Saurabh Tiwari has led some of Taj’s most dynamic transformations

 Saurabh Tiwari, Area Director, Middle East & CIS, Taj Hotels

You began as an intern in India in 1999 and have since led hotels across India, the UK, Spain, and now the Middle East. Which experiences abroad—London, Mallorca, Ibiza—most shaped your leadership style?

Each destination has been a chapter in my evolution as a leader. My time in London was where I first understood the rhythm of global hospitality, the rigor of systems, the sanctity of guest experience, and how precision can be the truest form of luxury. It was also where I learned the art of cost control and fiscal discipline, how to interpret numbers not merely as metrics but as reflections of operational health. London taught me that profitability and creativity can coexist, that design and flair have their strongest impact when supported by structure, accountability, and purpose. It instilled in me a deep respect for balance, where discipline and empathy are not opposites, but complementary forces that define great leadership.

Spain brought an entirely different dimension to my leadership journey. A lesson in rhythm, culture, and human connection. Mallorca offered a perspective rooted in balance, artistry, and storytelling. The island’s pace reminded me that leadership is not only about driving results but about nurturing people, creating an environment where creativity, collaboration, and calm coexist. It’s where I truly began to lead with emotional intelligence, not just operational expertise, and to appreciate that culture and community are as vital to a brand’s success as its strategy. Ibiza, in contrast, was an immersion in agility and reinvention. It taught me the importance of intuition, reading the pulse of evolving guests, embracing the unconventional, and creating experiences that surprise and resonate in equal measure. In an environment that thrives on energy, individuality, and spontaneity, I learned to lead dynamically while remaining grounded in purpose and brand integrity.

These experiences, across continents and cultures, have shaped my philosophy that leadership is not defined by hierarchy but by harmony, the ability to inspire diverse teams, align them behind a common vision, and deliver excellence that transcends borders. Today, in the Middle East, I draw from those lessons daily, blending structure with soul, passion with precision, and purpose with performance.

Under your leadership, Taj Dubai achieved a remarkable 20–23.5% increase in revenue, a 43% rise in occupancy, and strong ADR growth. What strategic initiatives drove these results?

The results at Taj Dubai are the outcome of a clear vision, collective ownership, and a culture of agility. When I stepped into the role, our goal was to reimagine. We anchored our strategy around three core pillars: performance, people, and purpose.

From a commercial standpoint, we undertook a 360-degree business reinvention. We strengthened our pricing intelligence through advanced revenue management systems, driving consistent ADR and RGI growth. Market segmentation was recalibrated to increase share from high-yield corporate, MICE, and premium leisure segments, supported by targeted distribution and channel optimization. In parallel, we unlocked new F&B revenue streams through concept-led experiences — transforming outlets into profit centres rather than support units.

Operationally, we focused on flowthrough and margin improvement, ensuring topline growth translated directly into profitability. Through cross-functional alignment between sales, marketing, F&B, and revenue, every department operated in sync, driving higher conversion, GOP flowthrough, and profit per available room. Cost discipline and productivity enhancements further strengthened the bottom line, achieving sustainable double-digit profit growth year on year.

But numbers alone don’t tell the full story. The transformation was powered by our people, empowering teams to innovate, take ownership, and lead with heart. When associates feel trusted and inspired, they outperform systems. That human energy, combined with commercial precision, is what defines the Taj Dubai story.

You implemented cost-optimisation measures and introduced concepts like the “After Dark Brunch” at Miss Tess and the Treehouse summer tent. How do you balance innovation with preserving Taj’s luxury standards?

Innovation, when done with intent, is not the opposite of luxury, it is the evolution of it. For me, the balance lies in understanding that luxury today is not only defined by extravagance, but by relevance. Today’s guest seeks experiences that are both emotionally engaging and financially intelligent, where every interaction feels intuitive, personal, and meaningful.

When we conceptualised initiatives like “After Dark Brunch” at Miss Tess or the Treehouse Summer Tent, the goal was twofold, to maximise asset potential during off-peak periods and to elevate the guest experience by creating fresh, story-driven moments that resonated with different market segments. These were not just commercial activations; they were thoughtfully curated journeys that reflected the Taj DNA, from design and ambience to music, menu, and service flow, each detail contributing to a sense of discovery and delight.

At the same time, we implemented cost-optimisation strategies that were strategic, not reactive. From energy efficiency and menu engineering to smarter procurement and productivity models. The focus was on driving profitability while enhancing guest satisfaction, ensuring that operational discipline never diluted emotional impact.

Ultimately, innovation and tradition can coexist beautifully when guided by a clear purpose. At Taj, every new idea, no matter how bold is anchored in Tajness: a philosophy that ensures technology, creativity, and commerce all serve one central goal, to craft experiences that are graceful, authentic, and timeless, leaving every guest with a lasting emotional connection to the brand.

Why is sustainability now a key driver of guest choices—and how are you positioning Taj to meet evolving eco-conscious expectations?

Sustainability is no longer a trend, it’s a conscious choice that defines how people live, travel, and connect with the world. Today’s guests, especially in the luxury segment, seek brands that mirror their values. They want to indulge, but responsibly. They’re not asking for less luxury, they’re asking for luxury with purpose.

