Akhil Anand: A Visionary Leaders Turning Passion into Profitable Opportunities
Akhil Anand
Director
With a mission of providing boutique space along with various unique experiences for modern day travellers, Tree of Life Resorts & Hotels was established in 2009 by Himmat Anand with their flagship resort in Jaipur. Currently, under the direction of Akhil Anand, Tree of Life Resorts & Hotels is available in 11 unique locations in India and is growing at a fast pace within the luxury boutique sector. Starting his voyage from ground zero, Akhil has been unperturbedly working for the past 12 years to come-up to a level where he is leading now as the Director of the company.
"The element of technology is often overlooked in our industry, and i feel that it should be given more importance than it presently gets"
Engaging in an exclusive interaction with the team of CEO Insights, Akhil highlights the various nuances of his journey as one of the innovative leaders of the Indian Hospitality sector.
As a Director, what are the roles that you are engaged in?What are the strategies or guidance given to the board to ensure that the organization achieves its vision, mission and long term goals?
Our story started with one resort in Jaipur which had 13 Villas in seven acres of land. It was slightly ahead of its time, and it was a challenge to get people, especially within the tour operating community, to understand the value proposition. For the first four odd years of our journey, this was the only asset of ours that we operated. By year two of its operation, we were pleasantly surprised with the traction we had gained. It was as if we had developed something that people wanted but didn't quite know they wanted it until they came and experienced it for themselves. That gave us the confidence to start growing our footprint, and we slowly started building our own asset portfolio with Varanasi and later with Agra. Alongside this, we started to explore both the lease and management contract models. At the time, we were one of the first hospitality companies who explored these models in the luxury boutique space. Today, we have accelerated that pace and are now at 11 destinations across India. This is a model which does not generate quick financial returns, and we are lucky to have a board of directors who are on the same wave length and have fully understood the long term benefit of being in this space. The aim for us now is to continue to grow and explore the luxury boutique hotel landscape within India. In doing so, we must control our costs as best as possible since this is a crucial element of this model and balance that with an unparalleled guest experience, which ultimately augments our brand positioning in the long run.
What are key lessons that you have learned from your experiences which help you to chalk-out business operations for the company? What were the initial challenges that you faced as a director?
When I started-out back in 2009 at age 19 with zero experience in the industry, my father ensured I was put through the grind. Yes, at the time, this was frustrating, and at times, I wondered why I was putting myself through this! Today, I realize the value of what those days taught me. My starting salary was Rs.8000 monthly. I stayed in the staff accommodation, ate in the staff cafeteria, wore a uniform and reported to the Manager of the resort. At no point was I allowed any perks that my colleagues at the time were not granted. This continued for a period of about three years, and I then started slowly climbing the ladder. I will look back at these years and the ones that followed as the creation of a very solid foundation which today holds me in very good stead. As a result, there is no aspect of this business which I do not fully understand.
Although I did a Bachelor's Degree in Hospitality Management via an online university as I continued to work and grow, it probably taught me only 10 percent of what I learned on the job every day. It was then much later in 2018 that I was given the reins of the company, and initially, one of the main challenges was getting the right talent to commit to our brand. At the time, we had four or five destinations operating, and we weren't very well known within the circles of the workforce of the industry. This has since then changed, and today, we are able to attract the right talent without much effort. Another challenge is finding the balance between scaling-up yet maintaining the uniqueness of each location. Our experiences are not based on the cookie cutter approach where one size fits all. We like our resorts to reflect the essence of the destination and environment they are situated in. This requires a considerable amount of time and thought on various levels, and we're getting better at it as we go along.
What was the most crucial project that you designed and executed till now? How are the facilities offered is unique and better compared to your competitors?
As a relatively small organisation, I think we use technology very effectively. The element of technology is often overlooked in our industry, and I feel that it should be given more importance than it presently gets. This pertains to all areas of our business. Be it our website,central reservations& distribution system, property management systems, books of accounts or social media & digital marketing, we are at the cutting edge of them all and have associated with the best in the industry as technology partners. This certainly plays a major role in creating a more efficient and cost effective operation. Moreover, it gives you key insights and analytics which become extremely valuable as far as decision making is concerned. This is a project that will forever be a work in progress. If it isn't, that means you have not kept-up with the times, as this is a space which is changing and evolving rapidly.
