Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

I’ve spent more than fourteen years in marketing, working across fast-moving consumer goods, luxury, and now hospitality.
I combine storytelling, strategic thinking, and creative content to make brands stand out.
Today, I lead social media and content marketing at Mahindra Holidays & Resorts India (MHRIL), managing over 140 resorts across India and overseas.
My focus is on turning the unique experiences of these resorts into compelling digital stories.
This includes short videos, influencer collaborations, podcasts, and AI-powered campaigns that resonate with families, couples, and modern travelers.
I also handle major resort shoots, online reputation management, and influencer collaborations, ensuring all content builds brand trust, drives engagement, and drives bookings.
In short, I work at the crossroads of brand storytelling and technology, helping shape how the next generation of travelers experience leisure in India.

Q2. How is the resort and leisure travel industry evolving in terms of customer engagement and content consumption compared to three years ago?

Over the last three years, the way people engage with resorts and leisure options in India has completely changed. We’ve moved from general marketing to more focused and personal storytelling. At Mahindra Holidays, we can see this change through real numbers — by Q3 FY25, we had over 3 lakh members, 85% occupancy, and our Average Unit Realisation (AUR) increased by 69% compared to the previous year. This clearly shows that focusing on premium services and digital interaction is working well.
A major part is social media influence. Almost 90% of Indian travellers say they look at social media to decide where to go — especially Instagram and YouTube. So, we've focused on Reels — short, real-life-style videos that feel genuine and can quickly turn into bookings. Also, content is now tailored to different life stages. Our product range — Club Mahindra 25, GoZest for millennials, and Bliss for seniors — caters to different travel needs. Each group gets content that matches their lifestyle — family day-in-the-life Reels, spa or food-related videos, or activity-focused plans with digital booking assistance. That’s the main trend — engagement isn’t just seasonal anymore. It's continuous, personal, and data-driven.

Q3. How is the leisure travel and resort industry evolving in terms of market size and customer demand?

The Indian leisure and online travel market is growing quickly — from US $51 billion in 2024 to an expected US $124 billion by 2033, showing a roughly 9% annual growth rate. Globally, leisure travel is expected to triple — from US$5 trillion today to US$15 trillion by 2040. For India, this is huge potential — and for timeshare companies like MHRIL, it's almost unexplored. We still have fewer than 5 lakh timeshare households in a country of 1.4 billion people. The category can grow five times in the coming years. At MHRIL, we've added over 520 new keys in FY25, bringing our total to 5,800 across 126 resorts — and we plan to reach 10,000 keys by FY30. Occupancy remains steady at around 85%, and resort revenue is increasing. This balance — growing while keeping occupancy high — is rare and shows real, steady demand.

Q4. How do you see technology—such as AI personalization, AR/VR, or interactive storytelling—changing the way travelers experience destinations before booking?

Technology is now the new concierge. AI is personalising everything — from recommending the right resort to planning a custom itinerary in seconds. Our assisted-selling platforms show this, with 69% AUR growth driven by better guidance and high-quality curation.AR and VR are helping travelers "try before they buy." Virtual tours of resorts are becoming popular — they reduce doubts and increase bookings. Then there's interactive storytelling — like what Airbnb did with Icons: combining content, celebrities, and experiences into a single emotional appeal. That’s the next step — blending desire and immersion to make travel discovery feel personal. 

Q5. How do purchasing priorities differ between families, young couples, solo travelers, and corporate clients in the leisure travel market?

• Families: They are still the main group in Indian leisure travel. They look for safety, space, kid-friendly activities, and clear value. They also spend a lot on food and experiences while staying.
• Young couples: They want attractive spaces, privacy, and wellness-focused getaways. For them, it's "Instagram meets intimacy."
• Solo travelers: They want flexibility, easy digital access, and safety — this group is growing quickly, especially among women.
• Corporate or leisure travellers: They value time-saving, reliability, and loyalty rewards. India actually leads the world in the number of people wanting to combine work and travel.
Each of these groups now expects journeys that are mobile-friendly, transparent, and carefully planned — no one-size-fits-all approach.

Q6. What kinds of brands or business models do you see setting benchmarks for innovation or customer engagement in the resort and vacation industry?

•             Mahindra Holidays (MHRIL): We are a great example of how digital selling with support and upgrading to premium services can work on a large scale. We have achieved over 85% occupancy while increasing capacity, demonstrating that staying in touch with customers and using data to create relevant content can help grow a business in the Indian market.
•             Airbnb Icons: They are a global leader in turning feelings into bookings. They package experiences, stories, and even famous personalities into bookable offerings, making it hard to tell where content ends and buying begins.
•             Marriott Vacation Clubs: They have shown how flexible ownership models can work on a global level. Members can access thousands of properties through a single loyalty program, making it easier to travel more with fewer hassles.
•             Taj / IHCL: They are setting the standard for how hotel brands can change and grow in India, moving from luxury to more affordable stays. Their Ama Stays & Trails villas, their Paathya sustainability plan, and their loyalty program linked with Tata Neu have helped create one of the strongest travel networks in India.
•             Wyndham Hotels & Resorts: They are growing quickly in India by focusing on expanding through partnerships rather than owning properties. They have a strong mobile booking system and a rewards app that makes staying again easy and enjoyable. Their local partnerships, especially in smaller cities, are making mid-range travel more accessible.

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

“How are you using data and technology to keep your resorts full, increase revenue per member, and expand to 10,000 rooms without losing efficiency?”
Because in the end, the real advantage isn’t about how many rooms you build—it’s about how smartly you fill them, how often guests come back, and how much more value they get each time.