Its portfolio comprises 26 international and owner-built brands, including Hilton, Wyndham, Marriott, Hyatt, Radisson, and Accor. Through these partnerships, NILE Hospitality supports hotel owners with operations, brand standards, market positioning, revenue optimisation, and asset management.

By analysing local demand patterns, traveller preferences, and market dynamics across metropolitan cities, emerging urban centres, and leisure destinations, NILE Hospitality has successfully managed hotel pre-openings, brand conversions, and day-to-day operations across multiple market segments.

Speaking on the milestone, Vikram Singh Chauhan, Founder & CEO, NILE Hospitality, said, “Crossing the milestone of 50 hotels signed and operating is a significant moment for NILE Hospitality and underscores the trust placed in us by our team, hotel owners, and global brands. Since 2018, our vision has been to build an industry-leading hotel management company from India that combines international standards with strong regional understanding and operational expertise. Our diverse and extraordinary portfolio of 26 brands is both a testament and an exception, demonstrating NILE’s distinction and strength in pioneering Third Party Hotel Management in India. As we continue to expand, we look forward to exciting brand debuts, driving value for franchise owners and safeguarding brand partnerships with our comprehensive operational expertise and business support. We are grateful to our team, our partners and our guests.”

NILE Hospitality’s team includes professionals with expertise in hotel development, operations, and brand management. Their capabilities extend across hotel development, sales and revenue management, marketing, digital technology, business intelligence, food and beverage concept development, technical and design services, finance, accounting, and talent management. The team has also led the successful opening and operation of multi-brand hotels across the country.

Looking ahead, the company plans to further expand its portfolio across both established and emerging hospitality markets. With 50 operational and pipeline hotels, NILE Hospitality now has a presence in destinations including Delhi, Amritsar, Udaipur, Nagpur, Rajkot, Dibrugarh, Gandhinagar, Indore, Ranchi, and Kashmir. Additionally, the company has upcoming projects in Mumbai, Chail, Somnath, and several other locations. Through this expansion, NILE Hospitality aims to strengthen its footprint across metropolitan markets while accelerating growth in tier-II and tier-III cities.

Located in Kotabagh–Kaladhungi, near the Jim Corbett region, the hotel offers a nature-inspired hospitality experience while combining modern amenities with the scenic surroundings of one of India’s most popular wildlife destinations. Consequently, the property aims to attract families, couples, wildlife enthusiasts, and leisure travellers seeking a peaceful retreat.

The hotel features 30 well-appointed guest rooms, an outdoor swimming pool, 8 Café, an all-day dining restaurant serving both local and international cuisine, and a banquet venue designed to host social celebrations, private events, weddings, and corporate gatherings. Additionally, its strategic location provides guests with convenient access to the region’s forests, wildlife attractions, and outdoor adventure experiences.

Richa Adhia, Managing Director, Eight Continents Hotels & Resorts, said that India’s leisure travel market continues to evolve as travellers increasingly seek authentic, immersive, and personalized experiences. She added that the launch of Treetop by Eight Continents Astoria, Corbett, reflects the company’s commitment to expanding into high-potential leisure destinations while developing hotels that embrace the unique culture and character of each location.

Furthermore, the new property strengthens Eight Continents Hotels & Resorts’ growing hospitality portfolio, which continues to expand across destinations known for their rich natural landscapes, cultural heritage, and tourism potential.

Meanwhile, the company continues to pursue its long-term expansion strategy by growing its presence across leisure, heritage, coastal, wellness, and urban destinations throughout India. Through this approach, Eight Continents Hotels aims to deliver destination-led hospitality experiences supported by personalized guest services and high-quality accommodation.

Moreover, the launch comes at a time when India’s hospitality industry continues to benefit from rising domestic tourism, improved travel infrastructure, and increasing demand for experiential stays. As travellers increasingly prioritize nature-based vacations and wellness-focused getaways, hotel operators continue to invest in premium leisure destinations such as Corbett.

