a private island resort, snorkeling in crystal-clear waters and marvelling at the marine
life. “Swimming among the fish in the Maldives was a mesmerising experience—one I recommend everyone try at least once,” he said, recalling the tranquility of those turquoise waters and the joy of unwinding with family.
Ranthambore National Park, India: A wildlife lover’s dream
Ranthambore is a wildlife lover’s dream. The thrill of
spotting tigers, leopards, and migratory birds on royal safaris is unforgettable. Staying in palace-converted hotels and exploring the historic Ranthambore Fort added a layer of charm. “It’s where nature’s raw beauty meets India’s rich history,” he shared. “The thrill of seeing a tiger in the wild is unmatched.”
France’s Charm: Bordeaux and Saint-Émilion
Bordeaux was a revelation—cycling through its scenic locales, from sunflower fields to lemon trees, felt like living in a postcard. “Every pedal took me closer to a new postcard view,” he shared. In Saint-Émilion, the golden vineyards and mysterious caves were enchanting. “This place felt like a secret waiting to be discovered!” he said.
Internationally, London’s vibrant energy, Melbourne’s peaceful ambiance, Cape Town’s scenic views, Switzerland’s snow-capped mountains, and Dubai’s modern allure never fail to captivate. “Each city has a story, and I love discovering it through its streets and flavours,” he reflected.
Exploring India’s hidden gems
Recently, Tendulkar visited Mawlynnong in Meghalaya, known as Asia’s cleanest village. He walked through its lush, green streets and met the warm locals. “No filters needed when a village looks as beautiful as Mawlynnong. When there’s pristine cleanliness outside, one feels a sense of calm and serenity inside,” he said. In Jammu and Kashmir, the snowed-out landscapes and warm hospitality were unforgettable. “Jammu and
Kashmir will remain a beautiful experience etched in my memory,” he said, urging others to explore this jewel of India. Closer to home, Goa’s beaches and Mussoorie’s tranquil hills are his go-to escapes.
The next stop
“I’ve always been drawn to adventure and serenity, which is why destinations such as Japan, the Poles, Russia, and the Himalayas are on my list,” said Tendulkar.
Food is more than sustenance—it’s a memory, a story, a celebration. From Mumbai’s street stalls to global finedining spots, Tendulkar’s taste buds have traveled as much as he has.
Mumbai: Growing up in Mumbai, seafood was his comfort food. At Fresh Catch in Bandra, he recommends Bombil Fry, Surmai Tawa Fry, and Pomfret Hara Bhara, paired with Neer Dosa. Gajalee is another gem, where Sol Kadi, Crab Soup, and Fish in Green Sauce never
disappoint. For chaat, Sharma Bhelpuri House in Vile Parle East is his haunt. “A plate of bhelpuri with just the right chutney balance is like hitting a perfect cover drive,” he said. But nothing beats vada pav at Shivaji Park Gymkhana from the days he played there as a budding cricketer. He specifies: “Red chutney, very little green chutney, and some imli chutney.”
Goa: Martin’s Corner in Betalbatim serves stuffed crab and fried calamari spiced with Goan masalas that hit all the right spots. At Café Tato in Panjim, a 109-year-old gem, he starts his day with Alsande (black eye peas), Puri, Banana Bun, Batata Bhaji (potatoes), and chai. “This eatery I found in Goa is a treasure,” he said.
Landour: Landour, a quaint hill station near Mussoorie at about 7,000 feet above sea level, is known for its colonial charm, tranquil vibes, and Anil’s Café, “famous for bun-omelette, parathas, and ginger-lemon honey tea”, besides all the buzz. It is Landour’s hangout zone.
Delhi: In Delhi, Bukhara at ITC Maurya is a must-visit for its robust kebabs and signature Dal Bukhara. “In
Kolkata, Caught and Bowled is good for Bhetki Paturi and Golden Fried Prawns that I’ve enjoyed with Team India.” For homestyle meals, he orders from Sukla Paul, a home chef whose mutton biryani, lobster curry, and chingri malai curry are divine. “Food like this feels like a warm hug from home,” he said.
London: In London, Nobu is a favourite for its Black Cod with Miso and Rock Shrimp Tempura. “Japanese cuisine at Nobu is like a perfectly timed shot—elegant and unforgettable”
Memorable foodie moments from the cricket trail
Food has always been a part of Tendulkar’s cricket journey, creating memories that linger on, as much as the matches.
Keema Paratha in Pakistan (1989): “On my first tour of Pakistan at 16, I discovered the joy of Pakistani cuisine. A heavy breakfast of Keema Paratha and Lassi was my daily ritual. Heavy, but delicious. When I got back to Mumbai and got on the weighing scale, I couldn’t believe it!”
Barbecue in Zimbabwe (2000): In Zimbabwe, the team set up a barbecue in a game reserve, grilling chicken and sausages. “It was almost magical—good food, great company, and the pristine jungle air,” he said.
Ice-cream lunch in South Africa (2003): “During the 2003 World Cup match against Pakistan, I skipped lunch for a huge bowl of ice cream.” Facing Wasim Akram, Waqar Younis, and Shoaib Akhtar on that ‘lunch’ was a challenge, but scoring 98 runs off 75 balls felt sweeter than the dessert. “That ice-cream powered me through!”
For Tendulkar, travel and food are intertwined. He often plans trips around culinary experiences, whether it’s seafood in Goa, kebabs in Delhi, or local chaat in Mumbai. As he said, “Exploring local cuisines is how I experience the soul of a place.” His travels reflect both an adventurous palate and a grounding in simple, home-style comforts.
Semma, Chef Vijay Kumar’s unapologetically South Indian restaurant in NYC, wins the prestigious James Beard Award and lands the No. 1 spot on The New York Times ’ Top 100 list.
RACHNA VIRDI
Chef Vijay Kumar has earned a double accolade—his restaurant, Semma, won the prestigious James Beard Award for bringing bold, authentic South Indian (specifically Tamil Nadu) flavours to New York City. Often called the ‘Oscars of the food world,’ this award is among the most coveted in the U.S. Adding to the triumph, Semma has been listed in The New York Times’ Top 100 Restaurants in NYC.
New York City’s Michelin-starred Semma is a bold expression of South Indian cuisine, deeply rooted in Tamil Nadu’s culinary traditions.
Since opening, Semma has drawn global acclaim—named one of Bon Appétit’s Top Ten New Restaurants, Best New Restaurant in America by Esquire, and among The New York Times’ Top 50 Restaurants of the Year. In 2025, it reached a new pinnacle, claiming the number one spot on The New York Times’ Top 100 Restaurants, as chosen by the publication’s interim critics.
Chef Kumar is still beaming from the recognition. “Personally, it’s thrilling to see the food I grew up with celebrated like this. It’s not just an honour for me— it’s for my family, and for the place we come from,” he shares. “Professionally, it’s a powerful reminder that we don’t need to apologise for who we are. This recognition proves there’s strength in authenticity— and that our stories belong on the world’s main stage.”
Semma has undeniably redefined global perceptions of South Indian cuisine. Reflecting on his vision, chef Kumar adds, “My goal was simple— to cook the food I know, without compromise. I wanted Semma to feel like a home kitchen—bold in flavour and rich in soul. I didn’t know how it would be received, but I knew I couldn’t do it any other way. To see it celebrated in New York, one of the world’s most competitive dining cities, tells me people are ready for real food and real stories. It’s incredibly validating.”
What earned Semma these accolades wasn’t finedining theatrics—it was the power of deeply rooted regional cooking. Chef Kumar admits he never imagined that the rural South Indian food he grew up with—unapologetically authentic—would top one of the world’s most influential restaurant rankings.
“I really never imagined food from Tamil Nadu— cooked over fire, traditionally eaten by hand, food from the earth—would sit at the top of a list like this,” he reflects. “For so long, South Indian cuisine was overlooked. But this moment proves our food, in its purest form, belongs on the main stage. That’s what makes this so powerful.”
