Roshan Khawas, General Manager, Akama Hotel Kathmandu
While pursuing my Proficiency Certificate Level (PCL) in the early 1990s, I sought financial independence to cover my expenses and further studies. I had secured a teaching position but I was prevented from pursuing this path by my brother-in-law, a renowned head chef operating a restaurant in Pokhara’s bustling Lakeside district. He encouraged me to join his establishment to acquire experience in wait service. My limited English proficiency initially hindered effective guest communication. However, my primary goal was to gain insights into the hospitality industry, as my understanding of the job market was limited at the time. Looking back, I cherish those formative years, marked by new friendships and significant improvements in my communication skills, particularly in spoken English.
My initial role in the hospitality industry honed my communication and wait service abilities. While this foundation did not directly prepare me for senior management, it served as a crucial stepping stone into the industry.
Balancing work and studies, I maintained this position as a source of financial independence. Following my marriage in 1997, I transitioned to a reception role at a four-star Pokhara hotel, marking a year-long endeavour.
With nearly three decades of experience in both domestic and international hospitality, I have identified distinct disparities between the two sectors. Nepal’s unique cultural heritage fosters a reputation for exceptional hospitality, characterised by warmth and welcoming nature. Nevertheless, significant differences in the workplace environment and technological integration persist between Nepal and other countries.
The Nepali hospitality sector lags in adopting advanced technologies. The current infrastructure and technology impede efficiency and overall guest satisfaction compared to international standards. Abroad, the industry leverages property management systems (PMS), central reservation systems (CRS), booking engines, and revenue management tools like channel managers, price shopping tools, reputation tools, STR reports, and HRM tools to streamline operations and enhance efficiency.
My experience with international hotel chains exposed me to industry best practices that are often absent in Nepal. This highlights the necessity of incorporating modern technologies and global standards to uplift the Nepali hospitality sector. While significant strides have been made in service delivery, there remains ample scope for improvement and optimisation.
The major transformation witnessed in Nepal’s hospitality sector over the years primarily revolves around gradual technological adoption and increasing exposure to international standards. Additionally, there is growing awareness and implementation of best practices influenced by international standards. This is partly driven by the experience and expertise of professionals who have worked abroad and returned to Nepal, bringing with them valuable insights and knowledge. At the same time, international chains are entering the Nepal market and bringing their expertise. As staff turnover ratio is high in the hospitality industry, independent properties are also following up international chains standards, which is a significant transformation.
The tourism sector holds immense potential for driving Nepal’s overall economic growth. To attract over two million high-end tourists annually and maximise this potential, several strategies are imperative. These include infrastructure development (road and air connectivity, including new international airports), promoting wellness tourism and cultural heritage, effective marketing and branding, delivering high-quality services and prioritising sustainability and eco-friendly practices. A conducive policy environment to attract new investments in the tourism sector is essential. Additionally, targeted training and development initiatives are required. By focusing on these areas, Nepal can establish itself as a premier destination for high-end tourists, contributing significantly to economic growth.
As hospitality professionals, we must actively contribute to the implementation of these strategies. In my role as General Manager of Akama Hotel, I prioritise technological integration, operational excellence, enhanced guest experiences, sustainable practices, market expansion and branding, collaboration and networking, and crisis management.
These contributions have not only elevated operational capabilities and service standards within the organisations I have served but have also positively impacted the overall growth and development of the hospitality sector in the respective regions.
Looking ahead, I aim to leverage my extensive experience with international hotel chains to drive the growth and development of Nepal’s hospitality industry. By introducing global best practices and innovative solutions, I seek to enhance guest experiences and operational efficiency within Nepali hotels. Fostering a culture of excellence and continuous improvement, I aspire to assist independent hotels in achieving international standards, thereby bolstering Nepal’s reputation as a premier travel destination.
While my extensive experience in the hospitality sector across various regions has been effectively utilised, my future contributions hinge on opportunities for career advancement, professional development and roles aligned with my interests and expertise. I am fortunate that this profession has provided me with recognition, success and personal growth.
My greatest job satisfaction comes from creating memorable experiences for guests and witnessing the positive impact of my efforts on their satisfaction and comfort. I also derive immense pleasure from mentoring and developing my team, witnessing their growth and success. Achieving target occupancy levels, generating higher RevPAR, and delivering strong ROI to stakeholders are additional sources of happiness. These accomplishments collectively affirm the rewards of hard work, dedication and exceptional performance.
I aim to foster a workplace culture that prioritises collaboration, continuous improvement and guest-centric service with a local touch. Unlike many industries, retirement is not mandatory at 58 in hospitality. Some of our colleagues continue to work beyond 75 years, a testament to the longevity and vitality of this field.
Based on individual interests, fresh graduates can pursue careers in food and beverage service, food and beverage production, rooms division, finance, sales and marketing, revenue management, and more. Both domestic and international opportunities abound in this sector. With sufficient expertise, individuals can progress to leadership roles such as General Manager. Furthermore, the hospitality industry offers competitive compensation packages and benefits.
For fresh graduates seeking to embark on a career in tourism and hospitality, I recommend embracing continuous learning, cultivating a guest-centric mindset, developing strong interpersonal skills, demonstrating adaptability and resilience, maintaining professionalism, seeking international exposure, adopting the latest technology and tools, exhibiting passion and enthusiasm, setting goals through reflection, and upholding honesty and loyalty.
