With nearly three decades of experience across leading global hospitality brands, Gaurav Shiva brings deep expertise in hotel operations, food and beverage, business strategy, and leadership. As General Manager of The Orchid Hotel Mumbai, he is focused on strengthening the property’s position while building on its legacy as Asia’s first Ecotel. In this interview with Travellers’ World, he shares his perspectives on hospitality, sustainability, leadership, and the future of India’s hotel industry.
As guest expectations continue to evolve, what operational shifts do you believe hotels in metropolitan markets like Mumbai must priorities to remain competitive over the next five years?
I believe the biggest operational shift over the next five years will be becoming even more guest-centric. Today’s guests are well-travelled, digitally connected, and have very high expectations. They aren’t just comparing one hotel with another—they’re comparing every experience with the best they’ve had anywhere in the world.
Over the last few weeks, I’ve made it a point to visit several hotels across Mumbai—not just for meetings or coffee, but to experience the city through a guest’s lens. Every market has its own personality, and Mumbai is no different. As the financial capital of India, it moves at a fast pace, and naturally, the expectations of guests are equally dynamic.
To stay competitive, hotels will need to focus on getting the basics consistently right while also embracing change. Technology will continue to play a bigger role in making the guest journey smoother, but it should never replace genuine human warmth. Guests still remember a warm welcome, a thoughtful gesture, or a team member who goes the extra mile far more than any digital convenience.
I also believe we’ll see a stronger focus on sustainability, wellness, and personalised experiences. These are no longer differentiators—they’re becoming part of what guests expect from a quality hotel stay.
For us, that’s an exciting challenge. It pushes us to keep improving every day, pay attention to the smallest details, and create experiences that feel authentic and memorable. At the end of the day, hospitality is about making people feel valued. If we can consistently do that, guests won’t just return—they’ll become our biggest advocates.
The Orchid pioneered sustainable hospitality as Asia’s first Ecotel. How do you see sustainability evolving from a brand differentiator to a core business strategy for hotels today?
For many years, sustainability was seen as a brand differentiator. Today, it has become a business imperative. Guests are far more conscious about the choices they make, investors are looking at long-term responsible growth, and hotels themselves are recognising that sustainable practices also drive operational efficiency and resilience. It’s no longer about doing one or two eco-friendly initiatives—it’s about embedding sustainability into every aspect of the business.
At The Orchid, we’ve been fortunate to be on this journey long before it became an industry trend. As Asia’s first Ecotel, sustainability has been at the heart of our identity since 1997. My role is not to redefine that legacy, but to build on a very strong foundation.
There are already several meaningful initiatives in place—from water-saving systems such as aerators and flow regulators to rainwater harvesting, abundant natural daylight through our stunning atriums, and thoughtfully designed spaces like Meadows that maximise the use of natural light. We are also modernising and upgrading our sewage treatment plant to further strengthen our grey water recycling and water conservation efforts.
What I particularly appreciate about The Orchid is that sustainability goes beyond infrastructure. It’s woven into the overall guest experience. Our lush green spaces, hidden gardens, and thriving bird habitat, where hundreds of parakeets visit regularly, are a reminder that a hotel can coexist beautifully with nature while offering guests a memorable stay.
Going forward, our focus is to strengthen these initiatives while continuing to explore innovative ways to reduce our environmental footprint. For us, sustainability isn’t a campaign or a checkbox—it is part of how we operate every single day. That is what transforms it from a differentiator into a long-term business strategy, and I believe that is the direction the hospitality industry as a whole is moving towards.
Having led teams across multiple international and Indian hospitality brands, what leadership principles have remained constant despite changing market dynamics and guest behaviour?
I believe great hospitality leadership comes down to three things.
First, you have to genuinely love people. Hospitality is a people-driven business, and having started my journey on the front line, I understand what our teams go through every single day. Caring for people isn’t about saying the right things—it’s about showing it through your actions. Whether it’s spending time with the team, appreciating their efforts, or simply speaking to someone with kindness and respect, those small moments create a culture where people feel valued. We often forget that everyone is fighting a battle we know nothing about, and as leaders, we have the opportunity to make someone’s day a little easier.
