Exclusive Interview | Shirazi Saifuddin, Director of Sales, The Orchid Hotel, Mumbai
/“Sustainability is not a buzzword—it’s a responsibility. At The Orchid, we align our sales narratives with the hotel’s eco-conscious philosophy.”
What inspired you to pursue a career in hospitality?
From the very beginning, I was drawn to the energy and dynamism of the hospitality industry. During my time at IHMCT & AN, Hyderabad, I realized how much I enjoyed connecting with people and creating memorable experiences for guests. That blend of operational excellence and people-first thinking really resonated with me and set the foundation for my journey in this field.
What strategies have you implemented to drive revenue growth at The Orchid Hotel?
At The Orchid, we focused on identifying high-growth market segments, particularly within the BFSI sector. I spearheaded initiatives around strategic corporate tie-ups, customized business packages, and loyalty programs tailored to key accounts. We also redefined our positioning through targeted marketing campaigns, revamped our MICE offerings, and emphasized relationship-based selling to consistently drive top-line revenue.
How do you tailor offerings to meet the needs of corporate clients, especially in the BFSI sector?
Understanding the specific pain points and preferences of BFSI professionals is key. We designed flexible check-in/check-out policies, exclusive meeting facilities, dedicated relationship managers, and curated F&B offerings for on-the-go executives. It’s about offering seamless, high-value experiences that align with their business objectives and time constraints.
What advice would you give on building long-term business relationships in hospitality?
Authenticity and consistency are everything. Be available, be proactive, and most importantly—listen. Relationships aren’t built in boardrooms; they’re nurtured over time through trust, reliability, and genuine care for your client’s success. Always deliver more than expected and personalize your approach.
What trends do you see shaping the luxury hotel market in the coming years?
Personalization powered by data, sustainable luxury, wellness integration, and tech-enabled convenience are shaping the new luxury landscape. Guests today are looking for experiences, not just stays—and hotels that can anticipate their preferences and deliver tailored, sustainable, and immersive offerings will lead the pack.
How do you leverage technology to enhance sales and customer experience?
We’ve integrated CRM systems to monitor client behavior and preferences, enabling us to craft more personalized outreach. Automation tools help streamline lead nurturing, while analytics guide our decision-making and forecast trends. Tech also plays a big role in operational efficiency—everything from virtual tours to mobile check-ins contributes to a seamless experience that guests remember.
What is your approach to building and leading high-performing sales teams?
It begins with clarity—clear goals, roles, and expectations. I focus on empowering my team through constant training, mentorship, and celebrating wins, big or small. I also believe in fostering ownership. When people feel accountable and valued, they perform at their best. I lead from the front and make it a point to stay involved without micromanaging.
How does sustainability factor into your sales and business strategies?
Sustainability is not a buzzword—it’s a responsibility. At The Orchid, we align our sales narratives with the hotel’s eco-conscious philosophy. Whether it’s highlighting green conferencing, plastic-free initiatives, or energy-efficient infrastructure, we integrate these elements into our pitches and experiences. Clients, especially corporates, increasingly value sustainable practices, and that has become a differentiator.
What has been the most challenging period in your career, and how did you overcome it?
The pandemic was by far the most difficult phase. The hospitality industry took a massive hit, and revenue generation seemed almost impossible. We had to pivot—focus on staycations, work-from-hotel packages, and digital engagement strategies. It taught me resilience, adaptability, and reinforced the importance of team synergy in overcoming crisis.
Hospemag Trainers Guild is on a mission to empower hospitality professionals through expert-led training. If we could request you to take a training session, what topics would you pick and why?
I’d love to train on Strategic Sales in Hospitality, focusing on identifying growth markets, navigating B2B sales, and building relationship capital. Another area I’m passionate about is Sales Leadership in Dynamic Markets, which would cover team management, motivation, and performance-driven culture building. These topics are essential because the landscape is shifting fast, and professionals need to stay agile and informed.
