My background
Built in live operations.
I began through the Taj Management Training Programme, followed by restaurant and bar leadership at Taj Coromandel, JW Marriott Pune, Pullman New Delhi and DLF Golf and Country Club.
My work has included beverage portfolios, commercial performance, service development, large teams, complex events and multi-venue operations.
What shaped my practice
Hospitality problems rarely exist alone.
A weak menu may be a costing, execution or positioning problem. A training request may actually be a management-routine problem. A busy restaurant may still be commercially fragile. I begin by defining the real decision.
Working principles
Tell the owner what the evidence supports
Design for the actual team
Give actions an owner and review date
Separate advice from operating responsibility
Build internal capability
Know when an idea should change or stop
Chardi Kala
An ever-ascending spirit.
Meeting difficulty with energy, discipline and optimism. In hospitality, every service is a new chance to prepare well, lead well and take care of people.