Exclusive Interview | Nasimul Sarkar, Area General Manager , Click Hotels Bangalore by Suba Group of Hotels

Nasimul Sarkar

"Whenever the organization gave me an opportunity, I tried to prove that I was ready for the next level—not just by doing my job, but by thinking like the person responsible for the entire business."

Editor: Tell us about your journey. How did it all start?

My journey in the hospitality industry has been one of continuous learning, perseverance, and growth. I started my career with a strong passion for the hospitality business and a desire to understand every aspect of hotel operations from guest service and front office to team management, sales, and financial performance.

My journey started with Le-Meridian Hotel year of 2007, gradually The Pride Hotel, Vijan Mahal, Club Mahindra, Goldfinch group, on 2020 I joined with the Suba Group of Hotels has been an important chapter in this journey. The organization gave me the opportunity to take on responsibilities, face challenges, and grow as a hospitality professional. Working in a dynamic environment taught me that successful hotel management is not only about achieving business targets but also about creating memorable guest experiences and building a strong, motivated team. Over the years, I have had the opportunity to manage different operational challenges, improve guest satisfaction, strengthen business relationships, and contribute to the overall profitability of the properties I have been associated with. My approach has always been to balance people, service quality, and business performance.

Editor: What do you think it takes to succeed in this industry?

I believe success in the hotel industry comes down to three things guest satisfaction, strong teamwork, and business performance. First, hospitality is all about the guest. We need to understand their expectations, create a warm experience, and make them feel valued. A satisfied guest is more likely to return and recommend the hotel. Second, a hotel is successful only when the team works together. As a leader, I believe in communicating clearly, supporting my team, leading by example, and creating a positive work culture. Finally, hospitality is also a business. We have to focus on revenue, cost control, productivity, and profitability without compromising service quality. For me, the real success is when guests are happy, employees are motivated, and the hotel delivers strong financial results. That balance is what makes a successful hotelier.

Editor: With Quality Inn Bhavishya opening in a major IT hub like Whitefield, what is your core operational strategy for this property?

With Quality Inn Bhavishya opening in a major IT hub like Whitefield, my core operational strategy would be to position the hotel as a reliable, efficient, and guest-focused business hotel. First, my priority would be guest satisfaction and consistency ensuring that every guest receives a smooth experience from reservation and check-in through F&B and check-out. Second, because Whitefield has a strong corporate and IT-driven market, I would focus on building strong corporate relationships and repeat business. Understanding the requirements of corporate travellers, providing flexible solutions, and maintaining strong service standards would be key. Third, I would focus heavily on revenue and cost management. We need to maximize room occupancy and ADR while keeping a close watch on departmental costs, particularly F&B and manpower, so that the hotel delivers a healthy GOP. Finally, I believe in strong team engagement and accountability. A well-trained and motivated team is the foundation of good hospitality. My approach would be to empower department heads, monitor key performance indicators regularly, and create a culture where every team member understands how their role contributes to guest satisfaction and profitability.

Editor: What attributes do you look for when hiring? If someone wants to work with you, what should they do?

When I hire someone, I look beyond qualifications and experience. In hospitality, attitude is equally important as skills. I look for people who are guest-focused, responsible, honest, team-oriented, and willing to learn. I also value employees who can stay calm under pressure, take ownership of problems, and find solutions rather than making excuses. If someone wants to work with me, my advice is simple: come with the right attitude, be willing to learn, respect the team, I don't expect anyone to know everything on day one, but I expect them to becommitted, disciplined, and willing to improve every day. As an Area General Manager, I believe my role is not only to hire good people but also to develop them, give them opportunities, and create a friendly & healthy environment where they can grow. If someone has the right attitude and commitment, I am always willing to give that person a chance.

Editor: What single factor or trait got you your promotions over the years?

The single trait that has driven my promotions throughout my career is ownership. I started my journey as an FOA and progressed through different roles—from FOS, FOE, DM, AFOM, FOM and Hotel Manager to General Manager and now Area General Manager. At every stage, I focused on taking ownership of my responsibilities, learning continuously, delivering results and being ready to take on challenges beyond my current role. I believe promotions come when you consistently demonstrate that you can be trusted with greater responsibility. For me, it has been a combination of ownership, adaptability, discipline and a strong commitment to guest satisfaction and business results. Whenever the organization gave me an opportunity, I tried to prove that I was ready for the next level—not just by doing my job, but by thinking like the person responsible for the entire business. That mindset has been the biggest factor behind my career growth.

Editor: What key trends do you see impacting business travel and corporate hospitality today?

I see three key trends impacting business travel and corporate hospitality today. First is value-conscious corporate travel. Companies are looking for competitive rates, but they also expect quality, flexibility and consistency. Hotels therefore need to deliver strong value rather than simply competing on price. Second is the changing expectations of business travellers. Corporate guests want fast Wi-Fi, seamless check-in and check-out, comfortable workspaces, good food, and quick service. Technology and convenience have become very important. Third is technology and personalisation. Digital communication, mobile services, CRM and data-driven guest preferences are helping hotels provide faster and more personalised service. Finally, I believe sustainability and employee well-being are becoming increasingly important for corporates when selecting hotel partners.

Editor: Tech is now an enabler for great hospitality. Which technologies or tools help you enhance the guest experience at Quality Inn Bhavishya?

Quality Inn Bhavishya Whitefield, we see technology as an enabler of hospitality, not a replacement for the human touch. Our focus is on using technology to make the guest journey faster, smoother and more personalized. We use technology across key touchpoints—from digital reservations and seamless check-in/check-out to real-time guest communication, room-status management and feedback platforms. These tools help our team respond faster and identify guest preferences so that we can deliver a more personalized experience. Ultimately our philosophy is simple technology should make the operation smarter, while our people make the experience warmer. The combination of technology and genuine hospitality is what creates a memorable & comfortable stay.

Editor: What is your favorite interview question for candidate interviews, and why? Tell me about a time when you faced a difficult guest or challenging situation at work. What did you do, and what was the outcome?

I like this question because it shows me how a candidate thinks under pressure, takes ownership, handles guests, and works with the team to find solutions. In hospitality, skills can be developed, but the right attitude, empathy, accountability to learn are what make someone successful. For me, the best candidates are those who can turn a difficult situation into a positive guest experience and learn something from it.

Editor: What are two things you would like to change in the hospitality industry?

If I could change two things in the hospitality industry, the first would be greater investment in people and their career development. Hospitality is a people-driven business, and when we train, empower and recognize our employees, they naturally deliver better experiences to our guests. I would like to see stronger career paths, continuous learning and more opportunities for frontline employees to grow within the industry.

The second would be to create a better balance between technology and human hospitality. Technology should make operations faster, smarter and more efficient, but it should never replace the personal touch that defines hospitality. I believe the future is about using technology for efficiency while ensuring that genuine guest interaction, empathy and personalized service remain at the heart of every hotel. As an Area General Manager, my focus would be to build strong teams, efficient operations and consistent guest experiences of the property, while creating sustainable business growth. We kindly request elaborated answers from a reader's perspective so newcomers to the industry can learn from your experience.