Semma’s menu draws directly from Tamil Nadu’s villages—soulful, bold, and often unfamiliar to many American diners. “It’s who I am. It’s what I know best,” says Kumar. “These are dishes made by my mother and grandmother—women who cooked with instinct, not recipes. That’s the food that means the most to me.
CLOCKWISE FROM TOP: Kozhiallepey; The power of deeply rooted regional cooking earned Semma rich accolades; The menu draws directly from Tamil Nadu villages—soulful, bold and unfamiliar to many American diners.
And I knew I had to show the world that rural Tamil food, with all its depth and nuance, belongs at the table.”
Among the highlights are Kudal Varuval (goat intestines in red chilli masala) and Chettinadu Maan (venison with star anise and black stone flower). Semma’s authenticity rests on hyper-regional ingredients like kalpaasi (black stone flower) and Marathi moggu (a caper-like spice), difficult to source in the U.S. Chef Kumar rejects “fancy” additions like caviar or truffles, insisting on cooking for his community first. Dishes like Mulaikattiya Thaniyam (sprouted moong) reflect the simplicity and nutrition of his mother’s cooking.
There’s something undeniably powerful about a Tamil Nadu village-inspired menu being named the best in New York. For chef Kumar, the moment signals change. “It shifts everything. For decades, Indian food was seen through a narrow lens. But India is vast, and every region tells a different story. For a Tamil Nadu village-style menu to top the charts in New York sends a clear message—regional Indian cuisine is exceptional, and it’s time the world took notice.”
Raised on his family’s farm near Madurai, chef Kumar grew up helping his mother and grandmother with farming and cooking. Though he aspired to become an engineer, financial constraints led him to pursue catering at the State Institute of Hotel Management in Trichy—an unexpected shift that began his culinary career.
His mother and grandmother remain his greatest influences. Dishes like Gunpowder Dosa (served with a 50-ingredient sambar) and Dindigul Goat Biryani (made with seeraga samba rice) carry their legacy of transforming humble ingredients into masterpieces.
After graduating, Kumar trained at The Oberoi Hotels and later worked as a supervisor at The Taj Hotels. His global journey included years aboard cruise ships, where he refined his knife work, presentation, and creative use of fresh produce.
In the U.S., he joined the opening team of Dosa on Fillmore in San Francisco, which earned a Michelin Bib Gourmand. Within two years, he rose to lead chef before moving to Rasa in 2014. Under his leadership, Rasa earned a Michelin star for almost four consecutive years (2016–2019).
In 2021, chef Kumar made a bold move to New York, teaming up with restaurateurs Roni Mazumdar and Chef Chintan Pandya of Unapologetic Foods. In October that year, they opened Semma, dedicated to heritage South Indian cuisine. Just one year later, it was awarded a Michelin star, at the time the only Indian restaurant in the U.S. with that distinction— marking a breakthrough moment for regional Indian food on the global stage.
The power of honest cooking Kumar’s food consistently evokes emotional responses, particularly from diners experiencing authentic South Indian cuisine for the first time. “One of the most meaningful responses,” he shares, “is when someone says the food reminds them of home—even if they’re not South Indian. These dishes carry a warmth and depth that resonates universally. I’ve had guests in tears because a single flavour unlocked a memory. Others have said, ‘I’ve never tasted anything like this,’ as they finish every last bite.”
For Kumar, that’s the power of honest cooking—it transcends cultures, creating connections without explanation. He sees Semma’s success as part of
Chef Vijay Kumar’s culinary journey is rooted in his childhood in Natham, a small village near Madurai, Tamil Nadu. Growing up without electricity or local transport, he foraged for snails in paddy fields and hunted with his grandfather— experiences that later inspired dishes like Nathai Pirattal (snail curry) on Semma’s menu. Once dismissed in India as “poor people’s food,” these dishes became finedining sensations in New York under chef Kumar’s vision.
The name Semma comes from Tamil slang meaning ‘super’ or ‘awesome,’ capturing the restaurant’s bold, unapologetic celebration of South Indian flavours. It also links to the Tamil word 'semmaiyana', associated with ripeness and the warrior god Murugan, symbolising vibrancy and excellence.
Chef Kumar believes micro-regional cooking and sustainable practices, like using clay pots and banana leaves, will become global trends. He sees Semma as part of a larger movement toward ancestral cuisines that don’t compromise for taste.
“
One of the most meaningful responses is when someone says the food reminds them of home.” — Chef Vijay Kumar, Semma.
something larger. “It signals a shift, a movement. Semma proves the world is ready to embrace Indian food in its full spectrum—especially the regional, bold, and unapologetic parts. It tells young chefs they don’t need to fit someone else’s mould of excellence. They can lead with who they are—and be celebrated for it.”
Semma has set a new benchmark for Indian cuisine globally. As for what’s next, Kumar says, “I want to go even deeper into the South Indian pantry— there are still so many stories left untold. I’m pushing myself to explore new ways to express my heritage. Indian hospitality is entering a new era—an era defined by identity. Diners are ready to experience Indian cuisine in all its unapologetic depth. That’s the future I believe in.”
From hunting lodge to heritage retreat, the Royal Heritage Haveli offers a deeply personal slice of Jaipur’s royal past. This rather unexpected palace beautifully blends its heritage with contemporary updates, standing out in a city of palaces.
Do you feel a bit out of sorts when you discover that every room in your hotel is different? Is there a temptation to take a glimpse into other rooms, too? Well, right from the days of the pioneers who renovated heritage spaces in boutique hotels, such as the first Neemrana Hotel, I have had the nagging feeling that other rooms are better than the one I am in.
During my visit to the Royal Heritage Haveli (RHH), a 300-year-old haveli that has been lovingly restored and transformed into a luxury boutique hotel, that apprehension was addressed upfront. Thanks to the kindness of the hosts, I was able to explore a number of rooms.
Here’s the point—each turned out to be not only different (well, there was that element of heavily ornamented and embellished traditional Rajputana interiors), but they were sufficiently different, and adoringly so. Each room features a distinct colour palette, layout, and slightly varying interior design and motifs.
Now, Jaipur, of course, is chock-full of palace hotels, many with genuine claims to being abodes of royalty in the colonial period. Regal, commanding and heritage-laden as their presence and legacy are, there is a certain sameness to them. I was glad to note that RHH has, in a sense, carved its own identity, best experienced by staying there. Just sayin’.
For starters, it isn’t located where most Jaipur palaces are.
Instead, its address reads Khatipura, on the western side of the city— though with Jaipur’s recent expansion, the area now feels quite central. The palace itself started life as a hunting lodge somewhere in the 18th century, especially for wild boar and bucks. It served various functions over the years, including a school for girls and an army base camp for two years. It was important enough for the then queen of the British Empire, Mary, to have visited in 1919. However, decades of neglect in the post-Second World War era saw its condition deteriorate.
THIS SPREAD, CLOCKWISE FROM TOP LEFT: Traditional architectural elements add elfin charm to the place; the exteriors reflect the regal legacy of the property; each room has its own colour scheme, creating a fresh look behind every door; the property has multiple magical nooks, ideal for private dinners.
Today, in contrast to the bustling ‘Pink City’, it offers a more authentic, relaxed rhythm of life. Guests staying at the RHH get to experience a lesser-seen side of Jaipur: local markets, old temples, and the slow beauty of everyday life in a suburb.
A chance dinner table conversation changed the haveli's fortunes. "One day it came up over dinner table conversation at my Nani’s home," recollects Shambhavi Singh, Director, Royal Heritage Haveli. "My father was quite interested and intrigued because he didn't know that there was a haveli in the family. He came to see it the next morning and asked if he could restore it. So that's how it started."
Now owned by Maharaj Jai Singh of Jaipur, the haveli was lovingly restored by his niece, Kanwarani Angelique Singh, and her husband, Kanwar Pradip Singh, as a lifelong passion project— carried out with care and respect for its heritage. Starting with four suite rooms, they now have 25, each uniquely designed and personally curated by her. This family-run property is not just a hotel—it is a home steeped in history, emotion, and royal heritage.
Restoration was a formidable task, given the complete lack of plumbing, electrical systems, and even a structural blueprint to guide the process. Every effort was made to retain original architectural details—from opening the arches that had been bricked in when the property served as an army base camp and later, a school for girls.
