In conversation with Sunjae Sharma, Managing Director- India & Southwest Asia at Hyatt Hotels Corporation, a hotel company that was among the first international brands to step into the Indian market, started with the Hyatt Regency in Bhikaji Cama Place in South Delhi, an instant success that continues to be among the leading hotels in the city. Hyatt Hotels in India are not chasing numbers, it seems, but with a portfolio of newer brands in the market, it should be able to grow faster in the coming years. The highlights of the conversation with Navin Berry, editor:
As we open up to 2026, what are some of the top of your mind, top of your priority list, of issues relating to hospitality growth in India? What sort of growth do you see for the industry as a whole and where do you see the Hyatt narrative unfolding as part of this growth story.
As we look toward 2026, the hospitality landscape in India continues to evolve in meaningful ways. Travelers are shifting from volume-led travel to experiences that feel purposeful and connected to their lifestyles and values. Domestic leisure has become a more frequent and thoughtful choice, and guests are exploring a wider range of destinations, including both established metros and emerging cities and leisure locations.
Supporting talent remains an important priority for the industry. Continued investment in hospitality education, skills development and career pathways will help strengthen the long-term pipeline of future professionals. Sustainability is also becoming increasingly important. Guests are showing a growing appreciation for responsible design, local sourcing and experiences that care for the environment and communities.
Hyatt’s approach reflects these changing expectations. We aim to bring the right brand to the right market, across metros, highpotential Tier II and III cities and emerging leisure destinations. Our focus is not only on expanding our presence, but on creating experiences that feel meaningful to guests, build lasting loyalty and contribute to the broader growth of India’s tourism ecosystem.
Any constraints that you see in this growth, some possible pitfalls? Either in totality and for Hyatt, that you visualise?
Infrastructure in many emerging destinations is still developing, and regional connectivity can vary. Finding and retaining skilled talent also remains an important focus area for the industry. Guest expectations continue to evolve quickly, especially in areas such as technology, personalization and sustainability, which means we must keep innovating to stay ahead.
At Hyatt, our development approach is rooted in intentional and responsible growth. We prioritize projects that strengthen our portfolio, create long-term value and reflect our commitment to care. This allows us to thoughtfully address these challenges while continuing to deliver meaningful and consistent guest experiences across markets.
What about the right quality of manpower, which seems to be an overriding concern? How are you tackling this?
Talent is central to the hospitality industry, and ensuring the right quality of manpower is essential as the sector grows. At Hyatt, we focus on building skills and confidence through structured training, continuous learning and thoughtful leadership development. Our goal is to create strong career pathways that attract, nurture and retain talent at every stage of their journey.
We work closely with hospitality institutes and training partners to strengthen the talent pipeline, especially in emerging markets. Initiatives such as RiseHY help connect Opportunity Youth with meaningful careers in hospitality, expanding access and helping bridge skill gaps. These efforts support both individual growth and the long-term strength of the industry, while staying aligned with our Purpose of Care.
Is your growth sufficiently balanced in terms of what we have originally thought of as luxury, four star, three star and Budget?
Our growth strategy is thoughtfully designed to maintain balance across luxury, premium and midscale segments, ensuring that each brand is positioned where it can serve guests and markets most effectively. This approach allows us to enter metros, highpotential Tier II and III cities and emerging leisure destinations with the right offering for each location.
By keeping our portfolio well balanced, we are able to meet opportunities across segments while staying true to the Hyatt standard of care and guest experience. Our luxury and premium brands continue to serve travellers seeking distinctive and personalised stays, while our midscale and selectservice brands meet the growing needs of purposedriven domestic travellers who value quality, consistency and accessibility.
In recent years, how is your portfolio emerging among your brands? Are there more brands to come?
Hyatt’s portfolio in India and Southwest Asia is evolving with a focus on scale, relevance and guestcentric experiences. We are progressing toward a 100hotel footprint across luxury, lifestyle, selectservice and resort segments, while continuing to strengthen our presence in key urban hubs. Our openings planned for 2026 will reinforce our position in both leisureled markets and fastgrowing city destinations, reflecting thoughtful design, cultural authenticity and strong operational standards.
Along with expanding our physical presence, we are enhancing the World of Hyatt ecosystem and deepening our commitment to sustainability and personalisation across the guest journey.
The next phase of growth is centered on building a portfolio that is resilient, futureready and reflective of India’s evolving travel aspirations. As guest expectations and market dynamics continue to shift, we remain committed to disciplined and highquality growth, and we will continue to explore opportunities to introduce new brands and experiences that complement our portfolio and meet emerging traveller needs.
Some brands like Andaz – we have seen only one of its kind so far?
The demand for lifestyle hospitality has grown steadily as travellers look for stays that feel experiencedriven, designled and closely connected to local culture. This shift continues to shape how we think about the lifestyle category within our portfolio.
In India, Andaz and JdV by Hyatt anchor our lifestyle offerings, each appealing to different guest preferences. Andaz blends a global sensibility with a strong local lens, creating immersive experiences that reflect the character and culture of each destination, supported by intuitive and authentic service. JdV by Hyatt draws inspiration from the energy of local neighbourhoods and celebrates individuality, community and a sense of joy through vibrant and independent hotels that resonate with both travellers and residents.
As guest expectations evolve, we remain focused on strengthening our lifestyle portfolio and exploring opportunities that align with the growing interest in meaningful, culturally rich and personalised experiences. Our approach is guided by thoughtful and disciplined growth, ensuring each project reflects the spirit of the brand and the needs of the market.
You have some iconic properties in Delhi, Goa and Mumbai. These have become brand ambassadors of your brand? How do you define them?
Hyatt’s strength comes from the breadth and balance of its brand portfolio, which allows us to deliver premium and meaningful experiences across a wide range of guest needs, travel occasions and generations. We do not follow a onesizefitsall approach. Each brand is designed with a clear purpose and guest profile in mind, which helps build trust, loyalty and longterm advocacy.
Our iconic properties in Delhi, Goa and Mumbai reflect this philosophy. We define them by their ability to bring together worldclass service with a deep understanding of local culture, lifestyle and community. Our Classics and Luxury brands set benchmarks for service excellence, scale and reliability. They resonate with guests who value comfort, consistency and hightouch hospitality.
Our Lifestyle brands appeal to travellers who seek designled spaces, authentic storytelling and experiences that feel culturally connected and personal. Complementing these are our Essentials brands which provide efficiency, comfort and value while staying true to the quality and care that define Hyatt.
Together, these properties serve as ambassadors of our brand promise. They demonstrate how we adapt to evolving guest expectations while staying committed to delivering memorable, purposeled hospitality across India’s most important markets.
How is your growth compared to the overall market?
Our strategy for India is anchored in a purposeful approach to growth. We are committed to bringing the right brand to the right market, grounded in an understanding of local demand, cultural context and longterm sustainability. Today, we operate 54 hotels across India and Southwest Asia through nine distinctive brands and over the next five years we aim to grow to 100 hotels through balanced expansion across major metros, highpotential Tier II and Tier III cities and emerging leisure corridors.
Equally important is how we build. Sustainability, design relevance and digital personalisation sit at the core of our development and operating philosophy. Our focus is not only on expanding our footprint but on shaping a presence that is resilient, relevant and aligned with how India will travel, gather and celebrate in the years ahead.
