At the centre of this transformation is Devendra Parulekar, the Founder of SaffronStays, who has built a distinctive brand rooted in trust, emotional value, and consistent quality. In an exclusive interview with Business Review Live, the conversation explores key insights into India’s evolving travel ecosystem, including the rise of private, self-contained stays, the growing relevance of hinterland destinations, and the balance between technology, marketing strategy, and human connection. The discussion offers a forward-looking perspective on how data-driven decision-making and authentic guest experiences are shaping sustainable growth in the modern hospitality landscape.

1. When was the moment or experience that inspired you to build SaffronStays and convinced you that India needed a curated network of private luxury homes?

SaffronStays was born out of a deeply personal insight shaped by early experiences of the warmth and authenticity found in private guest houses associated with the Tata Group. These homes stood out for their intimacy, thoughtful service, and genuine sense of hospitality. Over time, it became clear that such experiences were limited and would no longer be accessible in the same way, prompting a broader question around why these carefully managed private homes were not available to a wider audience of families.

A decade later, in 2016, this realisation led to a decisive shift away from corporate careers to build what had long been envisioned. The outcome was SaffronStays, a curated network of private villas and bungalows designed to offer families a space to come together, slow down, and create meaningful connections.

2. How does the SaffronStays business model function behind the scenes, and what makes it sustainable in the long run?

The model is built on a clear understanding of the emotional and personal significance attached to private homes. Homeowners are not typical property owners; they are custodians of spaces built over time or inherited across generations. The approach focuses on partnering with them to unlock the full potential of these homes while managing operations end-to-end, including staffing, food, maintenance, and the overall guest experience.

Instead of relying on lease-based structures or minimum guarantees, the model ensures that incentives remain closely aligned. When a property performs well, both the homeowner and the brand benefit, creating a shared sense of ownership. This alignment strengthens long-term discipline, fosters trust, and supports sustainable growth.

3. With so many stay platforms today, what differentiates SaffronStays for guests and homeowners?

The differentiation lies in a strong foundation of emotion and consistency. The model does not operate as a listings platform, nor does it aim to span every price segment. Instead, the focus remains on building a legacy brand firmly positioned within premium, upscale, and luxury villas.

For guests, the experience is defined by trust, personalised home-style hospitality, and a consistent standard across hygiene, safety, food, and service. For homeowners, the approach ensures that the identity of each home is preserved, the asset is protected, and operations are professionally managed without converting a personal space into a conventional hotel environment.

4. Each home is unique. How do you ensure a consistent guest experience across your portfolio?

Consistency is delivered by standardising the essentials while preserving the unique character of each home. Every guest is welcomed by trained caretaking families and supported by spotless linen, clean bathrooms, strong safety standards, and authentic home-cooked meals prepared using local ingredients.

At the same time, the approach deliberately avoids hotel-style butler service. These spaces are positioned as homes rather than hotels, allowing guests to feel at ease while relaxing, cooking together, swimming, or simply enjoying the natural charm and individuality of the environment.

5. How is technology, especially AI, shaping your operations from pricing and bookings to guest experience and home management?

Technology plays a critical role in managing a wide and geographically diverse portfolio with efficiency. It enhances capabilities across forecasting, pricing optimisation, operational audits, team training, and seamless booking workflows, enabling more structured and scalable operations.

At the same time, technology is positioned as an enabler rather than a replacement for what truly defines the experience. The human warmth of caretakers, the authenticity of home-cooked food, and the emotional comfort of real homes remain at the core, ensuring that the essence of hospitality is preserved.

6. What emerging travel trends do you believe will dominate 2026?

The next phase of Indian travel is being shaped by three distinct and powerful shifts. Celebration-led travel is witnessing rapid growth, with villas increasingly becoming the preferred choice for occasions such as birthdays, reunions, bachelorettes, rokas, photoshoots, and even pet-centric celebrations. This reflects a broader move towards more personalised and experience-driven travel.

At the same time, group travel is playing a key role in democratising premium stays. By sharing the cost of a villa, groups are able to transform what would traditionally be high nightly rates into more accessible per-person contributions, making upscale experiences attainable for a wider audience.

Additionally, hinterland destinations are gaining strong momentum. Improved infrastructure, including highways, expressways, and Vande Bharat connectivity, is expanding access to previously underexplored locations such as lakes, mountains, and coastal regions, further diversifying travel preferences.

7. How have guest expectations evolved since 2020, and what major shifts are shaping how India travels today?

Private, self-contained stays have moved firmly into the mainstream, reflecting a clear shift in guest preferences. There is a growing emphasis on safety, hygiene, reliable Wi-Fi, home-style food, and the freedom to enjoy spaces exclusively within one’s own group. Travel patterns are also evolving, with a noticeable rise in multi-generational trips, women-led groups, and pet-friendly experiences.

At the same time, improved road connectivity has significantly influenced behaviour, leading to a strong increase in driveable vacations as travellers seek convenience, flexibility, and more personalised journeys.

8. What is the most underrated or misunderstood challenge in the premium homestay segment?

A significant yet often overlooked aspect of the business lies in the deep emotional connection homeowners have with their villas. These are not transactional assets, but highly personal spaces built with care or passed down as cherished legacies. Building trust and enabling homeowners to open these homes to guests remains one of the most complex and sensitive challenges.

At the same time, guest expectations continue to align with hotel-grade standards. Balancing these two worlds requires a thoughtful approach grounded in sensitivity, empathy, transparency, and strong operational systems that can uphold quality without compromising the personal essence of each home.

9. How do you balance expectations between homeowners and guests when their priorities often differ?

Balance is achieved through transparent communication and a deep respect for both stakeholders. Homeowners prioritise the protection and integrity of their homes, while guests seek consistency and predictability in service.

The approach maintains strong backend discipline through structured training, regular audits, and well-defined processes, ensuring reliability at scale. At the same time, the individuality and emotional warmth of each home are carefully preserved. This balance creates a foundation of trust that supports both homeowner confidence and guest satisfaction.

10. What is next for SaffronStays—new regions, categories, or experiential verticals?

India’s interior travel landscape is witnessing rapid expansion, driven by the development of new highways, expressways, and enhanced rail connectivity. This shift is enabling a deeper presence across regions such as Uttarakhand, Himachal Pradesh, Jammu and Kashmir, Maharashtra’s lake belts, Goa, and key religious corridors including Vrindavan.

Alongside this geographic expansion, there is a growing focus on strengthening a curated portfolio of heritage homes and investing in experiential villas that immerse guests in regional culture, local food traditions, and natural surroundings. This evolving approach reflects a broader belief that the next phase of Indian travel will be shaped by these emerging and previously underexplored hinterlands.

11. What economic or social impact does SaffronStays create for local communities, caretakers, and service staff?

Each home functions as an ecosystem that supports multiple livelihoods, including caretakers, cooks, housekeeping teams, local farmers, drivers, vendors, and other regional service providers. Many caretaking families have been associated with these estates for generations, and the introduction of structured professional management enables more stable and sustainable long-term income opportunities.

At the same time, there is a conscious effort to revive and sustain regional culinary traditions. This includes bringing forward pahadi flavours from Uttarakhand and Goan and coastal cuisines, as well as influences from the Nilgiris, ensuring that local food heritage continues to be preserved and experienced by guests.

12. What advice would you offer first-time hospitality entrepreneurs in India?

Hospitality as a sector rewards patience, trust, and a high degree of emotional intelligence. The approach emphasises respecting the integrity of each home, investing meaningfully in people, and maintaining a clear focus on a well-defined niche rather than attempting to cater to every segment.

Consistency, genuine value creation for homeowners, and authenticity in guest experiences remain central to this philosophy. The model is not driven purely by return on investment but by return on emotion. When that foundation is established effectively, it naturally drives all other outcomes.

At the centre of this evolving landscape are operators who are rethinking hospitality from the ground up. One such voice is Mr. Ramit Sethi, Founder of Seclude Hotels, whose journey from the corporate world into boutique hospitality offers a unique perspective on building experience-led brands.

In this exclusive interview with Business Review Live, Ramit Sethi shares insights into the rise of experiential travel in India, the realities of scaling boutique hospitality, and the strategic thinking behind Seclude’s growth journey.

Q1. What was the precise industry gap in India’s boutique, nature-led hospitality that convinced you Seclude Homes could be more than just another property brand?

After a fulfilling career in Corporate Finance at KPMG, Banking at Standard Chartered, and BFSI at Wipro, I discovered my passion for the startup ecosystem as an angel investor and mentor, supporting ventures with genuine potential. That’s when Rohit Sethi introduced me to his venture, Seclude—and I eagerly joined because I instantly recognized a clear market gap and substantial long-term prospects in India’s boutique resort sector.

