Exclusive Interview | Chef Harsh Shodhan The Gourmet Kitchen & Studio

Chef Harsh Shodhan

“PASSION—for food, for people, for serving, and for making money! Followed, of course, by relentless hard work.”

 Editor: How did it all start? Share your culinary journey with us.
Born in Ahmedabad and raised in Mumbai—the vibrant culinary capital—my journey has been anything but conventional. Drawing inspiration from a lineage of strong women—my mother, a passionate home chef for over 40 years, and two formidable aunts, including Mrs. Arunika Shah, who earned her Le Cordon Bleu certification at 70—I embraced my culinary calling early on. After initially running a Gujarati thali restaurant called Mirch Masala in 2001, I pursued other entrepreneurial ventures before returning to the culinary world in 2012. A sabbatical rekindled my passion, sparked by an online recipe show and fuelled by glowing feedback from friends and family.

Editor: What are your earliest memories of the kitchens you worked in?
It all began at home in a small kitchen without any commercial equipment, working in small batches with a home OTG oven. The best part was that I could sneak in an afternoon nap whenever I wanted!

Editor: A dish your patrons love.
One of my most famous and loved snacks is the Baked Vada Pav, which I pioneered about 15 years ago from my home kitchen. It became so popular that people saved my contact as Harsh – Baked Vada Pav! Another crowd favorite is the Burmese Samosa Karee, an adaptation of the popular Khau Suey, but with a crushed Indian samosa and loads of toppings to create a wholesome bowl.

Editor: A dish you love but do not have on your menu.
The Pad Thai—I find this simple dish so easy to make, yet difficult to include in my catering menus.

Editor: What does it take to become a successful chef?
PASSION—for food, for people, for serving, and yes, for making money! Followed, of course, by relentless hard work.

Editor: What advice would you give to a young culinary student?
You need to beat the monotony. Culinary life is not as glamorous as it looks on MasterChef! It involves long hours, no holidays during festivals, late nights, and repetitive tasks. Creativity comes once you are stable and successful—until then, stick on, be patient, and persevere.

Editor: What instruments or equipment can you not imagine working without?
My Rational Oven—it’s my lifesaver and works like a horse.

Editor: Your favorite ingredients are…
Grainy mustard paste and aged balsamic vinegar.

Editor: Name chefs whose work you admire.

·        Chef Tarla Dalal

·        Chef Yotam Ottolenghi

·        Chef Zouheir Mokallalti

·        Chef Garima Arora

·        Chef Nigella Lawson

Editor: What books should every chef read?
Kitchen Confidential by Chef Anthony Bourdain. 

Exclusive Interview | Chef Mansoor Yunus Khan - Chef De Partie | Safar by Karimi in Cupertino California

“Elevating the classics through modern methods is how tradition and creativity meet in harmony.”

Indian cuisine is rooted in tradition — how do you balance authenticity with innovation in the dishes you create?

From my perspective, the essence of Indian cuisine lies in its authenticity and its evolving innovation. To me, the secret to creating this exciting balance between the sacredness of traditional flavors and techniques and their contemporary interpretation is to elevate the classics through modern methods, global ingredients, fresh presentations, and innovative textures—while still preserving the emotional connection these dishes hold for today’s diners. When tradition and creativity come together in perfect harmony, the experience becomes both nostalgic and new.

You’ve worked across high-volume kitchens and premium dining spaces. What has this diversity taught you about consistency and creativity?

My experiences working in both high-volume kitchens and premium dining establishments are where I gained valuable skills in discipline, precision, and the importance of systemization. High-volume kitchens rely heavily on consistency as the foundation for earning trust in the culinary community. Conversely, premium dining environments foster creativity through storytelling and the emotional connection between the food and the diner. Understanding how to successfully balance both high-volume efficiency and premium dining artistry is essential for any chef; without that balance, one will inevitably fall flat without the other.

What’s one emerging food trend that genuinely excites you and why?

I'm really excited about the renewed interest in regional Indian foods, including millets, foraged greens, local cheeses, and heirloom grain varieties. This isn't just a passing fad — it's a movement to rediscover and sustainably develop India’s many unique food traditions. Chefs and diners are finally celebrating the beautiful diversity of India’s culinary landscape! I find this especially inspiring because it opens doors for creativity rooted in our own heritage, while showcasing the remarkable biodiversity of our land. The future of Indian cuisine lies in highlighting ancient foods through a modern lens.

