With over three decades in hospitality and a career spanning continents, RANJIT PHILLIPOSE, SeniorVice President – Operations, IHCL Goa, leads India’s most iconic hotel portfolio with a rare blend of vision, empathy, and purpose. From the restoration of royal palaces to redefining sustainable luxury, he continues to shape the IHCL legacy — where people, place, and purpose come together in harmony
In the vibrant world of Indian hospitality, few leaders have traversed as many cultures, continents, and challenges as Ranjit Phillipose, Senior Vice President – Operations, IHCL Goa. A career that began with serendipity at the Taj Coromandel in Chennai has today led to his stewardship of India’s largest leisure portfolio, a collection of iconic hotels that define Goa’s hospitality skyline.
For Phillipose, the journey has been about more than titles or milestones – it has been about people, purpose, and creating experiences that endure. With over three decades at the Indian Hotels Company Limited (IHCL), his story is one of reinvention, resilience, and responsibility.
The Journey of a Hotelier
“I never set out to become a hotelier,” Phillipose admits with a disarming smile. “After college, my mother mentioned that the Taj Coromandel in Chennai was interviewing fresh graduates. I thought it would be interesting, so I went. That one interview changed the course of my life.”
That was in 1993. What followed was a journey that would span 30+ years, seven countries, and three continents – the UK, US, UAE, Seychelles, Mauritius, Maldives and India. “Each place taught me something new – about cultures, expectations, and human behaviour,” he reflects.
At the Taj Coromandel, he learned the art of service. At Taj Falaknuma Palace, he learned restoration and storytelling. At Taj Dubai, he learned global leadership. And now, in Goa, he brings those lessons home – blending experience with empathy. “Hospitality teaches you humility,” he says. “It doesn’t matter where you are – whether it is a palace in Hyderabad or a resort in Maldives – the principle is the same: make people feel valued.”
Restoring Royalty: Taj Falaknuma Palace Chapter
Among the defining moments of his career was the restoration of Taj Falaknuma Palace, one of IHCL’s most ambitious heritage projects. “We were entrusted with something sacred,” he says. “Falaknuma wasn’t just a property – it was a living memory of Hyderabad’s royal past.”
The palace, perched 2,000 feet above the city, had been dormant for decades. “Our mission was to revive it, not modernize it beyond recognition. Every chandelier, every carpet, every wall had a story. We wanted guests to feel that story.”
It was a meticulous project – one that combined architecture, heritage conservation, and service design. “We trained the staff to be storytellers,” Phillipose recalls. “When a butler tells you the tale of the Nizam’s dining table or the Queen’s stay, the experience becomes magical.”
That philosophy – that hospitality is about storytelling – continues to guide him in Goa.
A Global Vision Grounded in Indian Values
Over the years, Phillipose has led IHCL operations in some of the world’s most dynamic markets – from the cultural crossroads of Dubai to the tranquil shores of the Maldives and the cosmopolitan buzz of London. Each experience reinforced a single truth: Indian hospitality has a unique soul. “What makes Indian hospitality special,” he says, “is its emotional intelligence. It is not just service; it is care. At IHCL, we call it Tajness – a combination of warmth, sincerity, and excellence.”
That understanding of Tajness – a blend of global sophistication and Indian grace – defines his leadership style. “You can teach someone how to serve wine or make a bed, but you can’t teach them how to care,” he says. “That comes from culture of Atithi Devo Bhava.” 
IHCL and Goa: A Partnership of Legacy
Goa’s relationship with IHCL is nearly as old as the state’s tourism story itself. In 1974, the Taj Fort Aguada Beach Resort opened its doors, pioneering India’s concept of luxury beach resorts. “It set the tone for coastal luxury hospitality,” says Phillipose. “It told the world that India could offer world-class luxury – with heart.”
Over the decades, IHCL’s Goa portfolio has grown into a constellation of brands – Taj, SeleQtions, Vivanta, Gateway, Ginger, and Ama Stays & Trails – offering everything from opulent villas to smart urban stays. Today, IHCL operates over 35 properties in the state, employing nearly 3,000 people. “No other destination represents IHCL’s diversity as completely as Goa does,” Phillipose notes. “It is where leisure meets legacy, where history meets innovation, and where the local community remains our foundation.”
He calls Goa IHCL’s “living laboratory” – where the company’s philosophies of sustainability, inclusion, and innovation are put into daily practice. “If we can get it right in Goa, we can get it right anywhere,” he says.
Leadership with Purpose
When asked what leadership means to him, Phillipose’s answer is immediate: “It is about people. Always.”
He believes that a leader’s job is to inspire purpose, not impose authority. “In a hotel, the real stars are not in the boardroom – they are at the front desk, in the kitchen, in housekeeping and stewarding,” he says. “My role is to make sure they have everything they need to succeed.” 