By expanding its portfolio in one of India’s leading wildlife tourism hubs, Eight Continents Hotels & Resorts aims to strengthen its position in the country’s fast-growing hospitality market while offering guests memorable experiences that combine comfort, nature, and local culture.

Currently, Saltstayz operates 33 hotels with approximately 1,214 keys in the mid-premium and premium hospitality segments. The Gurugram-based company manages its properties under three brands—Autograph, Select, and Premier—and has established a presence across seven cities in India.

Speaking about the expansion strategy, Saltstayz co-founder Gaurav Gupta said, “We are planning to add another 22 properties this fiscal year, taking the total to 55 hotels this year. Our presence is more in the north, so in our next phase of expansion we will focus more on the south and the west.”

The company follows an asset-light business model that includes lease agreements, revenue-sharing arrangements, and management contracts. This strategy allows Saltstayz to scale rapidly without investing heavily in property ownership. As a result, the company has set an ambitious target of operating 250 hotels across 50 cities with approximately 10,000 to 11,000 keys by FY30.

Furthermore, Gupta emphasized that the company prefers not to own hospitality assets because doing so could slow its growth trajectory. Instead, Saltstayz intends to expand aggressively across both existing markets and new destinations throughout the country.

“We prefer not to own assets because it will slow down our expansion. We want to expand our presence across the country to 50 cities by FY30. This will include both existing cities and new markets. We are also planning to focus on signing properties in religious places; spiritual tourism is the next big thing in India. Basically, we are looking at opportunities in any city that has year-round footfall,” Gupta said.

In addition to geographical expansion, Saltstayz sees significant opportunities in India’s rapidly growing spiritual tourism segment. With increasing domestic travel to religious and pilgrimage destinations, the company plans to sign properties in cities that attract consistent tourist traffic throughout the year.

The expansion is also expected to create substantial employment opportunities. Saltstayz currently employs approximately 670 people and reported revenue of around Rs 1,214 crore in FY26. Looking ahead, the company aims to increase its workforce to between 3,000 and 3,500 employees while targeting revenue of Rs 1,500 crore by FY30.

Notably, Saltstayz has funded its growth entirely through internal resources since its inception. Highlighting the company’s financial approach, Gupta said, “We are totally bootstrapped, funding entirely through our own resources. We have not liquidated any equity in the company as of now, so the expansion is done organically. Till now we have invested Rs 12 crores.”

To support its next phase of expansion, the company plans to invest an additional Rs 18 crore to Rs 20 crore in entering new markets. Thanks to its asset-light operating model, Saltstayz requires relatively limited capital expenditure compared to traditional hotel ownership models.

However, the company also recognizes the need for additional funding to achieve its long-term growth targets. Consequently, Saltstayz is exploring fundraising opportunities that could accelerate its nationwide expansion plans.

Discussing future financing options, Gupta said, “We also realise that to reach the FY30 target, we will require a quick influx of funds. So just to cater to that, we’re also looking to raise some money this year. So far, we have considered mostly debt as a funding option, but I think equity is on the cards as well, though we have not decided on this yet.”

As India’s hospitality sector continues to benefit from rising domestic tourism, business travel, and spiritual tourism, Saltstayz is positioning itself to capture opportunities across multiple travel segments. Through its expansion into new cities, focus on religious destinations, and scalable business model, the company aims to strengthen its position in the country’s growing hotel industry.

The company introduced the brand in response to rising demand for faith-based tourism across the country. Improved transportation networks, expanding tourism infrastructure, and increasing interest in wellness-focused travel have significantly strengthened the spiritual tourism ecosystem in India.

As part of this initiative, Summit Hotels & Resorts has selected Salasar, one of Rajasthan’s most prominent pilgrimage destinations, for the debut property under the new brand. The upcoming Summit Salasar – The Mandir Collection will cater to devotees, families, wellness seekers, and group travelers looking for meaningful spiritual experiences combined with modern hospitality.