The restoration was overseen by Pradip Singh, with guidance from local artisans, conservation experts, and master craftspeople, many of whom had inherited techniques passed down through generations. The aim was not to modernise the haveli, but to breathe life into it—to let it evolve naturally while retaining its soul. Each of the suites, uniquely designed by her mother, points out Shambhavi Singh, reflects her taste, family heirlooms, and stories from the haveli's past.
LEFT: The spa offers relaxing treatments in sylvan environs.
ABOVE: Kigella Court offers both indoor and outdoor dining experiences.
BELOW: Room 104 epitomises the haveli’s grandeur in cream and blue.
Original elements—such as stone floors—have been retained where possible, antique doors meticulously restored, and hand-painted frescoes preserved, all thoughtfully juxtaposed with modern comforts.
The interiors reflect a modern take on traditional design—with local materials such as hand-block printed fabrics, stone from Jaipur’s quarries, and antique furniture pieces restored to their former glory. Each suite has a distinct colour palette—some cool and airy, others earthy and dramatic—but all are unified by softness, grace, and attention to detail. Special attention was paid to textiles and upholstery, with many pieces handmade by artisans from nearby villages, keeping the local economy closely tied to the property’s revival.
Spread across five acres, the property feels expansive yet deeply personal, with hidden gardens, a central pool carved in marble and sandstone on the mezzanine floor, and courtyards that invite reflection. "The haveli has changed—not by addition, but by careful curation," explains Shambhavi Singh. "The beautifully mirrored bar, Mehrab, which has bevelled mirrors designed to look like trophy heads, and the reception now occupy what was once a garage for horse-drawn carriages. Araish and lime wash have found their way back onto the walls over plaster and paint."
Dining is especially noteworthy at the haveli. "Guests can partake in cooking classes curated around my grandmother, Thakurani Sneh Govind Singh’s cookbook of recipes that she learned in these kitchens, when she arrived in the haveli as a new bride over 70 years ago; each dish carries both taste and memory," recollects the younger Singh. "She would fondly remember getting dinner ready only when she saw the headlights of the car, carrying her husband Thakur Govind Singh, approaching from a far distance, as there were no other buildings in sight!"
Today, guests at Royal Heritage Haveli enjoy staying in individually designed suites, ranging from 450 to 1,200sq.ft., spread across several wings. The palace is an oasis within the hubbub of the city, and the courtyard-facing swimming pool and tranquil gardens are perfect antidotes. Now wellness is a focus, from Ayurvedic-inspired massages to yoga under the palm trees. As for the choice of room to stay in, "some are very particular about the rooms they have stayed in, and they want the same. If there are early arrivals, we try to give them options to choose from," reveals Singh. Stories still float in the hotel’s sun-dappled courtyards—of royal gatherings, seasonal rituals, and evenings of classical music echoing through the arched corridors. "The decision to open the haveli to guests came from a desire to preserve and share a piece of living history, not in a museum-like way, but in a form that could be experienced, touched, and lived."
DIRECTOR, ROYAL HERITAGE HAVELI WITH
Shambhavi Singh
Royal Heritage Haveli’s transformation has been remarkable. She sheds light on the process and how her family turned a forgotten haveli into a luxurious heritage stay.
When was the decision taken on the renovation of the haveli, and why?
My parents began the renovation process in the early 2000s. The haveli had been in the family for generations, and we are grateful to my father’s foresight in wanting to restore it—not just structurally, but as a living space. Rather than let it remain locked in time, he wanted to open it to travellers who value authenticity and personal connection.
They did have a good team of advisors, and they also had a team of—from what I remember, because I was in school back then—very skilled restorers who had the knowledge of old structures and buildings. So, at the time of doing the wiring and the plumbing, they were discovering embedded marble pillars. We keep teasing my father about how he tried very hard to dig around for some hidden treasure. It took them about seven years to just get the façade and the first four rooms up. Every year since then, they have added two rooms.
What was its potential as a heritage hotel?
It was immense—the architecture, the stories, the peaceful location. But more than that, it had soul. We knew that in a world of cookie-cutter luxury, a place like this—rooted in memory and meaning—would resonate deeply.
What were the challenges of restoring an old structure?
The biggest challenge was the restoration itself— finding artisans skilled in traditional methods,
We knew that in a world of cookie-cutter luxury, a place like this—rooted in memory and meaning—would resonate deeply.” “
sourcing original materials, and working within the limitations of a centuries-old building. But the highlight was seeing it come back to life—room by room, tile by tile.
What kind of research went into the process?
A lot of it was oral—listening to family stories, speaking with former staff and local elders. We also consulted conservation experts, checked old photographs, and researched design and planning references at the Jaipur family archives. I like to think of it as my third sibling because of the time, energy and love my parents have put into this property, the attention to detail that they had.
How long did the entire process take?
The first phase took nearly four years to get the façade and gardens restored, with four suite rooms where we lived. The first guests (outside of friends and family) visited in 2010. But in truth, the process is ongoing—we continue to restore, refine, and rethink small aspects each year.
How did the rooms acquire different looks?
That was all (the work of) my mom. The rooms represent her personality— they are understated, yet so elegant and timeless. She wanted the hotel to boast a soothing palette. She believes that a room should engender a sense of peace. You see a lot of intricate details (across the room), such as tiny figures on curtain rods. The upholstery, which I think my mom got spot on, is sourced from all around Jaipur. A lot of the furniture that was in storage has been restored.
Who is the main target group for the hotel?
Our guests are largely high-end, independent travellers—people looking for intimacy and authenticity. We receive guests from India, the UK, Europe, and the US. There’s a growing segment of domestic travellers rediscovering Indian heritage in meaningful ways.
What percentage of guests are leisure travellers?
100%. We are not a business hotel. Our guests come here to slow down, connect, and experience Jaipur at their own pace.
For first-time guests—what should they know?
Welcome to your home in Jaipur! This isn’t a typical hotel. You are stepping into a home that has witnessed 300 years of life. Come with curiosity, a love for quiet beauty, and a willingness to savour slow luxury. We will take care of the rest.
Mixologist-led bar takeovers significantly elevate a hotel's reputation and revenue, attracting diverse audiences, enriching team skills, and redefining guest experiences beyond standard nightlife.
CHANDREYI BANDYOPADHYAY
HEAD OF HOSPITALITY & WINE & BEVERAGE, BOCA DUBAI
“Collaborations are a onenight platform to express who we are, build connections, and raise awareness around sustainability in an engaging, celebratory way.”
JEZAN LIMZERWALA
ASSOCIATE VICE PRESIDENT – F&B, LOYA, TAJ PALACE DELHI AND TAJ WEST END BENGALURU
“Our cocktail philosophy champions depth, restraint, and a deep respect for ingredients— what we seek in our Loya Qissa collaborators. The ‘Loya Qissa’ series is a strategic lever designed not just for guest engagement, but for long-term brand and business impact.”
MARK UGRAI
ASSISTANT DIRECTOR - F&B, ANANTARA CHIANG MAI
“By bringing in acclaimed mixologists and bar concepts, we are able to introduce unique cocktail creations, bold new ideas, and dynamic energy to our venues. While we do value collaborations within the Minor Hotels portfolio, we actively seek opportunities with exceptional standalone bars and independent talents.”
DIRECTOR OF F&B, ZLB23, THE LEELA PALACE BENGALURU
“Each guest shift is treated as a signature event—with its own minibudget for procurement, logistics, and execution, distinct from regular bar operations. This model ensures the guest bartenders have what they need without being restricted by standard hotel inventory processes.”
DIRECTOR
“We’re quite intentional with our bar collaborations. What draws us in is the bar’s distinct beverage philosophy and the story they bring to the table. It’s a dynamic exchange of ideas, techniques, and inspiration that helps us grow and evolve behind the bar.”
SAGAR NEVE DIRECTOR, NISA EXPERIENCE
“There’s little to no monetary gain from these events by design. How we approach each takeover depends heavily on the curator’s niche. It’s a knowledge-sharing exercise and moreover, a way for our team to benefit from the deep R&D that another bar has.”
