“I’m not happy with 278 crores. Not at all,” he says, grumbling, leaning back in the boardroom chair, eyes piercing through the tension in the room. “But Boss Sir,” a brave soul piped up, “you know it’s impossible. We can’t squeeze more out of thin air.” The Boss shot back, determination in every word. “Possible or not, we need to break free from these mental chains. Incremental measures won’t cut it. We’ve got to think big; aim higher!
Silence hangs heavy in the room; finally, a hesitant voice ventured, “Revamp the loyalty program, Sir! Offer exclusive perks and new and improved experiences. That might draw more business.” … The Boss leaned forward, interest piqued. “Now, that’s thinking. Push the boundaries. What else can we do to make Taj Palace Dehli stand out?” Another voice jumps in, “Themed events, Boss, theme events. Collaborate with local artists, musicians, and influencers. Bring them to the hotel, make them provide an experience, not just a stay.”
The Boss nods, a spark of excitement lighting up their eyes. “Yes, that’s the spirit. Explore these innovative avenues. The Palace should be more than a hotel; it should be an experience.” Ideas flow like whiskey in a Prohibition-era speakeasy. The earlier skeptical faces in the room transform into a team united by a shared vision. The Boss’s dissatisfaction sparked a creative wildfire, leading to a revised budget that was not just met but surpassed. The magic? A blend of customer-centric initiatives, innovative partnerships, and a daring mindset that shatters the limitations of conventional thinking.
Meet Gaurav Pokhriyal:
With an unwavering commitment to excellence and a ‘Nothing is Impossible’ ethos, Gaurav is a true Go-Getter and trendsetter in the dynamic Indian Hotel Industry. His illustrious 30-year journey in Operations unfolds a career tapestry, rich with critical roles – managing the famous Rambagh Palace in Jaipur, the iconic Taj Mahal Hotel in Mumbai and consequently all North Indian Taj Hotels as Senior Vice President. Finally in 2018 he was promoted to Executive Vice President of Human Resources and is an integral part of IHCL’s corporate leadership team under Puneet Chatwal as the CEO.
Like most accomplished hoteliers, Gaurav’s career began in the trenches. Growing organically in a traditional company, managed like a family enterprise was challenging. His ambition was, to become a successful General Manager in India’s most prominent hotel company . After internship, training and hotel school he worked in numerous departments, continued self education and created a solid foundation. Working tirelessly in various supervisory and later managerial positions paid off. His first big break came, when he was chosen to be the General Manager of the Rambagh Palace in Jaipur. Then Senior Vice President of Human Resources, K.S. Srinivasan had noticed Gaurav’s personality, dedication and mindset early on. But also his Human Resources affinity.
Indrani Gupta – General Manager, says: “Working under Mr. Pokhriyal at the Taj Mahal in Mumbai changed everything. His leadership pushed me to achieve ambitious goals. Morning meetings were more than routine; they prepared me and others on the team for future growth. In my housekeeping role, Mr. Pokhriyal had me analyze the Daily Business Report, reading between the lines. This different approach boosted my financial know-how and turned me into a versatile business leader. He encouraged a deep dive into financial ethics and active engagement in operational excellence. This marked my first step towards growth, leading to my promotion to Director of Rooms at TMP. His genuine care made us forget the day’s challenges. A lasting lesson is the importance of connecting with team members personally. Mr. Pokhriyal‘s attention to detail in hosting dignitaries was a masterclass. Lessons learned during the time at the Taj Palace continue to shape my approach in every endeavour.”
Dr. Anmol Aluwalia, today the Regional Director of operations of the Taj hotels in Goa, makes his own observation: “In a stroke of brilliance, he unfurled the STARS tally board within the hallowed halls of IHCL, a masterful addition to the early Rewards & Recognition system. The monthly STAR Human Resource addition commanded the spotlight at town hall and departmental gatherings. Gaurav’s strategic move wasn’t a mere whimsy; he orchestrated a transformative game. Guest experience scores ascended from a modest 58 to a resounding 88, casting a spell of motivation upon the staff, now invigorated by the sweet nectar of recognition. Working with Gaurav is not just an experience, it is an eye opener for what is possible.”
I met Gaurav for the first time in 2002. He was the General Manager of the famous Rambagh Palace Hotel in Jaipur. I was the General Manager of the Taj Exotica. We got to know each other better during the workshops and Division meetings. It was apparent, that he would not only speak his mind but always explore many alternative solutions to any challenge; sometimes with mind-provoking thoughts. Not to push his opinion but to engage the entire team in discussing his viewpoints differently.
