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It was around three months back that Pankaj Gupta assumed the role of Area General Manager, IHG Hotels & Resorts and General Manager, Crowne Plaza New Delhi Mayur Vihar. Gupta has a diverse portfolio of Upper Upscale, Upscale and Midscale brand across varied Metro, Tier I and Tier II destinations, each market presenting a unique set of challenges and opportunities. “Navigating the fluctuating market dynamics, manpower shortage and increased competition poses a significant challenge. However, each challenge provides us an opportunity to implement novel ideas and innovative solutions. We are focussing on unique experiences, optimised operations and adaptive pricing strategies to ensure enhanced guest satisfaction and profitability,” says Gupta who chose to be a part of the hospitality industry as his father once dreamt of owning a restaurant. “As I immersed myself in this field, I grew to love its dynamic, never-a-dull-moment nature. It is profoundly inspiring to be an ambassador of Indian hospitality, showcasing its warmth and richness to the world,” he says.
Corporate movement and resurgence of MICE, shares Gupta, offers a promising avenue as the city hotels under his purview are well positioned to cater to their requirements. “Apart from the excellent state-of-the-art facilities and tailored services that enhance productivity and comfort, we are also focussing on unique dining and wellness experiences so that our guests can make the most of their ‘me’ time. From regional cuisine popups to cultural spectacles, from curated wellness regimes to local experiences, we are going above and beyond to offer personalised touch,” he informs.
The rise of regional tourism has also paved a way to showcase the cultural tapestry and spiritual heritage of destinations like Amritsar and Katra. “By blending local authenticity with premium hospitality, we are attracting discerning travellers seeking meaningful and immersive stays. My topmost priority for my portfolio shall be sustainability and talent retention. In the current world, sustainability is not just a mere concept, it is a big responsibility that we, at IHG Hotels and Resorts, embrace with unwavering commitment. Hence, I will ensure our efforts are not limited to food or water waste management or carbon footprint reduction,” avers Gupta, adding that it will encompass setting benchmarks both in terms of innovation and culture, aligning with IHG’s ‘Journey To Tomorrow’ vision.
“Post-pandemic, we have witnessed a dip in hospitality aspirants across the country. Hence, we would work on attracting and nurturing talents across the country through our IHG academies and training programmes to combat the manpower issue,” he says.
TRENDS SHAPING THE MARKET
Modern-day travellers are seeking hyper-personalised experiences that go beyond standard offerings. Therefore, it is imperative for hotels to leverage data analytics to anticipate guest preferences and curate bespoke services. “For example, I foresee extensive usage of artificial intelligence for guest profiling, allowing personalised recommendations for local attractions and dining based on individual interests, ensuring each stay is tailored to perfection. Similarly, holistic wellness programmes will become the core of premium and essential brands, not just the luxury segment. This is particularly relevant for Crowne Plaza and Holiday Inn brands which shall cater to the growing demand for well-rounded wellness experiences,” Gupta shares.
With the shift towards hybrid work models, the MICE (Meetings, Incentives, Conferences, and Exhibitions) segment will require flexible and adaptable solutions. “Our hotels will focus on offering menus that highlight local flavours and ingredients as well as providing options for various dietary preferences and needs such as plant-based and gluten-free dishes. Additionally, immersive dining experiences, such as chef’s table events and interactive culinary classes, will be incorporated to engage guests and elevate their overall experience,” he says.
LEADERSHIP STYLE
Throughout his career, adds Gupta, several key lessons and experiences have significantly impacted the leadership style, particularly in the areas of motivation, mentorship and measurability. “Understanding that motivation goes beyond incentives, I’ve focussed on creating a positive work environment where achievements are celebrated, aligning individual aspirations with organisational goals. Mentorship has been a cornerstone of my approach, guiding team members through personal and professional growth to build a strong, cohesive team and cultivate future leaders,” he says.
Additionally, Gupta firmly believes that what isn’t measured isn’t done, so implementing measurable goals and performance metrics has been critical. Regular assessments and feedback loops ensure clarity and direction, aligning everyone with the organisation’s objectives and fostering continuous improvement. These experiences, he says, have shaped a leadership style that values and integrates motivation, mentorship, and measurability.