“The best collaborations are built on shared creativity. In most takeovers, our team and the guest mixologists exchange ideas, ingredients and techniques, often leading to limited-edition cocktails and new additions to our evolving menu.”
GENERAL MANAGER, PCO DELHI & THE DIRECTOR’S ROOM
“Takeovers give bartenders a platform to present what they do best on a global stage. They allow us to carry local flavours and stories to global audiences, experience different techniques, ingredients, and service philosophies, and explore new bar cultures. They also help break outdated stereotypes about the bar business”
KEENAN THAM MANAGING DIRECTOR & CO-FOUNDER, PEBBLE STREET HOSPITALITY
“We collaborate with bars known for pushing creative boundaries and work together to adapt drinks to our local palate. We often develop exclusive serves that blend the guest bar’s identity with KOKO’s Asian flavour-led philosophy.”
Five Indian bars in the World’s 50 Best List spotlighted the explosive impact of bar takeovers short-term, mixologist-driven collaborations—at the heart of a shifting landscape. These events are now pivotal for hotel bars, leveraging exclusivity and energy to spark business growth.
The Ritz-Carlton Bangalore hosted the award-winning BOCA Dubai recently, renowned for its conscious mixology and recipient of the Michelin Green Star, for a takeover at Bang, the hotel’s eclectic rooftop lounge. The guest bar came in with an innovative beverage program rooted in sustainability, featuring four signature cocktails and a zero-alcohol beverage, each highlighting local ingredients and eco-friendly techniques. “Their sustainable approach to mixology aligned perfectly with our own ethos and made for an inspiring, forward-thinking collaboration,” says Pattabiraman A, DirectorF&B at BANG, The Ritz-Carlton Bangalore.
Similarly, Mumbai enjoyed a special evening of cocktails led by Beckaly Franks, known as Hong Kong’s ‘Queen of Mixology’, at AER at Four Seasons Hotel. An award-winning mixologist, Franks brought her creative flair to the city in collaboration with Gormei, The Hedonist, Soy Como Soy, and Jameson Ginger Ale. On the other hand, Ekaa Mumbai, known for its ingredient-forward and innovative cocktails, did its third takeover of the year at The Library Bar at The Leela Palace New Delhi. At KOKO, Pebble Street Hospitality’s high-energy bars in Mumbai, Bengaluru and Hyderabad, international bartenders regularly appear on takeover nights positioning it as a “global-minded cocktail destination,” says Managing Director & Co-Founder Keenan Tham.
Hoteliers find value in hosting bar takeovers as the ‘cocktail culture’ spreads through urban India. Loya at Taj Mahal Palace New Delhi started its Qissa series, reinventing traditional dining with an elevated experience through storytelling, literary events and guest mixologists. Since its expansion to Mumbai and Bengaluru, the events now draw a wider audience. “For collaborators, we’re drawn to bars and bartenders who bring strong identities, bold flavour perspectives, and a compelling story to tell, beyond techniques. Many are from the World’s 50 Best or Asia’s 50 Best lists, but award-winning acclaim is never the only filter.
Kiki Moka of The Cocktail Club, Jakarta at Loya Qissa in New Delhi. Moka's skill at creating elegant, unfussy drinks is wellrecognised.
We look for synergy,” explains Jezan Limzerwala, Associate Vice President, F&B, Loya Taj.
Lair, currently the #1 bar in India and #8th in the world as per the list, has brought some of the world’s best bars to New Delhi through ‘Cocktail Coalition’, a series of takeover events in partnership with The Dram Attic, a lifestyle platform created by Priyanka Blah to spotlight outstanding bars and talented professionals in the alco-bev industry. As Navjot Singh, winner of Diageo’s World Class India 2025 and co-founder of the bar, hopped across five cities in Italy—Lair played host to Foreign Correspondent from Barcelona and Reka from Kuala Lumpur. There is joy in doing this. Mixologists from India represented the country at events in Paris, Stockholm, New York and Singapore all summer this year. “We’ve taken
bars like Elephant Room (Singapore) and Little Red Door (Paris) to local farms, and watched them reimagine ingredients in a variety of different ways. It’s fascinating to see how cultural backgrounds and experiences can unlock new dimensions in even the most basic ingredient,” says Sagar Neve, chef and Director at NISA Experience, which operates Ekaa, KMC and Bombay Daak in Mumbai. “Our deeply ingredient-focused approach shapes our takeovers as well. It revolves around the produce itself, regardless of the region,” he says. This hyper-elevated, razor-sharp focus on exchange of ideas drives it deeper into markets like Kolkata, Jaipur, Hyderabad and Chandigarh, where the cocktail culture is gathering pace, helping brands like Hyatt. Collaborations among its Centric brand properties, such as Koyo Koyo from Chandigarh which visited Cal-On in Kolkata, are proving there’s more to this business.
“Experience is the business,” Prasanta Nandi, F&B Manager at Hyatt Centric Kolkata notes prudently. “By curating unique and engaging offerings, we create a compelling reason for our guests to explore something new. This fresh appeal drives higher footfall and amplifies the overall impact on business,” he confirms.
There is revenue, too. “On an average, bar takeover days result in a 20% increase in overall bar revenue,” shares Naval Kukreti, Director of F&B, ZLB23 at The Leela Palace Bengaluru. F&B consultancies, involved in the curation of such events, connect the world of alcohol professionals, playing a powerful role in the concept’s growth.
Countertop India, a consultancy started by Pankaj Balachandran and Arijit Bose, back in 2020, is one such. With an interest to uplift the business and insurmountable energy reserves, the two pushed innovation and craft in mixology to global standards. Third Eye Distillery swooped in just two
CLOCKWISE FROM LEFT: Calum Laird of Beefeater at Koko Bengaluru; ER’s Gimlet Garden in Mumbai plays host to international mixologists; The Boca and Bang team delivered a fiery night at The Ritz-Carlton Bengaluru; Desiree Jane, owner of Sago House Singapore, prefers having regular service over a takeover; PCO Delhi is a popular playground for cocktail innovation through collaborations.
years later for a majority stake in the entity, while the founders continued to evolve and develop bars across locations, and take them beyond borders. At Bar Spirit Forward and Middle Room in Bengaluru and Bar Outrigger, Boiler Maker and The Lab @ Amaraanth in Goa, their work continues. Balachandran recently curated the cocktail program for the new avatar of Edo, the Japanese specialty restaurant at ITC Gardenia in Bengaluru.
Takeovers attract new audiences, foster exchange, and bring a freshness to programming for hotels. “Our approach is deeply intentional. We look for partners who share our commitment to craft, innovation, and guest experience,” says Noel Mendes, Director of F&B, Four Seasons Hotel Mumbai. They also offer professional development opportunities for inhouse teams, exposure to new techniques, global flavour pairings, and service philosophies fuelling on-ground innovation. Mendes adds, “The result is a high-return initiative combining revenue, relevance, and team capability—three essential pillars of sustained growth”.
Hotels make larger-scale collaborations feasible. “But standalone bars bring in a raw, intimate energy that often leads to more meaningful guest interactions and industry camaraderie,” says Md. Shabaz, general manager at Little Bit Sober, a rising speakeasy in Kolkata. “We’ve seen wellexecuted takeovers boosting the bar’s monthly revenue by 10–15% due to the post-event halo effect,” he adds. The Brit Bar at Anantara Chiang Mai,
for instance, does not collaborate only with bars. “While we have hosted Vesper, Mahaniyom and Rabbit Hole from Bangkok, we also collaborate with brands such as local gin and distilleries in Chiang Mai itself,” says Mark Ugrai, Assistant Director - F&B. “This openness allows us to remain relevant, broaden our appeal, and bring in diverse influences that resonate with both our local and international clientele,” he adds.