Second is patience. Hospitality teaches you that there are no shortcuts. You need to earn your growth by mastering your craft, understanding every aspect of the business, and remaining open to learning. The same patience applies to our guests—they are more aware, more well travelled, and often have valuable perspectives that can help us become better.
Finally, perseverance. Every career has its ups and downs, but success belongs to those who keep showing up. I’ve always believed in staying the course, learning from every challenge, and never giving up. Passion may get you started, but it’s perseverance that keeps you moving forward
Food and beverage has become a significant revenue driver beyond room sales. How should hotels rethink their F&B strategy to strengthen profitability while enhancing the guest experience?
Food and beverage has evolved from being a support function to becoming one of the strongest revenue drivers for hotels. In many full-service hotels, it contributes over half of the total revenue, which highlights just how important it has become.
Today’s guests, especially Millennials and Gen Z, are looking for experiences rather than just a meal. They want places where they can celebrate, socialise, work remotely, or simply spend quality time with friends and family. As a result, hotels are no longer just places to stay—they’ve become vibrant social destinations.
That’s why it’s important for us to offer distinct and memorable dining concepts. At The Orchid, every outlet has its own identity. Whether it’s a rooftop restaurant overlooking the airport runway, an authentic South Indian dining experience, a whisky lounge with an extensive collection, or our bustling gourmet café, each venue offers guests a completely different experience. This diversity encourages guests to return—not just to the hotel, but to explore something new each time.
Innovation is equally important. Refreshing menus, introducing seasonal experiences, and constantly elevating the guest journey ensure that our restaurants remain relevant in an ever-changing market.
Ultimately, great food and beverage isn’t just about generating revenue. It’s about creating memorable moments, building guest loyalty, and making the hotel a destination in itself. When guests choose to visit you even when they aren’t staying with you, that’s when you know you’ve created something truly special.
Luxury and business hospitality converging in many ways, what emerging trends do you believe will have the greatest impact on hotel operations and investment decisions in India over the next decade?
Luxury hospitality in India is evolving rapidly, and I believe a few trends will define its future.
The first is hyper-personalisation. Today, technology and AI help us understand our guests better than ever before—from their preferred room temperature and dining choices to the little details that make every stay feel familiar. The idea is not just to recognise a guest, but to anticipate their needs and create a truly personalised experience.
The second is sustainable luxury, something that has always been at the heart of The Orchid Mumbai. Today’s luxury traveller values authenticity as much as comfort. Farm-to-table dining, sourcing local ingredients, reducing food waste, and celebrating regional produce are no longer trends—they’re becoming expectations. Sustainability is no longer an option; it’s an integral part of luxury.
The third is wellness. Luxury today is increasingly about helping guests feel better—whether that’s through better sleep, mindful dining, or creating spaces where they can truly unwind from their busy lives.
We’re also seeing the continued growth of leisure travel, where business travellers extend their stay to experience the local culture, cuisine, and destination. Hotels are becoming more than places to stay—they’re becoming destinations in themselves.
Above all, I believe the future of luxury lies in thoughtful details. I recently came across a wonderful example of a Japanese chef who serves only one dish—biryani. What fascinated me wasn’t the biryani itself, but the experience he created around it. Every element, from the way it was cooked and served with an enamel spoon instead of a stainless steel one to the timing of when the beverage was brought to the table at -3 Degrees and consumed at o degrees, was meticulously planned to elevate the guest’s experience. It reminded me that luxury isn’t always about offering more; it’s about doing the smallest things exceptionally well. Those are the moments guests remember.
At The Orchid Mumbai, that’s the philosophy we believe in—combining sustainability, innovation, and genuine hospitality with thoughtful attention to detail, so that every guest leaves with an experience that’s both memorable and meaningful.