We faced large, uniform hotels on one end and charming yet variable independent accommodations on the other. What lacked was a robust middle tier: design-driven, nature-centric boutique resorts offering distinctive character alongside reliable hospitality. Seclude was already creating precisely that via its villas—cozy retreats emphasizing a profound sense of place, privacy, and emotional ease, all while upholding top-tier service. Its dedication to food, design, and immersive experiences positioned it as a complete offering—and crucially, a brand poised for trust and recognition beyond mere properties.

Post-Covid, this void grew more apparent as travelers increasingly valued space, reliability, and a home-like feel over mere facilities. Since coming onboard, I’ve spearheaded Seclude’s growth into the boutique resort arena—typically featuring 6 to 20 rooms—repositioning the brand as a destination crafted not only for lodging but also for significant gatherings and shared moments. This evolution has further solidified my conviction that we’re not merely following a fad but actively defining an enduring category within Indian hospitality.

Q2. Your corporate background spans banking, consulting, and global operations. When you first encountered Seclude’s business model, what were the top organizational or operational assumptions you had to rethink?

I honed my expertise over years in banking, consulting, and global operations before immersing myself further in the startup world as an investor and mentor. Upon joining Seclude, I pinpointed exactly what required transformation to realize its maximum potential—it represented the seamless extension of all my prior experience, tailored to a distinctive, experience-driven enterprise.

A key initial focus was maintaining cash positivity and avoiding the pitfall of equating growth with true advancement. We refined unit economics, implemented stricter criteria for expansion, and instilled rigorous financial oversight into our decision-making. Simultaneously, we shifted from a fragmented “mom-and-pop” approach, establishing scalable processes in sales, operations, and finance—eliminating disarray while safeguarding the unique culture and warmth that embody Seclude.

The objective remained straightforward: professionalize the operation without diminishing its vibrancy, and cultivate a scalable enterprise that balances discipline with personality. Today, Seclude operates with enhanced clarity and command, positioning us to elevate the brand to new pinnacles.

Q3. Seclude has properties across multiple geographies (Himachal, Uttarakhand, Kerala, Karnataka, and Goa). What performance metrics or demand indicators do you rely on to decide where to invest next?

We employ a strategic two-tier evaluation process. The primary criterion focuses on the product itself: we seek distinctive homes and boutique resorts possessing genuine character, a profound sense of place, or cultural significance—unique assets that resist easy replication. If a property fails to deliver this, we typically decline, irrespective of its promising tourism potential.

The secondary criterion assesses core fundamentals and accessibility. We analyze unit economics, the balance between operational costs and guest experience quality, and the ease of reaching the destination—preferably within five hours of a major hub. Additionally, we monitor search and inquiry trends within our network to identify emerging demand hotspots.

On the strategic front, having established a solid foothold in the hills, we ventured into Kerala due to its consistent year-round appeal, robust connectivity, and alignment with unhurried, experience-rich travel. Likewise, we entered Hampi to capitalize on rising interest in cultural and spiritual journeys. This defines our growth philosophy: prioritizing select, enduring locations over sheer expansion.

Q4. Seasonality can significantly impact hill and heritage stays. How do you measure, forecast, and mitigate demand fluctuations across your portfolio?

Our portfolio inherently accounts for seasonality through a diverse blend of hill, heritage, and beach destinations, allowing us to manage it at the portfolio level rather than on a property-by-property basis. When hills experience peak demand, beaches typically see lighter occupancy, and vice versa, which effectively balances cash flows and operational demands throughout the year.

We assess and predict demand by analyzing historical booking data, lead times, and pickup patterns for each property, then aggregate these insights into a comprehensive portfolio overview. This enables proactive planning for staffing, pricing, and inventory management.

Operationally, we intentionally avoid squandering downtime. During off-peak periods, we prioritize revamps, thorough maintenance, team training, and experience enhancements, ensuring properties emerge stronger for the high season.

Meanwhile, India’s rich diversity plays to our advantage—travel opportunities abound year-round. From Shimla’s snow season to Hampi Utsav, Palampur’s tulip festival, and Thrissur’s Pooram, there’s perpetually an event to drive demand. Our aim isn’t to eradicate seasonality but to harmonize it, sustaining a cycle of selling, refining, and readying the business.

Q5. Quality consistency is difficult in decentralised properties. What internal KPIs or frameworks do you use to ensure guest experience standards are met across different homes?

Although our properties span diverse locations, we maintain highly centralized operations. Experience standards originate from our Delhi headquarters and get implemented on-site. Our foundational framework emphasizes people and processes: we recruit individuals with a genuine seva-bhav mindset, provide structured training, and enforce clear SOPs, reinforced by spot checks and secret guest audits. Essentials like cleanliness, comfort, responsiveness, and warmth remain absolute priorities.

We monitor operational excellence through straightforward yet vital metrics, such as Wi-Fi uptime and CCTV oversight, ensuring guest satisfaction and ground-level discipline. Meanwhile, our Guest Relations team serves as the central hub for the entire guest journey—from pre-arrival to post-stay follow-ups—enabling swift and uniform issue resolution.

Regarding KPIs, guest feedback guides us: property-level review scores, direct input, repeat visits, and referrals. The objective isn’t identical spaces but reliable care—so the Seclude experience delivers consistency, whether in Palampur or Kerala.

Q6. From a financial perspective, how do you balance capital deployment between restoration of heritage homes and performance maximisation of existing properties?

We view restoration and performance not as conflicting goals but as complementary elements of our partnership model. We partner exclusively with boutique property owners committed to investing in restorations and enhancements, ensuring shared accountability for creating high-caliber assets right from the outset. On extended leases, we allocate our own capital toward strategic upgrades—such as technology, infrastructure, or even a pickleball court—whenever they elevate both guest experiences and financial returns. This approach enables selectivity and guarantees each property launches with a robust foundation.

From that point, we prioritize achieving stable performance across every property swiftly. Most reach cash positivity within roughly six months, after which profits get reinvested to fortify current assets or support the next acquisition. This establishes a disciplined, self-sustaining growth cycle, distinct from capital-intensive expansion strategies.

Technology proves essential here, powering revenue management, distribution, and operational oversight to optimize results without inflating expenses. Consequently, we maintain a measured pace: growth occurs sustainably, harmonizing restoration excellence, operational strength, and steady cash flows.

Ultimately, this yields superior assets, enhanced performance, and expansion that finances itself.

Q7. What guest data or feedback signals have you seen that most reliably predict higher loyalty, repeat bookings, or stronger referrals?

We prioritize behavioral indicators over mere ratings as the truest measures of success. When guests shift from booking through an OTA to direct reservations on subsequent trips, it signals they’re selecting Seclude specifically, beyond just the destination.

We monitor repeat patterns meticulously—tracking return frequency, whether they explore another Seclude property, and if they return with bigger groups or for varied occasions. Such cross-property and group repeat behaviors serve as robust predictors of enduring loyalty.

On feedback, specific and emotional responses carry the most weight. When guests name team members, describe their emotional experience during the stay, recommend us spontaneously, or even inquire about a loyalty program, it confirms a genuine bond. This resonance appears externally too, evidenced by our nomination for MakeMyTrip’s India’s Favourite Homestay Awards.

In essence, we focus not only on guests’ words but also on their actions following departure.

8. You mentor companies on growth and capital raising. What is one strategic shift at Seclude that you believe significantly improved unit economics or investor confidence?

A pivotal strategic pivot involved transitioning from villas to boutique resorts (8 to 20 rooms) with a defined vision, rather than merely expanding our home portfolio, alongside implementing centralized operations. We recognized early that scaling without uniqueness and robust systems fails to enhance unit economics.

By pledging to excel iconically in aesthetics and service, reinforced by standardized processes, we crafted properties capable of securing premium rates, drawing direct demand, and cultivating genuine brand affinity. This boosted unit economics through word-of-mouth demand, minimizing reliance on perpetual discounting.

As a bootstrapped entity, this approach also bolstered trust among partners and owners. We evolved beyond mere occupancy assurances, delivering distinctive, efficiently managed assets with lasting value. Prioritizing select, superior, and iconic properties—underpinned by potent central operations—has rendered the business more resilient and financially sound than pursuing scale indiscriminately.

And that changed everything.

Q9. Sustainable tourism and local community impact are increasingly important for travellers. What measurable initiatives has Seclude undertaken to ensure positive community engagement and responsible operations?

Sustainability forms the core of our daily operations rather than serving as an isolated initiative. Many properties feature kitchen gardens, and we monitor local and on-site sourcing to minimize supply-chain footprints. We’ve implemented balti baths at select homes as a water-efficient option and include water usage in our regular reviews. Portfolio-wide, we’ve banned single-use plastics, substituting them with refillable or reusable alternatives and verifying adherence during property inspections.

From a design standpoint, we emphasize upcycling and adaptive reuse, incorporating restored furniture and reclaimed materials whenever feasible. In fact, Seclude Palampur earned a nomination for an Eco-Friendly Villa award, demonstrating this philosophy in action. Combined with local hiring and sourcing, these tangible, trackable measures ensure our expansion stays accountable and deeply connected to the communities we serve.