Hosting bars like The Aubrey from Mandarin Oriental Hong Kong through July at Loya across Taj Hotels, Limzerwala says, “Our endeavour is to ensure the canvas is as refined as that of an artist.” This essentially translates to different inventory philosophies between the two parties. “Ingredient availability can definitely be a challenge, especially at hotel bars,” says Vikas Kumar, General Manager, PCO Delhi. A sentiment echoed by many bar leads. That is perhaps why mixologists are open to changing the rules to meet an established hotel’s clientele. While strong pre-event communication and planning make the process smoother, they need to get creative for niche ingredients, often carrying them along.
But hotels are listening. Addressing it, Limzerwala says, “We build purposeful budget flexibility into the Qissa model, because we see these evenings as high-impact brand investments for long-term brand value. From specialised ice formats to premium garnishes and barware, every detail must align with the vision of the visiting team.”
Hotels now approve budgetary leniencies and allocate pre-approved allowances, recognising the value of such events. Kukreti attests, saying, “While hotel operations can be strict, we’ve built internal systems to allow flexibility during such events and have beverage companies supporting us with each takeover.” Each guest shift at his bar is treated as a signature event—with its own mini-budget for procurement, logistics, and execution, distinct from regular bar operations.
With new investments pouring into the largest city of Andhra Pradesh and an established industrial hub, Visakhapatnam, also known as Vizag, is poised for rapid growth, and hospitality majors are eager to be part of the process.
SUMAN TARAFDAR
Located midway between two of India’s largest eastern coastal cities, Visakhapatnam—better known as Vizag—is far more than a staging post between Kolkata and Chennai. As Andhra Pradesh’s largest city and de facto capital (there is no clarity yet on the simple question—what is the capital of Andhra Pradesh!), Visakhapatnam has a strong claim as the state’s growth driver. Current chief minister N. Chandrababu Naidu, credited with putting Hyderabad on the global map during his earlier tenure as CM of the pre-bifurcated state, is now expected to do the same for the truncated state and its largest city.
Already a major industrial hub, Visakhapatnam is one of India’s designated ‘smart cities’ and is witnessing rapid, multi-sectoral investment and growth. The city has been named at the top spot in LinkedIn’s inaugural Cities on the Rise report, which identifies India’s fastest-growing non-metro cities in terms of professional opportunities.
It is equally a regional tourism powerhouse. In 2023, the Visakhapatnam region accounted for about 24% of Andhra Pradesh’s total tourist inflow—nearly 61 million visitors, according to JLL. With its long coastline, pristine beaches, adventure tourism opportunities, rolling hills on three sides, and deep historic roots, the city only needs a stronger infrastructure push (already underway) and sharper branding to emerge as a leading destination nationally and internationally.
Growth is the best driver for hospitality. Major chains such as ITC, IHCL, Radisson, Accor, Marriott, and The Park are already present, while The Oberoi Group, Mayfair, and The Leela Hotels are reportedly in the pipeline. The Varun Group, the city’s largest hotel owner, has announced investments of ₹1,600 crore over the next three years, including laying the foundation stone for Varun Bay Sands (VBS), inspired by Singapore’s Marina Bay Sands. With the momentum building, Visakhapatnam is fast positioning itself as a vibrant coastal destination.
GENERAL MANAGER, RADISSON BLU RESORT VISAKHAPATNAM
“The major challenges include seasonal occupancy dips during extreme weather, under-marketing compared to Goa or Kochi, and gaps in infrastructure, particularly for large-scale MICE and international tourists."
GENERAL MANAGER, NOVOTEL VISAKHAPATNAM VARUN BEACH AND THE BHEEMILI RESORT
“Considerable investments in infrastructure and connectivity, including the upcoming airport (to open by June 2026) and the ongoing metro/ beach corridor projects, have fuelled growth.”
GENERAL MANAGER, WELCOMHOTEL BY ITC HOTELS
“To accelerate travel, the city needs strong branding and storytelling—ideally fronted by a brand ambassador—to position itself as a versatile destination.''
HOTEL MANAGER, FOUR POINTS BY SHERATON VISAKHAPATNAM
“The city is witnessing a surge in premium hotels and mixed-use developments, with hospitality giants anchoring projects along the beach corridor, which is set to become the next big hospitality zone."
Visakhapatnam, with an estimated population of over 2.5 million, is the largest and most populous metropolitan city of Andhra Pradesh, and the 17th most populous city in India.
With a GDP of $43.5 billion, Visakhapatnam is the ninth richest city in India, according to a 2022 media report.
The Visakhapatnam Economic Region contributes 27.88% of the state’s economy.
It is the fourth largest city in southern India, next to Chennai, Bengaluru and Hyderabad.
As the industrial and economic hub of Andhra Pradesh, the city hosts a diversified economy with the presence of heavy industries, ports, logistics, pharmaceuticals, med-tech, biotechnology, energy production, tourism, textiles, R&D, and a growing information technology and financial technology.
Amongst the major public sector institutions based/ headquartered in the city are Hindustan Petroleum, Visakhapatnam Steel Plant, Hindustan Shipyard, Visakhapatnam Port Trust, National Thermal Power, Bharat Heavy Electricals, BARC, Naval Science and Technological Laboratory, Naval Dockyard, Dredging Corporation of India, Strategic Petroleum Reserve, NMDC and CONCOR.
Leading private sector players include Coromandel International, Ferro Alloys Corporation, and Gangavaram Port.
Visakhapatnam is popularly known as the shipbuilding capital of India due to the presence of multiple shipyards such as Hindustan Shipyard and Naval Dockyard. It serves as the headquarters for the Indian Navy's Eastern Naval Command.
The Visakhapatnam Port is the fifth-busiest cargo port in India.
Fisheries is a major sector, and the fishing harbour is a major exporter of fish such as tuna.
A historic city, it is also home to the oldest shipyard and the only natural harbour on the east coast of India.
In 2020, it was a finalist in the Living and Inclusion category of the World Smart City Awards.
Visakhapatnam has recently seen a rapid growth in the branded hospitality segment. What factors would you ascribe to this trend?
Rabindra Rai: Visakhapatnam is rapidly emerging as one of Andhra Pradesh’s most soughtafter travel destinations. With its Blue Flag beach, ancient temples, and rich cultural heritage, the city offers a compelling mix of experiences. This rising appeal has fuelled demand for quality accommodations, attracting the entry and expansion of leading hotel brands. Development is being driven by its prime location and attractions, major infrastructure upgrades such as the Bhogapuram Airport and a cruise terminal, strong government support through tourism promotion and investment-friendly policies, and real estate growth with mixeduse projects in Bhogapuram and Rushikonda.
Abhishek Pani: Visakhapatnam’s transformation is driven by
multiple factors. Its strategic coastal location, major port, and fastgrowing airport (soon to be international) make it a natural magnet. Government initiatives such as the Smart City Mission, along with major investments in infrastructure and tourism, have built a strong foundation. Growth in IT, pharma, and industrial sectors has further boosted demand for quality hotel accommodations. Combining natural beauty, business opportunity, and improved connectivity, the city is firmly positioning itself as a hospitality hotspot.
Lakshmi Sridhar: Considerable investments in infrastructure and connectivity, including the upcoming airport (to open by June 2026) and the ongoing metro/beach corridor projects, have fuelled growth. There has been significant government & PPP support from Visakhapatnam Metropolitan Region Development Authority (VMRDA)—including a ₹500 crore PPP project in Madhurawada with hospitality land, signalling investor confidence. Strong domestic leisure travel, MICE activity, weddings, and revival post-COVID have spurred demand. Renewed interest in beachfront redevelopment and cruise terminal proposals further ignite branded hotel interest.
Hormuzdyr Gabba: Visakhapatnam, long known for its serene coastline and industrial strength, is now firmly on the radar of national and international hotel chains—underscoring its rising strategic and commercial importance. The upcoming airport, expansion of the Visakhapatnam–Chennai Industrial Corridor, and enhanced road and rail links are positioning the city as a gateway for both tourism and business. Investor confidence is strong, with the Andhra Pradesh Tourism Policy 2024–29 driving hospitality growth through incentives, subsidies, and a focus on MICE infrastructure. Investor roadshows and policy dialogues have further accelerated interest from leading hospitality brands. Indian and global players are establishing hotels and mixed-use projects, raising
LEFT: The beachfront Novotel is the city’s largest hotel; RIGHT: Indira Gandhi Zoological Park is the third largest zoo in the country.
the city’s profile. Meanwhile, the rise of the IT/ITES sector in Madhurawada, the presence of multinational corporations, and Visakhapatnam’s proposed role as the state's executive capital are fuelling demand for premium business accommodation and extended stays.
