Presently, SaltStayz has its presence in key business travel markets including New Delhi, Gurgaon, Noida, Faridabad and Chandigarh-Mohali. SaltStayz Autograph Rishikesh has been positioned towards guests looking at a high-quality stay combined with experiences and a deeper connection with the destination.

Strategically located in the heart of Rishikesh, the property enjoys proximity to key landmarks such as Triveni Ghat and Parmarth Niketan Ashram, providing access to key spiritual and cultural landmarks in the destination. The hotel’s location also allows for easy access to major touch-points including Ram Jhula & Lakshman Jhula while still offering a sense of calm and retreat.

SaltStayz Autograph Rishikesh has also been positioned with a focus on wellness-led experiences. Given its proximity to key spiritual and leisure points in Rishikesh, the property provides access to activities such as yoga sessions, guided spiritual walks and self-exploratory bicycle tours to enable guests to discover the surrounding areas. Dedicated spaces for meditation have been incorporated as part of the overall design. The property also includes an all-day dining restaurant, featuring the first of its kind – pure vegetarian Moti Mahal restaurant.

Gaurav Gupta, Co-Founder, SaltStayz said, “Rishikesh is witnessing a clear shift towards wellness-led travel with guests increasingly seeking more immersive and experience-driven stays. While SaltStayz has traditionally operated within the business travel segment, we have been observing consistent demand from our existing customer base for similar offerings in leisure destinations. The launch of our Autograph category in Rishikesh is a direct response to this shift, reflecting both evolving consumer preferences and our broader expansion strategy.”

With 38 keys, the property launch in Rishikesh marks the implementation of SaltStayz’s broader strategy of expanding into high-potential leisure destinations while offering thoughtfully designed stays at competitive pricing.

“In the post-pandemic period, demand for leisure and spiritual travel has increased significantly. Wellness has also emerged as a key factor influencing leisure travellers when choosing a destination,” added Gupta.

Alongside its Autograph brand, SaltStayz’s portfolio also includes the Select and Premier categories. The hospitality company is planning to expand into other parts of the country through its Autograph portfolio. Designed for modern travellers seeking more than just accommodation, Autograph hotels are set to play a central role in SaltStayz’s expansion strategy in the near future.

The post SaltStayz Forays into the Leisure Segment with Launch of Autograph Property in Rishikesh appeared first on TnHGlobal.

Anshita Detha, Assistant Director of Human Resources

Elevated from Human Resources Manager, Anshita brings 10 years of industry experience and a journey deeply intertwined with Hyatt itself. She first joined Hyatt Ahmedabad in 2016 as a Learning Coordinator, grew through her time at Park Hyatt Hyderabad, and returned to Hyatt Ahmedabad in 2023 as HR Manager. Her expanded role now centers on decisions that shape people, culture, and long-term growth across divisions. Guided by Respect and Integrity, she leads with a proactive approach that anticipates challenges before they arrive. “This elevation is a milestone that reflects both my growth and the trust Hyatt places in me to drive people strategy with greater impact,” she shares.

Naved Chaudhry, Cluster Revenue Manager, Hyatt Ahmedabad and Hyatt Regency Dharamshala

Elevated from Revenue Manager, Naved brings 14 years of industry experience and 3 years within the Hyatt family to his significantly expanded role. Now leading revenue strategy across both Hyatt Ahmedabad and Hyatt Regency Dharamshala, his mandate calls for broader strategic thinking, cross-property perspective, and the kind of leadership that balances numbers with people. Overseeing two distinct properties across two markets, he carries the responsibility of aligning revenue goals while staying true to the culture of care that defines both addresses. “This elevation is a reflection of consistent growth and trust earned over time,” he shares.

Shezad Nagori, Room Division Manager

Elevated from Front Office Manager, Shezad’s journey from Front Office Associate to Room Division Manager, across 15 years and three cities, is a quiet but powerful story of what patience and consistency can build. Having started at the front lines of hospitality, he brings a ground-level understanding of the guest experience to a leadership role where that perspective matters most. “Moving closer to where I’m meant to be,” he says of this milestone, with the calm certainty of someone who has earned every step.

“At Hyatt Ahmedabad, we don’t just fill positions. We build careers and we build people,” said Gaurav Chandna, General Manager, Hyatt Ahmedabad. “Anshita, Naved, and Shezad have each demonstrated what it means to lead with integrity and care. Their elevations are a natural progression and a reflection of the culture we work hard to protect every single day. Hyatt’s strength has always been its people, and these three are a proud example of that.”

