At HVS HOPE 2026, the discourse around hospitality development was vibrant, but a singular strategy stood out: expanding with clear intention. For us at Sterling, our rapid trajectory scaling from 27 to 78 properties in just four years post-COVID is deeply rooted in what our CEO, Vikram Lalvani, defines as being “asset-smart” rather than just asset-light.
Rapid strategic property conversions get us into high-potential markets, but sustained scale demands deep consumer insight. By utilising predictive modelling, we aren’t just putting dots on a map; we are building interconnected travel “circuits.” This ensures our guests can seamlessly transition from one Sterling destination to the next.
Moreover, we are shifting the industry paradigm. Rather than viewing development strictly through vertical categorisations like mid-market or upscale, we are evaluating growth horizontally, driven by the purpose of travel. A family embarking on a spiritual journey to Ayodhya has vastly different motivations than when they are unwinding in Mussoorie, and our geographical footprint must anticipate and serve these varied needs.
Driven by a philosophy of conscious optimism and rigorous risk underwriting for both our capital, and our partners’, Sterling isn’t just riding the current hospitality wave, we are purposefully charting its future course.