Tejus Jose, general manager, Novotel Mumbai Juhu Beach, on what makes him tick. INTERVIEWED BY SHAFQUAT ALI
What are the specific changes that you have implemented since you took over as the GM?
Novotel Mumbai Juhu Beach is doing a large scale upgrade of the property — MEP upgrades such as state-of-the-art new air-conditioning systems, including new pumps, new cooling towers and new chillers. Apart from this there are new boilers, new guest elevators, etc.
But that’s not all. In the front-of-house, too, there are changes that we are making right from a European-style cobbled stone driveway to new poolside sun beds. The whole banquet experience is getting a makeover, what with stunning new carpets, new chairs, new wall finish, et al.
What are some of the key challenges that you faced, and how did you overcome these?
This is a busy hotel and, therefore, doing all this volume of work with minimal or no impact on guest experience is very challenging.
What has been the biggest disaster you have averted?
At Novotel Mumbai Juhu Beach, we religiously follow all processes and drills to make sure there is a high level of preparedness for any and all types of untoward incidents, right from ensuring that we have staff trained in using a defibrillator in case a guest or staff member has a heart attack to regular fire drills involving all staff members, we cover the entire spectrum.
What are your revenue-enhancing strategies?
Our strategy has been to retain our loyal guests during this phase of upgrade and prepare for the new customers in tandem with the closure of the upgrade exercise we are undergoing.
What is the best part of being a general manager?
I am a passionate hotelier and I love every aspect of this job. The bane and the boon of this job is the sheer number of unexpected activities and tasks that come up during the day.
And what are the pitfalls?
I believe staff is the biggest strength of any hotel and if you don’t have the right team then you may have gaps in performance which can lead to pitfalls.
What has been the turning point in your career?
I’ve had two really. The first was when I chose to move from my management training programme to sales and, thereafter, when I chose to move back into operations after several successful years in sales and marketing.
What is the one training that you impart to your team?
I try and help staff at the shop-floor level to understand the expectations of guests and why they demand what they do. Often it is very challenging for junior staff to appreciate why a guest gets upset for ‘small issues’ — for example, when his/her key card does not work? Well, it’s because he/she is paying Rs9,000 a night — and at that price they are entitled to be demanding. However, it is not always easy to completely comprehend this logic.
Tell us about the most important guest you have hosted.
For a hotelier, all guests are important. However, if I have to share the name of the most important state head, then they were the President and Prime Ministers of India. I am a big music person so, for me personally, the most important persons were a few, including Viku Vinayak (Ghatam player), Zakir Hussain and Boney M.
What is the biggest change you have seen in the hotel industry?
While the hotel physically remains a ‘bricks-and-mortar’ business, it’s changing fast and more and more digital influence is kicking in.
What is the most valuable lesson you have learned vis-à-vis a supplier?
A customer-partner relationship is for life. If you respect it, the rewards will be there for you to see.
Your pet peeve, as far as hotels are concerned?
Many of us, hoteliers, are very ‘inward looking.’ However, this too is changing and it’s a very good sign!
What is the best way for a hotelier to unwind?
I don’t think there is a hard and fast formula; ‘different strokes for different folks’. Cycling, working out, walking and listening to music work well for me as does spending some time with my family
If not a hotelier, what would you be?
A copywriter, a fashion designer or a fine artist or maybe even a lawyer!
