Abhimanyu Singh, General Manager of JW Marriott Khao Lak Resort & Spa and the newly launched JW Marriott Khao Lak Resort Suites, is a seasoned hospitality leader with nearly two decades of experience across Asia Pacific. Known affectionately as “Abhi,” he began his career with Marriott International in 2004 at JW Marriott Mumbai Juhu and has since held key leadership roles in four countries. From playing a pivotal role in the award-winning opening of JW Marriott Phu Quoc Emerald Bay in Vietnam to leading Four Points by Sheraton Kuala Lumpur, Chinatown through a successful launch during the pandemic, Abhi has consistently delivered excellence. A multi-award-winning operations expert, he now brings his strategic vision and guest-centric leadership to the Andaman coast, where he recently spearheaded the transformative expansion of JW Marriott Khao Lak into a luxurious family destination.
Can you share a bit about your journey in the hospitality industry and how you got started?
To be honest, my journey into hospitality wasn't exactly planned. Around 2003–2004, my grades didn’t leave me with too many options, so I enrolled in hotel school — not a major institute, but one run by the ITC Hotel Group, which is one of India’s leading hotel companies. As it turned out, I really enjoyed it.
I started my career at JW Marriott Mumbai Juhu, which at the time was one of just three Marriott hotels in India. Now there are more than 150, with many more on the way. I feel fortunate because what began as a necessity quickly grew into a career I’m genuinely passionate about. A lot of people spend years trying to figure out what they want to do — in my case, I found it early, even if it wasn't what I first had in mind.
Growing up, I was always fascinated by hotels. In India back then, going to a luxury property like an Oberoi or a Taj was a real event — something families would look forward to once every couple of weeks. I still remember the polished lobbies, the marble floors, the impeccable uniforms — it all seemed larger than life. Even as a kid, I thought, "If I could be part of a world like this someday, that would be amazing." I didn’t know how it would happen, but somehow, it did.
What is your long-term goal for your property? What does success look like for this property and for you and your team?
For us, success at JW Marriott Khao Lak Resort & Spa isn’t just about what’s ahead — it’s also about everything we’ve already put into this property over the past few years. We’ve expanded from 297 rooms to 424 rooms, plus 52 two-bedroom suites. We added three new restaurants to truly position ourselves as a culinary destination in southern Thailand. At the same time, we built a strong foundation for MICE business with new conference facilities, while continuing to strengthen our reputation for weddings and leisure travel.
Our vision is for JW Marriott Khao Lak to stand out — not just within Khao Lak, but to become a destination in itself. A place where every type of traveler — couples, solo travelers, families, groups — can find something exceptional. A lot of hotels say they offer something for everyone, but delivering that at a high level for each segment demands running what feels like four different hotels under one roof. It’s an enormous focus on detail and personalization.
This journey started about three years ago with a repositioning workshop, where the team came together to create a three- to five-year plan. We set ourselves an ambitious internal goal — to be seen as the number one resort in Thailand. And that could only happen by building a shared vision across the team, focusing on sustainable luxury, and consistently delivering excellence for every guest, every day.
Sustainability isn’t just a slogan for us. It’s in the way our chefs manage kitchen waste, how our engineers work behind the scenes, how our lobby ambassadors interact with guests — everyone takes ownership. And that collective commitment has set us apart. It’s not just about boosting our reputation; it’s about real outcomes — better guest experiences, higher ADR, and attracting regional markets that hadn’t considered Khao Lak before. Particularly for family travelers, we’ve become a destination that offers everything they need in one place.
Another critical piece is the way we handle every small decision. For instance, if we need to close a restaurant for maintenance, we don’t just put a note on the guest’s bed. We think three steps ahead: how will the guest feel, what alternatives can we offer, how do we show that we care about their experience? That mindset — truly putting ourselves in the guest’s shoes — is what drives long-term loyalty.
It’s easy to get caught up in our own world, assuming we know best. But some of the most valuable changes have come from simple guest feedback — things that might seem small to us but make a huge difference for them. Listening carefully, staying humble, and acting on those insights often has a bigger impact than any marketing campaign.
How do you see the hospitality industry evolving in the next few years?
While there’s a lot of talk about technology — AI, digitalization, and so on — I believe the fundamentals of hospitality will stay the same. Tools may evolve, but at its core, our industry is still about human connection.
Coming out of the pandemic, guest expectations shifted significantly. Experiences have become the buzzword, and while it's easy to dismiss that as a cliché, there’s real substance underneath. But it’s not just about offering "experiences" — it’s about offering authentic, meaningful, and simple experiences that guests can genuinely connect with. Heartfelt moments, real memories — that's what people are after.
We already see a shift: many travelers today would rather invest in a shared memory, like booking a first-class experience for friends, than buying another luxury product. But at the same time, because “experiences” have become such a trendy selling point, a lot of what’s being created feels forced or hollow. Many hotels are offering activities that don't truly align with their brand or don't leave any lasting impact.