What are the main opportunities for growth for the city’s hotels? What steps would you suggest to increase travel to the city?
Lakshmi Sridhar: As Visakhapatnam evolves into a business hub, demand for event spaces will rise. Untapped coastlines such as RK Beach and Bheemili present opportunities for upscale developments, while adventure and ecotourism— through water sports, trekking, and cruise tourism—remain largely untapped.
Growth also hinges on expanding air connectivity with new routes to attract international and Tier-2 intrastate markets. Policy reforms easing liquor and evening licensing could strengthen nightlife, MICE dinners, and destination weddings. Fasttracking infrastructure projects like the beach corridor, cruise terminal, metro, and HOHO buses is essential. Leveraging eco-certifications, promoting homestays in Bheemili and Yarada, and branding Visakhapatnam as ‘East Coast Goa’ will enhance its appeal.
Rabindra Rai: The city is witnessing a surge in premium hotels and mixed-use developments, with hospitality giants anchoring projects along
the beach corridor, which is set to become the next big hospitality zone. These are not just hotels but integrated spaces blending accommodation, retail, and business hubs. As Visakhapatnam grows into a regional IT and industrial hub, demand for business hotels and MICE facilities is rising. With the lush Araku Valley, mystical Borra Caves, and a 32-kilometre coastline nearby, the city is also a natural fit for eco and adventure tourism.
To unlock its full potential, Visakhapatnam must focus on three priorities: boosting connectivity, fast-tracking Bhogapuram International Airport, and improving last-mile access to tourist zones. Beyond offering just a room with a view, positioning the city as a clean, scenic, and affordable alternative to other beach destinations—amplified by strong digital campaigns and influencer partnerships—could be a game-changer.
Abhishek Pani: The key growth opportunities include MICE, as Visakhapatnam emerges as a business and conference hub; destination weddings, driven by its scenic beaches and resorts; and medical and wellness tourism, supported by top-tier hospitals and AYUSH centres.
The city is also being developed as a cruise terminal under the Sagarmala project, while nearby Araku and Lambasingi present strong potential for eco and adventure tourism.
To boost travel, Visakhapatnam must launch aggressive marketing campaigns positioning it as a must-visit destination, fast-track and promote the international airport, and develop integrated tourism circuits linking beaches, tribal areas, and heritage sites. Offering more incentives for airlines and travel companies, along with hosting national and international events, will further attract both business and leisure travellers.
Hormuzdyr Gabba: There’s a rising appetite for lesser-known coastal destinations, positioning Visakhapatnam as a strong alternative to Goa or Kerala. Segments like wellness retreats, weekend getaways, and religious tourism at sites such as Simhachalam Temple remain largely untapped. The new cruise terminal at Visakhapatnam Port, along with water sports and marine tourism at beaches like Rushikonda, offers significant potential.
With relatively low regional competition, Visakhapatnam can emerge as a premier MICE destination for east and south India, supported by the growth of the Madhurawada IT corridor, SEZs, and Pharma City, which are fuelling demand for long-stay and business hotels.
To accelerate travel, the city needs strong branding and storytelling—ideally fronted by a brand ambassador—to position itself as a versatile destination. Developing beachfront hospitality zones with shacks, boutique resorts, and cultural festivals through public-private partnerships, alongside stronger last-mile infrastructure connecting key transport hubs to tourist sites, will be critical.
What, according to you, are the top challenges to growth for the city?
Rabindra Rai: The city’s hospitality sector faces persistent hurdles, notably seasonal swings. Tourist traffic peaks in winter but dips sharply during summer and monsoon, making revenue unpredictable. Many domestic travellers remain budget-
LEFT TO RIGHT: The seafront Welcomhotel
Devee Grand Bay offers panoramic views of the Bay of Bengal; Rushikonda beach is known for wide stretch of golden sands, and crystal clear waters; Araku Valley, about a 100kms. away, is a popular hill station; centrally located, Four Points by Sheration is popular amongst tourists.
What are your hotel’s top tourist sources by revenue? How does the split look between leisure/FIT/social events, business, and MICE guests—and between local and non-local visitors?
Abhishek Pani: Radisson Blu Resort Visakhapatnam has been awarded ‘Best 5-Star Deluxe Resort’ in Andhra Pradesh for the last three years by the state tourism department. The hotel has set benchmarks for high-profile weddings, international events, and government functions. Destination weddings from Raipur, Hyderabad, Kolkata, and Chennai contribute 30% of total business, while MICE accounts for 35%. The balance comes from leisure, FIT, and business travellers.
conscious, pushing hotels to compete on price while upholding service quality. Unlike metro cities, Visakhapatnam also lacks a steady calendar of corporate events, leading to fluctuating business demand.
Abhishek Pani: The major challenges include seasonal occupancy dips during extreme summers and heavy monsoons, under-marketing of Visakhapatnam compared to Goa or Kochi, and gaps in high-end infrastructure, particularly for large-scale MICE and international tourists. Limited international connectivity remains another issue, though the upcoming international airport is expected to address this.
Hormuzdyr Gabba: We cater to a diverse mix—leisure travellers, families, corporate clients, and long-stay guests. With our new state-of-the-art banquet hall, we’ve strengthened offerings for weddings, milestone celebrations, and large-scale corporate events. Revenue reflects a balanced mix of leisure (FIT and families) and business travellers, with a growing share from social events and weddings, especially from Andhra Pradesh and neighbouring states. MICE and corporate events have shown steady growth post-pandemic. We draw both local residents—who see us as a go-to venue for celebrations—and non-local guests from across India and abroad, who value our service and culinary legacy.
Lakshmi Sridhar: At Novotel Varun Beach, revenue sources break down as domestic leisure (50–60%), weddings/social events (20–25%), and business/ MICE (15–20%). Around 60–70% of guests are corporate travellers from metro cities, with the rest from local and regional markets. Post-COVID, leisure and event bookings have surged, alongside a gradual uptick in business travel and inbound/cruise-linked tourism.
Rabindra Rai: Four Points by Sheraton Visakhapatnam sees a balanced mix of business and leisure, thanks to its central location near RK Beach, major corporate offices, and event venues. Business travellers—largely from IT, banking, shipping, and PSUs—drive weekday revenue, while leisure and FIT guests fuel weekends and holidays with staycations and family packages. Banquets, weddings, and group bookings add significant F&B revenue. The average split is leisure/FIT (45–50%), business travellers (30–35%), and MICE/social events (15–20%), shifting seasonally—leisure peaking in holidays, MICE/business during weekdays and fiscal quarters. Key source
markets include Hyderabad, Kolkata, Raipur, Bhubaneswar, and Bengaluru, alongside local guests who frequent the hotel for social events, staycations, and dining.
Could you give us an idea about the occupancy trends and ARRs in recent years— pre-COVID to post-COVID? By how much are ARRs up in 2025 compared to recent years?
Lakshmi Sridhar: In Visakhapatnam, our pre-COVID ARR was ₹6,000 with almost 66% occupancy. Post-COVID, occupancy has recovered to 68–70%. In 2025, we expect continued ARR growth, with Visakhapatnam benefiting from the national double-digit trend—likely +20–30% over 2019. Branded hotels in Tier 2 cities are now registering ARRs of ₹7,000–8,000+, with RevPAR rising.
Rabindra Rai: Market intel and hotel performance indicate that
branded hotels in Visakhapatnam recorded 65–68% occupancy in 2019, which dropped to 30–40% in 2020–2021. In 2024–2025, occupancy has rebounded to 65–70%, with some hotels reaching 70–80% on weekends during festivals and citywide events. ARRs, which were ₹4,500–₹5,000 in 2019 for mid-scale and premium hotels, fell to ₹3,000–₹3,500 in 2020–2021. By 2025, they have risen 8–10% year-on-year, reaching ₹5,000–₹7,500.
