With 24 years in hospitality, Sarbendra Sarkar is a seasoned turnaround expert with experience at IHG, Marriott, ITC, and more. An HM graduate with credentials from Cornell, he specializes in operations, business development, brand strategy, and project management, with proven success in driving profitability and implementing strategic hospitality solutions.
Excerpts from the interview…
What inspired you to take the leap from working with global hotel chains to founding your own brand – Cygnett Hotels?
When I started Cygnett Hotels & Resorts in 2014, it was a time when many domestic and international hospitality players were already ruling the Indian market. The chances of a new brand creating its niche amidst a hospitality market flooded with options were bleak. However, it was certainly my experience of many years in the business at that time which helped us to make Cygnett Hotels and Resorts a brand to reckon with in a short span of time.
The hospitality industry attracted me in many ways as this industry is dynamic and kept me on my toes to remain motivated and positive all the time. The idea behind founding my own brand was to provide a wide range of hospitality solutions, upscale to midscale, budget and economy to India domestic and inbound travellers. I wanted to be responsive to the demands of a rapidly changing world without compromising on the founding tenets of hospitality which is quality, comfort and outstanding service.
With plans to add 1,000 keys annually, what’s your expansion strategy?
Our primary focus is on non-metro cities, particularly tier-2 and tier-3 markets that are witnessing rapid economic development and industrialisation. Many of these destinations remain underserved or lack the presence of branded hotel options. These markets often present a compelling mix of both business and leisure demand, making them ideal for our growth strategy.
As we work towards our goal of establishing a portfolio of 100 hotels in the coming years, we plan to open 10-12 properties annually. The majority of these new openings will be in tier-2 and tier-3 cities, with a strong emphasis on northern and northeastern India. We already have a significant foothold in the East with four operational properties and three more in the pipeline.
With increased government investment and infrastructure development in the region, especially in the Northeast, we see strong potential for further expansion. The region’s growing economy aligns well with our vision and will play a key role in supporting our future growth.
What sets Cygnett apart in India’s crowded midscale and upscale segments?
Our differentiation lies in agility, owner relationships, and what we call ‘augmented hospitality’. We work closely with hotel owners to ensure profitability, offering them full-spectrum support—sales, marketing, financial systems, technology, training, and call centre services. Guests expect memorable experiences, and hotel owners expect returns—our model bridges both expectations.
We’ve created a service philosophy around three pillars: Stay, Work, and Cheers. This includes everything from digital solutions to bespoke services and ‘Cygnetture Experiences’. Our ability to meet evolving guest needs while maintaining operational efficiency is a core strength.
Having worked with IHG, Marriott, and Starwood, what key learnings shaped Cygnett?
Working with global leaders taught me that heartfelt hospitality must be supported by strong systems. I’ve applied those structured, process-driven frameworks to ensure consistency and scalability at Cygnett.
These experiences also taught me the importance of talent development. We’re constantly identifying and nurturing internal leadership. In a fast-changing market, openness to new ideas, innovation, and technology is essential—something I’ve embedded into Cygnett’s DNA from day one.
What role does technology play in your guest experience and operations?
Technology is core to our brand. We’ve developed Cygnett CX, a next-gen platform that integrates with our cognitive website and uses AI to streamline everything from guest feedback to booking flows. Through analytics, we gain insights into guest behaviour and preferences, enabling us to personalise offers, improve services, and increase satisfaction.
We also use tech to continuously gather feedback, helping us evolve quickly and uncover new opportunities. This data-driven approach makes our operations more responsive and guest-centric.
How do you create scalable yet locally relevant F&B concepts?
Our food and beverage strategy blends global appeal with regional authenticity. Each property highlights local specialties that reflect the cultural essence of the destination. Whether it’s street food-inspired fusion or wellness-driven menus, we ensure that our offerings are distinctive and aligned with market preferences.
We use data to track guest choices and fine-tune our menus, allowing us to maintain a consistent brand identity while giving each property the freedom to showcase its unique culinary heritage.
Tell us about your process for identifying and developing new hotel sites — what makes a location ‘Cygnett-ready’?
Traditionally, our growth strategy mainly consists of attaining pre-owned possessions from the unorganised sector at key and strategic locations in both metro and non-metro cities. We then upgrade and align these hotels to Cygnett standards through renovation and technology upgradation to get them operational and available globally. These locations are a diverse mix of spiritual, wellness, leisure and business destinations.
So, on one side we have entered popular resort destinations like Goa; on the other hand, we have also strengthened our presence in strong spiritual destinations like Ayodhya. Our approach includes all types of development models—brownfield, greenfield, and conversions—across metro, non-metro, and resort destinations. Every project is backed by a detailed feasibility study that assesses the location, market potential, competitive landscape, and the most suitable product type for that region. This strategic diligence ensures that each property we add is not only ‘Cygnett-ready’ but also well-positioned for long-term success.
Franchise or management contracts — what’s your preferred model, and why?
Our core strength lies in hotel management, which is the foundation of the Cygnett Hotels & Resorts brand. However, we also offer a franchise model under our Cozzet brand. While Cygnett continues to be our flagship managed brand, we are actively focusing on expanding both through management contracts and our structured Franchise Plus programme. Currently, the majority of properties in our portfolio operate under management contracts.
That said, we believe that Cygnett Inn is particularly well-suited to scale through the franchise route due to its flexible operating model and strong brand appeal in tier-2 and tier-3 cities. We are open to collaborating with hotel owners—especially those facing operational challenges or seeking to align with a trusted brand—provided our brand standards and quality benchmarks are met. This dual approach allows us to maintain high operational excellence while expanding our footprint efficiently across diverse markets.
How do you integrate sustainability into your operations?
Sustainability is core to our ethos. We’ve initiated solar energy use, water recycling, and an exclusive partnership to introduce AI-powered hydration systems that replace plastic bottles with zero-carbon, glass-bottled water. We’ve also placed eco-bins, introduced sustainable amenities, and added tent cards in rooms encouraging guests to reuse linen.
Beyond eco-friendly practices, we empower local communities by integrating them into the tourism economy—through training and employment—making sustainability both environmental and social in its impact.
Do you see Indian hospitality brands going global? Will Cygnett expand overseas?
Yes, absolutely. Although few Indian brands have gone global in a big way, the time is ripe. India is a significant outbound market, and many travellers prefer homegrown hospitality even when abroad.
Cygnett plans to explore international markets, especially in South Asia and Southeast Asia. These regions align with our offerings and expansion model. Going forward, we aim to take the brand beyond India while staying true to our values and guest expectations.
Looking back, what’s been your most defining leadership moment?
The journey of building Cygnett from the ground up has been incredibly fulfilling. One moment that stands out is our decision to delist five-six properties that didn’t meet brand standards. This was a defining move—it reaffirmed our commitment to quality over quantity.
That focus led to the launch of Anamore, our five-star luxury brand, which marks our entry into the premium hospitality segment. It reflects our long-term vision: To grow sustainably while staying true to the promise of delivering signature guest experiences.
One piece of advice for young hoteliers?
India’s hospitality market still has tremendous untapped potential. We’re going to see more brands and properties emerge, and that’s a big opportunity for young professionals. My advice: Commit fully, build expertise from the ground up, and stay resilient—this industry rewards those who stay the course.
At its core, hospitality is about people. Surround yourself with a team that shares your values and vision. And most importantly, dare to be different. Innovation and adaptability will define the next generation of hospitality leaders.
