Wyndham Hotels & Resorts — the world’s largest hotel franchising company with over 9,300 hotels in 95 countries — has its sights set firmly on India, a market it calls pivotal to its global expansion plans. With more than 65 hotels already welcoming guests across the country and another 50 in the pipeline, India is now Wyndham’s fifth-largest market globally — and its fastest-growing.
On a quiet Sunday morning in Delhi, we sat down over steaming cups of coffee with some of the key voices shaping Wyndham’s India story. The setting was relaxed, but the conversation crackled with insight, ambition, and a genuine excitement about what’s next.
At the table were Geoff Ballotti, President & CEO of Wyndham Hotels & Resorts; Dimitris Manikis, President, EMEA; and Rahool Macarius, Market Managing Director, Eurasia — the trio leading Wyndham’s aggressive expansion in the region.
Incidentally, they were all together in India for the grand unveiling of their elegant new property in Udaipur, Wyndham Grand Fatehsagar Lake, a shining example of Wyndham’s growing footprint in the country.
Geoff kicked things off with a smile, “Honestly, I was thrilled — and a little surprised — when I saw the numbers. More than 50% of our development pipeline is already under construction in India. That’s not future talk — those hotels are happening right now.”
Dimitris leaned in, reflecting on the changing face of India’s hospitality market. “Franchising is no longer just an American concept; India’s rising middle class of developers wants control, and Wyndham’s model gives them just that.”
A Brand for Every Traveller
As the conversation drifted to brands, Geoff’s passion was palpable. “Globally, we have 25 brands. In India, we’re just scratching the surface with eight or nine,” he shared. “The runway is massive.”
He spoke excitedly about introducing upscale brands like Dolce by Wyndham and capitalizing on the booming demand for extended-stay properties with Hawthorn Suites. “With airports and highways mushrooming everywhere, India is perfectly poised for the extended-stay model — and trust me, that demand is already here.”
Why India is Top Priority
Dimitris, known for his hands-on leadership, was candid. “We’re constantly balancing finite resources against infinite opportunities — and India tops that list. When I’m hiring or building teams, nine times out of ten, it’s here.”
The commitment shows. Geoff smiled as he shared an observation, “What’s really exciting is seeing single-property owners grow into multi-hotel players. They start with one hotel, then open their second, third, and fourth. That’s confidence. That’s belief in our partnership.”
Lessons from the Pandemic: Resilience & the Rise of Select Service
Reflecting on the pandemic, Geoff noted, “Our select-service brands like Days Inn and Super 8 stayed open while others closed. Why? Because they served the essential workers — the electricians, the construction crews, the folks keeping the economy running.”
Wyndham sees a similar model thriving in India. “With India’s infrastructure push, these select-service hotels will grow. They run lean, break even at 30% occupancy, and deliver solid returns,” he explained.
A People-First Culture That’s Paying Off
Talk turned to talent, retention, and Wyndham’s internal culture. Geoff smiled as he said, “Our retention rate has climbed from 93% to almost 96% globally — our highest ever. Because people trust this place.”
He shared a personal story — of working from home during the pandemic. “I live on a horse farm — my wife rescues horses and runs a camp for kids with autism and cerebral palsy. COVID taught me that remote work can work — and be life-changing. Dimitris did the same in Europe, shutting down the London hub and letting people work from wherever they are needed most.”
The Tech Edge: Wyndham’s $300 Million Cloud Transformation
On the technology front, Wyndham, incidentally, is ahead of the curve. “Six years ago, we bet big on tech — $325 million. We moved everything to the cloud. No servers. Just internet, and you’re live,” Geoff proudly stated.
AI is now the next frontier. “We’re rolling out AI-powered guest communication — so seamless you’d think you’re texting the front desk, but it’s AI-driven. That’s where the future is headed.”
Leadership and Talent Retention: The Secret to Sustained Success
Asked what it takes to run the world’s largest hotel franchise company, Geoff was clear: “It’s simple. The only way I sleep at night is knowing I’ve put the best leaders in place, no matter how far we operate. We’re only as good as the people that surround us.”
Wyndham’s leadership philosophy is rooted in trust, culture, and team cohesion. Dimitris echoed this, sharing that one of his favourite lessons from Geoff is starting each day with the question: “What am I going to do today for my franchisees and team members?”
The company takes pride in its 94% talent retention rate, a significant leap from 85% when Geoff took the helm after Wyndham’s spin-off. “Retaining our owners and top talent is what I’m most proud of. Awards are hollow if people don’t want to stay with you,” Geoff reflected.