Looking ahead, authenticity and simplicity will be even more critical, especially for the next generation of travelers. Gen Z, in particular, has a sharper eye — they seek depth and purpose in everything they engage with. You see it even in fitness trends: fewer people are interested in gym workouts for the sake of it. Instead, they want holistic wellness — hiking, outdoor exercise, mindfulness. At our resort, for instance, our Yoga Shala, surrounded by nature, is fully booked every day — not because it's trendy, but because it feels genuine and real to the guest.
Sustainability is another major shift, and it’s not just a trend — it’s becoming the backbone of how hospitality will operate in the future. It has to be embedded in everything we do, just like breathing. If it’s treated as a checkbox or an afterthought, you’ll be left behind. It’s not about showcasing sustainability for marketing; it’s about living it through every aspect of the guest experience.
Even at city hotels, convention centers, or MICE-focused properties, there will be increasing demand for sustainability and genuine experiences. We’re already seeing it here at the resort — even in weddings, we’re moving toward more sustainable celebrations, from eco-friendly setups to initiatives that offset the carbon footprint.
In short, the future of hospitality is about staying true: real experiences, true care, and a deep, ongoing commitment to the planet. The rest will naturally follow.
What personal qualities do you believe have been most critical to your success in the hospitality industry?
If I had to narrow it down to two qualities, I’d say passion and people skills.
Passion didn’t come overnight — it developed over time, especially after I got my first real taste of success. I was a Front Desk Manager back then, and achieving my KPIs for the first time gave me a thrill I hadn’t felt before. Since then, I’ve always been driven by a desire to achieve results. But it’s not just about chasing numbers — it’s about putting your heart into it, striving for a goal with everything you have. And even when things don’t go exactly as planned — because sometimes they won’t — I believe full credit belongs to those who gave it their all. Effort matters as much as outcomes, and I try to instill that belief in my teams too.
But passion alone isn’t enough. People skills are just as important — maybe even more. I’ve never been the most technically or academically brilliant person, but I’ve built my career by working closely with people, understanding them, and helping them bring out their best.
Real leadership, in my view, is about knowing what drives each individual, what motivates them, and helping them grow into the best version of themselves — day after day, month after month. When the team is aligned and thriving, everything else — guest satisfaction, financial results, owner trust — follows naturally.
It’s also about being tuned in. In a hotel of 600+ associates, you need to walk into a room and sense when something’s not right — even before anyone says a word. Whether it’s a shift in energy, strained relationships, or someone quietly struggling, you need to catch it early. Half the time it might just be intuition, and sometimes you’re wrong, but often you’re right — and addressing it early can prevent small problems from becoming major issues later.
I wouldn’t call it a sixth sense — it’s more like a leadership instinct you develop over time. You can’t ignore the small signals: the dropped shoulders, the quiet corners, the subtle changes in atmosphere. When you catch those early and have the right conversations — privately, respectfully — you not only fix issues before they grow but also send a clear message to your team: better days are ahead, and their efforts and feelings matter.
So for me, it's passion and people — and the constant willingness to listen, sense, and respond.
What advice would you give to young professionals aspiring to build a career in luxury hotel management? Are there any specific skills or experiences you would recommend they focus on to stand out in the industry?
The starting point is simple: passion and authenticity. It doesn't matter whether you’re working in luxury hospitality or another industry — if you’re not genuine about what you do, guests will feel it.
Luxury today isn’t about gold-plated service or the most expensive setting. It's about creating moments that are real, heartfelt, and personal. For example, when one of our chefs talks about a dish with passion — sharing the story of where she comes from and what inspired the recipe — that's true luxury. When one of our team members explains the butterflies in our JW Garden with genuine excitement, that's what stays with guests.
To create those kinds of moments, you need real, authentic resources around you — people who live and breathe their fields. If you're at a beach resort, your guests should be learning about coral reefs from a marine biologist, not someone giving half-prepared information. Expertise matters. Authenticity matters.
At the same time, getting the basics right is non-negotiable. Guests today expect a frictionless journey. If a family books a specific room — let’s say, a bunkbed room for the kids — and after a long flight, they arrive and the room isn't ready, no suite upgrade is going to fix that disappointment. You have to deliver what was promised, first and foremost. That reliability forms the foundation for everything else.
Empathy and anticipation are also crucial. It's not just about giving a scripted welcome or explaining hotel features. It’s about reading the guest’s mood — sensing if they're tired, stressed, excited — and responding accordingly. Maybe they don't need a rundown of all the restaurants when they arrive; maybe they just need a cold drink and a quiet space to relax.
Hospitality should feel personal, not transactional. Like hosting a friend in your home — you don’t start showing them the house tour if they’ve just come off a long trip. You welcome them in, you make them comfortable first.
Finally, be awake to the guest’s needs, not just your training. True luxury is about meaningful gestures, not mandatory procedures. It's not about handing out a standard welcome drink because that's the checklist; it’s about noticing that a guest looks anxious and offering them a glass of wine or a scoop of fresh vanilla ice cream if that's what they need in that moment.
If young professionals can combine passion, authenticity, empathy, anticipation, and an obsession with getting the basics right — they'll be ready not just to survive but to lead in the future of luxury hospitality.
Visit Abhimanyu Singh here