This people-first philosophy has made him a deeply respected figure within IHCL. “I have learned that clarity and compassion go hand in hand,” he says. “You must have the courage to make hard decisions, but also the empathy to make them humane.”
It’s an ethos that extends to his mentorship. “I was fortunate to have mentors who saw potential in me. Today, I try to do the same – to help others grow faster than I did.”
The IHCL Multi-Brand Symphony
IHCL’s six-brand strategy is at the heart of its success. “Each brand has its own rhythm,” Phillipose explains. “The Taj speaks to iconic hospitality, SeleQtions to matchless experiences, Vivanta to Bon Vivant spirit, Ginger to lean luxe and Ama Stays & Trails to authenticity.”
The challenge, he says, is not competition but harmony. “It is like conducting an orchestra. Every brand must play its part beautifully – together, they create the IHCL experience.”
This diversity allows IHCL to serve every kind of traveller. “From a corporate guest at Ginger to a honeymoon couple at Taj to a family at an Ama villa, the promise is the same: consistency, quality, and warmth.”
Redefining Sustainability: The Paathya Way
Under the Paathya initiative, IHCL has reimagined what responsible luxury means. “Sustainability isn’t a buzzword for us,” says Phillipose. “It is embedded in our DNA.”
In Goa, several IHCL hotels have adopted in-house water bottling, solar power, and zero single-use plastic operations. “We have reduced waste, saved energy, and sourced locally wherever possible,” he shares.
But Paathya goes beyond environmental responsibility. It includes gender diversity, community upliftment, and inclusive employment through initiatives like Project ABLE. “Hospitality should create opportunity,” he says. “Through ABLE, we are employing and training persons with disabilities across roles – from front office to food production.”
In addition, IHCL supports local farmers, fishermen, and artisans through long-term partnerships. “It is a beautiful circle,” he smiles. “When the community grows, the business grows.”
Technology with a Heart
In an era of automation, Phillipose insists that the human connection remains the soul of hospitality. “Technology can make service efficient, but only people can make it memorable.”
IHCL Goa has adopted digital concierges, contactless check-ins, and AI-driven feedback systems – but always anchored in empathy. “The idea is to use data to anticipate needs, not to distance ourselves,” he says. “Technology must empower our associates, not replace them.”
He likens the future of hospitality to “a handshake powered by data but delivered by heart.”
Metrics That Matter
Phillipose views success through a wide-angle lens. “Yes, we track RevPAR, ADR, and EBITDA,” he says. “But those are outcomes, not goals. The true metrics are guest satisfaction, employee happiness, and community impact.”
Every quarter, his cluster reviews guest delight scores and associate engagement indices with as much seriousness as financial reports. “You can’t build a sustainable business if your people are not inspired,” he says. “Happy associates create loyal guests.”
The Cultural Soul of Goa
Few leaders speak of Goa with as much affection as Phillipose does. “Goa is India’s window to the world,” he says warmly. “It is a place of creativity, culture, and community. That spirit influences everything we do.”
From Goan culinary festivals at Taj Holiday Village to fado nights at Cidade de Goa, IHCL celebrates the local ethos. “When guests experience Goa through our hotels, they connect with its soul,” he says. “That’s our biggest differentiator.”
He also highlights IHCL’s commitment to Goan art, architecture, and artisanship. Many of its hotels feature local artwork and design elements that keep the state’s traditions alive. “Luxury should have a sense of place,” he adds. “And in Goa, that place is magic.”
Work-Life Balance and Wisdom
Hospitality is a demanding profession, but Phillipose believes in integration over separation. “This isn’t a nine-to-five job – it is a way of life,” he admits. “But I have learned to be present wherever I am – at work, with family, or with myself.”
He attributes his steadiness to gratitude. “Every day, I remind myself how lucky I am to do what I love,” he says. “That gratitude keeps me grounded.”
Goa’s Future: Beyond Beaches
As Goa’s tourism evolves, Phillipose envisions a future shaped by wellness, sustainability, and culture. “We are moving beyond beaches and beer,” he says. “Goa’s hinterland, heritage, and hospitality hold the key to its next decade.”
He foresees a growing emphasis on wellness retreats, eco-tourism, and creative experiences – all areas where IHCL already leads. “The future of luxury is meaning,” he notes. “Guests don’t just want comfort; they want connection.”
The Man Behind the Brand
After 30 years in hospitality, Ranjit Phillipose remains remarkably grounded. “Every day is a new story,” he says. “Some days it is about a guest who found joy in a simple gesture. Other days it is about an associate who rose through the ranks. Those moments define why we do what we do.”
When asked how he wishes to be remembered, his answer is simple: “As someone who cared – about people, about purpose, and about doing things the right way.”
He pauses, smiles, and adds, “At heart, I am still that young man who walked into Taj Coromandel for an interview – excited to be part of something bigger than himself. That feeling never goes away”