Hyatt Ahmedabad congratulates all three leaders on their well-deserved elevations and looks forward to the meaningful impact they will bring in their new roles.

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With over two decades in hospitality, N. Vinaayak shares insights on navigating a fast-evolving market. He highlights the importance of balanced revenue strategies, digital transformation and data-driven decision-making, while emphasizing that true success lies in blending technology with human connection and strong team performance.

With over two decades in hospitality, what pivotal experiences have shaped your approach to sales and marketing leadership?

With over two decades in hospitality, my approach to sales and marketing leadership has been shaped by a mix of hands-on experience, market shifts and continuous learning. Key experiences such as handling diverse market segments, navigating challenging business cycles and leading high-performing teams have strengthened my ability to stay agile and solution-oriented. These moments reinforced the importance of being proactive, customer-centric and commercially driven.

These experiences have shaped me into a “turn around leader”.

In your current role at Holiday Inn New Delhi Mayur Vihar Noida, what are your key priorities when it comes to driving revenue growth and strengthening market positioning?

In my role at Holiday Inn New Delhi Mayur Vihar Noida, a key priority is optimizing the market mix to drive balanced and sustainable revenue growth. This means strategically managing segments like corporate, leisure and MICE to ensure we are not overly dependent on any one source and can perform well across seasons.

Building strong client relationships remains central to success—what strategies have you found most effective in nurturing long-term partnerships?

Building strong client relationships has always been at the core of sustainable success and in my experience, it comes down to a balance of hard work and smart thinking.

A major part of this success also comes from my team. My team is my strength – they bring diverse perspectives, collaborate seamlessly and ensure that every client interaction reflects our collective commitment to excellence. Strong internal alignment often translates into stronger external relationships.

The hospitality landscape is becoming increasingly competitive—how do you differentiate your property and create a compelling value proposition for today’s traveller?

In an increasingly competitive hospitality market, my approach to differentiating a property like Holiday Inn New Delhi Mayur Vihar Noida is rooted in creating clear and segment-led value. I focus on positioning the hotel as a smart choice for today’s hybrid traveller who expects convenience, comfort and efficiency in one seamless experience. Given its location and connectivity, I would position the property as a practical base for both business and leisure travel where guests can easily access East Delhi, Noida and central business districts while also enjoying a comfortable and productive stay environment.

At the same time, I would strengthen the hotel’s identity as a reliable MICE and social events destination by emphasizing flexibility, execution excellence and strong value. In a crowded market, clients are not just buying space, they are buying confidence in delivery so consistent service quality and seamless event management become key differentiators. Alongside this, I would build a stronger food and beverage narrative by creating engaging dining experiences, local culinary promotions and weekend offerings that attract not just in-house guests but also local residents, helping the hotel become more of a social hub than just a stay option.

From a marketing standpoint, I rely heavily on data-driven segmentation to ensure we are speaking differently to corporate clients, leisure travellers and event planners. By combining the trust of the IHG brand with localized insights and targeted demand generation, the goal is to position the hotel not just as a place to stay but as a dependable, experience-driven choice that consistently delivers value across different guest needs.

How do you see the role of sales and marketing evolving in the age of digital transformation and data-driven decision-making?

The role of sales and marketing in hospitality has evolved from being primarily relationship-driven and intuition-led to becoming a highly integrated, data-informed, and digitally enabled growth function. Earlier, success depended largely on personal relationships, corporate connections and static annual plans but today the focus has shifted to real-time decision-making driven by demand patterns, customer behaviour and market intelligence.

With digital transformation, marketing is no longer just about visibility or brand communication, it has become a performance-driven engine that directly influences revenue outcomes. Every campaign, channel and offer can now be measured, optimized and adjusted almost in real time which means speed of response and agility in strategy execution are critical. Sales teams too are increasingly expected to operate with a strong understanding of data using insights from CRM systems, channel performance and segmentation analytics to prioritize accounts and personalize engagement.

At the same time, the integration between sales and marketing has become much tighter. Instead of functioning as separate silos, both teams now need to work as a unified revenue organization where marketing drives qualified demand and sales converts it with precision and personalization. This alignment is especially important in a digital-first booking environment where customers have already done significant research before any direct interaction.

Overall, the role is evolving into that of a commercially strategic function that balances technology, data and human connection. While data provides direction and clarity, the human element of trust-building, negotiation and experience design still remains central especially in hospitality.

As a leader, how do you inspire your team to consistently deliver high performance while adapting to changing market dynamics?

As a leader, I focus on giving my team right direction, ownership and the right context so they understand both the ‘what’ and the ‘why’ behind targets. I keep the team aligned through regular performance reviews and open communication where we track not just numbers but also market trends and customer insights. This helps them stay proactive.