You offeryour customers the opportunity to connect and engage with the local rural communities of India and get a good understanding of their culture. How has this initiative impacted the lives of the peoples from the rural background?
When we built our brand at Jaipur, about 80 percent of the labor workforce came from within a 2km radius of the construction site. After opening, about 30 percent of our operational workforce was from the same village, which is something we
When I started-out back in 2009 at age 19 with zero experience in the industry, my father ensured I was put through the grind. Yes, at the time, this was frustrating, and at times, I wondered why I was putting myself through this! Today, I realize the value of what those days taught me. My starting salary was Rs.8000 monthly. I stayed in the staff accommodation, ate in the staff cafeteria, wore a uniform and reported to the Manager of the resort. At no point was I allowed any perks that my colleagues at the time were not granted. This continued for a period of about three years, and I then started slowly climbing the ladder. I will look back at these years and the ones that followed as the creation of a very solid foundation which today holds me in very good stead. As a result, there is no aspect of this business which I do not fully understand.
After the first wave, we were one of the first hotel chains in the country to fully reopen our operation at all destinations
Although I did a Bachelor's Degree in Hospitality Management via an online university as I continued to work and grow, it probably taught me only 10 percent of what I learned on the job every day. It was then much later in 2018 that I was given the reins of the company, and initially, one of the main challenges was getting the right talent to commit to our brand. At the time, we had four or five destinations operating, and we weren't very well known within the circles of the workforce of the industry. This has since then changed, and today, we are able to attract the right talent without much effort. Another challenge is finding the balance between scaling-up yet maintaining the uniqueness of each location. Our experiences are not based on the cookie cutter approach where one size fits all. We like our resorts to reflect the essence of the destination and environment they are situated in. This requires a considerable amount of time and thought on various levels, and we're getting better at it as we go along.
What was the most crucial project that you designed and executed till now? How are the facilities offered is unique and better compared to your competitors?
As a relatively small organisation, I think we use technology very effectively. The element of technology is often overlooked in our industry, and I feel that it should be given more importance than it presently gets. This pertains to all areas of our business. Be it our website,central reservations& distribution system, property management systems, books of accounts or social media & digital marketing, we are at the cutting edge of them all and have associated with the best in the industry as technology partners. This certainly plays a major role in creating a more efficient and cost effective operation. Moreover, it gives you key insights and analytics which become extremely valuable as far as decision making is concerned. This is a project that will forever be a work in progress. If it isn't, that means you have not kept-up with the times, as this is a space which is changing and evolving rapidly.
You offeryour customers the opportunity to connect and engage with the local rural communities of India and get a good understanding of their culture. How has this initiative impacted the lives of the peoples from the rural background?
When we built our brand at Jaipur, about 80 percent of the labor workforce came from within a 2km radius of the construction site. After opening, about 30 percent of our operational workforce was from the same village, which is something we
are proud of today, some 12 years later as well. When I compare what the village was like then and now, there is naturally a huge difference. It would not be right to solely take credit for this change, as I am sure a lot of it would have happened in any case, but this employment has certainly enriched the lives of those associated with us from the beginning in various ways. We have always strived to give our guests the opportunity to engage with the local community and reconnect with nature. This is the core of what we believe in and will always be at forefront of whatever we may do in the future.
Post covid what were the obstacles that were overcome by your organization? What are the steps implemented to ensure the safety of the customers?
No one had ever prepared for such a sustained period of time with zero revenue. One felt like a pilot flying an aircraft with no fuel in it. The aircraft was there and it had to be flown. You were given no time at all to figure-out how to do it. So from a business standpoint, overcoming the issue of cash flow was the main challenge.Luckily, being a relatively smaller organisation, we were able to quickly plug some holes and reduce our expenses drastically. The next challenge was to totally redefine our brand language and communication. Understanding the new needs of our guests and being able to deliver those to them. After the first wave we were one of the first hotel chains in the country to fully reopen our operation at all destinations. This happened in early June, 2020. Most of our competition had still not opened-up, and that helped us. To our surprise, there were enough daredevil travellers who were keen on getting out once again. We did the same thing after the second wave, and these gambles paid-off. In fact, we have never seen higher occupancies as well as ADRs in the history of the company post covid. This trend continues till date and has helped in strengthening our position.
