Rahul Chaudhary, CEO of CG Hospitality, is part of the fourth generation of Nepal’s illustrious Chaudhary Group. This 140-year-old conglomerate has carved out a place as one of South Asia’s most powerful industrial players. Yet for Rahul, that legacy is far more than just history – it’s the bedrock of his leadership style.
“We ventured into hospitality nearly 27 years ago,” he reflects. “My personal journey kicked off in 2006 while I was still at university. I was washing dishes and scrubbing floors, attending classes in America, and on weekends, I’d hit the road searching for investment opportunities.”
That initial hustle marked the start of his remarkable transformation. What began as an investment in five hotels blossomed into an impressive portfolio of 195 hotels across 12 countries. “Here we are today with 195 hotels and 12,000 keys. Not too bad for just 25 years, right?” he chuckles.
Learning the Hard Way in New York
Rahul’s first significant international deal was in New York back in 2006 – a true trial by fire. “Everything that could possibly go wrong with the deal went wrong,” he recalls. “The night before we were set to close, the price surged by 10-15%. My father even hung up on me while he was on vacation in the Maldives. But we managed to seal the deal the very next morning.”
That deal proved to be a pivotal moment – an expensive lesson that paved the way for CG Hospitality’s global growth. It also solidified his belief in following his instincts, a trait he clearly shares with his father, the legendary Binod Chaudhary.
“A Small Man From a Small Country, With Big Dreams”
The story of CG’s hospitality venture, however, began with Binod Chaudhary back in the late 1990s. “He often says he’s just a small man from a small country with big dreams,” Rahul shares. “As a young man, he would stand outside the Taj in Bombay, dreaming of the day he’d get to stay there.”
Binod’s big break came in 1997-98 when he teamed up with IHCL (Indian Hotels Company Limited) in Sri Lanka and the Maldives – both places were politically shaky and hardly on anyone’s hospitality radar at the time.
“His vision and intuition… they all clicked. Today, we’re proud to be one of the major partners in the IHCL portfolio, boasting 17 hotels across five or six countries.”
From Family Business to Personal Calling
What started as a family business quickly turned into a true passion for Rahul. “My older brother took charge of the Nepal operations. We didn’t have a hotel in Nepal, and someone needed to spearhead the hospitality side. So, I stepped up, and loved it from the moment I got involved.”
Even though people often romanticize the industry, he’s quick to point out its tough realities. “People think it’s such a glamorous lifestyle – jet-setting and staying in fancy hotels. I tell them, trade places with me! This is one of the toughest industries out there. Every hotel operates like a factory – each market and location presents its own unique challenges.”
His viewpoint, shaped by the contrasts he’s experienced – like the relative ease of expanding his family’s noodle business (Wai Wai produces a staggering 3.5 billion packets a year) versus the intricate nature of hotel development – anchors his approach.
Scaling With Strategy: The Concept Deal
A major boost for CG Hospitality came when they acquired a stake in Concept Hospitality, a hotel management company pioneered by India’s revered hotel management professional Param Kannampilly. The Fern, its flagship brand, is synonymous with environmentally-conscious hotels in India. “When we first got involved, they had 24 hotels. Now, we’re up to 120 operating hotels, with another 38-40 in the works. We’re opening 25-30 hotels every year,” says Rahul.
This collaboration has allowed CG to carve out a strategic presence in India’s mid-market and eco-friendly hotel sectors. Rahul explains, “We don’t limit ourselves to just one brand. We partner with IHCL, Marriott, Hilton, Accor. We’re brand-agnostic and go where the opportunities are.”
CG Hospitality: A One-Stop Shop
When asked to describe his brand, he is straightforward: “We’re a one-stop shop. We’re investors, developers, and operators. Most importantly, we’re entrepreneurs. If a deal makes sense for a management company, we consider it. If it aligns with our brand, we take it on ourselves.”
This adaptability enables CG to expand across various segments. “For example, Taj JLT in Dubai is a luxury hotel. We don’t operate in that space with our Fern brand, so we handed it over to IHCL. Our Fairmont hotels in Kenya came under the Accor brand. We pride ourselves on being flexible and opportunistic.”
Partnership with Marriott
In a game-changing move recently, CG inked a landmark partnership with Marriott International to bring its flagship eco-conscious brands under Marriott’s new Series by Marriott platform.
The alliance is more than a distribution upgrade – it’s a strategic bet on the global potential of The Fern brand and a validation of CG’s vision to scale home-grown concepts to the world stage.
“This is the first time Marriott is entering this space – and we’re the 18th brand on their platform in India. There is no reason The Fern can’t be India’s first eco-forward hospitality export on a global scale.”
Marriott’s Vote of Confidence
Marriott, the world’s largest hotel company, has over 237 million Bonvoy loyalty members and a brand presence in nearly every market. But until now, it lacked a strong foothold in the mid-to-upscale eco-conscious segment in India. Enter CG Hospitality.
As part of the agreement, Marriott will make a strategic equity investment in Concept Hospitality, while Concept’s Fern-branded hotels will exclusively affiliate with Series by Marriott across India.
This partnership opens the door for Fern properties to tap into Marriott’s vast global network – from their online platforms to a whopping $2 billion investment in tech upgrades.
“The sheer firepower Marriott brings is unmatched,” says Rahul. “Their loyalty ecosystem, digital presence, and global franchise systems are incredibly powerful. We’re now part of a machine that can elevate an Indian brand on a global scale in a meaningful way.”