- Do you think “superfoods” are here to stay, or are they more of a marketing-driven trend?

The term “superfoods” may sound trendy, but it doesn’t truly capture their essence. These ingredients were used long ago by our grandmothers—the only difference is that they weren’t trademarked. Ingredients like turmeric, amla, moringa, and millets have always been part of India’s nutritional wisdom. The real issue is the over-commercialization of this ancient knowledge and the perception that only selectively glorified foods are “good” or “super.” The conversation around these ingredients shouldn’t revolve around buzzwords, but instead focus on finding a balance between accessibility, nutrition, affordability, and fair pricing.

How do you approach blending Indian and global flavours while keeping the dish comforting and familiar?
When I work with multiple cuisines, I approach each dish based on how it makes me feel and how I can replicate that feeling through technique. I strive to maintain the same depth and warmth you experience in Indian food. For example, if I use a French technique, I also incorporate Indian spices because they resonate with our memory of flavour. The key is to never force combinations; they should feel intuitive and naturally complementary. My goal is to give diners both novelty and comfort in every bite.

What does innovation in food mean to you — is it technique, ingredients, presentation, or something deeper?
I believe food innovation goes beyond aesthetics and skill — it creates an emotional response. Innovative food tells a story through flavour, texture, and the lingering experience beyond the plate. New ingredients, techniques, and presentations are essential, but the greatest innovation comes from reimagining the familiar. We must understand how food connects people, traditions, and cultures, and then get creative in how we express those connections.

In your experience, what’s the biggest misconception people have about professional kitchens?
Many people assume professional kitchens are glamorous, but in reality, they are intense, high-pressure environments built on teamwork and discipline. Hours of planning, coordination, and repetition go into each beautifully plated dish. People often think chefs are constantly innovating, but most of our time is spent ensuring consistency, efficiency, and quality. Creativity emerges in the space between structure and chaos, and the kitchen is physically and mentally demanding. Still, the energy, camaraderie, and satisfaction of creating food make it deeply rewarding for those who are passionate about it.

Is there a dish that feels personally meaningful to you — one you never get tired of making?
Biryani holds a significant place in my heart. It exemplifies patience, precision, and emotion — all core elements of Indian cooking. Each layer tells a story and evokes a memory. Over the years, I’ve experimented with many styles, but the essence of biryani remains its comfort and nostalgia. Every time I cook it, I’m reminded of family gatherings, shared meals, and the joy of creating something soulful. To me, biryani is more than a dish; it’s a connection to my heritage.

What advice would you give young chefs?
To aspiring chefs, I would say: before following trends, master the classic techniques. Respect your ingredients, value every role in the kitchen, and build strong relationships with your team. Learn patience — it is essential to growth — and stay humble. Don’t cook for applause; cook to express who you are. Experiment, fail, learn, and evolve, but never forget your roots. Creativity comes from passion, and discipline sustains that creativity.

What role will sustainability play in our kitchens in the years to come?
Sustainability will no longer be optional — it will be essential. Chefs will need to be mindful at every stage of the cooking process, from sourcing ingredients to managing waste. We’ll have to consider farming practices, ecosystems, and the impact on local communities. Using seasonal produce, adopting nose-to-tail approaches, and choosing responsibly sourced products will define the modern chef. The future belongs to those who can balance flavour with conscience. As stewards of the food system, it’s our responsibility to create practices that benefit both the planet and our diners.

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Exclusive Interview | Anjali Tolani, Vice President – Celebrations at Tamarind Global

“The vision is to craft a unique personal story each time—told through a wedding—with care, warmth, and attention to detail, created through genuine passion and dedicated craftsmanship.”

— Ms. Anjali Tolani | VP | Tamarind Global 

Could you share some pivotal moments in your journey and how each domain shaped your approach to wedding & hospitality?