Q10. Looking forward, what’s the biggest structural change you expect in India’s boutique/homestay hospitality sector in the next 3–5 years, and how is Seclude positioning itself for that shift?

I anticipate the most significant structural shift will divide scale-first platforms from experience-first brands. As AI and automation proliferate in travel, efficiency will become the baseline—and genuine human connection, trust, and experiential consistency will emerge as true differentiators. Guests will gravitate toward brands that feel authentically personal, beyond mere convenience.

Meanwhile, India’s domestic travel market surges rapidly, with many competitors expanding beyond their capacity to uphold standards, widening the consistency gap across the sector. We’ve intentionally pursued steady, controlled growth, bolstered by centralized operations and a robust direct Guest Relations team, ensuring the experience remains undiluted amid expansion.

We also observe accelerating momentum in cultural and experience-driven tourism—travelers crave narratives, context, and a profound sense of place, rather than just comfortable accommodations. Complementing this is a growing appetite for “bite-sized luxury”: compact, memorable indulgences at approachable prices, such as a hot tub amid tea gardens, a royal candlelit evening, or truly personalized service free from five-star rigidity.

Seclude positions itself precisely at this nexus: technology-powered backstage, yet profoundly human, design-centric, and experience-led upfront.

The seven-year-old company, incubated at IIT Kanpur, has created a proprietary zinc-bromine-based battery system as an alternative to lithium-ion. Known as ZincGel, the solution delivers 80–90% of the energy efficiency of traditional lithium batteries while offering a far lower levelized cost of storage, according to the startup.

With global power demand on the rise, countries are intensifying efforts to scale renewable energy storage. India is a frontrunner in this space, aiming to increase its non-fossil energy capacity tenfold—from 50 GW to 500 GW—by 2030. By 2031–32, the country also plans to add 236 GWh of battery energy storage capacity, supported by a ₹54 billion ($612M) government initiative announced in June to build 30 GWh of battery storage systems. However, like much of the world, India grapples with China’s dominance in the lithium supply chain.

Offgrid Energy Labs believes its ZincGel technology can help ease these constraints by leveraging widely available materials and offering a cost-efficient alternative to lithium.

The startup has now raised $15 million in Series A funding to expand its operations. It plans to set up a 10 MWh demonstration facility in the UK by Q1 2026, followed by commercial rollout of ZincGel. The next phase includes building a gigafactory in India to scale production.

“Not only should we be addressing a gap in the market from an application standpoint, but we should also make it financially viable, because there have been technologies and batteries in the past globally, which have the solution, but they’re so expensive that they’re not widely adopted,” said Tejas Kusurkar, co-founder and CEO of Offgrid Energy Labs, in an interview.

Kusurkar, who holds a Ph.D. from IIT Kanpur, co-founded Offgrid Energy Labs in 2018 at the institute’s Startup Incubation and Innovation Center, alongside Brindan Tulachan (also a Ph.D. from IIT Kanpur), Rishi Srivastava, and Ankur Agarwal. Kusurkar said the team realized that lithium batteries work well for mobility but the stationary storage segment remains underserved and requires safer, more resilient solutions built on a more accessible supply chain.

The startup dedicated its first six years to developing its battery technology and has secured over 25 IP families and more than 50 IP assets across markets including the U.S., U.K., India, China, Australia, and Japan.

According to Kusurkar, ZincGel can support long-duration discharges of 6–12 hours, performed multiple times across its lifecycle, and has a lifespan twice that of conventional lithium-ion batteries. The battery also features a carbon-based cathode, enabling both fast charging and discharging.

Zinc-based batteries are not entirely new, with companies such as Nasdaq-listed EOS Energy Enterprises already offering zinc-bromide battery solutions. However, Kusurkar emphasized that Offgrid Energy Labs leverages its patented innovations to significantly lower costs. In addition, ZincGel batteries reduce reliance on graphite, further driving down production expenses.

“Ultimately, customers care about the same performance, better price, or better performance, same price,” Srivastava told.

Offgrid Energy Labs’ technology is designed to be flexible, allowing batteries to be tweaked or optimized based on application needs. As a result, these zinc-based batteries can function reliably even in extreme environments, providing energy storage at temperatures as low as minus 10 degrees Celsius, according to Srivastava.

The startup is targeting industries with net-zero goals, aiming to help them maximize renewable energy adoption by integrating storage solutions. Potential use cases include peak shifting and decentralized, off-grid energy systems. Early testers include Shell—which invested in Offgrid during its seed round through its corporate venture arm—and Tata Power. The company is also in discussions with global players such as Europe’s Enel Group to co-develop batteries tailored to specific applications.

Until now, Offgrid has manually built its battery technology at a tinkering lab in Noida, Uttar Pradesh. However, it plans to leverage its upcoming U.K. facility to showcase its innovation to early customers starting next year. This facility will have a carbon footprint 50% lower than a typical lithium battery gigafactory, thanks to simpler manufacturing processes that reduce both capital and operating costs.

Explaining why the U.K. was chosen over India, Srivastava highlighted Europe’s strong ecosystem for battery manufacturing and the fact that co-founders Kusurkar and Tulachan are already based in the U.K. to oversee operations. Still, the company sees India as a key market once commercial rollout begins in 2026.

The Series A round was led by Archean Chemicals, a Chennai-based specialty chemicals manufacturer that now holds a 21% stake in Offgrid, with additional participation from Ankur Capital. Srivastava said Archean’s involvement represents a strategic alignment, given its deep expertise in bromine manufacturing and supply chain management.

Bengaluru, 25th August 2025: Khetika, one of India’s largest clean and healthy food brands in the staples category, has announced the opening of its new manufacturing facility in Bengaluru. The plant is a part of Khetika’s push to be the No. 1 player in the fresh foods category in the region, guaranteeing delivery of fresh chutneys and batters to retail partners within 24 hours of production.

The brand recently completed its Series B funding round and aims to capture 50% of the market share in the clean-label batter & chutney space within the first year of operations—a niche category that Khetika leads with innovation, authenticity, and trust.

Dedicated to Khetika’s expanding portfolio of stone-ground batters, chutneys, and other fresh category products, the plant is India’s largest in the stone-ground batters & chutney category and has an initial capacity of 30 tons per day, with the scalability built in to expand up to 100 tons per day of production. The Bengaluru facility combines modern automation with traditional stone-grinding techniques to preserve the maximum nutritional value of the products through the production process—one of Khetika’s key market differentiators. Advanced IoT-based SCADA systems ensure real-time monitoring of pH and temperature, delivering unmatched consistency and quality.

A key ingredient in Khetika’s millet-based portfolio—ragi—is 100% sourced from Karnataka farms, ensuring freshness and traceability while using high-quality, regionally grown produce. This also aligns with growing consumer demand for sustainable, millet-based products and reinforces the brand’s commitment to authenticity.

“This launch is a key step in our journey to bring clean, authentic, and sustainable Indian food closer to urban homes and expand our offerings in the regional Indian markets,” said Dr. Prithwi Singh, co-founder and CEO of Khetika. “With Bengaluru’s strong appetite for high-protein, millet-based batters and fresh chutneys, this facility enables us to serve local preferences with unmatched freshness, quality, and traceability. We are committed to making a strong impact in the region and are targeting 50% of the clean-label batter and chutney market within our first year.”

Darshan Krishnamurthy, co-founder and CTO of Khetika, added: “As a son of Karnataka, this plant holds a special place for me. It’s not just about scale; it’s about setting new benchmarks for authenticity, transparency, and innovation in the fresh food category. By blending our traditional food wisdom with cutting-edge automation and IoT-driven quality controls, we’re ensuring freshness at scale. This facility is a key step in our national roadmap to build eight fresh food production units across India, enabling hyper-local production and same-day distribution to 40 cities in the next 12 months.”

The brand continues to be the only player offering clean-label, stone-ground batters and chutneys, along with India’s first fresh, preservative-free chutneys made with traditional methods. With strong partnerships across leading quick-commerce, e-commerce, modern trade, and regional channels, Khetikahas ensured widespread availability for Bengaluru consumers and is making a strong impression within the new market expansion marked by this launch.

About Khetika

Founded in 2017 by Dr. Prithwi Singh (CEO), Darshan Krishnamurthy (CTO), and Raghuveer Allada (CFO), Khetika has grown into a pan-India clean and healthy food brand with a strong focus on authenticity, innovation, and technology. Both South Indian founders bring unique cultural insight into the brand’s portfolio:

Darshan Krishnamurthy, a proud Karnataka native, leads technology development and supply chain innovation, building a robust infrastructure to deliver freshness at scale. Raghuveer Allada, hailing from Guntur, Andhra Pradesh, brings expertise in finance, strategy, and product innovation, ensuring Khetika’s growth and long-term sustainability. Dr. Prithwi Singh brings his strategic vision, consumer brand-building expertise, and deep understanding of agritech and food ecosystems, driving Khetika’s mission to transform the way India eats with clean-label, authentic, and sustainable food solutions.

