With an illustrious career of 27 years in the hospitality industry, Pankaj Saxena has consistently showcased outstanding leadership across both operational and strategic domains. In his new role as Area General Manager, he will harness his extensive expertise and passion for hospitality to spearhead Radisson Hotel Group’s growth and expansion in West India. Under Pankaj’s stewardship, Radisson Blu Pune Kharadi has thrived, featuring 141 uniquely designed rooms and suites, a luxury spa, multiple dining venues, and expansive spaces for meetings and events.
Excerpts from the interview:
You’ve spent 27 years in the hospitality industry. What drew you to this field, and how has your perspective evolved over the years?
Hospitality is more than a profession—it’s a calling rooted in creating heartfelt connections. My journey began with the simple desire to serve and craft memorable experiences, and over 27 years, that purpose has only deepened.
In the early days, it was the vibrant pulse of the hotel world that captivated me—the elegance, energy, ever-changing rhythm of people and possibilities. But as the years unfolded, so did my vision. Today, I see hospitality as a canvas for inspiration, a stage where culture is shaped, communities are uplifted, and service becomes a transformative art form.
What once began with a focus on operations has blossomed into a larger mission—one that embraces origination and sustainability, and drives resolute impression. Hospitality, to me, is more than an industry. It’s a dynamic podium where empathy meets enterprise, where every detail tells a story, and where people and performance are nurtured in flawless harmony. It’s about fostering both people and performance, and repetitively adapting to evolving guest expectations, global trends, and homegrown sensibilities. This balance is what keeps the journey incessantly rewarding and endlessly inspiring.
As someone who has risen through the ranks to become an Area General Manager, what leadership values do you consider non-negotiable?
For me, leadership is fastened in four non-negotiable values: integrity, empathy, empowerment and accountability.
• Integrity forms the foundation—trust cannot thrive without it, and true leadership cannot emerge without trust.
• Empathy creates bottomless connections, allowing an understanding of people’s motivations and challenges. It fuels the “people-first” culture at Radisson Hotel Group.
• Empowerment is key—encouraging every team member to think like an entrepreneur and take thoughtful actions that augment mutually guest experience and organizational growt
Accountability means captivating ownership not just of outcomes, but of the journey as well.
At RHG, “We Believe Anything Is Possible”— a guiding pillar that keeps the culture agile, resilient and aligned with our “Yes I Can!” promise.
Leadership is ultimately about uplifting people and unlocking their bursting potential every day.
With your new role overseeing Radisson’s growth in West India, what are your key priorities for the region in the coming year?
As Area General Manager, my leading priority is to drive sustainable growth across West India—including key markets like Mumbai, Pune, Goa, and Gujarat. Enhancing operational efficiencies across our portfolio, fostering deeper community integration, and advancing digital transformation are key focus areas.
A momentous thrust will be on expanding Radisson Hotels in India through a dynamic mix of hotel categories—ranging from upscale to lifestyle and experiential brands—each crafted to meet the evolving needs of modern travellers. With pioneering concepts constantly being introduced, our growth story is one of continuous innovation.
Campaigns like Radisson Roadtrips are designed to promote domestic tourism by highlighting regional gems and inspiring destinations across India. These initiatives not only elevate guest engagement but also strengthen our positioning in emerging destinations.
By embracing innovation and variety, we aim to create a diversified, resilient hospitality network that delivers consistent value and enduring guest loyalty across the region.
How do you plan to balance the operational needs of Radisson Blu Pune Kharadi while taking on a larger strategic role across the cluster?
Harmonizing twin responsibilities necessitates an effectual system and a team that functions with factual ownership. At Radisson Blu Pune Kharadi, we’ve cultivated a strong leadership framework where each department head operates with autonomy, answerability, and strategic concentration. This culture of empowerment enables swift, confident decision-making, allowing me to embrace a broader regional role without compromising local performance. I stay closely connected through regular touchpoints, data-led reviews, and innovation-driven brainstorming.
At the Area level, my role is to guide property GMs, uphold brand standards, and align business strategies with regional goal line. Delegation, manufactured on trust and supported by full-bodied design, ensures smooth processes. Cross-functional training and multi-tasking keep the team agile and future-ready. I view this dual role as a platform to scale success models—like our community-led approach at Radisson Blu Pune Kharadi—across the region.
At Radisson Hotel Group, “We are many minds with one mindset,” and that unified vision drives everything we do.
What is your approach to talent development and grooming the next generation of hospitality leaders within your teams?
Talent development is about igniting passion, building capability, and instilling ownership. I firmly believe in identifying potential initial and creating opportunities for unremitting learning.
At RHG, our people-first philosophy is deeply embedded in every layer of development. Our approach to talent growth is holistic—blending technical expertise with emotional intelligence and cultural sensitivity. We actively invest in mentorship, on-the-job learning, and exposure through RHG workshops and global conferences, enabling our teams to gain wider perspectives and real-world insights. Empowering individuals to make decisions and recognizing their contributions fosters both confidence and long-term commitment.
At Radisson Blu Pune Kharadi, we are involved in many cross-departmental craving projects, and it’s heartening to note that some of our most appreciated guest reviews come from our Security squad—testament to the culture of ownership we’ve built. We view every associate as a brand ambassador, and grooming the next generation starts with instilling pride, purpose, and adaptability.
At RHG, we truly believe, “We grow talent, talent grows us,” and that belief shapes the future of hospitality—starting with how we nurture our people today.
What excites you most about the future of hospitality in India?
India’s dynamic and diverse market makes it an exciting hub for hospitality, with immense potential for growth. What excites me most is the seamless blend of cultural heritage and modern innovation.
As India emerges as a global travel destination, the evolving traveller is progressively seeking immersive, localized experiences, which unfastens opportunities to celebrate regional cuisine, design, and storytelling through hospitality. This presents a tremendous chance for us to introduce unique and innovative concepts that cater to the demands of today’s traveller.
With the rise of digital platforms, wellness tourism, and sustainable travel, guest expectations are rapidly varying. We are perfectly positioned to lead in these areas by integrating technology, sustainability, and cultural authenticity into every guest experience. The talent pool in India is a key asset, with young professionals fetching fresh ideas, creativity, and tech-savvy approaches to redefine traditional hospitality models.
The rapid expansion of tier-2 and tier-3 cities offers new avenues for growth, with the Indian hospitality market set to grow from USD 281.83 billion in 2025 to USD 541.70 billion by 2030, growing at a CAGR of 13.96%, as mentioned by Mordor Intelligence, dated 2024.
The future of Indian hospitality is bright, with an unwavering focus on guest-centric innovation and regional excellence.
If you could give one piece of advice to young professionals entering hospitality today, what would it be?
My advice to young professionals entering hospitality today is simple yet profound: Fall in love with the purpose, not just the profession. Hospitality is not just a job—it’s a calling. It’s about creating memorable moments that matter, building connections that last, and serving with authenticity and heart. Your success will be defined by the depth of your empathy, the warmth of your service, and your ability to create meaningful experiences, not just by your title or your tasks.
This industry thrives on adaptability, curiosity, and the relentless pursuit of knowledge. It will test your emotional resilience and challenge your creativity, but in return, it offers extraordinary growth, lifelong relationships, and exposure to cultures and experiences that will shape you. Every role, from steward to general manager, plays a vital part in a guest’s journey, so respect and value every position.
Seek mentorship, invest in developing your skills, and above all, never lose sight of what makes hospitality so special: the power to touch lives, including your own. The path may not always be conventional, but if you stay thorough to your passion and people-focussed around resolution, your journey will be nothing short of extraordinary.
