HOTELIERS OF THE WORLD
The Connaught is in London ’ s tony Mayfair neighborhood and has a history dating back to the 19th century .
perfection . “ When you walk into the Connaught Bar , you expect your dreams to be at that level ,” he said . “ They walk through the revolving door of hotel and the expectations are already there . We can ’ t ever rest on our laurels .”
Despite The Connaught being one of London ’ s — and by extension the world ’ s — finest hotels , Bhalla delights that the hotel shows little pretense , calling it the perfect blend of traditional and contemporary , despite the conceivable notion that the hotel exudes at least a scrap of snootiness . It ’ s incorrect he said , just a perception . What is real is the premium put on
precision service . Working in harmony is key at a hotel with 122 rooms , three restaurants and four bars ( 40 % of the hotel ’ s business is food and beverage ), a spa and miscellaneous other outlets . The Connaught employs 560 total full-time employees — it takes that many . And , like a field marshal , one strong leader to lead . Bhalla , who comes to work each day in full suit , feeling naked without a tie , has a starting time , but “ I don ’ t know when I leave ,” he said . An uncertain departure time means he often stays overnight , but when you run one of the highest occupancy rates in the city , a room isn ’ t always available — even for the GM . “ I was kicked out once ,” he said , but his feelings were not hurt . “ You have to make sure every opportunity is exhausted to make revenue .”
Bhalla believes that money is made on the floor . Translation : Bhalla doesn ’ t hide in a back office ; he is out front , greeting guests ( he gives them his personal phone number should need present ) and mixing it up with his staff . “ On the floor is where you meet your people and know if guests are happy ; it ’ s where the energy is ,” he said . “ You have to be accessible .”
The hotel industry is nuanced . There are different types of hotels , different price points , different amenities , different types of experiences , different personalities . As much distinction and stratification as there is , some things should be the same , no matter at a hotel where the top suite goes for $ 18,000 per night or a midscale property where a free breakfast is the key amenity .
“ The basic principles of running a hotel remain the same ,” he said , things like providing a good night ’ s sleep , a clean room and a safe environment . When providing those services in London , in the ultracompetitive luxury segment , striving to best peers is a constant . It ’ s something that doesn ’ t go unnoticed to Bhalla , but it ’ s also something he doesn ’ t pay much mind to . “ I ’ d rather be confident in my own ability to run a hotel and do things right , rather than focusing on others ,” he said .
WE ARE PROUD TO HAVE SANDEEP HONORED WITH THIS PRESTIGIOUS AWARD BY HOTELS MAGAZINE AND DELIGHTED TO SEE HIM GET THE RECOGNITION HE DESERVES . HE EXEMPLIFIES AND EMBODIES THE MAYBOURNE LEADERSHIP SPIRIT AND CULTURE AND I KNOW HE IS A ROLE MODEL FOR MANY WITHIN THE INDUSTRY AND THOSE WHO HAVE HAD THE PLEASURE OF WORKING WITH HIM
– MARC SOCKER , CO-CEO , MAYBOURNE HOTEL GROUP
32 hotelsmag . com Mar / Apr 2024