Khetika offers a wide range of preservative-free, clean-label food products—including stone-ground batters, fresh chutneys, millet-based staples, spices, dry fruits, and makhana—all crafted with a balance of traditional methods and cutting-edge technology.

The brand operates through a tech-enabled supply chain across ambient and chilled categories, ensuring real-time distribution through quick-commerce platforms, e-commerce, modern trade, and general trade (via SuperZop). With a trusted farmer network across 14 Indian states, Khetika guarantees traceability, quality, and fair value sourcing, making it one of India’s most transparent and responsible food brands.

1. What travel problem pushed you to build Passprt Trips for Gen Z?

Gen Z loves the DIY travel experience, planning trips through Instagram, YouTube, Google Maps, Reddit, ChatGPT, travel blogs, and booking sites. But the journey feels scattered and overwhelming. One wrong choice like booking a hotel with no access to public transport, can derail the entire trip.

With Passprt Trips, we’re building a Personal Travel Advisor powered by AI. It works like a trusted companion, guiding travellers from planning to booking, ensuring better decisions at every step.

2. When did Passprt shift from being just another booking tool to a movement?

From day one, our goal was never to be “just another booking platform.” I’ve been an avid traveller myself, so the vision has always been to cover the full journey, from inspiration and discovery to planning, booking, and on-trip support. That’s when Passprt became more than a tool; it became a mission to give travellers true freedom.

3. If Passprt Trips were a rebellion, which travel norm would it challenge?

Traditional travel agents only help if you buy their rigid, one-size-fits-all packages. Meanwhile, DIY travellers are left struggling alone. Passprt flips this norm, empowering independent travellers with the same level of smart, personalised support.

4. Was there a moment of doubt that reshaped your perseverance?

Absolutely. Last year, we experimented with a marketplace model, but growth was slower than expected. Instead of pushing blindly, we spoke to thousands of travellers. Those conversations helped us pivot and rebuild Passprt into something that truly meets user needs.

5. What startup advice did you once believe but had to unlearn?

I used to believe in the mantra: “Build it and they will come.” But I learned quickly that a great product isn’t enough. Distribution, timing, and storytelling are just as important as product quality.

6. Can you share a decision with no clear ROI that still paid off?

Spending months in 1:1 conversations with travellers. On paper, it slowed us down and didn’t drive revenue immediately. But those conversations gave us unmatched insights, built trust, and helped us craft a product travellers genuinely value.

7. If your journey were a travel metaphor, what would it be?

A high-altitude trek. The climb is challenging, with moments of thin air and uncertainty. But each step gives us a clearer view of the path ahead, and the summit will be worth it.

8. How do you balance speed with intentionality when building fast with AI?

We move quickly with experiments but set non-negotiables around accuracy, trust, and safety. We never rush decisions that could affect traveller experience or long-term credibility.

9. Which emotional skill did you have to develop unexpectedly?

Patience. In travel tech, trust, accuracy, and habit-change take time. I had to learn to stay calm and focused even when progress felt slow.

10. Have you faced any ethical grey zones in building Passprt?

Yes, particularly around personalisation vs. privacy. We wanted our AI to feel like a true travel companion without crossing privacy lines. Our solution: collect minimal data, gain clear consent, and rely on contextual conversations instead of intrusive tracking.

11. What does the travel industry still get wrong about Gen Z?

Many assume Gen Z only chases budget deals. In reality, they seek value, and are willing to pay more for flexibility, unique experiences, and trusted recommendations.

12. How do you recentre yourself when scale pressures pile up?

I return to traveller conversations. Listening to their frustrations and stories reminds me why we built Passprt: to make travel personal, stress-free, and meaningful. It grounds me in purpose.

13. What would you build if fear wasn’t a factor?

Honestly, I’d still build Passprt Trips exactly the way it is today.

Saurabh Agarwal, Founder and CEO of GROWiT, didn’t set out to disrupt Indian farming with big-city tech or distant policy. Instead, he listened. He spent time in the fields, faced farmer skepticism head-on, and built trust where it mattered most. What began as a mission to introduce protective farming tools like mulch films and soil testing devices has grown into a nationwide movement that’s transforming how India grows its food.

Under Agarwal’s leadership, GROWiT is not only delivering cutting-edge agri-tech but also making it accessible, affordable, and deeply human. In this exclusive interview, Agarwal shares the story behind GROWiT’s rise—how it’s turning hesitant farmers into informed agri-entrepreneurs, redefining soil health through IoT, and aligning profitability with sustainability. It’s a conversation that dives into the future of food security, climate resilience, and the quiet revolution taking root in India’s farmlands.

1. India’s agriculture sector is vast and complex. What was the initial problem you set out to solve with GROWiT, and how has that evolved since inception?

When we started GROWiT, our primary challenge was bridging the awareness gap around protective farming technologies—tools like mulch films and soil testing devices were either unknown or underutilized. The real hurdle, however, was building trust within a deeply traditional farming community that’s often hesitant to embrace innovation.

To overcome this, we introduced a Demo Farm Model and hosted regular farmer meetups to demonstrate firsthand the impact of these technologies. We also launched a pan-India franchise network to provide localized sales and support, backed by a dedicated field team and call center to ensure guidance throughout the farmer’s journey.

Today, GROWiT has evolved from a product-centric company to a full-service ecosystem offering education, support, and tech-driven solutions. Our farmer-first approach and consistent feedback loops have helped us scale across regions and earn the trust of rural India.

2. GROWiT’s mission focuses on empowering farmers and ensuring food security through sustainable practices. How do you define success for GROWiT in this context?

Success for us is measured by real-world impact: helping farmers grow more while spending less—and doing so sustainably. We aim to boost yields by up to 100%, reduce water consumption, and lower dependence on harmful chemicals, all while promoting soil health and environmental resilience.

Our innovations like Soil Guru Pro empower data-driven farming and precise input usage. Reaching over 2.25 lakh farmers across 12 states and establishing 650+ franchise outlets isn’t just growth—it’s progress toward democratizing sustainable agriculture in India.

3. How are you aligning GROWiT’s growth with broader goals such as climate resilience, soil health, and rural economic upliftment?

Every step of GROWiT’s growth is rooted in solving real, pressing problems faced by farmers. Our protective farming products reduce water usage and pesticide reliance while safeguarding crops against erratic climate patterns.

With our IoT-enabled Soil Guru Pro, we promote balanced nutrient management and healthier soil profiles. And by building a network of over 650 franchise partners, we’re creating agri-entrepreneurship opportunities, enabling last-mile tech access, and fueling rural economies.

4. GROWiT is pioneering protective farming with its products. What are the core innovations behind your technology, and how are they different from traditional agricultural practices?

We’re redefining Indian agriculture by moving from guesswork to precision-based, protective farming. At the heart of our innovation are mulch films, crop covers, weed mats, and the ICAR-approved Soil Health Tester.

Unlike traditional practices reliant on excessive water and chemical inputs, our solutions:

• Reduce water usage by up to 40%
  
• Decrease pesticide dependency
  
• Shield crops from extreme climate stress
  
• Increase yields by 40–100% through smart input planning
  
  We’re not just selling tools—we’re enabling a tech-powered shift toward sustainable agriculture.

5. Could you shed light on how your products — like mulching films or agri-cover solutions — are improving yield, sustainability, and farmer incomes?

Our products are engineered to optimize every part of the farming cycle:

• Mulch Films retain soil moisture, suppress weeds, and stabilize soil temperature, leading to healthier crops and higher yields.
• Crop Covers provide defense against pests and harsh weather, reducing losses and pesticide use.
• Weed Mats & Insect Nets streamline maintenance while enhancing plant health.
• Soil Guru Pro delivers real-time soil analysis, helping farmers make smarter, more efficient input decisions.
  
  Together, these innovations reduce costs, enhance productivity, and ultimately increase farm profitability by up to 100%.

6. How are you leveraging data, feedback from farmers, or IoT solutions to enhance the effectiveness of your offerings on the ground?

Feedback is at the core of our innovation cycle. Our on-ground and tele-calling teams engage daily with farmers to understand their pain points. This data feeds directly into product refinement and R&D.

Our Soil Guru Pro leverages IoT and sensors to deliver real-time soil diagnostics, enabling accurate, actionable farming decisions. This farmer-data loop ensures our solutions stay relevant, adaptable, and impactful.

7. One of the highlights of GROWiT’s innovation is India’s first pocket-friendly soil health testing device. What inspired this product, and how has the response from the farming community been since its launch in April?