At the same time, I invest in continuous learning and skill development so the team is equipped to adapt to new digital tools and evolving guest behaviour. I also believe recognition plays a key role – celebrating both effort and results helps sustain motivation and a high-performance culture.

Looking ahead, what is your vision for the future of hospitality in India, and what advice would you offer to the next generation of industry professionals?

Looking ahead, I see the future of hospitality in India becoming more experience-led, digitally integrated and highly segmented. Growth will no longer come just from room demand, but from how well hotels create meaningful, localized experiences for increasingly discerning travellers. With rising domestic travel, stronger infrastructure and digital adoption, guests will expect seamless personalization, faster service delivery and stronger value alignment across price points.

At the same time, sustainability and wellness will become central to hospitality design and offerings. Hotels will need to function not just as places to stay, but as spaces to connect, celebrate and rejuvenate. Technology and data will play a major role in understanding guest behaviour but the real differentiator will still be how well teams translate those insights into memorable human experiences.

For the next generation of hospitality professionals, my advice would be to stay curious and adaptable. Build strong fundamentals in operations and service, but also invest time in understanding digital tools, revenue dynamics and data-driven decision-making. Most importantly, don’t view hospitality as just a job function – see it as a people-driven industry where emotional intelligence, consistency and ownership make the biggest long-term difference.

 

The post In Conversation with N. Vinaayak on Data-Driven Hospitality and Sustainable Revenue Growth appeared first on TnHGlobal.

Impact at OTM Mumbai 2026

Held at the Jio World Convention Centre from 5–7 February 2026, OTM Mumbai witnessed remarkable engagement at the RezLive.com booth. Travel agents, hoteliers, DMCs, suppliers, and media partners visited in large numbers to explore the platform’s latest innovations and understand how RezLive.com continues to elevate the B2B travel ecosystem.

The booth remained consistently active with product demos, strategic discussions, and networking sessions that highlighted RezLive.com’s commitment to innovation and service excellence.

Spotlight on Innovation: Smart Match

A major highlight was Smart Match, RezLive.com’s advanced AI-powered feature that transforms the hotel room selection experience. Smart Match intelligently groups and compares room options, eliminates repetitive listings, and presents clean, consolidated choices—helping agents make faster and more confident decisions. With real-time supplier data processing and board-type consolidation, Smart Match is redefining efficiency for travel professionals.

Expanding Opportunities with RezTez

The team also held strategic conversations around RezTez, RezLive.com’s powerful XML Out solution. Partners expressed strong interest in leveraging RezTez to distribute premium travel content in their markets.

“RezTez is a gateway for agents to become distributors of quality inventory,” said Mr. Jaal Shah – Founder, RezLive.com. “It empowers partners to scale with speed, reliability, and precision.”

Happy Hours at the RezLive.com Stand

Adding to the excitement, RezLive.com hosted Happy Hours on Day 1 and Day 2 from 4:00 PM to 6:00 PM, creating a vibrant environment for relaxed networking and meaningful conversations.

Strong Presence at SATTE New Delhi 2026

Following the success at OTM, RezLive.com continued its momentum at SATTE 2026, held at Yashobhoomi, New Delhi from 25–27 March 2026. SATTE, known for being one of Asia’s largest travel trade shows, provided another powerful platform for RezLive.com to engage with the industry.

The booth attracted a diverse mix of travel agents, hoteliers, tourism boards, DMCs, and technology partners from India and international markets. The interactions mirrored the energy of OTM, with visitors eager to explore RezLive.com’s innovations and partnership opportunities.

Consistent Focus on Innovation

Smart Match once again emerged as a key attraction, with agents appreciating its ability to simplify complex room inventories. The RezTez XML Out solution also generated strong interest among partners looking to expand their distribution capabilities.

Industry Collaboration and Market Insights

SATTE enabled the RezLive.com team to:

· Strengthen relationships with North India–based agents

· Explore new collaborations with tourism boards and suppliers

· Discuss integration opportunities with agents and tech partners

· Share insights on evolving travel trends and distribution strategies

The consistent footfall and positive feedback across all three days reaffirmed RezLive.com’s strong brand recall and trusted industry reputation.

Driving Growth and Innovation in B2B Travel

RezLive.com’s impactful presence at both OTM Mumbai 2026 and SATTE New Delhi 2026 underscores its role as a catalyst for innovation in the B2B travel space. With advanced tools, a partner-first approach, and a relentless focus on service excellence, RezLive.com continues to empower travel professionals across global markets.

