In the quiet yet opulent lobby of The St. Regis Goa Resort, I found myself mesmerized by the understated elegance that had become the hallmark of the St. Regis brand. My appointment was on time, yet, as I waited for the man of the hour, Satish Kumar, I took a moment to appreciate the seamless blend of luxury and tranquility around me.
“Satish Kumar isn’t merely a manager; he’s an institution,” said one of the senior staff members in Brand with whom I struck a conversation. She spoke of him with a reverence bordering on awe, which seemed fitting for a man who had spent over two decades crafting exemplary experiences in luxury hospitality. His journey, from humble beginnings to becoming the go-to person for launching luxury hotels across the globe, was a story I was eager to delve into. Mr. Kumar welcomed me into his spacious office, a room filled with an aura of precision and warmth, much like the man himself. Smart and impeccably dressed, his demeanor was a mix of authority and approachability—traits of a leader who knows when to be firm and when to be congenial. Satish Kumar was a maestro of his craft, orchestrating an ensemble of people and operations with the finesse of a seasoned conductor.
“Welcome, Anirban,” Satish began, offering me a seat. His voice was calm, exuding confidence that only comes from years of possessing an intimate understanding of the art of hospitality. “I trust you’re finding our hospitality to your satisfaction?”
As I settled into the conversation, I couldn’t help but think about the landmarks of his career. Satish had evolved from managing operations at places like The Leela Goa and Conrad Pune to becoming a pivotal figure in The Oberoi Hotels & Resorts and The Taj Group of Hotels. Each role, each challenge had sharpened his acumen, preparing him for the ambitious task of making The St. Regis Goa a jewel in India’s crown of luxury resorts. “In this industry, every day is different,” he shared, his eyes reflecting an inner glow of passion. “At every hotel I’ve launched and wokred with, whether it was in Qatar, Bahrain, or Indonesia, it’s always been about marrying global standards with local flavours. That’s not a task; it’s a privilege.”
As my time with Satish Kumar drew to a close, I realized that his narrative was not just about a career in hospitality; it was about passion, vision, and the relentless pursuit of excellence. Mr. Kumar was more than a leader; he was a tastemaker shaping the future of luxury hospitality in India.
- What’s your opinion about the evolution of the Hospitality Industry Post-COVID-19, with many brands both national and international, spreading their wings?
The hospitality landscape has transformed significantly, with international and domestic brands adapting to new realities through launches and expansions. However, in the luxury segment, certain core values remain timeless—authenticity and personalisation. No matter how much technology advances, these elements will always define true luxury hospitality.
What has changed is the way we operate. Earlier, decision-making required sifting through stacks of reports—today, real-time data allows us to act swiftly, optimising efficiency like never before. Technology is revolutionising energy conservation, streamlining operations, and enhancing guest experiences.
Yet, despite these advancements, the essence of luxury hospitality lies in the ‘human touch’. The moment we lose that personal connection, we risk losing our identity.
- Can you share your background and journey in the hospitality industry?
My journey in the hospitality industry began with my education. I completed my Hotel Management degree in Hyderabad and pursued further training at the Oberoi Centre of Learning & Development (OCLD), earning a Post Graduate diploma. I also hold a Bachelor’s Degree in Hotel Management and Catering Technology. My professional career started with a five-year stint at Oberoi Hotels, after which I transitioned to the Taj Group of Hotels. During my time with Taj, I had the privilege of working at several stunning properties, including Taj Fisherman’s Cove Resort & Spa in Chennai, Taj Bengal in Kolkata, and Taj Mansingh in Delhi.
After spending a decade in the Indian hospitality sector with them, I was eager to expand my horizons and learn something new. In 2010, I joined Marriott International, with my first posting at the Marriott in Doha, Qatar. This remarkable 600-room property offered invaluable insights into managing large-scale operations and collaborating with staff from 39 different nationalities. I then returned to India to launch the first Ritz-Carlton in the country, located in Bangalore, which fueled my passion for launching luxury hotels. Over the years, I’ve played a key role in launching eight luxury hotels across various locations, including the new establishment, Marriott Marquis Doha.
Eventually, my career took me to Bahrain, where I managed two fantastic Marriott brands—Le Meridien and Westin—as Director of Rooms. My journey with Marriott International continued as I became the General Manager at JW Marriott Jakarta, Indonesia. Then, the COVID-19 pandemic struck, which prompted my return to India. I embraced an opportunity to work with Leela Goa, which later transitioned into the St. Regis Goa Resort, where I served as General Manager. This path has been an enriching experience, and this April marks my 25th year in the hospitality industry.
- How important is the location for an establishment in terms of branding and taking it to the desired heights?
Location plays a crucial role in the success and branding of a hospitality establishment. Each location is unique and comes with its own set of target customers. In my 25 years of experience, I’ve found it challenging to single out any one location as being more difficult or advantageous than others.
However, the COVID-19 pandemic taught us many valuable lessons, particularly about the potential of domestic travel in India. Goa, for instance, became a hotspot for domestic tourism, thriving in the luxury segment even beyond typical peak and off-peak seasons. During my tenure at St. Regis Goa, I never witnessed an ‘off season’ in the traditional sense.
Both South and North Goa have their distinct charm, attracting tourists year-round. Therefore, every location is significant in its own way, and a well-chosen location can greatly enhance a hotel’s appeal and branding.
- Could you share your thoughts on the culinary landscape in India?
The culinary scene in India has experienced significant growth, even before the COVID-19 period. Goa, in particular, has emerged as a food capital in Indian tourism, celebrated for its diverse and vibrant culinary offerings. Luxury properties in Goa have successfully integrated exceptional bar and restaurant experiences, contributing to the dynamic food and beverage industry. As a result, food has become an essential part of the luxury travel experience, with establishments across the country continuing to innovate and elevate their culinary offerings, captivating both domestic and international travellers.
- We’ve heard you have a treasure trove of fascinating stories from your experiences, which you love sharing with your team. Would you be kind enough to share one of your favourites with us?
One of my most cherished stories dates back over a decade, when I was Director of Services in Doha. I hired a gentleman from Sri Lanka as a housekeeping attendant. He was impressive in his interview and eager to contribute. However, within months, his supervisors reported concerns: his bed-making wasn’t up to standard, his cleaning lacked precision, and despite coaching, there was no improvement.
Instead of dismissing him, I decided to dig deeper. When I spoke to him directly, he admitted, “Mr. Satish, I’m giving my best, but I just can’t meet these expectations.” He pleaded, “I don’t want to return home—I have a family to support.”
I asked, “What do you think you can do?” His response surprised me: “I believe I’m good at decorating cakes.”
Now, shifting a housekeeping attendant to the pastry kitchen was unconventional, but I gave him a 30-day trial. The executive pastry chef, though puzzled, agreed. A month later, the feedback was astounding: “This man is exceptional—I want to confirm him immediately!”
Fast forward twelve years—that same employee rose to become Executive Pastry Chef at Marriott Hotel Dubai.
This experience reinforced a fundamental leadership lesson: Never give up on your people too soon. There’s always potential beyond the obvious—sometimes, all it takes is a little faith and the right opportunity.