Abhishek Pani: Radisson Blu Resort Visakhapatnam has seen steady growth in occupancy, revenue, and ARR. In 2024, occupancy stood at 65% with an ADR of ₹9,500. For 2025, we forecast 70% occupancy and ADR of ₹10,500++. This compares with citywide post-COVID levels (2022–2024), when occupancy surged to 75–80% in peak seasons and ARR reached ₹7,000–₹7,500. For 2025, ARR growth is 12–15% year-on-year.
How do you see the evolution of Visakhapatnam’s tourism potential?
Hormuzdyr Gabba: Visakhapatnam’s tourism outlook is highly promising. With ambitious infrastructure projects, strategic policy support, and an expanding hospitality landscape, the city is poised for 20% growth in tourist arrivals over the next few years. Around 500–600 new hotel keys are expected across categories, meeting rising demand from both business and leisure travellers.
Lakshmi Sridhar: Tourism in Visakhapatnam is projected to grow 10–15% annually, driven by improved infrastructure, industrialisation, and diversified travel segments. Enhanced connectivity through Bhogapuram Airport, a cruise terminal, and metro/beach corridors, all set to launch by 2025–26, should further boost visitor numbers.
Rabindra Rai: With its rare mix of natural beauty, cultural depth, and modern amenities, Visakhapatnam is on track to become a premier destination for leisure and business travellers.
Abhishek Pani: The city is evolving into a tourism powerhouse, offering everything from pristine beaches and eco-tourism hotspots. Positioned to become a Tier-1 destination, Visakhapatnam’s potential is immense, supported by the upcoming international airport, enhanced infrastructure, and the growth of coastal tourism, eco-tourism, and industrial corridors.
Any other factor(s) that are crucial to understanding the current hospitality trends in Visakhapatnam?
Abhishek Pani: A major driver of hospitality growth is Visakhapatnam’s status as India’s 9th richest urban economy, with rapid urbanisation and lifestyle upgrades fuelling demand for branded hospitality. Its identity as the ‘Jewel of the East Coast’ adds strong emotional and branding value. Growth in hybrid hospitality models, experience-led stays, and sustainable tourism is also shaping the market in meaningful ways.
Rabindra Rai: Tourists are increasingly drawn to nature, clean beaches, and eco-friendly stays. Destinations like Araku Valley and Rushikonda are gaining popularity, while new offerings such as caravan tourism, tribal tourism, and spiritual circuits are being promoted. Interest in tribal art, food, and traditions—especially in Araku and Paderu—is boosting community-based tourism.
Lakshmi Sridhar: PPP-driven projects, including beachfront zones and hospitality clusters in Madhurwada, are underway. Online strategies to boost visibility—especially for boutique and local experiences—will
help, alongside technological adoption such as mobile checkin, personalisation, contactless services, and guest analytics for competitiveness. Green certifications, beachside conservation, and local community engagement are adding momentum. With upscale brands entering the city, raising service standards and investing in labour training are becoming crucial.
Hormuzdyr Gabba: Rising disposable incomes are shifting demand from unbranded stays to branded, experiencedriven hospitality. Guests now prefer aesthetic design, curated experiences, and digital conveniences, alongside weekend getaways, staycations, and short luxury breaks. Today’s travellers want more than accommodation— they seek memorable moments, social currency, and a sense of place, which branded hospitality is well-positioned to deliver.
One of the enduring paradigms of Indian hospitality over the past few decades has been the strong sense of circularity. “2024 was great; we hope the trend continues,” confided a hotelier off the record at the end of that landmark year, which saw record occupancies and signings. Well, the crest hasn't yet been reached. The first half of 2025 is not just holding up, but it will go down in history as a landmark period for the sector.
India’s hotel sector may be entering a new era as it breaks the cyclical nature of its growth with record revenues, bold partnerships, and a new trajectory.
SUMAN TARAFDAR
Not only have most markets held onto their occupancies and rates, but what has been even more remarkable is the number of deals. Whether mergers or acquisitions, partnerships or strategic alliances, even signings—there has never been such a bounty. The launch of Marriott's Series, an India-first brand for the hospitality major, in collaboration with CG Corp Global, who have extensive properties around India, was a huge step, arguably making it the largest
hospitality brand in India. Accor’s strategic partnership with Treebo is just as significant, besides the restructuring of its corporate presence in India. Both alliances will offer these groups oppurtunities to penetrate the budget segment of India’s vast hinterland rapidly. Wyndham, the world’s largest hotel franchising company, has tied up with Cygnett for expansion. IHCL, meanwhile, announced its first in-house brand
ARR TRENDS ACROSS KEY INDIAN
(YEAR-ON-YEAR GROWTH: MAY 2025)
Source: HVS Anarock Research; Data for Calendar Year CHANDIGARH
in years, also in a tie-up with The Claridges. In its latest quarterly report for Q1 2025-26, it announced the 13th consecutive quarter of record performance. Recently, IHCL has entered into a significant strategic partnership, signing agreements to acquire controlling stake in ANK Hotels Pvt Ltd and Pride Hospitality Pvt Ltd. The group has also signed a distribution agreement with Brij Hospitality Pvt Ltd, taking IHCL’s portfolio to over 550 hotels,
the first for any group in India.
Despite India being on high alert, coupled with restrictions on movement, post the Pahalgam attack on April 22, rates largely held up in May. Numbers did fall slightly, but summer is also the slowest period for most of the sector in India, apart from the mountains and hills.
In what is perhaps the most exciting portent of what is to come for India’s hotel sector, it is not
just growing—it’s evolving. Most significantly, the regular cycle of highs and slowdowns may finally be a facet of the past for Indian hospitality.
Here are some positive signs
The hotel market in India is expected to witness a rise in revenue with a projected value of US$11.35bn in 2025.
India’s hospitality industry
CHANDIGARH
GURUGRAM
JAIPUR
Source: HVS Anarock Research; Data for Calendar Year; pp - percentage points
reported a 16.3% increase in RevPAR in Q1 2025 compared to the same period in 2024, according to JLL. RevPAR also rose 8% from Q4 2024 across India.
In May 2025, the country’s average rates held largely despite the seasonal slowdown. ARRs ranged from ₹7,300 to ₹7,500, a dip of 10-12% from the previous month, though it was 6-8% above May 2024.
Occupancy ranged between 5860%, a dip of 7-9%. RevPAR ranged from ₹ 4,234–4,500, registering an average drop of 21-23% from April 2025, but 4-6% above May 2024.
During Q1 2025, 79 hotels with 9,478 keys were signed, indicating continued investor activity. This was in addition to 31 branded hotels comprising 3,253 keys commencing operations.
Maharashtra recorded the highest number of branded hotel openings with 836 keys, while Karnataka saw the highest number of branded hotel signings with 1,352 keys during the quarter.
Bengaluru recorded the highest RevPAR growth at an impressive 38.3%. Delhi and Mumbai followed with 26.2% and 21.3% growth, respectively.
Average rates in May 2025 saw robust year-on-year growth, with double-digit gains in several cities. Jaipur and Hyderabad saw tremendous year-on-year growth.
Mumbai and Delhi maintained their premium positioning, with
average rates exceeding ₹10,000 and ₹8,500, respectively.
The upscale segment saw 10 branded hotels with 843 keys being opened and 21 hotels with 2,734 keys being signed.
The midscale segment saw 12 branded hotels with 934 keys being opened and 29 hotels with 2,821 keys being signed.
There is expectation of occupancy rates soaring to 72-74%
Source: HVS Anarock Research; Data collated by HVS from 20 hotel operators and media reports as of 25* June 2025; Tier 1 cities consist of Delhi, Mumbai, Bengaluru, Chennai, Kolkata, Hyderabad, Goa, Jaipur, Gurugram; All data is for the calendar year; Data subjected to change
Source: HVS Anarock Hospitality Monitors (Jan-Jun)
Source: HVS Anarock Research; Data collated by HVS from 20 hotel operators and media reports as of 25m June 2025; Tier 1 cities consist of Delhi, Mumbai, Bengaluru, Chennai, Kolkata, Hyderabad, Goa, Jaipur, Gurugram; All data is for the calendar year; Openings include full and partial openings; Data subject to change
ARR TREND IN KEY MARKETS
Y-O-Y CHANGE (% RANGE)
by FY 2026, with premium hotels’ Average Room Rates (ARR) set to climb to ₹8,000-8,400.