More than 19 years ago, we began our journey by specialising in inbound tourism welcoming guests from regions such as South Africa, East Africa, and the Middle East. From the very beginning, we understood that true hospitality is a blend of warmth, precision, and genuine care creating a sense of belonging from the moment a guest steps off the plane until they return home. Every touchpoint matters: seamless transportation, thoughtfully planned itineraries, and those small, personal gestures that make each guest feel seen and valued. As we expanded into the world of weddings and events, these same principles became the foundation of our approach. While style, scale, and visual grandeur play their part, what truly defines a celebration is how effortlessly it flows and how deeply guests feel cared for throughout. That philosophy continues to guide us at Tamarind Global today, where luxury isn’t just something you see, but something you feel at every stage of the experience.

What is your overarching vision for Tamarind Global Weddings, especially in the rapidly evolving wedding industry?

At Tamarind Global Weddings, we have been in business for almost 15 years. In that time, the world of weddings and events has transformed dramatically. 15 years ago, only a very few people understood the creativity involved in curating and personalizing events that represented the core essence of the couple. Our industry has witnessed an astonishing evolution of ideas, thought, creativity, and innovation over the years.However, with that evolution came the challenge of developing and creating true meaning, sometimes confused with experimentation. However, despite this, the core values promised and professed in the beginning still guide us today. The infallible belief in authenticity, emotional links and detail. The vision is to craft a unique personal story each time—told through a wedding—with care, warmth, and attention to detail, created through genuine passion and dedicated craftsmanship.

How do you evaluate and choose new destinations (especially international ones), and what challenges (logistical, regulatory, cultural) do you often face?

At Tamarind, juggling logistics, experience, and emotion while selecting a new destination comes as a true art. The process, in its initial stages, begins with scrutinizing what was previously mentioned-aspects like the time of year matching with the optimal weather and ambience support the destination appeal. It is then that we gauge the convenience for our guests by looking into where most attendees are arriving from, ensuring that things like connectivity through flights or visa issues, or simple documentation, are facilitated. Accommodation is also important in this context-it guarantees not just room inventory, but also assesses whether the places do justice to the client's vision about every element of celebration-from an intimate cultural ceremony to a vibrant late-night party. Also, we think about local regulations, hospitality norms, and economic concerns in order to maximize value without necessarily providing a pedestrian or standard experience. Learning about cultural adaptability is something of a learning curve, more like when trying to align your international partners up to meet our Indian standards of service and hospitality. But through intense training and close collaboration, we bridge this gap. Each new destination, however, does come with its own set of challenges-but with it also comes the excitement of discovery, and the joy of creating new experiences for our clients.

How do you maintain consistency in quality across geographies and vendors, and what systems do you use?

 At Tamarind Global, the consistency over geographies is not coincidental but rather comes from the experience over decades which is founded on well established SOPs and processes which have been refined over years. Each team, whether working locally or internationally, works using the same well established systems which is the essence of our seamless execution. With job specific tracker sheets, detailed show flows and exhaustive operational check lists, every system is designed to take our team through the various steps involved in any event that we work on. Even where the destination is a new one, our approach is one which is structured but flexible. We study the locale, understand the agenda first hand and then adapt the operational methods to take into account local nuances and vendor psyche. This allows us to combine organisation with adaptability which permits the flawless execution of all our work, everywhere in the world.  For us, discovering a new destination is an adventure and opportunity. It allows us to innovate and evolve, while at the same time maintaining the qualities that signify Tamarind Global: precision, personal service and speed.

What advice would you offer to budding wedding / event planners who want to break into destination weddings and high-end hospitality?

When looking at the world of destination weddings and luxury events for the first time, everything seems glamorous from fabulous venues and exotic locations to partnering with global talent and iconic brands. What you do not see on social media is all the hard work, long hours, and personal sacrifices that culminate in those magical moments. My best piece of advice to anyone pursuing this career is to learn the details and fully commit to the job. Your two biggest assets will be your precision and patience, as well as your people skills. The work is intense and requires resilience; you will often work for months without a break, rehearsing several moving pieces while constantly responding to last-minute requests. Expand your network of friends and colleagues both within the country and abroad, develop cultural awareness, and remember that excellence isn’t about extravagance, it’s about meaning. At Tamarind Global, we’ve deepened this awareness through our work, understanding that the magic lies not in milestone events, but in the memories they create.

