Neena Gupta, Executive Director of Group Strategy and International Hospitality at InterGlobe Enterprises, is the driving force behind the global growth of Miiro Hotels. With a sharp strategic lens and a deep understanding of international markets, she has been instrumental in shaping the brand’s identity and firmly planting its footprint across Europe.
Over the past 16 years at InterGlobe, Neena has navigated some of the company’s most transformative milestones. From steering the acquisition and restructuring of global hospitality assets to playing a key role in IndiGo’s IPO, leading business divestments, forging high-stakes joint ventures, and crafting new growth blueprints—her influence spans the full arc of the group’s evolution in aviation, hospitality, and travel services.
Excerpts from the interview:
You have played an important role in shaping InterGlobe’s international hospitality strategy. What was the vision behind entering the global boutique hotel space with Miiro Hotels?
Miiro is the new lifestyle hotel brand by InterGlobe, as part of its diversification strategy into Europe. Recognising Europe’s status as a leading global tourist destination with a wealth of distinct cities and attractions, we saw a substantial opportunity to engage a wider range of travellers. Boutique hotels emerged as the perfect fit to deliver unique, locally immersive experiences, creating an exciting avenue for Miiro.
Derived from the Latin word ‘miro’, meaning ‘I wonder’, it serves as a reminder for guests to pause, look around, and savour every moment. The brand offers a characterful collection of individually designed hotels in the heart of Europe’s most vibrant cities. Each hotel is inspired by the surrounding neighbourhood, with its own colourful personality and connection to the local community.
At InterGlobe, we are driven by our commitment to identifying new opportunities and setting industry benchmarks, and we are pursuing a similar path with Miiro. We believe in a more thoughtful and personal approach to travel, and by curating ‘Brilliantly Considered Stays’ that foster a deeper connection with local culture, Miiro is redefining the hospitality experience and taking it to a new level.
What were some key challenges and learnings from launching a new brand in a mature hospitality market?
Launching a new brand presents both significant hurdles and immense opportunities, and I have personally found every stage of this journey incredibly rewarding.
We wanted to create a very distinct identity amidst the other players, and that required us to create and articulate a unique brand identity that resonated with our ethos as well as guests through the delivery of authentic experiences. Building brand awareness and trust from the ground up was an important aspect that required proactive marketing efforts to overcome the inherent preference for familiar names.
Furthermore, the ambitious undertaking of developing and launching multiple hotels in rapid succession required us to effectively manage projects across various cities and recruit the best talent for both our hotel properties and cluster teams.
However, these challenges provided various learnings. We recognised the importance of a differentiated value proposition and the power of authentic storytelling to forge emotional connections with our customers. Agility and adaptability became crucial in navigating the ever-evolving market, and the importance and focus on the right people is a significant competitive advantage.
How does Miiro differentiate itself in an increasingly crowded lifestyle and boutique segment?
Miiro distinguishes itself by prioritising a more thoughtful and deeply personal stay experience. The hotels offer a thoughtful and personalised environment that truly allows our guests to relax and recharge within Europe’s vibrant cities.
A core differentiator lies in our commitment to fostering authentic connections that are personalised and in tune with the local fabric of each destination. Through carefully cultivated collaborations with local teams and partners, we empower our guests to engage meaningfully with the people and places they visit, going beyond the typical tourist experience.
We understand that personal connection creates a lasting positive impression, fostering a sense of warmth and belonging that encourages our guests to return time and again.
From the legal profession to hospitality, your career spans highly dynamic industries. How do you bring cross-sector insights into your approach to hospitality leadership?
Transitioning from the legal profession to the dynamic world of hospitality offered a unique and valuable lens to me. The legal domain experience has developed a deep emotional intelligence, which I have carried through with me in my current role. My time as a corporate lawyer demanded expert negotiation skills, attention to detail, perseverance, and adherence to tight deadlines.
These skills have led me to be involved in diverse roles at InterGlobe, initially restructuring the company’s global hospitality businesses, leading the acquisition and strategy of hotels in Europe, and then creating InterGlobe’s first International hospitality brand, Miiro. The learnings from my earlier roles help me approach operational efficiency, guest safety, strategic planning, and financial planning, which are crucial in the competitive hospitality market.
