Hitesh Keswani’s journey into hospitality began early, at a time when there was no defined roadmap and no fixed end goal. What started with instinct and hands-on learning gradually evolved into a deep understanding of how restaurants actually work; on the floor, behind the scenes, and through changing market cycles. Those early years shaped a way of thinking that values sustainability over spectacle and systems over short-term wins.
Today, as Managing Director and CEO Aspect Hospitality, Keswani oversees a diverse portfolio that spans cafés, nightlife destinations, experiential dining, and rapidly scalable formats. Despite the scale, his approach remains grounded in fundamentals; unit economics, team strength, guest loyalty, and long-term brand relevance. In this conversation, he reflects on the decisions, risks, and philosophies that continue to guide his growth journey in hospitality.
You got into hospitality at just 17. How did that actually happen, and what were you doing in those early days; on the floor and behind the scenes?
I started in hospitality at 17 because I was drawn to the energy of the business. I didn’t come in with a long-term plan; I learned by doing. In the early days, I was everywhere: on the floor serving guests, in the kitchen observing, speaking to staff, dealing with suppliers, and staying back after hours to understand how things really worked. Being that close to the action taught me things no classroom ever could. I learned how guests think, how teams function under pressure, and how instinct plays a big role in decision-making in this industry.
How did you go from starting out to opening multiple restaurants; what really made that possible?
Growth was always part of the plan for me. I wanted to build multiple restaurants, not just one successful outlet. What made that possible was real, on-ground experience and trusting my instincts. I backed concepts I believed in, learned quickly from mistakes, and moved fast when something worked. I wasn’t afraid to scale early; I believed momentum mattered. Being deeply involved in operations helped me understand what could be replicated and what couldn’t, and that clarity allowed me to expand confidently.
At such a young age, what helped you take big risks and decisions without losing control of the business?
I’ve always been comfortable taking risks. At a young age, you don’t overthink things; and that can be a strength. I relied heavily on instinct, experience, and what I was seeing on the ground every day. When you’re present in the business, you can sense when something will work. I also learned quickly from failures and course-corrected without ego. That combination of instinct, speed, and involvement helped me make big decisions while still staying in control.
From the start, how did you think about revenue and sustainability; and what are you building toward financially and strategically today?
From the beginning, revenue was about scale and momentum, not just margins on paper. I focused on building concepts that people connected with and that could grow quickly. Sustainability, for me, came from staying relevant and adaptable rather than being overly conservative. Today, the focus is on building strong, scalable brands that can evolve across formats and markets. Financially, the goal is scale with stability; strategically, it’s about creating long-term value through brands that have both emotional and commercial strength.
Now that you run a massive portfolio, what’s the one rule you always check before saying yes to a new brand or location?
The first rule is simple: can this concept make sense on its worst day, not its best? I’m not chasing just a great opening month or hype. I look at sustainability; things like rent-to-revenue ratio, repeat potential, team depth, and whether the idea can survive market cycles. If it only works when everything goes right, it’s a no.
Your line-up runs from Silver Beach Café and OPA to Akina, Radio Bar, and Nom Nom Express. Which format is bringing the strongest revenue right now; and is it also the one you enjoy the most?
Purely on numbers, QSR and scalable formats like Nom Nom Express are the strongest contributors today. But enjoyment is different. I still get the biggest creative rush from high-energy experiential spaces like Akina and OPA. One fuels the engine; the other fuels the soul. You need both.
You have launched 51 Nom Nom Express outlets in a single day. What’s the biggest operational or financial risk behind a move that bold; something only insiders understand?
The real risk isn’t opening day; it’s day 90. Maintaining consistency across food quality, supply chains, staffing, and cash flows once the excitement settles is the hard part. Scaling too fast, if not done well, exposes weaknesses in systems, not ideas. If your backend isn’t airtight, growth amplifies problems instead of profits. Hence, we have had to balance pace with an airtight backend system.
When you think about revenue, do you look outlet by outlet or focus on total system-wide sales? And does that change decision-making?
I look at both, but decisions are made at a system level. One outlet might underperform tactically but still make sense strategically; for brand presence, supply chain efficiency, or long-term catchment. If you only think outlet-to-outlet, you’ll never build a group. We look at brand building, operations, and outlet-wise performance together.
Aspect is pushing for a major jump in turnover. Among pricing, volumes, new cities, or new brands; which levers are you leaning on?
Volumes and replicable formats. Pricing has a ceiling, but scale doesn’t. We’re focusing on brands that travel well across cities, keep capex tight, and allow centralised operations. Growth today is less about flashy ideas and more about disciplined execution.
You’ve done everything from beachfront dining to nightlife to luxury. What have these bets taught you about how far to go for a big idea?
A big idea is only worth it if the unit economics remains rational. I’ve learned that emotion should inspire concepts, but numbers must approve them. If an idea needs constant rescue, it’s not always bold; it’s irresponsible.
When a restaurant’s numbers dip, what are the first questions you ask before fixing, reinventing, or shutting it down?
First: Is this a demand problem or an execution or marketing problem?
Second: Has the market changed, or have we stopped listening?
Third: If we opened this today, would we still believe in it?
Those answers usually tell you whether to fix, pivot, or exit.
From Mocha and Hawaiian Shack to now leading a multi-format group; what leadership habit has moved the needle most?
Being on the ground consistently. Dashboards matter, but restaurants are living businesses. Talking to staff, watching service, and listening to guests; this feedback loop has driven more growth than any boardroom strategy.
You call guest loyalty “non-negotiable.” What tells you a brand has earned real loyalty, not just hype?
When guests return without an offer, recommend you without prompting, and forgive you once when something goes wrong. Loyalty shows up quietly; in repeat behaviour, not Instagram likes.
As you think about your second act, what excites you more; a revenue milestone or brands that outlive you?
Revenue is a scoreboard; it matters, but it’s temporary. What excites me more is building brands with experience and longevity, ones that can evolve over time. The elasticity matters. If the brands last, the numbers will follow.