Conventional soil testing in India is expensive, slow, and often inaccessible—especially for small and marginal farmers. That gap inspired us to create a smartphone-connected, pocket-sized, ICAR-certified device that instantly tests for NPK, pH, EC, and moisture.

Since launching in April, the feedback has been phenomenal. Farmers call it a game-changer—compact, affordable, and empowering. It’s as easy as recharging a phone: quick, reliable, and always accessible.

8. Soil testing is often underutilized in Indian agriculture. How is your device democratizing access to soil intelligence, and how do you envision it changing farm-level decision-making?

Soil testing has long been overlooked due to cost and access issues. Our Soil Guru Pro changes that by making real-time soil diagnostics affordable and user-friendly. It connects to smartphones and delivers accurate insights instantly.

This shift from intuition to data empowers farmers to choose the right crops, optimize fertilizer use, and reduce wastage. The result? Better yields, healthier soils, and smarter, more sustainable farming at scale.

9. Your flagship products like mulch films and crop covers are already known in the market. How are you continuing to innovate around these core solutions to address evolving farming challenges and climate conditions?

We constantly upgrade our core products to meet the needs of a changing climate and evolving farm conditions. Whether it’s improving durability or simplifying usage, innovation is ongoing.

We also invest in farmer education—through demonstrations, social media campaigns, and localized support—so adoption is informed and impactful. This ensures our products stay effective and farmers get long-term value.

10. With over 225,000 farmers impacted and 650 franchise partners across 12 states, what kind of real on-ground transformation are you seeing — both in yield improvements and income growth?

The transformation is tangible. Farmers using GROWiT’s solutions have seen yield jumps of up to 100%, especially in high-value crops like tomato, chili, and watermelon. With better crop protection and input optimization, they’re reducing costs and boosting profitability.

Many have shifted from one to two or even three crop cycles per year—an extraordinary leap in productivity. Our franchise model has also fostered local entrepreneurship, creating rural jobs and strengthening the agri-business ecosystem.

11. You’ve emphasized making sustainable farming both accessible and affordable. How are you ensuring affordability without compromising on quality or scientific rigor?

Affordability should never mean compromise. All GROWiT products undergo rigorous field testing and are ICAR-approved. Devices like Soil Guru Pro provide scientific accuracy at a fraction of the traditional cost.

We focus on smart production, operational efficiency, and economies of scale—not cost-cutting. This allows us to deliver quality solutions that are both affordable and dependable for farmers across India.

12. You’ve spoken about the urgent need to build agricultural resilience in the face of climate change. How is GROWiT addressing this through product design and farmer education?

Climate change is redefining agriculture’s future, and we’re proactively addressing it. Our protective farming tools are designed to withstand extreme weather, conserve water, and enhance soil quality.

But innovation alone isn’t enough—we back it with farmer education. Through demo plots, training sessions, and digital outreach, we promote climate-smart practices and help farmers become more resilient, resource-efficient, and future-ready.

13. In a sector traditionally resistant to change, how are you promoting technology adoption among small and marginal farmers?

Trust is crucial in agriculture. That’s why we let results speak. We run demo farms, host farmer meetings, and showcase success stories that demonstrate clear impact.

Our tools are built to be intuitive, affordable, and supported by expert guidance. By simplifying technology and proving its value, we help small and marginal farmers adopt innovation with confidence.

14. With your current momentum, how do you plan to scale your solutions to regions with different climatic and soil challenges across India?

India’s agri-landscape is diverse, and scaling requires hyper-local adaptation. That’s why we’ve built a regionally rooted network of 650+ franchises, each supported by field teams attuned to local farming conditions.

Our Soil Guru Pro customizes recommendations based on regional soil profiles. Plus, we collaborate with FPOs, agri-universities, and local institutions to ensure that our solutions are tailored, inclusive, and effective—whether it’s arid zones in Rajasthan or humid terrains in the East.

In this exclusive interview with Business Review Live, Mr. Nayak opens up about the ethos behind his brands, the challenges faced in scaling rapidly, and the unwavering commitment to preserving the essence of Chai Sutta Bar as it continues to grow. With a leadership philosophy grounded in values, heart, and simplicity, Mr. Nayak’s insights provide an inspiring blueprint for aspiring entrepreneurs and business leaders alike. Join us as we dive into the mind of a true pioneer, whose passion for tea has brewed more than just a business—it has sparked a movement that’s reshaping the landscape of India’s tea culture.

1. Let’s begin with the origin story—what inspired you to launch Chai Sutta Bar, and how did that journey evolve into Maatea and Kaffee-La?

The inception of Chai Sutta Bar was born out of a desire to elevate the experience around India’s beloved chai. Chai isn’t just a drink in India; it’s an emotion. We saw a gap where people didn’t have a dignified space to enjoy their chai. We aimed to create a spot where even someone with just ₹10 could feel at home, enjoying a clean, authentic chai.

The journey expanded with the creation of Maatea and Kaffee-La when we recognized that people desired variety and distinct vibes in their experiences. Maatea promotes wellness and calm, while Kaffee-La caters to the bold and modern urban spirit. Ultimately, all three brands share a unified vision of connecting people through the warmth of a drink that feels like home.

2. Chai Sutta Bar carved a unique niche by blending traditional chai with modern branding. What was your strategy behind that positioning?

From the start, our approach was intuitive rather than traditional. We didn’t rely on a branding agency or a marketing team. It was driven by the thought, “If we love this vibe, maybe others will too.” The use of kulhads, the name ‘Sutta’ (not meant to glorify smoking), and the bar-style design were all unconventional choices intended to break the norm and spark conversation. We wanted a brand that would stop people in their tracks, and once they entered, the chai and atmosphere would do the rest.

3. With Maatea and Kaffee-La now in the mix, how do you differentiate these brands while maintaining a consistent entrepreneurial philosophy?

At the heart of all three brands is the desire to connect with people from all walks of life. Chai Sutta Bar appeals to the masses, Maatea resonates with those seeking mindful, wellness-driven choices, and Kaffee-La is for the energetic urban crowd. Despite these differences, the core philosophy remains the same: real ingredients, authentic stories, and honest pricing. We focus on being relatable, not fancy.

4. What market gaps or consumer needs were you aiming to address through each of your ventures—Chai Sutta Bar, Maatea, and Kaffee-La?

With Chai Sutta Bar, the target was clear: offer a clean, affordable chai experience in contrast to the expensive cafes and unhygienic tea stalls that were prevalent. Maatea emerged as a response to the increasing demand for organic and calming tea blends. Kaffee-La was a nod to coffee enthusiasts, offering a bold, experimental, and youthful coffee experience. All three brands are built on our dedication to listening to our customers and adapting to industry trends.

5. What kind of organizational culture have you aimed to build, especially considering the fast-paced expansion in a competitive market?

We’ve always envisioned an inclusive, growth-driven culture that doesn’t rely on corporate hierarchy. Our approach is about nurturing people, not cutting them off. Many of our team members have grown from entry-level positions to team leaders. We value hard work, loyalty, and emotional connection over titles. As we expand, maintaining this ethos across all our outlets is a priority.

6. How do you ensure that your core values are retained across franchises and team structures in different cities and regions?

We invest significant time with our franchise partners, focusing not just on operational training but also on bonding over shared values. It’s essential they understand the emotional intent behind Chai Sutta Bar. We go beyond standard operating procedures, sharing stories that convey the heart of our brand. This personal connection helps keep our values intact, even in regions far from our home base.

7. Chai Sutta Bar is known not just for its product but also for its unconventional branding and store formats. How do you approach innovation in a traditional category like chai?

Innovation for us isn’t about complex technologies but about adding small, thoughtful touches to enhance the chai experience. For instance, serving chai in kulhads adds a traditional, eco-friendly element. We’ve redefined the chai shop by creating a youthful, fun vibe that surprises people. Our innovation is in doing things differently, making a familiar drink feel fresh and exciting.

8. Can you walk us through any recent innovations or launches you’re particularly proud of?

A consistent innovation for us has been our use of kulhads, not only for their traditional charm but also as an eco-friendly step forward. We are also streamlining franchise operations with simple tools to monitor performance and gather feedback, making the work smoother. I’m also proud of how our brand stories evolve—every outlet has its own unique narrative, reflecting local cultures while maintaining the core essence of the brand.

9. What role has technology played in scaling your operations, especially across diverse geographies and franchise models?

Technology plays a crucial but understated role. It helps us monitor performance, maintain quality, and gather real-time customer feedback across all our outlets. From training staff to managing supply chains, tech supports our people-driven approach, ensuring every cup of chai tastes the same whether you’re in Indore, Chennai, or Canada. For us, technology is a tool to empower our teams, not replace them.

10. How do you see the Indian café and tea retail space evolving in the next 5–10 years? What trends are you closely watching?