During these times, guest and team safety was of our prime concern. All operational decisions were made through this prism, and we implemented the highest levels of safety and hygiene that were possible. I find that some hotels had taken it a bit too far with Front Office staff greeting you in PPE kits, but we tried our best to avoid going down that road. We wanted to still be able to maintain a distinction between hospitality and a hospital!
In your professional journey so far, which are the milestones that bestowed you with utmost satisfaction both as an individual and as a director? What is the future roadmap set for Tree of Life Resorts and Hotels?
I always look back at our first management contractsigning, the first lease agreement we entered and the opening-up of our Corporate Office in Gurgaon as milestones of satisfaction and excitement. These were satisfying at both a personal and professional level and always fuelled more growth.
The future looks bright for us. Our goal is to continue to accelerate the pace of expanding our footprint and offer more and more such unique experiences to our growing and loyal client base.
Akhil Anand, Director, Tree of Life Resorts & Hotels
After completing a course in audio engineering, Akhil ventured into Hospitality. Having travelled extensively as a child since his father was in the tourism industry, he was always fascinated and enamoured by hotels and their operations. It was his father's dream to build a small resort on the outskirts of Jaipur and retire there. Akhil joined his father at the ripe age of 19 and quickly realized the true potential of a branded hotel chain focussing on the luxury boutique space in India and started navigating pragmatically across this arena, which gradually led to the establishment of other destinations of the Tree of Life Resorts & Hotels across the country. He is also a keen adventure motor cyclist, golfer and guitar player.
Post covid what were the obstacles that were overcome by your organization? What are the steps implemented to ensure the safety of the customers?
No one had ever prepared for such a sustained period of time with zero revenue. One felt like a pilot flying an aircraft with no fuel in it. The aircraft was there and it had to be flown. You were given no time at all to figure-out how to do it. So from a business standpoint, overcoming the issue of cash flow was the main challenge.Luckily, being a relatively smaller organisation, we were able to quickly plug some holes and reduce our expenses drastically. The next challenge was to totally redefine our brand language and communication. Understanding the new needs of our guests and being able to deliver those to them. After the first wave we were one of the first hotel chains in the country to fully reopen our operation at all destinations. This happened in early June, 2020. Most of our competition had still not opened-up, and that helped us. To our surprise, there were enough daredevil travellers who were keen on getting out once again. We did the same thing after the second wave, and these gambles paid-off. In fact, we have never seen higher occupancies as well as ADRs in the history of the company post covid. This trend continues till date and has helped in strengthening our position.
During these times, guest and team safety was of our prime concern. All operational decisions were made through this prism, and we implemented the highest levels of safety and hygiene that were possible. I find that some hotels had taken it a bit too far with Front Office staff greeting you in PPE kits, but we tried our best to avoid going down that road. We wanted to still be able to maintain a distinction between hospitality and a hospital!
In your professional journey so far, which are the milestones that bestowed you with utmost satisfaction both as an individual and as a director? What is the future roadmap set for Tree of Life Resorts and Hotels?
I always look back at our first management contractsigning, the first lease agreement we entered and the opening-up of our Corporate Office in Gurgaon as milestones of satisfaction and excitement. These were satisfying at both a personal and professional level and always fuelled more growth.
The future looks bright for us. Our goal is to continue to accelerate the pace of expanding our footprint and offer more and more such unique experiences to our growing and loyal client base.
Akhil Anand, Director, Tree of Life Resorts & Hotels
After completing a course in audio engineering, Akhil ventured into Hospitality. Having travelled extensively as a child since his father was in the tourism industry, he was always fascinated and enamoured by hotels and their operations. It was his father's dream to build a small resort on the outskirts of Jaipur and retire there. Akhil joined his father at the ripe age of 19 and quickly realized the true potential of a branded hotel chain focussing on the luxury boutique space in India and started navigating pragmatically across this arena, which gradually led to the establishment of other destinations of the Tree of Life Resorts & Hotels across the country. He is also a keen adventure motor cyclist, golfer and guitar player.