Dimitris added, “He took us through being public, through COVID—probably the worst crisis in hospitality—and came out stronger.”
Navigating India’s Diverse Market with Local Insight
With India’s vast cultural and regional diversity, Wyndham recognizes the unique challenges of operating in the country. However, Geoff insists the fundamentals remain the same: “Owners everywhere want production. There may be language or tech challenges, but the expectations of delivering results are universal.”
Dimitris highlighted India’s strength in human capital: “Our team in India reflects the country’s diversity—graduates, industry pros. We’ve built a team that truly understands our equally diverse base of owners.”
Strategic partnerships with professional third-party operators like Nile Hospitality and Signum have also been key to managing scale in India, where Wyndham operates purely as a franchise model. “The future of India is regional management companies. They help us deliver consistent standards, even when we don’t manage directly,” Dimitris noted.
India’s Decade: A Critical Time for Global Hospitality
Wyndham is also looking beyond just expanding properties in India. “It’s about introducing Incredible India to the world,” Dimitris shared. With global tourism numbers revealing India’s untapped potential, Wyndham aims to promote spiritual tourism, tier-2 and tier-3 cities, and support infrastructure growth aligned with the government’s development initiatives.
Dimitris added perspective on how Wyndham’s growth strategy aligns with India’s booming middle class and rapid urbanization. “You drive every 10 minutes and see a Wyndham flag. That’s our dream for India. Just like in the US or Germany, where every 30 minutes you hit a Wyndham, India is ripe for that scale,” he said.
Challenges and Tough Leadership Calls
Despite the optimism, Geoff acknowledged the tough leadership decisions that come with the territory. “The hardest thing is knowing when to say goodbye—whether to a disengaged franchisee or a leader who’s checked out,” he admitted. “It impacts retention rates, but it’s necessary for the long-term health of the brand.”
He added that the age of online reviews leaves no room for weak links. “We’re only as strong as our weakest performing franchisee. There’s no place to hide.”
Operational Experience: The True Foundation of Hospitality Leadership
Shifting gears to careers and leadership in hospitality, Geoff passionately shared why operations’ experience is non-negotiable for future leaders. “I spend a lot of time talking to young people, including my own daughters and their friends,” Geoff said. “My advice is always the same: Get into operations. It will give you the credibility you need as you rise.”
Geoff recounted his own journey, starting as a dishwasher at the Hotel Le Meridien in Boston. “I was experienced—having washed dishes at a Pancake House, scrubbing plates with syrup and egg yolk congealed together. That’s a chemical reaction that tests your patience!” he joked. It was during this time that he met Bernard Lambert, his mentor and then-resident manager, who later became CEO of Le Meridien.
“I always said if I could be anyone, I wanted to be Bernard. I think being a general manager is the best job on the planet,” Geoff smiled.
Geoff stressed that operational roles—whether as a dishwasher, in food and beverage, or on the front lines—build the foundation for leadership in hospitality. “You learn how to relate, to lead, to grow. Without that, you’re missing something critical.”
Dimitris echoed the sentiment: “You need passion for hospitality. If caring for people isn’t your thing, there are other jobs out there. But if it is, there’s no better industry.”
He shared a personal story about being asked to lead India operations. “I told them, ‘I’m not a hotelier.’ But Geoff told me something I’ll never forget—‘You don’t have to be a pilot to run an airline, you just hire great pilots.’ That stuck
with me.”
He added that Wyndham India’s success story is about being in the right place at the right time, contributing to a country on the rise. “We are part of history being made here. It’s something we can proudly tell our kids and grandkids.”
They’re evidently also excited about the new appointment of Rahool Macarius as Market Managing Director, Eurasia, Wyndham. Rahool, who, incidentally, re-joined the company after a hiatus, they feel, is perfectly positioned to drive their efforts in the vibrant Eurasia market.
No Plan B, Only Passion and Purpose
As the conversation closed, Dimitris offered advice that applies as much to life as to hospitality: “Never have a Plan B. You make Plan A work. And in India, Plan A is working. It’s an incredible time to be here, to grow with the country, and to build something that lasts.”
Geoff summed it up perfectly: “Hospitality is the ‘fun-nest’ industry in the world, but you’ve got to love people. That’s what it’s all about.”
As our conversation wound down, one thing was clear — Wyndham isn’t just betting on India’s hospitality boom; it’s here, deeply invested, and ready to grow with the country. And if the energy around that coffee table was anything to go by, this is just the beginning of something big. With that, they promised to return — over more coffee and conversations.