He stood out and it was clear to me, that he would become a future leader and impact the new direction the company would make in due time. Often, we were like two pros at practice playing basketball when interacting. Not everyone would look through his ideas, but I could see where he was coming from; our exchanges were mutually constructive, modern, and internationally applicable. We would speak about “Guest experiences.” Today, this buzzword is incorporated by all global companies but it was spoken first in the world of Indian Hotels and Palaces.
It was a rather turbulent time for Taj. Many new initiatives started; a young and dynamic Jamshed Daboo as COO and the new visionary CEO Raymond Bickson, selected by Chairman Ratan Tata personally, came up with fresh ideas that initiated many discussions and new initiatives, not only how to improve the overall performance at a property level but also how the company should position itself in a market with many international players like Marriott, Hyatt and Hilton entering India and asking for their share of the pie. It felt a bit like a “Game of Polo on Elephants”.
Taj was a unique company. At that time, they were known in India but only had few properties abroad; its branding needed a complete overhaul. Before Raymond Bickson and his C.O.O Franz Zeller, the company lacked a coherent growth strategy and was very India centric.
Not knowing the outcome, Gaurav foresaw the future and bit his time. He stood firm amid internal and political winds, maintaining his leadership principles and strategically grown mindset. He did not involve himself in politics and focused on overcoming the many operational challenges in his different properties. He held critical General Manager positions in Jaipur, New Dehli, and Mumbai’s crown jewel, the Taj Mahal Hotel and Towers. Hard-working and dedicated to excellence and human resources; he was destined to oversee all North India Hotels as Senior Vice President. Still, it would take a few more years for his career to evolve. But the upward trajectory of his evolution is a unique example of strategic career mastery despite a tumultuous restructuring phase, re-positioning plans and brand development of many Taj properties.
Then CEO Raymond Bickson had initiated some masterful alliances with hospitality gems like Raffles; even a partnership and buyout were in the cards, but for many in the company, this vision was too “Grande”, maybe also too daring. In hindsight, the company missed a historic opportunity to transform itself into a global player. But it was not meant to be, and it would take 20 more years and another formidable, international CEO Punnet Chatwal to lead the company through its growing pains and create a new vision for the future.
During all this time, Gaurav remained in his position. Known for his innate understanding of people and ability to extract the best from his teams, his style is not just about steering the ship but also about motivating and inspiring. This sets him apart and provides stability and continuity. In every role, Gaurav’s passion for his work is a driving force that breaks barriers and presents out-of-the-box solutions. His robust academic prowess and hands-on working style helped him master these and many other challenges. During his career, he complimented his Diploma in Hotel Management with an MBA from the world-renowned Glion Institute of Higher Education in Switzerland. This dual educational foundation was his perfect blend of theoretical expertise and practical acumen, providing the academic foundation for accelerated and continued growth into Senior Management.
Did Gaurav follow a set plan when he started his career? I did not ask him but took the liberty to answer the question for him with a “Yes.” His goal was simple, yet strategic and forward-looking. He invested wisely and learned the basics of the hotel industry after obtaining his Hotel Management Diploma. He has worked in various departments and honed his expertise, especially in F&B and H.R. His approach focused on quality, solutions, and achieving the best outcome for all stakeholders. Throughout this time, he focused intensely on Human Resources and Talent development.
Rajesh Wadhwa, Executive Chef at Taj Palace, New Delhi, witnessed a transformative leadership approach from Mr. Pokhariyal: “Regularly utilizing the associate dining facility, Mr. Pokhariyal engaged with kitchen staff, understanding their challenges. He defended the associates when concerns arose, reshaping the hotel’s perception of their relentless 24/7 efforts. In a subtle yet impactful act, he acknowledged these unsung heroes repeatedly in town hall meetings, fostering a culture of mutual respect. An example for Mr. Pokhariyal’s keen observation, direct connection, empathy, and advocacy—a true manifestation of a human-centric H.R. professional in action.”
When CEO Raymond Bickson left the company for health reasons in 2009, a period of corporate meandering and speculation began. Another internatinoal CEO had arrived and left shortly thereafter. Gaurav, however, continued his work simply focusing on results rather than being drawn into political discussions. This is a virtue only some possess, and I advise future top hoteliers to follow his example: focus on the job at hand and stick to the basics you can control. Those issues, which you cannot control, stay away.
Gaurav built his personal brand because of his dedication to the job, focusing primarily on the results and the people working with him. If he did so knowingly or simply by following his personal values is not really that important. He became a nonpolitical performer and, in many ways, a role model. He took care of the people under his responsibility and walked the talk of “people are our most valuable asset.”
