Surajit Chatterjee, General Manager of Novotel Goa Panjim, elaborates on his role and experiences in the hospitality industry
About yourself..
I stumbled into this industry quite by chance. In those days, hospitality wasn’t considered a mainstream career path, far from the traditional routes expected of me, including a future in the armed forces. But destiny had other plans, and looking back, I believe it led me to the profession best suited for my strengths and passion.
I hold a three-year Diploma in Hotel Management & Catering Technology from the Institute of Advanced Management. I began my hospitality career in the late 1990s and have since built a rich and diverse portfolio of experience across some of the most esteemed hotel chains in the country.
This industry has shaped me both professionally and personally, and I continue to find purpose in delivering memorable guest experiences while mentoring the next generation of hoteliers.
What made you decide to pursue a career in the hospitality industry?
Post my training with Trident and Taj at a very early stage of my career, I moved to work on a ship, only to realize that life at sea offered adventure but not a valuable experience. I was looking for a more grounded and stable career path. That’s what led me to be sure on my decision to stick with working at a hotel – hospitality industry. The city’s vibrant hotel scene gave me the opportunity to apply my skills in a dynamic, people-focused environment where every day brings new challenges and rewards. Since making that decision, I have never looked back. The hospitality industry has offered me not only professional growth and job security but also a chance to make a positive impact on guests’ experiences and be part of a strong, supportive team.
Elaborate on your career trajectory within the hospitality industry
With a strong academic foundation and a passion for service excellence, I entered the industry, eager to learn and grow in a dynamic environment.
Over the years, I have had the privilege of working with some of the most respected hotel brands in the world, including Accor, IHG Hotels & Resorts, Starwood, and Radisson Hotel Group. My early roles were focused on food and beverage operations, where I developed a keen understanding of guest preferences, quality standards, and efficient service delivery, being innovative and creative. As I progressed, I took on increasing responsibilities, moving from Assistant Food & Beverage Manager at Westin to Director of Food & Beverage at properties such as Novotel Ahmedabad and Novotel Kolkata.
My exposure to pre-opening projects, particularly at The Westin Mumbai Garden City and Novotel properties, allowed me to hone my skills in project management, team building, and operational setup. These experiences were invaluable in shaping my leadership approach and my ability to drive successful hotel launches.
Transitioning into senior management, I served as Operations Manager at AccorHotels in Lavasa, Pune, where I oversaw multiple departments and ensured seamless coordination between teams to deliver exceptional guest experiences. My leadership journey culminated in my appointment as General Manager, first at Park Plaza Ludhiana and subsequently at Holiday Inn Goa Candolim and Novotel Goa Panjim.
Throughout my career, I have been committed to fostering a culture of excellence, innovation, and continuous improvement. I believe in empowering my teams, nurturing talent, and creating memorable experiences for guests. My diverse experience across different brands and markets has equipped me with a holistic perspective on hospitality management, enabling me to adapt to evolving industry trends and exceed stakeholder expectations.
Your journey spans across brands like Accor, Marriott International, and IHG, where you played a key role in launching and leading successful hotels. What has motivated you to reach a leadership position in the hospitality industry?
I did not always set out with the singular goal of becoming a General Manager, but my journey through the hospitality industry was guided by a deep passion for service and a drive to create memorable guest experiences. Early in my career, I found immense fulfillment in the dynamic environment of hotels, where every day brought new challenges and learning opportunities. As I progressed through various roles-ranging from Food & Beverage management to Operations Manager and eventually leading pre-opening projects-I discovered a growing desire to take on greater responsibility and make a broader impact.
Working with esteemed brands like Accor, Marriott International, and IHG, I was fortunate to be entrusted with the leadership of several pre-opening hotels, each presenting unique challenges and opportunities for growth. These experiences honed my strategic vision and people management skills, motivating me to aspire to the role of General Manager. What truly inspired me was the ability to shape a hotel’s culture, drive operational excellence, and lead teams toward shared success.
Ultimately, my motivation to reach the GM position stemmed from a commitment to integrity, innovation, and excellence. I am driven by the opportunity to enhance employee engagement, elevate guest satisfaction, and contribute meaningfully to the growth and reputation of each property I lead.
According to you, what factors contribute to excellent customer service?
Personalization: Tailoring experiences to individual guest preferences, such as personalized welcome messages and remembering guest history, makes guests feel valued
Efficiency: Streamlined check-in and check-out processes, often supported by technology, minimize wait times and enhance guest satisfaction
Empathy and Responsiveness: Addressing guest concerns promptly and with genuine care can turn negative experiences into positive ones
Continuous Feedback: Actively seeking and acting on guest feedback demonstrates a commitment to improvement and guest satisfaction
Multilingual Support: Catering to guests in their preferred language makes international travelers feel more comfortable and welcome.
As a hospitality leader, what is your leadership style?
My leadership style is collaborative and people-focused. I believe in empowering team members, fostering open communication, and leading by example. I prioritize mentorship and continuous development, ensuring that every team member feels valued and motivated to deliver their best. By creating a positive work culture, I enable my teams to provide exceptional service and adapt to changing guest expectations.
What are your greatest strengths and how could they contribute to a managerial position?
One of my greatest strengths as a hospitality leader is my ability to communicate clearly and effectively with both my team and our guests. I believe open, honest communication is the foundation of a positive work environment, and I make it a priority to ensure that everyone feels heard and valued. This approach not only builds trust within my team but also empowers individuals to contribute their best ideas and efforts.
Emotional intelligence is another quality I consider essential in my role. I strive to understand the perspectives and emotions of both guests and staffs, which help me, respond with empathy and create a supportive atmosphere. Whether it’s resolving a guest concern or guiding a team member through a challenge, I find that empathy and patience go a long way in building lasting relationships.
These strengths have enabled me to build cohesive, high-performing teams and consistently deliver outstanding guest experiences. I am confident that they will continue to serve me well in any managerial position and help drive the continued success of any property I lead.
What do you consider to be the biggest challenges our industry faces today?
Skilled labour shortages continue to be a pressing concern, as recruiting and retaining skilled professionals has become increasingly difficult in a post-pandemic world. This is further compounded by rising operational costs driven by inflation and surging expenses in labor, energy, and supplies that are significantly impacting profit margins.
Simultaneously, we are seeing a shift in guest expectations; today’s travelers seek hyper-personalized, tech-enabled, and environmentally conscious experiences, which demand greater adaptability from service providers. In response, the industry must also align with evolving sustainability norms and regulatory compliances, making it imperative to adopt responsible practices without compromising on service quality. Finally, the rapid pace of technological disruption and the intensifying competition it brings necessitate continuous investment in innovation, ensuring we remain agile and relevant in a highly dynamic market.
Where do you see yourself in the next 5 years?
In the next five years, I see myself continuing to grow as a leader within the hospitality industry, ideally taking on larger multi-property or regional management roles. I aim to drive innovation, champion sustainability, and mentor the next generation of hospitality professionals, ensuring my teams consistently deliver exceptional guest experiences.
What advice would you offer to those who aspire to become a GM in the hotel industry someday?
For those aspiring to become a General Manager in the hotel industry, my advice is to start by building a strong foundation. Gain hands-on experience across various departments to truly understand the hotel’s operations from the ground up. Equally important are people skills; emotional intelligence, empathy, and the ability to build lasting relationships with both guests and team members will set you apart. Embrace change with an open mind and stay ahead of the curve by adopting technologies that elevate the guest experience. Seek mentorship early in your career learning from seasoned leaders and being open to feedback is key to continuous growth. Lead by example: show resilience, uphold integrity, and bring your best to every role, no matter how big or small.