The planned property will feature approximately 70 rooms and villas, including private pool villas. Additionally, the hotel will offer a range of amenities designed to enhance the pilgrimage experience. These include a Satvik dining venue, temple assistance services, wellness programs, devotional evening activities, banquet facilities, outdoor event spaces, and seamless access to the renowned Salasar Balaji Temple.

Commenting on the development, Sumit Mitruka, CEO of Summit Hotels & Resorts, highlighted the growing significance of spiritual tourism within India’s travel and hospitality industry.

He said spiritual travel continues to emerge as a major tourism segment as travelers increasingly combine religious journeys with wellness experiences, cultural exploration, and personal growth opportunities.

Furthermore, he noted that The Mandir Collection seeks to deliver authentic hospitality experiences that reflect the unique traditions, culture, and character of each destination while maintaining the comfort, convenience, and service standards expected by contemporary travelers.

Following the launch in Salasar, Summit Hotels & Resorts intends to expand The Mandir Collection across key pilgrimage circuits and faith-oriented destinations throughout India. The company is currently assessing opportunities in major spiritual hubs such as Haridwar and Ayodhya, along with several other destinations witnessing increasing spiritual tourism activity.

Founded in 2009, Summit Hotels & Resorts currently operates more than 30 hotels and resorts across over 17 destinations nationwide. Over the years, the hospitality group has built a strong presence in hill stations and leisure markets across eastern India. Now, through The Mandir Collection, the company is diversifying its portfolio by entering temple towns and emerging religious tourism destinations.

The hospitality group also contributes significantly to local employment generation, with a workforce of more than 1,000 employees, many of whom come from nearby communities. This approach supports regional economic development while strengthening local participation in the tourism sector.

Looking ahead, Summit Hotels & Resorts aims to expand its portfolio to 50 properties by 2030. The company also plans to introduce additional specialized hospitality brands and enhance direct customer engagement through its digital booking platforms, further strengthening its position in India’s evolving hospitality landscape.

With its first project in Salasar and expansion plans targeting major pilgrimage destinations such as Haridwar and Ayodhya, Summit Hotels is positioning itself to capitalize on one of the fastest-growing trends in India’s tourism and hospitality industry.

The company strategically positioned Kaara Dehradun approximately 18 kilometers from Jolly Grant Airport and 6 kilometers from Dehradun Railway Station, ensuring convenient access for both business and leisure travelers. Additionally, its location near the Delhi–Dehradun Highway and Mall of Dehradun enhances connectivity and urban accessibility, making it an attractive choice for visitors seeking comfort and convenience.

Kaara Hotels has planned the project as a phased development featuring 100 rooms and comprehensive hospitality infrastructure. Furthermore, the property offers easy access to several of Uttarakhand’s most popular tourist destinations, including Mussoorie, Rajaji National Park, Robber’s Cave, Sahastradhara, Mindrolling Monastery, Malsi Deer Park, and Lachhiwala Nature Park. As a result, Kaara Dehradun serves as an ideal base for tourism, family vacations, short leisure trips, and experiential travel.

The hotel operates within the premium four-star category and provides contemporary accommodations equipped with modern amenities. Guests can enjoy air-conditioned rooms, private bathrooms, tea and coffee-making facilities, premium toiletries, and balconies in selected room categories. Moreover, the property features a multi-cuisine restaurant that serves buffet breakfast and all-day dining options for both resident guests and walk-in customers.

Beyond accommodation, Kaara Hotels has developed the property as an integrated hospitality and events destination. The hotel includes spacious wedding venues, indoor banquet halls, expansive outdoor lawns, recreational facilities, ample parking, and a range of guest-focused services. Consequently, the property caters to weddings, social celebrations, corporate events, business travel, and group stays. The hotel also welcomes families and pets, addressing the evolving preferences of modern Indian travelers who seek experience-driven hospitality at accessible price points.