Fast forward to 2017; new CEO Puneet Chatwal leaves Germany and joins IHCL. Being an accomplished and widely respected international career hotelier, Puneet’s task to reconfigure the company involved not only creating a new vision and strategy but also a solid and reliable team to work with. One of his choices is Gaurav. He appoints him as Executive V.P. for Human Resources for IHCL.
This is – in short- how a young hotelier navigated his career, remaining with one company instead of hopping from one opportunity to the next. (This is only my personal perspective.) I am sure that his mindset and his way of thinking “Big” will have an enormous impact on the future growth of IHCL with new brands and upcoming expansions. But more so, I recommend for aspiring hoteliers to see what careers the hotel industry and IHCL specifically has to offer for them. Looking at the map and its financial performance, Taj has had an extremely strong and successful run since the end of the pandemic, beating forecast after forecast. While it continues to expand strongly within the Indian subcontinent, it is also approaching international growth, focusing on key cities in Europe, the Middle East, and possibly Africa. Plenty of opportunities for young hoteliers.
Gaurav’s word of wisdom for ambitious hoteliers:
The path of a hotelier’s career ahead is vast; full of possibilities. Make sure which direction you want to pursue. The hotel business is one of the world’s largest industries, so there are many choices. Be wise and position yourself only with the Best. If you desire to succeed, begin thinking big. Everything is possible. There is no limit. You can grow from a dishwasher to a general manager or start as an intern and work your way up to the echelons of the corporate arena, but be aware the path is not for the timid at heart. Subscribe and cultivate excellence in everything you do, simplify processes, learn a new language and embrace the world and its cultures. Be ready to invest in your career. Make sure, your career arsenal is bullet proofed. Get an experienced Mentor. Actors and other celebrities have coaches too. Avoid job hopping. Opportunities arise for the daring in every good company. Master hotel industry basics – culinary arts, media, marketing, technology, customer services, event planning, catering, revenue management, and wellness.
Start to get a holistic overview of the hotel industry in your early career, then specialise in supporting studies, preferably abroad. Embrace flexibility. Roles in hospitality defy traditional boundaries, encouraging experimentation and early bold risks. Aspiring General Managers must focus on conventional hotel operations like the Food & Beverage and Rooms Division before venturing into marketing or human resources. Understanding financial reports in your company builds a strong foundation. Look for simplicity, often leading to more significant responsibilities. Be a solution provider, not a politician. Learn Networking. Develop transferable skills. Essential in hospitality – customer service, communication, problem-solving, leadership, and teamwork, transfer well beyond, broadening career options. Be innovative and participate in the creation of a Vibrant Work Environment. You do all this: The world will be open for you and maybe one day the company will sent you to work in the USA or the UAE; South Africa or Europe.
Hospitality hones multitasking, attention to detail, and swift decision-making. Plan your long-term career well; be patient, and build rapport positively. Your reward will be a life, you can tell your grandchildren about or write your memoirs. It is not an 8-5 office job with regular weekends but periods where you are challenged to run at high speed. Enjoy working with people; it is an essential requirement.”
Jayanta Das, now Area Director at Vivanta Guwahati, says this about Gaurav: “In our first meeting at Rambagh Palace,” he said, “Pleasure to meet you. Let’s see your performance for three months, then plan further.” Demanding nothing less than my best. He mentored me professionally and personally, steering me towards more significant responsibilities. Mr. Pokhriyal instilled the task of value and talent creation, establishing the hospitality skill development center at Guwahati, a first of its kind. He left a lasting imprint on my life, both personally and professionally.
My good colleague Gaurav is an archetypical Career Hotelier. Coming from humble beginnings, he decided to pursue a career in the hotel industry. Likely, his parents did not recommend this path to him, maybe even trying to discourage him and seek success elsewhere. He does not shy away from walking into any hotel staff cafeteria and taking a meal with those unsung heroes doing the company’s work 24/7.
He began his journey not to end up in this most senior position but probably to become a General Manager of a 5-star hotel. We never discussed this-but I am sure, he too, faced his own set of challenges along the way. Hoteliers are odd characters and keep those challenges hidden and away from public view. While there are times that we enjoy the limelight, there comes a time in our journey when we treasure rest and privacy.
My readers: take away from Gaurav’s story what you feel matches your own aspirations! Keep in mind, though. Getting to the top is a path in which challenges and odd events are common, and not everyone is willing to make this journey. In writing about Gaurav, I intend to share insights into a career hotelier’s life, which are not necessarily discussed in the media. Look at his career trajectory and use his example as a guiding star and role model on your own journey.
Plan your trajectory with care and do not hesitate to reach out and book a career call.
Helmut H Meckelburg
