Women general managers in hotels are changing how teh industry looks at gender diversity, inclusion, sustainability and more.
Rachita Sood, General Manager, Novotel Mumbai International Airport
During my early career, I had the opportunity to work with some of the industry’s stalwart hotels and leaders. Those experiences were instrumental in shaping my professional mindset. I closely observed leadership styles, operational excellence, and the importance of building strong teams. Over time, I consciously worked on cultivating a culture of discipline, focus, and consistency within my teams.
Becoming a General Manager is not a single milestone but the result of years of learning, adaptability, and perseverance. Every role I held contributed to building my leadership perspective. By staying focused, embracing challenges, and constantly learning from experiences, I developed the attitude and resilience required to lead a hotel successfully.
We also actively introduce development programs that focus on leadership growth, skill enhancement, and career progression. Enrolling team members in these programs ensures they have access to learning opportunities and mentorship that can help them advance professionally.
Sushma Khichar, General Manager, Sheraton Grand Bangalore Hotel at Brigade Gateway
Strong teamwork with clear standards creates consistent results. Every department from housekeeping to F&B achieves service excellence through regular training and cross-department coordination and guest feedback assessment. Authenticity has become more important than luxury for modern guests according to current trends. Travelers increasingly desire to experience local destinations through their regional dishes and native traditions and selected urban activities. The modern luxury experience centers on developing deep connections with special environments that create lasting customer value.
strengthen our identity not only as a luxury destination but as a dynamic hub where business, leisure, celebrations and community experiences blend effortlessly. We don’t rely on a single vertical; we function through a blend of segments: corporate, entertainment, social and large events. We’ve hosted film launches, including Kantara, worked with major productions and catered for large-scale events, including government initiatives like Invest Karnataka and aviation shows like Aero India. Our strategy is simple—evolve constantly, innovate experiences, and keep our offerings dynamic so guests always find something new. Additionally, we want to showcase sustainability in the visitor experience. We encourage our guests to make more thoughtful decisions with everything from in-house water bottling and EV charging stations to plant-forward dining options and eco-friendly initiatives. In addition, we are able to build a more sustainable future for hospitality while making a significant contribution to the local ecosystem through our social initiatives and community partnerships.
Neha Chhabra, General Manager, Sofitel Mumbai BKC
Inclusion begins with opportunity and mentorship. At Sofitel Mumbai BKC, we actively encourage leadership development across departments and ensure that women are represented in operational and management roles. Creating an environment of collaboration, open dialogue, and respect allows individuals to grow with confidence. Hospitality thrives on diverse perspectives, and when teams feel empowered, it naturally elevates the guest experience. Consistency comes from strong systems, training, and a shared service philosophy. At Sofitel Mumbai BKC, every department from housekeeping to our dining venues and Club Millésime operates with the same attention to detail and personalization. Signature brand experiences such as the evening candle-lighting ritual or curated culinary programs like La Haute Croissanterie help reinforce the distinctive Sofitel identity while maintaining consistent luxury standards. I believe devil is in the detail and we need to consistently keep ensuring that quality at any level is never compromised. Hospitality leadership can be demanding, and earlier in my career senior roles were often male-dominated.
Lakshmi Sridhar – General Manager, Novotel Visakhapatnam Varun Beach and The Bheemili Resort – Managed by Accor
Inclusion must be practiced every day. At our properties, we follow a “Hire to Empower” philosophy, focusing on potential as much as skill. Through our Skill Development Centre, we mentor youth from across the country, including the Northeast. Sustainability is central to our operations. We are proud to be the first hotel in Andhra Pradesh to receive the Green Key Certification. From reducing single-use plastics to supporting local skill development initiatives, we strive to ensure responsible and community-focused hospitality.
Gurnoor Bindra, General Manager, Raffles Udaipur
Responsible hospitality is an important priority for us. We focus on mindful resource use, supporting local communities and celebrating regional culture through experiences, cuisine and partnerships. Sustainability is not just an initiative but an ongoing commitment to operating in a way that respects both the environment and the local community. Consistency comes from strong training, clear standards and teamwork. Every department plays an important role in the guest experience, so alignment across teams is essential. A shared understanding of the brand’s values, along with regular communication and training, ensures that teams take pride in delivering thoughtful and attentive service at every guest touchpoint.
Preeti Makhija General Manager of The Leela Palace New Delhi
At The Leela Palace New Delhi, we focus on mentoring emerging talent, creating opportunities to lead meaningful initiatives, and ensuring that recognition and growth are based on merit and capability. By cultivating a culture where diverse perspectives are valued and every individual feels supported, we empower the team to perform at its best – shaping the exceptional experiences we deliver to our guests.
In luxury hospitality, consistency is the hallmark of exceptional service. At The Leela Palace New Delhi, it is achieved through clear systems, shared standards, and a collective commitment to excellence. Every department, from housekeeping to F&B, plays a vital role in shaping the guest experience. We place strong emphasis on training, operational precision, and seamless collaboration across teams. Regular briefings, service audits, and feedback loops ensure alignment, while empowering each team member to anticipate guest needs and take ownership of their role. When every individual understands their part in the guest journey, consistency emerges naturally – and the experiences we create are both refined and memorable.
Pratiti Rajpal, General Manager, Ronil Goa – A JdV by Hyatt Hotel
I stay updated by staying curious. A big part of it comes from listening — to guests, to colleagues, and to what’s changing around us on the ground. Their real‑time experiences often reflect trends long before reports do. Travel, whenever I can, also plays a role — observing how different concepts are evolving is incredibly inspiring. Most importantly, I encourage my team to share ideas, new tools, and fresh perspectives. Trends don’t only come from the outside; sometimes they come from within, when you create a culture that loves to learn. For me, inclusion starts with intention and everyday actions. I do my best to ensure we encourage every voice without judgement, that in turn helps build trust and psychological safety. When this is complimented by exposure and mentorship – we all thrive and grow together. Inclusion isn’t a one-time initiative — it’s a consistent mindset. My goal is to create a workplace where everyone feels they belong and can be the most authentic version of themselves, aligned to Hyatt’s purpose – we care for people so they can be their best.
Read the full story that first appeared in Hospitality Horizon Aug Sep 2026 issue here:
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