As part of its second phase of development, Kaara Hotels will introduce 56 additional rooms, a swimming pool, a multi-cuisine all-day dining restaurant, and a fully equipped gymnasium. These additions will further strengthen the property’s position as a comprehensive leisure, wedding, and events destination in Dehradun.

Commenting on the launch, Puneet Sethi, managing director of Kaara Hotels, said, “Dehradun represents one of the most important emerging hospitality markets in North India today. The city sits at the convergence of leisure travel, destination weddings, spiritual tourism, and growing corporate movement into Uttarakhand. Kaara Dehradun has been developed to respond to that demand with a format that combines personalized hospitality, strong event infrastructure, and operational consistency. The larger vision is to build properties that feel warm, dependable, and deeply connected to the way Indian travelers actually move and celebrate today.”

Founded in 2021, Kaara Hotels has steadily expanded its footprint within India’s mid-market hospitality segment through a dual-brand strategy. The company currently operates leisure-focused Kaara properties alongside its recently launched Aayra boutique city hotel format. At present, Kaara Hotels manages properties in Gurugram and Dehradun while actively developing projects in Udaipur, Jaipur, Jim Corbett, Ranthambore, Goa, and several Tier 2 and Tier 3 cities across India.

The company follows an asset-light business model that incorporates revenue-sharing agreements, leasing arrangements, and management contracts. Additionally, Kaara Hotels leverages its proprietary hospitality technology platform, HOSPINS, which integrates pricing, procurement, analytics, and property management functions across its portfolio, enhancing operational efficiency and scalability.

Looking ahead, Kaara Hotels aims to significantly accelerate its growth trajectory. The company has set an ambitious target of operating 120 hotels and generating ₹500 crore in annual revenue by FY30-31 as it expands its presence across India’s rapidly growing leisure tourism, destination wedding, and urban hospitality markets.

The launch of Kaara Dehradun highlights Kaara Hotels’ commitment to capitalizing on India’s booming travel and tourism industry. With strategic expansion plans, technology-driven operations, premium hospitality offerings, and a growing pipeline of properties across key destinations, the company is positioning itself as a strong player in the country’s evolving hospitality landscape. As demand for experiential travel, destination weddings, and leisure tourism continues to rise, Kaara Hotels appears well-positioned to achieve its long-term growth ambitions.

The company will situate the upcoming resort in the scenic Sahyadri mountain range region. Moreover, the company has positioned the property as a premium drive-to destination designed to cater to modern leisure travellers seeking short getaways. Through this development, Ramee Group continues to target emerging hospitality markets that seamlessly blend location-based experiences with high-quality accommodation and curated recreational offerings.

Saurabh Gahoi, Senior Vice President – India, Ramee Group of Hotels, said, “Maharashtra continues to be a key focus for our expansion, and Pawna Lake’s serene, nature-rich environment makes it a perfect fit for our experiential resort vision. Through this property, we aim to offer stays that combine comfort with authentic local experiences and thoughtfully curated leisure activities. The resort will offer picturesque landscape views and well-appointed rooms complemented by diverse dining options, including poolside experiences. Guests can enjoy activities like trekking, seasonal waterfalls, bonfires, and open-air relaxation. It will also feature versatile event spaces for intimate gatherings, celebrations, and corporate retreats.”

In addition, the resort will deliver a comprehensive hospitality experience by integrating scenic surroundings with premium amenities, thereby appealing to both individual travellers and corporate groups. The project highlights the rising demand for experiential travel, weekend getaways, and eco-tourism in destinations like Lonavala.

Furthermore, this signing significantly strengthens the group’s existing portfolio in Maharashtra, where it already operates across key cities such as Mumbai, Pune, Kolhapur, Karjat, and Solapur. As a result, the addition reinforces Ramee Group’s balanced growth strategy across both business and leisure hospitality segments.