Over the next 5–10 years, I see a growing focus on clean ingredients, sustainability, and real experiences. Consumers are becoming more discerning about what they drink, where their money goes, and the story behind the brand. Wellness is not just a trend—it’s a lifestyle. As brands, we need to stay updated on these shifts, offering experiences that connect emotionally and resonate with the values of a younger, socially-conscious generation.

11. What shifts in consumer behavior are you seeing among urban and semi-urban customers—especially post-pandemic?

Post-pandemic, there’s a deeper craving for emotional comfort and safety. People are more selective about where they go, preferring places where they feel seen and valued. Small towns are also becoming more aspirational, desiring café-like experiences without losing their cultural identity. Additionally, youth today care about the “why” behind the brand and are more aware of the values that brands stand for.

12. How do you stay ahead in an increasingly competitive F&B landscape that’s seeing rapid innovation and brand proliferation?

We don’t focus too much on staying ahead of competitors; we focus on staying connected to our customers and our purpose. We pay attention to what’s working, what’s not, and adjust based on real-time feedback. I still visit outlets, engage with staff, and observe customer reactions firsthand. This constant connection to the ground helps us stay true to who we are.

13. What drives you personally at this stage of your entrepreneurial journey? Is it scale, impact, innovation—or something more personal?

At this stage, it’s about more than just scaling the business. It’s about creating opportunities for others, having a lasting impact, and building a legacy that outlives us. Innovation excites me, but the idea that we’re contributing to something meaningful is what fuels me. The thought that one cup of tea could inspire someone to pursue their dreams is what keeps me going.

14. Franchise-led models can dilute a brand if not managed carefully. What specific systems or philosophies have you put in place to ensure consistency, quality, and founder intent?

We treat our franchise partners as part of our extended family, not just as business collaborators. Before anyone comes on board, we dedicate time to explain the core values of Chai Sutta Bar—not just how to brew chai, but the reasons behind our creation.

We provide comprehensive training that covers everything from the recipes to customer service, ensuring consistency at every step. Even after the franchise is up and running, our team continues to check in regularly to ensure everything, from taste and hygiene to the overall ambiance, aligns with our standards.

The key to maintaining our brand’s soul is staying actively involved. As founders, we remain accessible and committed to ensuring that the original intent—keeping it simple, affordable, and full of heart—remains intact as we scale.

15. Entrepreneurship often demands personal sacrifices that aren’t always visible. Was there a moment when the journey felt especially overwhelming, and how did you stay grounded and push through during that time?

Entrepreneurship can appear exhilarating from the outside, but there are moments when it challenges you on every level—emotionally, physically, and mentally. For me, one of the toughest times was in the early days when we were growing rapidly, but resources were limited. This period required us to make tough decisions, such as missing important family events, sacrificing personal time, and even jeopardizing financial stability.

What kept me grounded during those overwhelming times was the deeper purpose behind our work. I reminded myself that this journey wasn’t just about building a business—it was about creating something meaningful for the people we serve, the team we were building, and the youth we were inspiring. That sense of responsibility fueled my determination to push forward.

1. What pivotal personal insight or experience catalyzed the inception of NAPTAPGO? Was there a defining moment that reframed your understanding of India’s budget travel segment?

The concept behind NAPTAPGO wasn’t born from a single experience but from years of observing a recurring problem across over 100 cities I traveled to in India. One pattern stood out — in India, price and cleanliness are inseparable. For budget-conscious travelers, comfort and hygiene are often treated as luxuries.

Another major friction point was hotel check-in rigidity. Arriving early after a night journey often meant either pleading for early access or paying for two days to use a room for a few hours. Even luxury hotels couldn’t bridge this gap.

Moreover, transit zones like railway stations and pilgrim towns lacked clean, accessible, and affordable rest options. People sleeping on benches wasn’t a poverty issue — it was a systems failure.

That’s when the idea crystallized: India doesn’t just need cheaper stays — it needs smarter, space-efficient, and tech-enabled micro-stay solutions. And that’s exactly what NAPTAPGO delivers.

2. In your assessment, what systemic inefficiencies or unmet traveler expectations did you identify in India’s legacy budget hospitality sector that NAPTAPGO set out to disrupt?

India’s traditional budget hospitality model is marred by multiple inefficiencies that ignore today’s traveler behavior:

• Outdated Check-in Norms: The 12 PM rule is impractical for early arrivals, resulting in lost opportunities and traveler frustration.
• No Hygiene Without High Prices: Affordability often means compromising on cleanliness, safety, or even basic comfort.
• Lack of Hourly Stay Options: Many travelers only need a place for a few hours, not an overnight stay, yet hotels don’t accommodate this.
• Underdeveloped Transit Infrastructure: Retiring rooms in stations and airports are overcrowded and poorly maintained, leaving travelers with no viable alternatives.
• Neglected Needs of Pilgrims & Backpackers: In high-footfall religious or remote locations, clean and reliable short-stay options are nonexistent.
• No Shower-Only Services: A large segment of travelers — especially businesspeople — need a quick refresh, not a full night’s stay.
• Missing Work-Friendly Amenities: Budget rooms rarely support remote work, lacking good lighting, ergonomic spaces, or stable Wi-Fi.

NAPTAPGO bridges all these gaps through smart design, flexible pricing, and tech-led services that match the demands of modern travelers.

3. In a hyper-competitive, cost-sensitive travel market, how does NAPTAPGO carve out a differentiated value proposition while navigating rising consumer expectations and thin operational margins?

We focus on three pillars: cost-efficient operations, dynamic pricing, and process discipline.

• By deploying technology across booking, housekeeping, and support, we reduce human resource dependency.
• We utilize underused real estate in metro stations and city centers, drastically lowering rental costs.
• Our hourly pricing, including “shower-only” plans, ensures customers pay only for what they use.
• Finally, process standardization and team training ensure consistency — an essential ingredient in a low-margin segment.

This tri-fold strategy allows us to deliver premium-quality micro-stays at a fraction of the cost without sacrificing guest satisfaction.

4. How is NAPTAPGO architecting a tech-first approach to reimagine guest engagement, service delivery, and operational consistency in the budget accommodation ecosystem?

Tech isn’t just an enhancement — it’s our foundation. We’re building a guest-first, digitally native ecosystem.

• Self-check-in, Bluetooth room access, and app-based controls reduce wait times and enhance autonomy.
• On the backend, we use robotic vacuums, AI-based cleaning audits, and automated tracking to maintain high hygiene standards with lean staffing.
• This approach not only enhances guest satisfaction but makes our business model scalable, cost-efficient, and future-proof.  

In short, NAPTAPGO is a tech-led disruptor in a traditionally analog space.

5. Could you walk us through the core product architecture and technological underpinnings of the NAPTAPGO platform? How do UX, automation, and backend efficiencies interplay in your design philosophy?

Our design philosophy revolves around “Minimal Friction, Maximum Functionality.”

• The user journey is seamless — from app-based booking and Bluetooth-enabled access to digital concierge services.
• In the background, smart systems manage predictive maintenance, real-time room turnover tracking, and guest support workflows.
• This allows our team to focus on meaningful interactions while automation takes care of repetitive tasks.

We’re not just designing rooms — we’re designing an ecosystem where automation and guest delight coexist.

6. Affordability and quality often exist in tension—what strategic levers or innovations have you employed to harmonize both, especially in an infrastructure-challenged segment?

At NAPTAPGO, we harmonize cost-efficiency with high standards using:

1. Flexible, Pay-as-You-Stay Pricing: Our hourly and micro-use pricing makes high-quality stays affordable for everyone.
   
2. POD-Based Space Design: Our pods are compact but ergonomically optimized — offering comfort, privacy, and hygiene in limited square footage.

We’ve essentially reengineered the hospitality experience to maximize guest value per rupee.

7. What strategic advantages has the IIM Lucknow incubation platform provided—from capital access and mentorship to institutional credibility—in accelerating NAPTAPGO’s go-to-market journey?

IIM Lucknow’s backing proved to be a pivotal advantage for NAPTAPGO, providing the kind of credibility that opened doors to early investors, strategic partners, and our first wave of customers. Beyond capital, the incubation offered invaluable mentorship and market insights from seasoned industry experts. Most importantly, the association with such a prestigious institution lent us institutional trust—something often elusive for early-stage startups—and played a crucial role in accelerating our go-to-market journey.

8. How do you interpret the evolving travel behavior of aspirational consumers in India’s Tier 2 and Tier 3 cities, and what role do you envision NAPTAPGO playing in this next wave of travel democratization?

We’re witnessing a significant behavioral shift driven by increased digital access and rising aspirations among travelers from smaller towns. Solo travelers and digital nomads from Tier 2 and Tier 3 cities are now prioritizing flexibility, hygiene, and modern functionality, while families are challenging the outdated belief that budget travel must compromise on quality. NAPTAPGO aligns with this evolving mindset by offering smart, affordable micro-accommodations that democratize travel and deliver value without sacrificing comfort or expectations.

