Interview: Dr. Vikram Kamat, Chairman and MD, VITS KAMATS Group

Dr. Vikram Kamat, Chairman and Managing Director of VITS KAMATS Group, is a hospitality entrepreneur who has successfully carried forward the Kamats legacy while building VITS Hotels into one of India’s fastest-growing midscale-to-upscale hotel chains. With an ethos rooted in “affordable luxury with local warmth,” he has redefined modern Indian hospitality by blending professional efficiency with cultural authenticity.

Under his leadership, VITS Hotels has expanded across key metros and tier-II/III cities, offering business and leisure travelers a trusted mix of comfort, authentic food, and memorable experiences. Known for its strong F&B offerings and guest-centric approach, the group continues to strengthen its presence through asset-light expansion, technology-driven innovation, and a commitment to sustainability.

In this exclusive interaction with Motiverge Travel, Dr. Kamat shares his vision for the future of Indian hospitality, insights on demand segments powering growth in 2025, the evolving role of technology, and how government policies can further support the sector. He also discusses the group’s ambitious milestones for 2025–27, his advice for aspiring hoteliers, and even reveals his personal favorite VITS property.

Below are the excerpts from our conversation.

You launched the VITS brand out of the Kamats hospitality legacy. What motivated you to start VITS, and how has your personal philosophy shaped the brand over the years?

When we launched VITS, the vision was to create an upscale brand rooted in the Kamats legacy yet catering to evolving Indian travelers seeking value-driven luxury. My philosophy has always been about “affordable luxury with local warmth.” Over the years, we’ve shaped VITS as a brand that blends professional efficiency with cultural sensitivity. Every property reflects our ethos of delivering comfort, authentic food, and memorable experiences making VITS more than a hotel chain, but a trusted hospitality partner.

Your group has accelerated expansion in 2025. What is your growth blueprint over the next 24 months in terms of owned assets, leased hotels, management contracts or franchising, and which regions are top priority?

Our growth blueprint is multi-pronged: a mix of owned assets, leased hotels, management contracts, and franchising. Over the next 24 months, we are aggressively expanding into tier-II and tier-III cities, which are seeing an unprecedented travel boom. While metros remain important, demand in smaller markets is outperforming. Regions like Western India, Uttar Pradesh, and the Northeast are high priority. We’re also open to strategic acquisitions and joint ventures to accelerate our footprint while staying asset-light.

What is the unit economics you look for before green-lighting a new property in tier-II / tier-III destinations versus metros?

Unit economics differ across markets. In tier-II/III destinations, we focus on efficient room count, optimized F&B, and strong banqueting facilities to ensure quick break-even. Capital discipline is key, lower land and construction costs allow faster ROI. In metros, we evaluate brand visibility, long-term growth potential, and premium RevPAR. Regardless of city size, profitability, sustainability, and scalability drive our decision-making. We aim for properties that can sustain consistent occupancy across demand segments and deliver double-digit margins within three years.

VITS has a reputation for strong F&B. How do you design F&B offerings to be both a local draw and a profitable revenue stream for the hotel?

F&B is integral to VITS. Our approach is to design menus that celebrate local flavors while offering pan-Indian and global options. Each outlet is curated to become a local culinary hub, not just a hotel amenity. Weddings, banquets, and events contribute heavily to revenues, so profitability is built into the model. At the same time, our chefs innovate continuously, ensuring guests discover both comfort and novelty. This balance of authenticity and aspiration is why VITS F&B consistently thrives.

Which demand segments are powering growth in 2025, such as staycations, leisure weekenders, weddings, MICE, corporate travel or wellness, and how has the mix changed compared with 2019 to 2021?

The demand mix has evolved significantly. In 2025, weddings and MICE are strong revenue drivers, alongside leisure weekenders and staycations. Wellness and bleisure travel are also gaining traction, reflecting lifestyle shifts post-pandemic. Compared to 2019–21, corporate travel has stabilized but no longer dominates, while experiential and family-led leisure has surged. This diversified mix reduces dependency on a single segment, helping us balance occupancies across seasons. We see this multi-segment demand as a structural shift that’s here to stay.