Ramee Group of Hotels continues to expand its footprint in India’s hospitality industry by targeting high-potential leisure destinations.

As a result, the move reinforces the brand’s focus on tapping into pilgrimage circuits, where destinations like Rameshwaram continue to attract domestic travellers and families, thereby driving demand for organised hospitality offerings.

Ramesh Shiva, Founder & Managing Director, Grand Continent Hotels Limited, said, “The launch of our Rameshwaram property marks an important milestone as our 31st hotel and reinforces our focus on high-potential pilgrimage destinations. South India continues to be a strong growth market for us, and we see sustained demand in destinations like Rameshwaram, where travellers seek reliable, comfortable, and well-located accommodation. Going forward, we are coming up at Somnath, Varanasi, and Ayodhya as we aim to expand across key high-demand micro-markets as we work towards building a 3,000-key portfolio over the next few years, while continuing to focus on operational consistency and guest experience.”

Furthermore, the Rameshwaram property features 48 well-designed rooms across multiple categories, including Grand Suite Rooms, Premium Rooms with Balcony, Grand Family Rooms, and Deluxe Rooms. Each room incorporates contemporary interiors and essential amenities such as high-speed Wi-Fi, smart TVs, tea and coffee makers, electronic safes, and 24-hour hot water. In addition, the hotel ensures accessibility with wheelchair-friendly infrastructure, enhancing convenience for all guests.

Moreover, the property houses Flavours, a multi-cuisine pure vegetarian restaurant with 48 covers. Importantly, it offers Jain and Satvik meal options tailored to the preferences of pilgrimage travellers. Alongside this, the hotel includes a dedicated play zone, making it a suitable choice for families.

Strategically positioned, the hotel provides seamless access to key landmarks such as Ramanathaswamy Temple (1.9 km), Rameshwaram Railway Station (within walking distance), Agnitheertham (2.9 km), and Dr. A. P. J. Abdul Kalam National Memorial (5 km). Consequently, the location makes it a convenient stay option for both religious and leisure travellers.

Currently, Grand Continent Hotels operates 31 properties across more than 17 cities, with a portfolio exceeding 1,850 keys. Going forward, the company continues to scale its presence through an asset-light model, focusing on high-demand pilgrimage, business, and leisure markets.

The launch of the Rameshwaram property highlights Grand Continent Hotels’ strategic expansion into spiritually significant destinations, backed by a clear growth roadmap and a strong emphasis on guest experience. As demand for organised hospitality in pilgrimage hubs rises, the company appears well-positioned to capture long-term growth opportunities in this segment.

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.

Surrounded by multinational corporations, global technology companies, and premium commercial developments, the hotel benefits from its placement within the thriving DLF Cyber City ecosystem. As a result, the property is well-positioned to attract business professionals, corporate events, and transit travellers visiting Gurugram for work or conferences. Consequently, OPO Horizon Lyro is expected to emerge as a preferred accommodation option for business travellers across the NCR region.

Furthermore, OPO has expanded its footprint in the National Capital Region through the unveiling of this property, which forms part of its strategy to grow in key corporate markets. The company finalized the management agreement for OPO Horizon Lyro on March 5, 2026, highlighting its continued focus on strengthening its presence in major commercial and business hubs across India.

The hotel sits in one of Gurugram’s most vibrant business and lifestyle districts, where multinational offices, high-end retail outlets, and premium commercial spaces dominate the landscape. In addition, DLF Cyber City regularly hosts large volumes of corporate travellers, business meetings, and industry events, reinforcing its status as a critical hospitality destination within the NCR.

OPO Horizon Lyro features 50 well-designed rooms along with a 40-cover all-day dining restaurant, ensuring guests enjoy comfort and convenience during their stay. The property specifically caters to corporate professionals and transit travellers who seek efficient, modern hospitality experiences while visiting the city.