My diverse experience, I believe, brings a proactive approach to innovation and a willingness to embrace change, and helps me guide Miiro Hotels towards continued success.
Can you tell us about the design language and philosophy that defines Miiro Hotels? How does it reflect the brand’s global yet local mindset?
Miiro Hotels’ design language and philosophy are built upon the concept of ‘Brilliantly Considered Stays’, aiming to offer guests a unique and authentic experience deeply connected to the local culture of each hotel’s neighbourhood.
Each Miiro hotel is individually designed to reflect the unique character, history, and spirit of its surrounding neighbourhoods. This means that no two Miiro hotels will look or feel exactly alike. The design draws inspiration from local stories, people, and architectural styles.
The interiors have a modern look with an understated elegance, resulting in spaces that feel inviting and comfortable. Our team works in collaboration with renowned designers in the luxury lifestyle space and brings the best in terms of design to the properties. While each Miiro hotel will feature a unique design that reflects their local surroundings, the brand’s fundamental values are consistent across all properties.
This includes building relationships with local partners, creating spaces for guests to relax and recharge, and offering resources and experiences focused on mindfulness. The service code and certain touchpoints also are applied uniformly across the Miiro guests’ journey. For instance, across all our hotels there is a high-end Refresh Room, where guests can change, shower and store luggage before check-in or after check-out, making them feel at home and comfortable.
In essence, Miiro Hotels strives to offer a globally consistent standard of quality and service while ensuring that each property provides a uniquely local and authentic experience, allowing guests to truly connect with the heart of their chosen destination.
What factors determine your market selection for Miiro’s expansion? Are there specific cities or regions you’re targeting next?
We prioritise establishing our presence in city-centric locations, ensuring accessibility and convenience for our guests. A significant consideration is also proximity to iconic landmarks and interesting neighbourhoods with rich history, as these factors not only enhance the overall guest experience but also offer authentic and culturally immersive stays. Our market selection also considers areas with a diverse business mix.
Currently, our expansion efforts are concentrated within Europe, with two properties opening in Vienna this year. We are also keen on expanding into vibrant cities such as Florence, Madrid, and Milan, all of which align seamlessly with our strategic focus on culturally rich, centrally located destinations with a diverse and compelling local fabric.
What have been some of the most defining moments or decisions in your 17+ years at InterGlobe?
Over my 17+ years with InterGlobe, I have held a variety of roles, culminating in my current role as CEO of Miiro Hotels alongside Executive Director of Group Strategy and International Hospitality. My prior experience involved significant contributions to numerous strategic initiatives across InterGlobe’s diverse businesses.
Throughout my tenure, I have been deeply involved in InterGlobe’s strategic growth and diversification, identifying new opportunities and contributing to the group’s long-term vision while navigating the dynamic travel landscape.
A pivotal strategic move was spearheading InterGlobe’s entry into the European hospitality market and further creating the company’s first hospitality brand – Miiro. This involved strategic planning, acquisitions, and building the brand from the ground up, reflecting our global ambitions. Building and empowering talented teams and fostering a culture collaboration in the organisation has also been an immensely rewarding experience for me.
What advice do you have for young professionals – especially women – aspiring to make their mark in hospitality or corporate strategy?
It has been a privilege to foster a team where gender diversity and equity are not just ideals but a reality. I am proud that half of my team are talented women, and the fact that we have four accomplished women serving as General Managers in our hotels speaks volumes about the opportunities available within our organisation.
I firmly believe that hospitality is an exceptionally fulfilling domain, offering a unique blend of creativity, longevity and mobility as well as diverse avenues for growth – a breadth of experience few other industries can match. In my experience,
the innate creativity and strong emotional intelligence that women often bring to the table are significant assets, positioning them for impactful leadership roles.
For women aspirants in this field, I would emphasise that it’s crucial to connect with and support other women through networks, both within and outside the company. Championing each other’s successes and contributing to a more inclusive and equitable workplace is paramount. Also, consistently investing in our skills and expertise, while leveraging our inherent talents, is a key to effectively navigating challenges and achieving our professional aspirations.