9. With India’s travel economy on track to reach $30 billion, what is NAPTAPGO’s addressable opportunity within that ecosystem, and what is your roadmap to achieving category leadership?

With budget accommodations accounting for nearly 65% of the market, this segment is precisely where NAPTAPGO thrives. Our growth roadmap focuses on expanding to over 50 high-footfall locations, particularly in key transit hubs, while also tapping into business and leisure corridors across Tier 1 and rapidly growing Tier 2 cities. To ensure scalable and consistent service delivery, we’re leveraging process automation and developing franchise-ready models. Our ultimate goal is to establish NAPTAPGO as the go-to brand for short-stay and transit hospitality across India.

10. As the hospitality sector transitions towards a more digitally-integrated and experience-driven model, what is your long-term vision for redefining budget travel—and how will NAPTAPGO be a catalyst in that transformation?

Our long-term vision is to evolve NAPTAPGO into a global benchmark for tech-driven, flexible travel stays. We’re developing a new model internally called “Nap&Go” — designed to disrupt how people perceive and use short-stay spaces, not just in India but globally. Think of it as the future of affordable, on-demand rest and recharge experiences. 

For Aditya, it’s more than a product—it’s a purpose-driven platform inviting consumers into a lifestyle rooted in better choices, ethical origins, and intentional living. In this exclusive interview with Business Review Live, he shares the story behind the brand and how Vishnu Delight is leading the future of conscious Indian snacking.

1. What inspired you to step into the healthy snacks segment and launch Vishnu Delight?

Coming from a background steeped in large-scale manufacturing, I had a front-row view of two powerful dynamics: the efficiency of production and the growing disconnect between traditional Indian food wisdom and today’s fast-paced lifestyle. That gap inspired me to act.

I saw an opportunity to reintroduce nutrient-rich Indian snacks like makhana—but in a way that speaks to the modern, health-conscious consumer. People today want snacks that are both guilt-free and rooted in culture, and that’s exactly where Vishnu Delight finds its purpose.

2. What gap in the market did you see, and how did you envision Vishnu Delight filling it?

Although the market had no shortage of “healthy” snack options, I found that most products were missing one or more essential elements—authenticity, clean-label ingredients, or a genuine emotional connection to Indian food culture. That’s where the idea for Vishnu Delight took shape.

We set out to create snacks that deliver functional nutrition without sacrificing flavor—products that could seamlessly become part of people’s daily lives. Our focus was clear: to combine traditional Indian ingredients like makhana and millets with formats that today’s consumers appreciate.

3. What does your product development process look like—from concept to shelf?

At Vishnu Delight, our product development begins with one core principle: market listening. We constantly track evolving flavor preferences, rising health and wellness trends, and consumer pain points—through a mix of retail analytics and direct feedback from our community.

Once we identify a market need, our food technology team gets to work:

• Recipe development: We craft formulations that prioritize clean-label ingredients while ensuring they can be produced at scale.
• Pilot testing: Small batches are created and sampled across focus groups to gather sensory feedback on taste, texture, and mouthfeel.
• Optimization: Based on insights, we refine until we achieve the right balance of flavor, nutrition, and shelf stability.

Before any product reaches consumers, it undergoes:

• Lab testing for nutritional accuracy and safety
• Shelf-life studies to ensure longevity without artificial preservatives
• Packaging and design reviews for brand consistency and consumer appeal

This end-to-end innovation pipeline ensures that every snack we launch meets the Vishnu Delight promise—functional, flavorful, and uncompromisingly clean.

4. How do you balance innovation with nutritional integrity? Any product you’re proud of?

At Vishnu Delight, we don’t chase trends for the sake of it. Every product we create must meet three non-negotiable criteria: Clean, recognizable ingredients, Minimal processing to preserve natural integrity and Nutritional relevance aligned with modern wellness goals.

This disciplined approach ensures that each snack serves a purpose—offering both health value and everyday appeal. One product I’m particularly proud of is our flavored makhana range. We’ve carefully preserved the Ayurvedic roots of makhana while layering on bold, global flavors like Peri-peri, Thai chilli, Mint and herbs, among others. Each serving is under 100 calories, making it a light yet satisfying snack that delivers both flavor and function. By merging traditional Indian superfoods with contemporary taste profiles, we’re redefining what guilt-free snacking looks like—without compromising on health or heritage.

5. How do you ensure quality sourcing, traceability, and clean-label compliance?

At Vishnu Delight, we believe great snacks start at the source. That’s why we’ve established direct sourcing partnerships with farmers and cooperatives, particularly in Bihar—India’s heartland for premium makhana.

To maintain consistency and trust, we implement multiple layers of quality control:

• Batch testing: Every raw material batch is tested for purity and performance.
• Vendor audits: We conduct regular, in-depth vendor audits to ensure compliance with our standards.
• Certified facilities: Our production units are fully FSSAI-approved, ISO-certified, and export-compliant, enabling us to deliver both domestically and internationally.

Clean labeling isn’t just a trend—it’s a core value. Our ingredient lists are Short and transparent, Made with familiar, everyday ingredients and Free from artificial preservatives, flavors, or additives. This end-to-end control allows us to offer snacks that are not only nutritionally sound and safe but also ethically and sustainably sourced.

6. What was your branding vision for Vishnu Delight?

From the very beginning, our vision for Vishnu Delight was clear: to create a brand rooted in transparency, wellness, and positivity. We wanted consumers to feel confident not just in what they were eating, but in why they were choosing us. The name ‘Vishnu Delight’ carries a deeper meaning. It draws from the idea of abundance, balance, and divine nourishment—a reminder that food can be both purposeful and joyful when rooted in tradition and care. 

Every element of the brand—from packaging to palette—was carefully crafted to reflect our values:

• Warm, earthy tones that evoke trust and approachability
• Clean, modern design for shelf appeal and clarity
• Story-driven branding that celebrates Indian heritage in a contemporary voice

7. What strategies helped you engage health-conscious consumers?

At Vishnu Delight, we’ve always believed that building a meaningful brand goes beyond product—it’s about educating and engaging. From the beginning, our focus has been on storytelling with purpose. We don’t just talk about what we make, but why we make it. This approach has shaped our marketing strategy across every touchpoint. We’ve leaned into founder-driven narratives, clean, informative packaging, and customer testimonials to build trust and transparency. Our digital content highlights the benefits of ingredients like makhana and millets in ways that resonate with today’s wellness-focused consumer. Beyond digital, we’ve invested in in-store demos, influencer sampling, and corporate wellness partnerships to bring the brand experience to life. These real-world interactions help us form deeper, lasting connections with our audience—turning first-time buyers into loyal brand advocates.

8. How do you stay ahead of trends like plant-based or mindful snacking?

At Vishnu Delight, we believe in listening before launching. Our product roadmap is shaped by a combination of global wellness insights and ongoing feedback from our consumer community. This dual approach ensures we stay both relevant and responsive. We closely track international dietary trends—like gluten-free, low-glycemic index (low-GI), and plant-based eating—and explore how traditional Indian superfoods such as millets and foxnuts (makhana) can naturally align with these preferences. By blending ancient wisdom with modern nutritional science, we create products that are both globally appealing and deeply rooted in Indian heritage.

9. Are you exploring personalization in health and nutrition?

Yes, we’re already experimenting with custom gifting formats tailored to specific dietary needs—such as diabetic-friendly options, protein-rich hampers, and other wellness-focused assortments. Looking ahead, we’re excited to dive deeper into D2C personalization, where consumers can build their own healthy snack mixes based on taste, lifestyle, and nutrition goals. We see personalization as the next big shift in the snacking space, and it aligns perfectly with our mission to offer functional, conscious choices that feel personal and purposeful. It’s not just about variety—it’s about giving people control over their health through food.

10. How is Vishnu Delight incorporating sustainability?

Sustainability is a key pillar of our growth strategy at Vishnu Delight. We’ve already transitioned to recyclable packaging and are actively developing biodegradable pouch alternatives to further reduce our environmental impact. On the sourcing front, we prioritize locally grown, climate-resilient crops like makhana and millet, both known for their low water footprint and high nutritional value. Additionally, we’re minimizing production waste through smarter inventory planning and batch-level traceability, ensuring efficiency across our supply chain. These efforts reflect our broader commitment to making sustainable snacking accessible, responsible, and future-ready.

11. Are you positioning Vishnu Delight in a larger wellness ecosystem?

Absolutely. We’re already engaging in early-stage collaborations with nutritionists, fitness platforms, and wellness communities to build value-driven partnerships that go beyond snacking. These include initiatives like curated snack boxes, co-branded wellness events, and even guided diet plans that integrate our products into broader health routines. At Vishnu Delight, we see ourselves as more than just a snack brand—we’re becoming a part of our consumers’ everyday wellness lifestyle. These strategic collaborations help us deliver holistic health experiences, aligning our clean-label offerings with the growing demand for personalized, functional nutrition.