Exclusive Interview | Deepak Nangla, Managing Director, Premier by Brightsun

From engineering to entrepreneurship: How did your academic background in control systems and electrical engineering shape your approach to leading Brightsun Group?  

My journey from engineering to entrepreneurship is based on a simple theory, which is to design effective processes and to empower the team. Studying control systems and electrical engineering taught me how to approach complex problems with analytical precision and structured thinking. These skills have been invaluable in leading the Brightsun Group, where strategic planning, operational efficiency, and adaptability are key. Engineering also instils a mindset of continuous innovation, something that the travel industry has experienced time and again over the years.  

Ultimately, transitioning from engineering to running a travel company wasn’t a departure, it was an evolution. I’ve applied the same principles of control, feedback, and optimization to business leadership, and they’ve helped Brightsun Group grow into a trusted name in the travel industry. 

What were the pivotal moments that transformed Brightsun Travel into a multi-million-pound enterprise with an international footprint? 

Our response to global crises has shaped us into a team that our customers can be trust and depend on. Following 9/11, when the travel industry faced unprecedented uncertainty, we adapted quickly to change the sales from Western to Eastern markets to align our products and services so we could still keep our customers engaged with travel. This responsiveness not only helped us continue to grow but also retain loyalty. 

Another example is the Icelandic Ash Cloud crisis, in which many companies struggled with cancellations and chaos, Brightsun Travel turned the challenge into an opportunity. We implemented real-time support systems to locate customers, launch 24/7 helplines, and found alternative solutions for those unable to fly. In turn, we were rewarded with loyalty of those stranded travellers and reinforced our reputation for dependable service. 

The COVID-19 pandemic was perhaps the most testing period. Instead of retreating, we invested in digital transformation, streamlined our operations, and expanded our customer support infrastructure. We also diversified our product offerings, commenced three new points of sale and opened three international offices within a span of 24 months.  

The pandemic was a defining moment for the travel industry. What strategies helped Brightsun navigate those challenges and emerge stronger?  

The COVID-19 pandemic was a once-a-century event for the travel industry, and for Brightsun Travel, it became a defining moment of resilience and reinvention. Our strategy was built around three core pillars: agility, empathy, and innovation. These are demonstrated by the fact than the company retained nearly 80% of its workforce, allowing us to provide consistent service and clear communication to customers. With travel restrictions changing rapidly, we set up dedicated teams to manage cancellations, refunds, rebookings, and up-to-date travel advisories. This coordinated and transparent communication helped us maintain customer trust during a time of global uncertainty. 

Secondly, we focused on process improvement. Brightsun implemented a streamlined refund procedure that was clear to both our suppliers and customers, and managed cash flows so that refunds were delivered in a timely way with clear communication. We upgraded our technology infrastructure, introduced flexible booking policies, and enhanced our online platforms to make travel planning more accessible and adaptable. These changes not only helped us weather the storm but also positioned us for future growth. 

Lastly, we diversified. Recognising the shift in consumer behaviour, we expanded more into holidays, domestic travel and staycations, and built partnerships that allowed us to offer more tailored, safety-conscious experiences. We also invested in our people, creating a more structured verticals within our team members and strengthening our internal culture to make sure we emerge stronger and unified.  

What inspired the creation of this luxury-focused brand, and how does it differentiate itself in a competitive market?  

 As any company grows, the diversity of its clients also grows. Different clients demand different services. By 2010, Brightsun found itself having clients that were referring their companies for travel assistance, as well as having a large number of customers with high average spends. Recognizing the distinct needs of this customer segment, we saw an opportunity to develop a specialized brand dedicated to offering a more premium, personalized travel experience, and that’s how Premier by Brightsun was born. 

The human touch: You’ve emphasized treating clients like family. How does this philosophy translate into daily operations and customer experience?  

Most of this is achieved through a strong focus on training. Brightsun has a dedicated in-house training team that regularly monitors interactions with customers, including calls, messages, and other communications to ensure service quality remains high. If a team member is found to be falling short of our standards, retraining is provided, reinforcing the company’s core values of empathy and care. We have also empowered team leaders to take corrective action when issues arise, especially when there are situations where client is inconvenienced due to no fault of their own (such as cancelled flights or delays).  

