At the helm of one of India’s most distinctive luxury hospitality brands stands a new-generation leadership duo shaped as much by legacy as by lived values. Keshav Suri and Deeksha Suri, siblings and custodians of The Lalit Suri Hospitality Group, represent a rare balance of purpose-driven leadership and strategic rigour in modern Indian hospitality.
Founded by the late Lalit Suri and steered with unwavering resolve by Dr Jyotsna Suri, The Lalit has always stood for more than opulence—it has embodied courage, discipline, empathy and inclusion. Under Keshav’s stewardship as Executive Director, the brand has emerged as a global symbol of inclusive luxury, setting industry benchmarks through LGBTQ+ advocacy, progressive workplace practices and experiential hospitality. His leadership philosophy is deeply human—rooted in the belief that culture, dignity and integrity are the true drivers of sustainable growth.
Complementing this vision is Deeksha Suri, Executive Director, whose sharp operational lens and future-facing mindset have played a critical role in shaping The Lalit’s expansion into Tier 2 and Tier 3 cities. With a strong focus on systems, people, and brand consistency, she helped position The Lalit as one of the most respected employers in Indian hospitality, while keeping modern luxury rooted in local culture and community relevance.
Together, the Suri siblings represent continuity with evolution—honouring a powerful legacy while redefining what leadership in hospitality looks like today. In this conversation with Hotelier India, they speak candidly about values, inclusion, growth, sustainability, sibling leadership, and the legacy they hope to leave behind.
Keshav, when you stepped into leadership at The Lalit, you inherited not just a hospitality brand but a deeply held philosophy. How did your parents’ values shape the leader you’ve become today?
I was always aware that I inherited far more than a portfolio of hotels; I inherited a way of thinking. My father, Lalit Suri, believed that hospitality is about courage – the courage to build, to dream big and to stand firm in one’s convictions. My mother, Dr Jyotsna Suri, taught me discipline, consistency and the importance of relationships.
From them, I learnt that hospitality is about creating spaces with meaning, character and a genuine sense of belonging. Luxury, to me, carries authenticity and values; it feels thoughtful, purposeful, and deeply connected to people. This philosophy continues to guide how I shape decisions and culture at The Lalit Suri Hospitality Group.
Deeksha, you joined the Group at a young age and took charge of critical verticals. How did you earn credibility within the organisation early on?
I worked my way up. When I joined in 2009, I was very clear that credibility would not come from designation – it would come from delivery.
My years as a consultant before joining the business taught me structure and analytical rigour. Within the Group, I focused on understanding operations deeply – sales funnels, revenue optimisation, audit controls, HR processes. I spent time with teams across properties, listening more than speaking.
Results build trust. Consistency builds credibility. Over time, when people see that you are committed to delivering day after day, confidence follows.
Keshav, inclusive luxury has become synonymous with The Lalit under your leadership. At what point did inclusion become a core business philosophy rather than just a moral stance?
Inclusion is a lived reality for us; embedded in our culture, reflected in our policies, and experienced every day across the organisation. At some point, I realised that inclusion could not remain a personal belief — it had to become institutional policy.
Luxury, by definition, should make people feel seen and valued. If a brand excludes, it cannot claim to be truly luxurious. When we formally embedded diversity, equity and inclusion into our recruitment, training and brand messaging, it was a strategic decision. We recognised that inclusive environments drive innovation, loyalty and stronger business outcomes.
It moved from being moral to being fundamental to how we define hospitality.
The Lalit was the first global hotel chain to be IGLTA-accredited. What resistance or challenges did you face when championing LGBTQ+ inclusion? How much has your own personal journey — coming out and your marriage to Cyril Feuillebois — influenced this path?
Keshav: Our IGLTA accreditation was a milestone, yet the journey began much earlier at The Lalit Suri Hospitality Group with inclusive evenings at Kitty Su. The intention was to create a space where everyone could feel welcome and express themselves freely. The response showed us that hospitality can also build acceptance and community.
This spirit grew into the #PureLove initiative, which connected with people far beyond our hotels and eventually led me to take the conversation to the Supreme Court of India through a writ petition challenging Section 377. The focus had expanded to dignity and equal rights.
I have always lived openly, and my marriage to Cyril Feuillebois reflects that belief. Together with our teams, we continue to strengthen inclusive hiring, sensitisation, and workplace practices so that every individual feels respected and valued. I hope this journey encourages more spaces of acceptance across industries.
Initiatives like Kitty Su have become cultural statements. How do such platforms reinforce The Lalit’s brand ethos beyond hospitality?
Keshav: Kitty Su was envisioned as more than a nightclub; it was created as a cultural platform. Its entry into DJ Mag’s Top 100 Clubs list for three consecutive years placed it firmly on the global map and validated the energy and openness it stood for.