12. How has your messaging evolved for the purpose-driven buyer?

Today’s consumers care deeply about the “why” behind the brand, not just the “what” on the label. At Vishnu Delight, we’ve made a deliberate shift from simply highlighting taste to sharing our deeper values—from ethical sourcing and founder-driven storytelling to farmer empowerment and sustainable practices. This transparency has helped us build genuine trust and connection. For us, it’s no longer just about selling snacks—it’s about inviting people to be part of a movement toward cleaner, culturally rooted, and consciously crafted food. We want every customer to feel they’re not just making a purchase—they’re making a difference.

In this exclusive Business Review Live interview, we dive into how Kamat Hotels is navigating the future of Indian hospitality—building strong teams, embracing eco-conscious practices, and crafting memorable stays that honor the soul of every destination. Discover the insights from the leadership driving this iconic brand forward in an increasingly competitive market.

1. Kamat Hotels has a rich legacy rooted in Indian hospitality. How did the vision of the company evolve from its inception to the brand it is today?

Kamat Hotels’ journey in Indian hospitality spans over eight decades, marked by steady growth and pioneering achievements. It all started with my grandfather, the Late Shri Venkatesh Kamat, who opened a chain of pure vegetarian South Indian restaurants — laying the foundation for a brand built on quality and service.

Over time, our offerings expanded to include both vegetarian and non-vegetarian dining. A major turning point came in the 1980s, when my father, Dr. Vithal Kamat, launched Santoor, our first non-vegetarian restaurant. This move broadened our culinary reach and customer base.

We soon ventured into family-friendly resorts across key regions including, Gujarat, Maharashtra, and Karnataka. These properties emphasized approachable hospitality rooted in local culture and comfort.

Another defining milestone arrived in the 1990s with the launch of The Orchid — Asia’s first five-star Ecotel hotel. This innovative concept, championed by my father, brought sustainable practices to the forefront of luxury hospitality. Today, The Orchid is a leading eco-conscious hotel brand, recognized across India for blending environmental responsibility with world-class service.

2. How do you maintain the brand’s heritage while staying relevant in a rapidly evolving hospitality market?

We adapt our offerings to suit each location, but the essence of the Kamat brand—our deep-rooted culture, warmth, and genuine hospitality—remains unchanged. This consistent service philosophy forms the backbone of our guest experience across all properties.

Each hotel or resort reflects the unique character and cultural identity of its region. For instance, our properties in Odisha highlight Odia heritage through design and décor, yet continue to deliver the hallmark Namaskar Hospitality Culture that defines every Kamat experience.

Similarly, Fort JadhavGADH in Pune immerses guests in the grandeur of Maratha history through curated cultural experiences, while maintaining the signature hospitality standards that connect all Kamat properties. By blending local authenticity with consistent service excellence, we ensure our legacy remains strong and relevant in today’s dynamic hospitality landscape.

3. Kamat Hotels is often associated with sustainable and culturally rooted hospitality. What do you believe sets your brand apart in a crowded market?

Sustainability has always been at the heart of Kamat Hotels—not as a trend, but as a way of life. While eco-friendly practices are now more common, we take pride in having pioneered many of them at The Orchid Hotel Mumbai, well before they became industry standards.

What makes us stand out is the seamless blend of environmental responsibility with heartfelt service. From our signature warm hospitality to the authentic culinary experiences we offer, every detail reflects our commitment to both people and the planet.

Our initiatives go beyond hotel walls. Whether it’s The Orchid Hotel Shimla creating a 250-foot wall from waste bottle caps or street and beach clean-up drives in Manali, Jamnagar, Nashik and Sambhajinagar, we lead with purpose and community involvement. This approach reinforces our belief that true luxury lies in experiences that are both memorable and meaningful.

4. What makes the Kamat Hotels guest experience uniquely Indian yet globally competitive?

At Kamat Hotels, we take a location-first approach—designing each property to reflect the cultural identity and needs of its surroundings. Instead of a standardized model, we offer thoughtfully priced and strategically positioned experiences that resonate with local flavor while maintaining high service standards.

What further elevates our offering is the smart integration of technology. Behind the scenes, we use tech to streamline operations, boost efficiency, and enhance the guest journey—often so seamlessly that guests simply enjoy a smoother, more personalized stay without noticing the systems at work. This balance of cultural authenticity and operational innovation is what keeps us globally competitive while staying proudly Indian.

5. How do you ensure consistency of service and quality across diverse locations, while also offering localized experiences?

Maintaining consistency while celebrating local uniqueness is a continuous effort. We invest heavily in training, development, and culture-building — an area my father and I are personally involved in. This strong cultural foundation ensures that every team member understands and upholds the Kamat brand ethos.

Operationally, we rely on a skilled and committed team. Standardized recipes, structured training programs, and hands-on mentorship help maintain uniform quality across properties. Regular audits and support systems ensure our service excellence remains intact, even as each hotel delivers a distinct, locally inspired experience.

6. What have been the most challenging phases in scaling Kamat Hotels, especially across diverse regions and customer profiles?

One of the most persistent challenges in scaling has been human resource management — a common hurdle across the hospitality industry. At Kamat Hotels, we believe in nurturing potential over formal qualifications. Many of our team members come from humble backgrounds, and through focused training and mentorship, we empower them to grow into capable leaders.

We’re also proud to be an inclusive workplace. Our team includes individuals with special disabilities who contribute meaningfully to daily operations and enrich our culture. This people-first approach not only strengthens our workforce but also reinforces our core values as we expand across varied markets and guest segments.

7. What key trends are currently shaping the Indian hospitality and tourism sector, and how is Kamat Hotels positioned to capitalize on them?

Experiential travel is one of the most influential trends redefining Indian hospitality today. At Kamat Hotels, we’ve embraced this shift by curating stays that go beyond comfort to deliver authentic, memory-driven experiences.

Properties like Fort JadhavGADH, The Orchid Rishikesh, and Orchid Passaros in Goa offer immersive moments rooted in local culture and history. At Lotus Murud, guests are treated to more than just a beachfront view and fresh seafood — they enjoy traditional experiences like Ukdi che Modak made by village women and baked goods from wood-fired stoves. These sensory-rich, locally inspired elements create meaningful guest connections, helping us stand out in a market increasingly driven by authenticity and experience.

8. With changing traveler expectations, especially among millennials and Gen Z, how are you adapting your offerings to meet these evolving demands?

We’ve prioritized technology investments to meet the digital-first expectations of millennials and Gen Z travelers. Today’s guests seek convenience, autonomy, and seamless online experiences, from intuitive booking platforms with rich visuals to instant access to information.

Our tech integration extends beyond booking — we’ve enhanced multiple guest touchpoints to deliver smooth, personalized stays. A 24/7 central reservations system supports bookings across all Kamat Hotels, ensuring round-the-clock accessibility and assistance. These innovations are vital to staying competitive and connected with today’s fast-evolving traveler.

9. How do emerging technologies like AI, automation, or smart hospitality tools influence your business model and guest experience?

While AI and automation mainly enhance sales, distribution, and back-end processes, the heart of hospitality at Kamat Hotels remains deeply human. Personal interaction continues to define the guest experience.

Technological advances have improved payment speed and security, and strengthened our loyalty programs. For example, our Orchid Rewards Program boasts over 800,000 members, with repeat guests accounting for 32% of our business—highlighting the strong relationships we’ve cultivated through trusted service and thoughtful engagement.

10. Are there any upcoming tech initiatives—smart hospitality, AI-driven insights, or IoT adoption—that you’re excited about?

Staying forward-looking is essential in hospitality technology. While futuristic ideas like robot chefs remain distant due to cost and reliability, practical AI applications such as dishwashing robots are gaining traction. We expect many hotels to adopt these efficient solutions soon, enhancing operations without compromising service quality.

11. How do you envision Kamat Hotels contributing to the ‘Make in India’ or tourism-driven economic development narratives?

Kamat Hotels plays an active role in promoting India’s economic growth beyond hospitality. As former Chairman of CII Maharashtra, I engaged with a broad spectrum of industries—from major corporations to micro-entrepreneurs—supporting platforms that drive initiatives like Make in India and Grow in India.

We emphasize local sourcing across our operations, prioritizing products from nearby districts, Maharashtra, and throughout India. This commitment helps strengthen domestic businesses and fuels regional economic development through tourism and hospitality.

12. How do you see your role in shaping India’s tourism and hospitality narrative on a global scale?

Our priority is fostering robust growth within India rather than pursuing global expansion. We strongly believe in the “India story” and recognize immense opportunities right here at home.

With effective leadership at both central and state levels, businesses and citizens alike can benefit significantly. Our role is to collaborate and contribute toward strengthening the nation, its cities, and communities—building a resilient hospitality sector that showcases India’s potential to the world.