I think one of the most important factors is that if we treat our own teams as family, it naturally extends to how they treat the company’s’ customers. We achieve this through joint CSR projects that engage the staff, celebrating their birthdays, and recognizing joint milestone and achievements, creating a sense of belonging and shared purpose. 

Tech meets travel: How do you balance technological innovation with the need for personalized, high-touch service—especially for high-net-worth clients?  

At Brightsun, we see technology not as a replacement for human connection, but as a powerful enabler of it. We have invested in technology that empowers both our team members and customers to receive information accurately and in a timely manner. This could range from reminding customers their passport is expiring soon to notifying them to check-in early so they can get the best seats. These tools allow us to be faster, more accurate, and more responsive. But what truly differentiates us is how we combine this tech with high-touch, personalised service. By putting ourselves in customer’s shoes, we work to mitigate problems before they occur, so our customers enjoy a hassle-free experience.  

For our luxury clients, every journey begins with a conversation, not a form. Our travel consultants take time to understand preferences, lifestyle, and expectations. Technology supports this by storing insights, automating logistics, and ensuring seamless execution but the relationship is always led by a dedicated human advisor. 

Ultimately, our balance lies in knowing when to automate and when to engage. It’s this harmony between innovation and intimacy that keeps our high-net-worth clients coming back.

With your new Gurugram office and plans for curated excursions and luxury dining, what excites you most about entering the Indian market?  

Our expansion into India, starting with the new Gurugram office, marks a thrilling chapter in Brightsun Travel’s journey. What excites me most is the opportunity to serve a market that is not only rich in culture and diversity but also undergoing a remarkable transformation. 

India’s rising middle class is reshaping the travel landscape. With increasing disposable income and a growing appetite for curated experiences, there’s a clear demand for high-quality excursions, luxury dining, and personalised service. We see this as a chance to bring our global expertise to a market that is ready to embrace premium travel. 

Moreover, India’s emergence as a global economic powerhouse adds another layer of excitement. With forecasts placing it as the world’s third-largest economy in the near future, the country is becoming a hub for international business, luxury tourism, and cultural exchange. This aligns perfectly with our vision for Premier by Brightsun and our commitment to delivering world-class travel experiences. 

What qualities do you look for when building your team, and how do you foster motivation and excellence across such a diverse workforce?  

When building the Brightsun team, I look for qualities that go beyond technical skills. I seek individuals who are honest, curious, and courageous, people who aren’t afraid to challenge the norm and bring fresh perspectives to the table. 

Diversity is at the heart of our culture. With a global footprint, we embrace different backgrounds, experiences, and ways of thinking. This diversity fuels innovation and helps us connect authentically with our clients across cultures and regions. 

Honesty is non-negotiable. We foster an environment where transparency and integrity are valued, both in internal collaboration and in client interactions. We focus on empowerment, giving our teams the freedom to take initiative, make decisions, and contribute meaningfully. We also invest in continuous learning, celebrate achievements, and encourage open dialogue, creating a workplace where people feel heard, respected, and driven to grow. 

What trends or shifts do you foresee shaping the future of luxury and corporate travel over the next decade?  

  As we look ahead to the next decade, the travel industry is poised for a dynamic transformation, driven by evolving consumer expectations, global economic shifts, and rapid technological advancement through artificial intelligence 

In luxury travel, we anticipate a strong move toward hyper-personalisation, where travellers seek not just opulence, but meaningful, tailor-made experiences. AI will play a pivotal role here, helping us analyse preferences, predict needs, and curate journeys that feel intuitive and deeply personal. From intelligent itinerary planning to real-time concierge services, technology will enhance the experience without replacing the human touch. 

On a macro level, India’s rise as a global economic force is particularly exciting. With its forecasted emergence as the world’s third-largest economy, we expect a surge in outbound luxury travel and corporate mobility. The expanding middle class and increasing global connectivity make India a key market for innovation and growth. 

Sustainability, digital integration, and experiential depth will define the future. At Brightsun, we’re investing in AI and human-centric design to ensure we stay ahead delivering smarter travel to the customer.  