STRATEGIES FOR OPERATIONAL EXCELLENCE
Gupta informs that at IHG hotels, they have benchmark in terms of metrics that measures operational efficiency on parameters such as overall experience, loyalty recognition, room cleanliness, breakfast scores along with Guest Satisfaction Index and online reputation. “This helps us track issues and facilitates resolutions on real time basis. Driving operational excellence and ensuring guest satisfaction across multiple properties demands a strategic blend of standardised practices, empowered teams, guest-centric approaches, technology integration, sustainability initiatives, and community engagement,” he adds. Technology plays a crucial role in this strategy too. Implementing advanced CRM systems allows us to capture guest preferences and history, enabling personalised service delivery. Moreover, sustainability is a cornerstone of IHG’s operational excellence.
COLLABORATIONS AND SYNERGY
To promote collaboration among properties under his supervision as Area General Manager, Gupta focusses on several key strategies. “First, I encourage cross-exposure programmes where team members temporarily work at different properties within the region. This not only broadens their skills but fosters mutual understanding and shared best practices. Additionally, I plan to establish task forces comprising experts and representatives from various hotels to tackle specific challenges or capitalise on opportunities, leveraging diverse expertise for innovative solutions. Regular forums and workshops are organized to facilitate best practice sharing and open dialogue, ensuring continuous improvement across all locations,” he informs.
Furthermore, Gupta prioritises employee growth by offering portfolio-wide development opportunities, enabling individuals to advance within the organisation. “Through effective lead sharing and collaborative sales efforts, we maximise our brand’s visibility and market presence collectively. These initiatives create a cohesive and supportive network among properties, driving overall performance and guest satisfaction to new heights,” says Gupta.
STAYING INNOVATIVE TO MEET GUEST EXPECTATIONS
In the rapidly evolving landscape of hospitality, Gupta shares that they have been proactive in adopting the latest trends. Modern guests are well-travelled and come with specific preferences, ranging from dietary needs to personalised service expectations. “Feedback plays a crucial role in understanding these expectations and identifying pain points, enabling us to tailor our offerings accordingly,” he observes, adding the front office team engages in personal interactions with long-staying guests to curate personalised experiences and ensure a bespoke experience. “We share best practices across brands to continuously elevate our service standards and stay ahead of industry developments,” he says, adding that they personalise amenities based on guest profiles, whether they are returning guests or IHG One Rewards members, ensuring each stay is memorable and unique.
CONTINUOUS SUCCESS AND GROWTH
At Crowne Plaza New Delhi Mayur Vihar, Gupta’s strategy revolves around enhancing guest experiences, expanding facilities and fostering sustainable growth. “A key priority is to expand our room and banquet facilities to cater to the increasing demand for upscale accommodations and event spaces in Delhi. By leveraging market research and guest feedback, we will strategically enhance our offerings, ensuring they align with evolving preferences and expectations,” says Gupta.
Introducing a new restaurant concept is another strategic initiative aimed at diversifying the culinary offerings and enhancing the overall dining experience. This not only attracts local patrons but appeals to hotel guests seeking innovative epicurean experiences. “We will focus on sourcing locally and offering menus that reflect the vibrant flavours of North India, complemented by impeccable service and ambience,” he says.
Furthermore, technology integration remains pivotal. Gupta opines that by upgrading the property management systems and implementing smart room features will enhance operational efficiency and guest convenience. This includes digital check-in processes, personalised room settings and advanced in-room amenities to elevate comfort and satisfaction.
CULTURE OF EXCELLENCE AND ACCOUNTABILITY
Gupta says that he is committed to creating leaders who embody independent thinking and a collaborative spirit, empowering them to unlock their full potential and excel. “By emphasising measurable accountability, maintaining high standards through regular quality meets and problem resolution trackers and fostering innovation through brainstorming sessions, we cultivate a dynamic environment. Celebrating achievements with rewards and recognition, and showcasing exceptional work on LinkedIn, we inspire pride and motivation. Utilising live trackers ensures transparency, while regular two-way check-in conversations nurture continuous growth and open communication. We have identified high Potential team members who receive mentorship to develop into leadership roles. Together, we drive excellence and bring out the best in everyone,” informs Gupta.
BALANCING PERSONAL AND PROFESSIONAL LIFE
To maintain fitness, Gupta ensures he exercises daily which I a non-negotiable part of his daily routine. “Scheduling workouts early in the morning to ensure I start the day energised and focused. Efficient time management tools, such as calendars and task management apps, help me allocate time effectively for both work responsibilities and personal interests, maximising productivity during work hours and preserving quality time for personal activities,” he informs.
Given the travel demands of overseeing multiple properties, he integrates personal travel interests by extending business trips to explore new destinations or bringing family along when feasible. “This approach allows me to fulfill professional obligations while enjoying personal travel experiences. I love reading extensively to gain knowledge about the industry as well as widen my perspective as an individual,” he says.