At Taj, we view sustainability through the lens of Paathya, our brand’s commitment to responsible stewardship and long-term impact. This extends beyond eliminating plastic straws or reducing waste; it’s about embedding responsibility into the very DNA of our operations, from energy-efficient technologies and water conservation to ethical sourcing, local empowerment, and community engagement.

In Dubai, our focus has been on measurable impact, from waste segregation and food composting to reducing carbon footprint through local partnerships, and curating menus that celebrate indigenous, seasonal ingredients.

But the real shift comes when sustainability moves from compliance to culture. We have worked to ensure our teams think sustainably, not because they have to, but because they want to. That mindset, when paired with Taj’s legacy of warmth and authenticity creates a powerful brand narrative: luxury that doesn’t just delight the guest, but also respects the planet.

At Taj, you emphasize internal promotions: “promoting talent from within is key.” How do you cultivate high-potential talent and what programs (Explorer, Paathya, etc.) have been critical?

For me, the true measure of leadership lies not in the goals you achieve, but in the people, you elevate along the way. At Taj, promoting talent from within is part of our DNA, our strength lies in the depth of our people and the legacy of mentorship that defines us.

My vision has always been to build a strong talent pipeline that nurtures curiosity, celebrates diversity, and ensures continuity of excellence. Programs like Explorer and Paathya play a pivotal role, the former broadens operational understanding through cross-exposure, while the latter grounds growth in purpose, ethics, and sustainability.

Beyond structured initiatives, we foster a culture of trust and empowerment, encouraging teams to make decisions, lead projects, and even learn through failure. Many of our finest leaders at Taj Dubai began their journeys as interns or line colleagues, their growth is our greatest success story.

Ultimately, leadership is about creating more leaders. When people rise from within, they carry forward the soul of the brand, its pride, values, and purpose, making Taj not just timeless, but future-ready.

With a reported 90% associate retention and strong employee satisfaction, what aspects of your leadership style foster such deep team loyalty?

High retention is never accidental, it’s the result of trust, investment, and genuine care. Over the years, I’ve learned that people don’t leave brands; they leave environments where they don’t feel seen or valued. My approach to leadership has always been anchored in human connection, creating a culture where every associate knows their contribution matters, their voice is heard, and their growth is championed.

Our work environment also reflects this philosophy. We’ve cultivated a casual, creative atmosphere with collaborative areas featuring bean bags, table tennis, pool tables, and regular games tournaments. Spaces designed to foster connection, relaxation, and camaraderie. Beyond the workplace, our new Taj Pavilion accommodation offers an exceptional lifestyle experience for associates, complete with basketball, tennis, and badminton courts, ensuring physical well-being complements professional fulfilment.

At Taj Dubai, we’ve built a workplace defined by purpose, empowerment, and belonging. I lead with transparency, sharing both successes and challenges, so the team feels part of the journey, not just the outcome. Recognition here is immediate and heartfelt, mentorship is ongoing, not annual. We celebrate individuality while aligning everyone behind a shared ethos Tajness the belief that warmth and authenticity are our greatest strengths.

This people-first culture is also deeply rooted in IHCL’s larger commitment to internal growth and empowerment. The group continues to invest in its associates through structured learning programs, leadership pathways, and international exposure. Many of our high-potential colleagues are sponsored for advanced education and training at Swiss hospitality schools, ensuring they return with skills and a global mindset that enriches the brand from within.

I also believe deeply in emotional intelligence as a leadership tool, understanding what motivates people, their aspirations, and their personal stories. When associates feel genuinely cared for, they deliver not because they must, but because they want to.

That’s what drives our 90% retention rate, a workplace where people feel trusted, inspired, and proud to belong. We are community bound by shared values, mutual respect, and the collective desire to make every day meaningful.

How will technology (AI, mobile concierge, automated check-in) shape the next wave of guest personalization and operational efficiency at Taj in the next 3–5 years?

Technology is transforming hospitality, but at Taj, we see it as an enabler of empathy, not a replacement for it. This remains a people’s industry, and while AI can control costs, take food and beverage orders, and streamline operations, the experience must always be delivered in style by our professional associates who bring warmth, intuition, and heart to every interaction.

Over the next three to five years, our focus is on leveraging innovation to enhance personalization and operational agility while preserving the soul of human service that defines Taj. Artificial Intelligence will allow us to anticipate guest preferences even before arrival, from personalized room settings and curated dining experiences to predictive service recovery based on sentiment analysis. The Taj mobile concierge and automated check-in platforms are part of this evolution, creating seamless, contactless, and intuitive experiences that elevate convenience without compromising connection.

Operationally, AI and data analytics will redefine efficiency, from energy management and inventory control to manpower optimization and waste reduction. These tools will empower teams to make sharper decisions while freeing them to focus on what truly matters: genuine engagement and thoughtful service.

What excites me most is the convergence of technology and intuition, a future where data helps us understand emotions, not just transactions. At Taj, innovation amplifies warmth, precision drives personalization, and every digital touchpoint still feels profoundly human. Because the future of luxury isn’t less personal, it’s more deeply personal, powered by technology and delivered through heart.

Interviewed by Deepti Chandak, Editor, Luxpresso Magazine