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Holiday Inn New Delhi Mayur Vihar Noida announces a special culinary collaboration with Crowne Plaza Today Gurugram to present an exclusive four-day food pop-up of its celebrated restaurant, Kaansa. Known for its modern Indian cuisine inspired by India’s iconic brass cookware, Kaansa brings its distinctive flavours, authenticity and artistic presentations to Café On 3 at Holiday Inn New Delhi Mayur Vihar Noida from 6th to 9th March, 12:30 pm – 11 pm.

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The brand has been very strong for FIT and Groups historically and Mice has now became the significant new segment with a deep strategy behind it.

Speaking on the momentum, Mita Vohra, Board Director, Sarova Hotels & Resorts, said: “I am deeply grateful for the overwhelming support we received from the Indian travel trade in 2025. It truly has been such an formidable and fast to open up! As we look ahead to 2026, our focus will be on deepening our presence in the existing markets that have shown strong potential, while also exploring newer markets across India. We truly value our trade partners and look forward to continued collaboration and shared growth in the year ahead.” 

Following OTM 2026, Sarova Hotels & Resorts hosted a mice networking dinner in Mumbai on 10 February at Eve, Worli, bringing together around 30 leading mice agents and key media representatives. The evening was marked by warm hospitality, curated drinks and dinner, and engaging conversations, creating a relaxed setting for networking and relationship building. Hosted with gratitude and warmth, the gathering reflected Sarova’s appreciation for its partners and the strength of its industry relationships. 

As Sarova Hotels & Resorts Kenya steps into 2026, the group remains committed to its renovation plan which is transforming our product dramatically to give the very best to you. As always India has a deep place in the hearts of our Brand. The market is so dynamic and the pulse and love in tourism is above and beyond. We always learn when we are in India and look forward to what comes next.

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In his new role, Dharmendra will be responsible for driving the hotel’s sales strategy, revenue growth, market positioning, and key account relationships, while working closely with all departments to enhance overall performance and guest experience.

The post Holiday Inn New Delhi Mayur Vihar Noida announces the appointment of Dharmendra Mishra as the Director of Sales  appeared first on TnHGlobal.

India’s hospitality landscape has undergone a quiet shift in the last few years. The perception that international arrivals determine the success or credibility of a destination has slowly begun to fade. As disposable incomes rise and aspirations evolve, domestic travel is shaping into a powerful engine of growth. For a market often compared with Thailand, Singapore, Malaysia and other APAC peers, the decisive advantage today lies not in competing for the same foreign traveller pool, but in building on a far deeper and more reliable base of Indian tourists.

India Travels Inward, Not Outward

One of the most overlooked strengths of Indian hospitality is the sheer size and consistency of domestic tourism. While inbound travel is desirable from a branding lens, domestic tourism is the country’s economic anchor. According to government estimates, India recorded close to 1.73 billion domestic tourist visits in 2022, a number experts believe will continue to rise as connectivity improves and leisure preferences widen. Even if a portion of these movements converts into organised stays, the backbone of India’s hospitality growth becomes clear.

In contrast, APAC markets remain far more dependent on international arrivals. Thailand, for example, receives a substantial share of its tourism revenues from foreign travellers. That structure makes such markets more vulnerable to global shocks, currency swings and geopolitical surprises. India’s internal circulation of tourism demand offers an insulation that many of these destinations cannot replicate naturally. It may look less glamorous on a chart, but the stability is unmatched.

The interesting part is how this shift is starting to express itself. Travel decisions are now less seasonal, less occasion-driven. Workations, long weekends, wellness retreats and cultural getaways are creating demand throughout the year. The middle class is increasingly comfortable spending on stay experiences that are not driven purely by necessity but by aspiration.

Beyond Metros: Momentum in Tier II and Leisure Belts

While traditional tourist hubs like Jaipur, Goa, Udaipur and Kochi remain popular, the next wave of momentum will come from India’s Tier II belts and specialised leisure zones. Cities and towns that once lacked branded hospitality offerings are now seeing rapid conversion. Better roads, regional airports and digital discovery platforms have pulled new travellers into these circuits.
This is the space where India’s hospitality sector finds a genuine competitive edge over APAC. The country is building not just coastal or capital-centric travel patterns, but diversified regional tourism. Many domestic destinations are no longer dependent on a narrow theme or season. A single state can drive wildlife, heritage, pilgrimage and wellness tourism simultaneously, creating depth most APAC markets cannot match.
Then there is consumer behaviour. Indians tend to travel in groups, extended families or multi-generational clusters. One trip supports multiple room nights, food services, retail spending and activities. That ripple effect creates a larger revenue base per booking, often far higher than a single or couple traveller profile common in other Asian markets.