The market is expected to exhibit an annual growth rate of 16.59% (CAGR 2025-2030), contributing to a market volume of US$24.46 bn by 2030.
The number of users in the hotels market is expected to reach 154.66 million by 2030, with a user penetration of 4.4% in 2025, which is expected to increase to 10.1% by 2030.
The average revenue per user (ARPU) is expected to be US$174.91.
It is projected that 61% of the total revenue in the hotel market will come from online sales by 2030.
Sources: Statista, HVS Anarock, JLL Momentum India, AxisRooms
Source: HVS ANAROCK Hospitality Monitors (Jan-Jun)
Ibis Mumbai BKC, part of next-gen ibis rollouts, is rewriting the rules of budget hospitality—one sweet bed at a time.
LEFT, EXTREME BELOW and RIGHT: More than a check-in space, the lobby invites you to linger, connect, and recharge. BELOW: Every room delivers just what matters—nothing more, nothing less. Pop art energises the space with its youthful spirit. ibis' trademarked Sweet Bed experience is the proverbial cherry on the cake.
Six storeys below, the city traffic is a relentless stream of horns, flashy taillights, and a never-ending wait for the road to clear.
Here, above the street chaos, lying on my 'Sweet Bed' mattress, I hear none of the cacophony, although ibis Mumbai BKC stands on the road next to a highway (I can see the cars moving in an assembly line).
If you are looking at a hotel which is next to all the action, ibis’s newest opening in Mumbai is the perfect bolthole—the offices and business district of BKC, the art, theatre and dining hub at the Nita Ambani Cultural Centre (NMACC), the luxury shopping at Jio World, one of the biggest convention centres in India, not to mention the diners, cafés, and bars that dot this mixed-used neighbourhood, are all at walking distance—if you like to walk that is. BKC’s broad roads afford you the luxury of walking, which is denied to you in most parts of a city that’s home to 16 million people.
It is also within a short driving distance from Lower Parel, another commercial and retail hub in central Mumbai, and a one-hour drive to ‘town’ (the older parts of Colaba, Churchgate, and VT—now known as CST). Set along the bustling LBS Road, right across from 247 Corporate Park, the hotel enjoys a strategic perch with quick access to Powai, Ghatkopar, and Vikhroli. The airport is just a 30-minute drive away, making it a well-placed hub for both business and transit travellers. ibis isn’t particularly selling ‘serenity’ as one of its strong points. But I believe it should, given the busy axis on which it stands and the
sprawling city around it. That you can accomplish a modicum of that on your ibis-trademarked Sweet Bed as the city marches, runs, and drives around you is some sort of an achievement.
For a long time, budget hotels in India—especially those part of global chains—have followed a predictable formula: functional rooms, basic breakfast, and a service model that prized efficiency over personality. Says the general manager Sandip Satange, “ibis Mumbai BKC signals a refreshing shift in how we think about budget stays—one that embraces contemporary design, community connection, and culinary ambition, all while keeping the price point comfortably accessible.”
The hotel is part of Accor’s
next-gen ibis rollout, with each property adding its regional touches. At BKC, that means a lively palette, clever use of space, and an overall aesthetic that feels young, vibrant, and urban.
Much like new-age ibis hotels, ibis Mumbai BKC is a vertical edifice with neatly spread out spaces—the welcoming area on the ground level has comfortable seating; the first level a seamless integration of the lobby, lounge, bar and restaurant areas—an inviting space to work, relax, or socialise. The latter—the heart of the hotel—shifts between tranquillity and a gentle buzz, depending on the hour. The lobby has been reimagined as a social zone: open-plan, WiFi-rich, with plug-and-play nooks, worktables, and a grab-and-go coffee counter. Think of it as a coworking-meets-café vibe—a nod to the hybrid traveller. In the mornings and evenings, particularly during breakfast and dinner, the space comes alive. Guests check in, conversations rise around Spice It (the restaurant), servers weave swiftly between tables, and the general manager walks the floor, pausing to greet diners and engage with his team. This ibis is positioning itself not just as a business stopover, but as a lifestyle space.
Beyond the glass of the open kitchens, chef Kasim Khan and his team are often seen in full swing, especially during peak hours—which are frequent in a bustling business hotel. The lounge, with its cosy minilibrary, music corner, and inviting sofas and loungers, springs to life in the evenings, offering a relaxed atmosphere for guests looking to unwind.
The hotel’s 206 well-appointed rooms are designed for comfort and functionality. A notable upgrade at ibis Mumbai BKC is the bathroom— built on-site rather than pre-fabricated and fitted in, as seen in earlier ibis properties—lending the space a more refined and contemporary feel.
Walls across the hotel are adorned with art that channels Mumbai’s pop culture—bright, eclectic, and full of local flavour—spilling through public spaces and guestrooms alike. The public areas were conceptualised by Singapore-based French designer Isabelle Miaja, who brings a fresh, vibrant aesthetic to ibis Mumbai BKC. Her design captures the pulse of Aamchi Mumbai with industrial-chic finishes, playful music zones, curated artefacts, and inviting lounge spaces. The library and lounge, in particular, are dotted with thoughtfully chosen pieces that lend the space both character and charm.
What stands out for me is the food—comfort takes precedence over unnecessary flair. The dishes are hearty and familiar, with just enough of a twist to keep things interesting, without straying so far as to feel unfamiliar—especially when all you want is a satisfying meal. After a long Mumbai day or a stormy monsoon morning, who wouldn’t gravitate towards a handmade pizza, a pepper-and-cumin-infused rasam, Pav Bhaji Fondue, a bowl of warm Railway Chicken Curry, Egg Shin Ramen, or a scoop of Gulab Jamun Ice Cream?
While ibis has collaborated with chef Sanjyot Keer to revitalise its food offerings, head chef Khan of ibis Mumbai BKC must be mentioned for drawing from India’s food culture to curate a meal. For my stay at the hotel, he curated an indulgent Awadhi meal, complete with mutton biryani (which I rarely eat, being more of a vegetable lover, but which I quite enjoyed), kebabs and such, cooked with homemade garam masalas.
The idea is simple: serve honest, flavourful food that speaks to local palates and dietary needs. Guests can grab a tandoori paneer roll at
Walls across the hotel are adorned with art that channels Mumbai’s pop culture—bright, eclectic, and full of local flavour—spilling through public spaces and guestrooms alike.
midnight or start the day with a protein-packed millet upma. And if you're on a Zoom call or catching a flight, the hotel's 24/7 menu keeps it fuss-free.
Walk away from the restaurant, enter your room, and plop onto your Sweet Bed for that equally comforting afternoon snooze, or a great night of sleep. The ‘Sweet Bed by ibis’ is the brand’s signature bedding collection, thoughtfully designed to deliver a restful sleep experience across all ibis hotels. At its core is a specially engineered mattress that strikes the right balance between firmness and comfort, using pocket spring technology to minimise motion transfer and ease back tension. Certified by both Oeko-Tex® and NF Environment, it meets stringent standards for safety and sustainability. Built into the design is a plush mattress topper that contours to the body, adding an extra layer of softness and support for enhanced comfort.
What ibis Mumbai BKC shows us is that the boundaries of the budget segment are being redrawn. Guests—especially urban, mobile, experience-first travellers—don’t want less; they want value. Not just in rupees, but in taste, design, efficiency, and connection.
LEFT: Visual cues, like this graphic display at the bar, ground the space in its brand and location. BELOW RIGHT: The lounge is accented with curated pieces that infuse the space with personality and warmth.
EXTREME BELOW: From breakfast to midnight bites, Spice It serves comfort, colour, and local favourites.
BY DEEPALI NANDWANI
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