“This isn’t just about India,” he emphasizes. “We aim to expand Fern – and Series by Marriott – throughout Asia, the Middle East, and eventually into Europe and the US.”
From Vision to Momentum: The Path to 2030
In a previous interview a few years back, Rahul had predicted reaching 200 hotels by 2025 – a target he’s excited to have achieved. “Now, we’re aiming for 650 to 700 hotels by 2030.”
The plan is ambitious: “Currently, we have 84 operating Fern hotels with 6,000 keys. Our goal is to grow Fern to 500 hotels by 2030. With CG’s other brands and ventures, our total portfolio will expand to 650 to 700 hotels.”
And the momentum is building. “Since COVID, our growth has been remarkable. The market has changed. Rates have increased. People are travelling to more remote destinations. The middle class is spending more. We’re tapping into that.”
Nepal: A Sleeping Giant
Even though CG has its roots in Nepal, the country is still relatively unexplored. “We only see about a million tourists each year. It’s stunning here, and the potential is huge. But we face significant challenges with infrastructure and governance.”
Still, CG is determined to make a difference. “We’ve got three hotels in Nepal partnered with IHCL and two more of our own. We’re eager to expand further, but the ecosystem needs to catch up.”
Growth with Purpose
Rahul’s vision, however, goes beyond just numbers. “Our strategy has always focused on frontier and emerging markets. We adapt as time goes on. I like to think of CG as a highly ambitious hospitality group that’s always reinventing itself.”
As CG Hospitality aims to become one of the leading players in the region, the core of its growth is deeply personal – a dedication to family legacy and an unwavering desire to create something meaningful.
As Rahul puts it: “If you get your fundamentals right, the sky’s the limit.”
From Wall Street to Global Boardrooms
Before diving headfirst into the world of hospitality, Rahul also had a taste of high finance. In his student days, he also interned at Citibank and Credit Suisse, splitting his time between the hustle of Wall Street and the buzz of Canary Wharf. But instead of sticking to that route, he decided to come back to his family’s business.
“While others were off on vacations, I was busy with internships or sitting in boardrooms watching my dad,” he reflects. “Even my time on Wall Street was more about soaking up knowledge – wealth management, private banking. It provided me with a solid foundation, but I always knew my true passion was in building something of my own.”
That global perspective now shapes the way CG Hospitality operates: Based in Dubai, which Rahul proudly calls home, yet deeply rooted in Nepal, India, Sri Lanka, and Philippines. “Even our hotel in New York is managed from Dubai. Our structure is designed to be regional and flexible.”
Building for the Future, Grounded in Family
As a father of three daughters, Rahul is more conscious than ever about maintaining a work-life balance. “It’s a challenge, but I’m learning to carve out time for it,” he admits. “My youngest daughter just arrived five months ago, and as we expand, I’m putting together teams to help manage our regional presence. That allows me to focus on growth.”
And that growth is firmly aimed at the East and Middle East. Even with CG Hospitality’s presence in New York, Rahul has chosen to invest more in Asia. “That first hotel in New York was a great learning experience, but we’ve built nearly 200 hotels in this region since then. Why? Because three-quarters of the world’s population is right here. This is where the future lies.”
He has a clear vision for CG Hospitality’s future: “We’re a privately owned company, and one of the largest in the region. We’re not looking to be like Marriott or Accor – they’ve been around for 150 years. But yes, I do aspire to acquire a major brand someday, if the right opportunity arises.”
People Power: The Talent Challenge in Asia
Rahul is open about one of the biggest hurdles in the region: Talent. “Whether it’s India, Nepal, or elsewhere – people often discuss infrastructure, but talent is just as vital. In Nepal alone, 2,000 young individuals leave every day, primarily for service jobs abroad. Just think about what could happen if we had those opportunities right here at home.”
At CG Hospitality, they’re taking a proactive approach. “You need to invest in training, learning, and development, as well as cross-functional recruitment. That’s the only way to bridge the gap,” he explains.
While hospitality might seem glamorous from the outside, Rahul emphasizes its tough reality: “It’s unpredictable. When a new opportunity arises elsewhere, people tend to move. You have to accept that, but also build environments that encourage people to stay.”
Making Tourism a Priority Sector
Even though tourism significantly contributes to GDP, it often isn’t recognized as a key economic pillar in many countries. “In places like Thailand, tourism is a national priority. In India, we saw how overlooked it can be during COVID,” he points out.
Still, he holds a positive outlook for India’s future. “We admire Prime Minister Modi’s vision. The infrastructure – airports, highways – is evolving. That’s why we’re making investments here.”
From the Fern and Beacon hotels in Tier 2 and Tier 3 India to high-end projects in Dubai and Kenya, CG’s initiatives cover every segment – but they all share a common belief in the region’s potential.
The Road Ahead: From Regional Giant to Global Player
So, what’s Rahul’s vision for CG Hospitality? “I want us to be wherever there’s opportunity. We’re aiming for 650-700 hotels by 2030. But it’s not just about the numbers; it’s about staying relevant, being flexible, and tapping into markets that are often overlooked.”
And as CG grows, its role could evolve from operator and investor to something larger: A global brand creator.
“Never say never,” Rahul says with a smile. “I want to create something lasting – and meaningful – in the places that truly need it.