In terms of connectivity, the hotel benefits from excellent access to major transportation routes, including NH-48 and the Delhi–Gurugram Expressway. Moreover, the nearby Rapid Metro, as well as its proximity to Indira Gandhi International Airport and Aerocity, further enhances accessibility for both domestic and international travellers. Additionally, the surrounding area offers a range of corporate offices, premium restaurants, entertainment venues, and residential developments, which collectively support strong demand for hospitality services.

Importantly, the addition of OPO Horizon Lyro represents more than just a portfolio expansion for the company. Instead, it serves as a strategic initiative designed to strengthen OPO’s foothold in Gurugram’s high-value hospitality market. With this signing, OPO now operates three properties in Gurugram, further reinforcing its presence within one of the NCR’s most significant commercial corridors.

Commenting on the development, Sandeep Basu, CEO, OPO, said, “The addition of OPO Horizon Lyro marks an important step in our expansion strategy within key corporate and business hubs across India. DLF Cyber City continues to be one of the most dynamic commercial ecosystems in the NCR, attracting a steady flow of global business travelers and corporate activity. With this property, we are further strengthening our presence in Gurugram while reinforcing our commitment to building a scalable and high-quality hospitality portfolio. OPO Horizon Lyro aligns perfectly with our vision of delivering well-located, contemporary hospitality experiences for today’s business and lifestyle travelers.”

Through this strategic integration, OPO continues to build a scalable hospitality platform that targets high-demand corporate and leisure destinations across India. By focusing on key business districts such as Gurugram’s Cyber City, the brand aims to capture rising demand for reliable midscale and lifestyle accommodations.

At the same time, OPO’s broader growth strategy emphasises the managed midscale hospitality segment, which has witnessed increasing demand among both corporate travellers and leisure guests. By offering accessible yet high-quality accommodations, the brand aims to cater to a wide range of guest preferences while maintaining strong operational standards.

Additionally, the expansion reflects OPO’s efforts to diversify its portfolio and remain competitive within India’s evolving hospitality landscape. By strengthening its presence in major corporate hubs and travel destinations, the company continues to position itself as a relevant and trusted player in the industry.

The company is responding to growing demand from education hubs, industrial clusters, and developing business districts; therefore, the latest signings highlight its expansion into cities that still have limited access to branded hospitality options. Park Inn & Suites by Radisson serves as the company’s India-focused midscale brand, and it specifically targets fast-growing cities that require reliable and internationally recognized hotel services.

Roorkee in Uttarakhand continues to attract steady visitor demand because the city hosts prominent institutions such as the Indian Institute of Technology Roorkee and maintains a strong manufacturing base. Consequently, the city sees consistent travel activity from academic visitors, industrial professionals, weddings, and social events. Park Inn & Suites by Radisson, Roorkee, will open in Q2 2027 on NH-344, and the property will include multiple dining options, a rooftop specialty restaurant, and versatile indoor and outdoor event spaces that will serve business travelers as well as leisure and social gatherings.

Meerut in Uttar Pradesh plays a significant role as an industrial and commercial hub in western Uttar Pradesh, and the city also forms part of the National Capital Region. The region continues to experience strong growth across manufacturing, handicrafts, and defense-related industries, and this economic expansion has increased demand for hospitality services. Park Inn & Suites by Radisson, Meerut, will open in Q1 2029 on National Highway-58, and the hotel will feature contemporary guest rooms, dining outlets, meeting facilities, and an outdoor lawn designed for business events, weddings, and social gatherings.

Asansol in West Bengal serves as one of the state’s major industrial centers, and the city relies heavily on coal mining and steel production while also hosting operations linked to Eastern Coalfields Limited. Moreover, the city benefits from wedding tourism and religious travel associated with the Kalyaneshwari Temple and the Ghagar Buri Chandi Temple. Park Inn & Suites by Radisson, Asansol will open in Q1 2029 along the Delhi–Kolkata Highway, and the 75-key property will include modern rooms, all-day dining, a rooftop bar, meeting spaces, a gym, and a swimming pool designed for business travelers, leisure guests, and social events.