Hospitality Is Not Just About Hotels Anymore

The meaning of hospitality itself is expanding. Travellers expect spaces that blur relaxation, work, recreation and cultural immersion. Increasingly, hotels are no longer viewed as neutral shelters, but as social ecosystems. Wellness centres, local food offerings, curated art, community engagement activities and region-specific experiences are becoming part of the value proposition.
There is also a sustainability angle to this shift, though it shows up in small, everyday ways rather than grand statements. When people travel within India or within their own region, it cuts down on long flights and imported supplies, and that changes the footprint of the industry. The money they spend usually stays close to where it is earned.
One good example to illustrate this is Jaipur. A good tourist season in this city supports more than hotels. Farmers supplying vegetables, taxi drivers, guides, craft sellers, and even local sweet shops feel the difference. Many of these businesses depend mainly on Indian visitors, not international arrivals. It is a circle that feels informal but powerful. Money moves from visitor to neighbourhood, sometimes through small interactions that never feature in tourism reports. Tourism, in that sense, becomes something closer to local value creation than just heads in beds.

The Economic Edge

A stronger domestic base gives India pricing stability and long-term forecasting ability. APAC economies that lean on foreign arrivals often see sharp revenue swings when flight routes change or outbound markets cool. India’s internal tourism demand cushions hotels, resorts and alternative stay formats against such unpredictability. That stability encourages investment in hospitality infrastructure, which then feeds into regional employment, micro-business creation and skills development.

There is also a sustainability layer hidden within this shift. Domestic tourism reduces carbon footprints associated with long-haul travel and supports local supply chains. The impact flows into agriculture, transport, crafts and regional cuisine. Hospitality becomes a form of local economic regeneration rather than just demand fulfilment.
India’s tourism story will continue to evolve. International arrivals will rise, and they will remain important, but domestic travel will shape the country’s long-term hospitality identity. It is the quiet, constant force behind room growth, destination creation and occupancy resilience. The APAC comparison may flatter or distract, depending on the year, but India’s strength lies in a model that does not need to mirror others.

Some advantages are built slowly and silently. Domestic tourism happens to be one of them.

The Author is Director of Manglam Group and CEO of Manglam Spa and Resorts.

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Conceptualised as a narrative-led experience rather than a conventional exhibition, The Great Delhi Dreams brought together heritage, artistry, cuisine, design, and emotion under one roof. The showcase reflected Le Meridien New Delhi’s philosophy of crafting weddings that are deeply personal, culturally rooted, and seamlessly executed.

The evening commenced with an intimate ceremonial welcome at Desire, symbolising beginnings and promises, followed by a grand unveiling at The Sovereign. Guests were taken on a carefully curated journey through transformed venues, live performances, immersive décor installations, and an elevated culinary experience that blended regional flavours with global inspirations—true to the hotel’s refined culinary identity.

Each venue—Desire and Sovereign Halls—was designed as a distinct chapter in the “Delhi wedding story,” expressing emotions of joy, elegance, intimacy, grandeur, and celebration. Collaborations with leading wedding designers and creative partners brought to life the overarching theme, “Where Delhi Celebrates Its Forever.”

A key highlight of the evening was the presentation of Le Meridien New Delhi’s personalised wedding services, including its signature Wedding Ambassador and Wedding Shadow concepts—dedicated teams that work discreetly behind the scenes to choreograph every detail with precision and care.

Speaking on the occasion, Ms Meena Bhatia, Vice President & General Manager, Le Meridien New Delhi, said:
“Delhi has always been a city of timeless love stories, and at Le Meridien New Delhi, we feel privileged to be a part of so many of them. The Great Delhi Dreams reflects our commitment to creating weddings that are not just grand in scale, but meaningful in emotion—celebrations that honour tradition while embracing contemporary expression. This showcase is a reflection of our belief that every wedding deserves to be thoughtfully crafted, seamlessly executed, and remembered for a lifetime.”

The event welcomed an exclusive gathering of prospective couples and families, leading wedding planners and designers, photographers, influencers, luxury and lifestyle media, and key Marriott Bonvoy partners. The showcase was met with strong appreciation for its storytelling approach, refined aesthetics, and emotional depth.

With The Great Delhi Dreams, Le Meridien New Delhi continues to set benchmarks in the luxury wedding and events space—creating experiences that transcend occasions and become lasting memories.

The Great Delhi Dreams was not merely a showcase, but a celebration of Delhi’s love stories—reimagined with elegance, artistry, and timeless hospitality.

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