Exclusive Interview | Deepak Shanbhag, Chief Executive Officer at Property Solutions (India) Private Limited

“LEAP is our way of turning facility management into a value creator—not just a service. We partner with clients to co-create experiences that enhance property value, boost engagement, and unlock new revenue. From transforming idle spaces into vibrant amenities to energizing workplaces with curated events, LEAP brings FM to the forefront of business impact.” — Deepak Shanbhag, CEO, PSIPL

What inspired the creation of LEAP, and how does it align with PSIPL’s vision of transforming facility management in India?
With facility management evolving to center around people and their experiences in the last few years, one thing was clear to us — our responsibilities cannot be confined to operational upkeep alone. At PSIPL, our vision has always been to be the first choice in delivering excellence in integrated solutions & experiences. LEAP is our program born out of this vision; it’s our way of empowering people to reflect this commitment by going beyond services and creating experiential results for our clients. The services that we provide help clients enhance property value, improve employee well-being, and even unlock revenue opportunities. It is our way of transforming FM from a cost centre to a value creator, in line with our goal to propel industry standards in India.

How do you see LEAP reshaping the traditional client–service provider relationship in the facility management sector?
Traditionally, facility management has been transactional; providers execute, while clients evaluate. LEAP changes this dynamic. We step in as partners rather than vendors, co-creating outcomes with clients. We don’t measure success just by service uptime anymore; instead, we focus on business impact. That includes everything from tenant satisfaction to footfall rates and ESG scores. LEAP ensures growth in all these areas, solidifying our relationship as a collaboration-driven one, rather than just being compliance-driven.

Facility management is often seen as a “backstage” function—how does LEAP bring it to the forefront of business value creation?
With LEAP, FM no longer stays invisible. It ensures that the impact we make is not limited to cleaning, maintenance, or safety. We’re now directly contributing to metrics like workplace engagement and leading to better employee retention. Our sustainability initiatives are designed to lower operating costs and boost a client’s ESG profile. These are direct business outcomes. By curating such interventions, we position FM as a frontline contributor to organisational goals, making it impossible to ignore the strategic value that FM delivers.

What measurable impact has LEAP created for your clients so far, and could you share a success story that stands out?
LEAP has already demonstrated tangible impact in a short span of time. In residential spaces, we have helped clients generate revenue by curating promotions and large-scale carnivals that attract both tenants and visitors. At workplaces, we’ve improved the engagement and overall vibe by organising fun initiatives such as flea markets and food carnivals — activities that not only energise the environment but also boost employee morale and belonging. LEAP also plays a critical role in optimizing space utilisation, helping clients make better use of underleveraged areas to create value-adding experiences. One standout example of this is our partnership with a client to conceptualise and build a sports facility within their premises. In this project, we transformed an idle space into a vibrant amenity that tenants now actively use and even monetise, while simultaneously elevating the property profile. It is a clear example of how LEAP goes beyond traditional FM to deliver business value, community engagement, and long-term asset upliftment.

With the rising demand for skilled manpower, how does LEAP address training, upskilling, and preventing reverse migration in the workforce?
Workforce capability is the backbone of FM. Through LEAP, we not only train staff in technical and soft skills but also expose them to client-facing initiatives that boost pride and ownership. By creating career pathways, we reduce attrition and help prevent reverse migration. The focus is on building a future-ready FM workforce that sees itself as an integral part of the value chain, not just as service executors.

If we requested you to conduct a training session with the Hospemag Trainers Guild, what key topics would you choose to share with industry professionals?
I would focus on three themes:

1. From services to experiences: A deep dive into how FM can evolve into a value-creation partner.

2. Embedding ESG into FM operations: The key to making sustainability efforts in FM practical and impactful.

3. Digital transformation in FM: A hands-on understanding of tech and digital to teach real world efficiency gains, using tools and case studies.

These topics would not only empower professionals in this industry to manage facilities, but also strategically shape them with the skills for the future.

Looking ahead, how do you envision LEAP influencing the future of integrated facility management in India over the next 5 to 10 years?
Over the next decade, LEAP will drive the industry toward experience-led and sustainability-focused FM models. We believe FM in India will no longer be viewed as a cost line but as a strategic lever for competitiveness and stakeholder satisfaction. LEAP is designed to be at the forefront of this shift, setting benchmarks for how integrated facility management is perceived and delivered in the country.

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