Meanwhile, Airoli in Navi Mumbai is rapidly evolving as a commercial extension of the Mumbai Metropolitan Region, and the district continues to attract corporate offices, multinational companies, and premium commercial developments. Park Inn & Suites by Radisson, Navi Mumbai (Airoli), will open in Q3 2028 on Airoli Road near Digha railway station, and the property will feature an all-day dining restaurant, a bar, and meeting facilities designed for corporate travelers, MICE events, leisure visitors, and short-stay guests.

“India’s travel growth is increasingly being driven by emerging cities that bring together education ecosystems, industrial development, social infrastructure, and expanding corporate activity. Many of these markets, however, remain underserved by quality branded hospitality despite strong and sustainable demand fundamentals. Our latest Park Inn & Suites by Radisson signings reflect a deliberate and long-term strategy to address this gap by introducing a trusted, internationally recognised midscale brand to cities where demand spans business, leisure, and large social events. Together, these developments strengthen our presence across India’s next generation of growth corridors while reinforcing our commitment to delivering consistency, value, and reliability across diverse travel needs,” said Nikhil Sharma, Managing Director and Chief Operating Officer, South Asia, Radisson Hotel Group.

Davashish Srivastava, Senior Director, Development, South Asia, Radisson Hotel Group, also emphasized the strategic value of the new developments. “Roorkee, Meerut, Asansol, and Navi Mumbai each represent distinct demand profiles, yet share a common theme of strong fundamentals combined with limited branded supply. Park Inn & Suites by Radisson is ideally suited for such markets, offering a flexible development model and the right balance of rooms, dining, and event infrastructure. These signings reinforce our focus on early entry, first-mover advantage, and long-term value creation. The four signings are aligned to our strategy of expanding across market tiers through suitable brand offerings from midscale to luxury with respect to opportunity profile and demand-supply dynamics.”

Owners associated with the projects also expressed strong confidence in the developments and the cities’ hospitality potential.

“Roorkee has seen sustained growth driven by its academic institutions, industrial base, and high-volume social and religious events, creating consistent demand for quality accommodation. Partnering with Radisson Hotel Group enables us to bring a globally recognised brand to the city that matches its evolving profile and rising expectations. Park Inn & Suites by Radisson will introduce international service standards and purpose-built facilities that cater effectively to business travelers, families, and large social gatherings,” said Yudhveer Singh.

“Meerut is an economically vibrant city with strong industrial activity and a well-established social events market, yet access to branded hospitality has remained limited. The introduction of Park Inn & Suites by Radisson represents a significant step forward in addressing this gap. The hotel is well positioned to redefine the city’s midscale offering while catering to a broad mix of business travel, weddings, and leisure demand,” said Siddharth Goel.

“Asansol’s strong industrial base, strategic connectivity and growing social events market have created sustained demand for quality branded hospitality, yet the city has remained largely underserved. Partnering with Radisson Hotel Group allows us to introduce the first internationally recognised midscale hotel to the market, bringing global service standards and purpose-built facilities to the region. Park Inn & Suites by Radisson, Asansol, is designed to cater to business travelers, families, and large social gatherings while supporting the city’s long-term economic and social growth,” said Sanjay Singh.

“Navi Mumbai’s rapid evolution as a corporate and commercial hub has created sustained demand for reliable, well-located branded hotels. Airoli, in particular, has emerged as a key business district attracting large multinational occupiers. This development, in collaboration with Radisson Hotel Group, is designed to meet the needs of today’s business and MICE travellers while complementing the area’s expanding office ecosystem and long-term growth trajectory,” said Sandarsh Shetty.

The new hotel signings in Roorkee, Meerut, Asansol, and Navi Mumbai demonstrate the company’s commitment to bridging the gap in branded midscale hospitality while supporting business travel, tourism growth, and large social events in rapidly developing regions.