How do you balance dependence on OTAs with direct bookings and corporate contracts? Any specific revenue management or loyalty levers that work best for you?

We value OTAs for visibility, especially in new markets, but direct bookings and corporate tie-ups remain a priority. Our loyalty programs, dynamic pricing strategies, and targeted digital campaigns drive direct traffic. Corporate contracts provide a steady base, while our banquet and wedding businesses add seasonal strength. Revenue management systems help us optimize pricing in real time. The key is to balance leveraging OTAs without becoming overly dependent, while steadily growing owned distribution channels that deepen long-term guest relationships.

What role does technology play across your hotels- property management systems, CRM, contactless guest flows, dynamic pricing, or guest personalization? Any recent tech investments you can highlight?

Technology is a backbone for our operations. We’ve adopted advanced PMS and CRM systems for seamless guest journeys and data-driven personalization. Contactless check-ins, digital payments, and AI-based dynamic pricing are already in place across properties. Recent investments include upgrading cloud-based platforms for integrated property management and guest feedback analysis. Technology allows us to scale faster, standardize service delivery, and anticipate guest needs helping VITS remain competitive while enhancing both operational efficiency and guest satisfaction.

What sustainability and ESG measures have you implemented (energy, water, waste, sourcing), and do you pursue any certifications or measurable targets at property level?

Sustainability is non-negotiable at VITS. We prioritize energy-efficient lighting, smart water usage, and waste segregation at all properties. Local sourcing of food ingredients reduces carbon footprint while supporting communities. We are moving towards zero single-use plastics and partnering with vendors aligned to ESG values. Some properties are working toward recognized certifications to validate our progress. These initiatives are not just about compliance; they reflect our belief that responsible hospitality creates long-term value for both guests and society.

Which marketing and distribution channels are delivering the best ROI for VITS today- corporate tie-ups, weddings & events, OTA partnerships, DMCs, social and influencer marketing? Any standout campaigns or partnerships you can briefly describe?

Our most effective channels today are corporate tie-ups, weddings, OTA visibility, and strong local marketing. Social media and influencer collaborations help us target younger travelers. Weddings and events deliver high ROI, while DMC partnerships are critical in leisure-heavy markets. A standout example is our localized influencer campaigns showcasing authentic dining and stay experiences, which generated direct bookings. Ultimately, the best ROI comes from a blend of distribution leveraging both digital reach and on-ground corporate relationships.

From a broader perspective, what are the travel and tourism trends you expect will dominate in 2025-26, both globally and in India?

Globally, we expect wellness travel, sustainable tourism, and experiential stays to dominate 2025–26. Travelers are increasingly choosing purpose-driven journeys. In India, growth will be led by tier-II/III cities, weddings, spiritual tourism, and domestic leisure. Technology-enabled personalization and hybrid events will further shape demand. The Indian middle class is driving aspirational travel, while inbound tourism will gain momentum with improved infrastructure. Together, these shifts point toward a more inclusive, tech-enabled, and experience-centric hospitality future.

How do you see the Indian government supporting the hospitality and F&B sector through policy, incentives, or infrastructure, and what more would you like to see?

The Indian government has made commendable strides in tourism infrastructure and policies like UDAN for regional connectivity. However, the sector still needs greater tax rationalization, single-window clearances, and incentives for sustainable operations. Support for skill development is also crucial as we expand into newer markets. With the right policy framework, India can fully unlock its tourism potential, making hospitality a key driver of GDP and employment in the next decade.

What are the next big milestones for VITSKAMATS Group in 2025–27, and what single piece of advice would you give to aspiring hoteliers building brands outside big metros? Also, could you share one of your favourite VITS properties (or a travel destination) and why it stands out to you personally?

Our next milestones include expanding to 100+ properties by 2027, deepening our asset-light footprint, and enhancing digital and ESG practices. We’re also strengthening our F&B identity as a differentiator. My advice to aspiring hoteliers is simple: focus on consistency, community connection, and operational discipline rather than only scale. Personally, VITS Lonavala is close to my heart. It blends natural beauty with contemporary comfort and exemplifies our brand ethos of creating spaces where people feel both at home and inspired.