Over time, it became a stage for performance artists and the LGBTQIA+ community, with global icons like Violet Chachki and Alaska Thunderfuck 5000 returning to perform, while many Indian artists found visibility and confidence there. The platform helped bring drag culture and alternative expression into mainstream conversation.
For us, this is hospitality at its most meaningful – creating spaces where art, individuality and community come together.
Deeksha, you are often credited with making The Lalit one of the most preferred employers in the hospitality industry. What does a strong employee value proposition mean to you in practice?
I believe a strong Employee Value Proposition is about building an ecosystem where people can do their best work and build meaningful careers.
In practice, this means clear growth pathways, transparent performance metrics, and structured learning and development that consistently upgrade capability. It also means leadership that mentors, empowers, and creates high-performing, collaborative teams.
At The LaLiT, we focus deeply on the overall team members’ experience; well-designed team facilities, wellness initiatives, inclusive policies, recognition platforms, and merit-based opportunities. Continuous engagement through surveys, town halls, and feedback forums ensures alignment and agility as we evolve.
Our brand promise is “Limitless Hospitality,” and that journey begins internally. When our teams feel supported, inspired, and equipped to grow, excellence becomes a natural outcome.
Diversity and inclusion are integral to your work. As a woman leader, what gaps did you see that you felt compelled to address?
Deeksha: Early on, I observed that while hospitality employs many women, leadership representation did not always reflect that reality. There were structural barriers: career breaks, mobility challenges, and unconscious biases.
We consciously strengthened maternity policies, leadership development programs for women and sensitisation training across levels. Inclusion also extends beyond gender — it includes differently-abled individuals, acid attack warriors and members of the LGBTQ+ community.
For me, diversity is an operational imperative; an embedded strength that drives innovation, performance, and sustainable excellence.
Deeksha, what leadership lessons have you drawn from your mother, Dr Jyotsna Suri?
Growing up, I had a front-row seat to my mother’s leadership. I saw her lead with composure, especially in uncertainty. From her, I learnt that resilience and grace can coexist; you can be decisive yet deeply empathetic. Watching her guide the organisation through both expansion and adversity taught me that leadership is about stamina and consistency. In hospitality, small details compound over time, and showing up every day with clarity truly matters.
She also reinforced the power of relationships – with partners, teams and guests alike. That belief has shaped my view that culture is our greatest competitive advantage. Above all, she has shown me that leadership is a responsibility to strengthen the institution so it outlasts us.
How do you evaluate expansion opportunities today — what makes a destination “right” for The Lalit?
Keshav: We evaluate expansion through three lenses: strategic fit, cultural resonance and long-term sustainability.
We develop destinations, not just hotels. We have committed to places that were not on the mainstream luxury map and helped create markets around them. Whether it was investing in Srinagar at the height of insurgency, or building in culturally rich yet under-leveraged destinations like Khajuraho, our wellness resort in Bekal in North Kerala or golf resort in South Goa, our approach has been long-term and conviction-led.
For us, the “right” destination is one where we can unlock potential, celebrate local heritage and contribute meaningfully to the region’s growth; creating an ecosystem, not just an address.
Sustainability, heritage conservation and experiential travel are central to newer properties. How do you balance commercial viability with responsibility?
Deeksha: Sustainability is future-proofing the business. Energy efficiency, water conservation, local sourcing, and heritage restoration are long-term strategic investments that strengthen resilience and reduce operational risk.
Commercial viability is built through thoughtful design and differentiated experiences. Responsible practices increasingly influence consumer preference and brand loyalty. When embedded strategically, responsibility strengthens profitability, enhances competitiveness, and drives sustained growth.
As siblings working closely within a legacy business, how do you navigate differing viewpoints while staying aligned?
Keshav: We all act as think tanks for the group and believe healthy disagreement is valuable. We approach decisions with data, debate and respect. Ultimately, we are aligned by a shared vision for The Lalit’s growth and by the values instilled in us by our parents.
We each focus on our core verticals, but major strategic decisions are collaborative.
What does leadership continuity mean to you as the next generation of custodians?
Deeksha: Continuity does not mean replication. It means preserving core values while evolving with time. We see ourselves as custodians — responsible for strengthening the brand so that future generations inherit something even more resilient and relevant.
What legacy do you hope to leave behind?
Keshav: For me, the vision is to build a future-ready institution where authenticity is celebrated, inclusion is instinctive and where luxury evolves with time.
Deeksha: I hope to build systems and cultures that outlast individuals – a workplace where excellence, fairness and opportunity are embedded in the DNA of The Lalit.
