From a pioneering outpost on NH8 in 1998 to one of New Delhi’s most cherished five-star addresses, Radisson Blu Plaza Delhi Airport has consistently moved beyond keeping pace with the industry to setting new benchmarks. At the helm is Ashwni Kumar Goela, Vice President, Operations and Area General Manager, Radisson Hotel Group South Asia, a role he has held since 2022, while also leading the flagship property. With TTJ, he shares more about the hotel.
In 1998, when the Radisson Blu Plaza Hotel started operating on National Highway 8, near Mahipalpur, Aerocity was not even a concept. There were no fancy, branded hotels in proximity, no metro connectivity, no curated hospitality districts flanking Delhi’s international airport. Just one property, one vision, and a quiet conviction that this location would be a game-changer.
More than 27 years later, that foresight has evolved into one of Indian hospitality’s most compelling success stories. While many hotels simply age with time, Radisson Blu Plaza Delhi Airport has continually reinvented itself, growing in stature, relevance, and sophistication with every passing decade. As the property that introduced the Radisson brand to South Asia and continues to serve as its flagship, it occupies a position that many newer entrants still aspire to emulate.
Creating a Luxury Urban Retreat
With nearly three decades of experience spanning hotel operations, guest engagement, and strategic leadership, Goela is unequivocal about what differentiates the property in an increasingly competitive market. “We see ourselves as more than just an airport hotel; we are a destination in our own right. Our positioning has evolved into that of a luxury urban retreat, known as much for its intuitive service as for its award-winning food and beverage experiences,” he says.
That positioning is backed by substance. Five restaurants with a loyal following, one of the largest wellness centres in the city, 261 rooms, and event infrastructure that draws everything from high-stakes corporate gatherings to elaborate weddings, the property operates at a scale and quality that consistently defines its category.
The Guest Profile – Something for Everyone
What makes the conversation with Goela particularly engaging is how candidly he describes the hotel’s evolving guest dynamic. “From corporate leaders and international transit travellers to families and local residents seeking immersive staycations, our guest profile spans virtually every segment,” he explains.
And with that diversity, he notes, comes a sharper set of expectations. Today’s guests are far more discerning, seeking not just efficiency but personalisation, wellness, and authenticity. Experiences need to be seamless yet meaningful.
Goela’s people-first philosophy has delivered measurable results. Under his leadership, the hotel has recorded significant gains in guest satisfaction, profitability, and brand recognition, including entry into the prestigious Three Digit Club, a benchmark acknowledging exceptional operational and business performance that only a select cohort of hoteliers ever reaches.
The Philosophy Behind the Performance
Ask Goela about his core service philosophy, and the answer is disarmingly direct, “People come before profits. By investing in our people, we empower them to deliver service that is not only efficient but genuinely warm and intuitive.”
That belief animates the hotel’s defining service ethos, ‘Every Moment Matters’, powered by the enduring ‘Yes, I Can!’ spirit. It is not merely a tagline. It is, by Goela’s account, the operating principle that shapes every guest interaction across the property.
Segments, Scale, Relevance
On the question of key business segments, Goela is equally clear-eyed. MICE, weddings, staycations, and international travellers are not treated as separate priorities; they form an interconnected ecosystem. “Each brings its own expectations and energy, and our effort is to create experiences that feel equally compelling across the board,” he says, pointing to continuous F&B innovation and evolving infrastructure as the enablers.
Looking Ahead
As the conversation turns to the future, Goela identifies three anchors: wellness, sustainability, and intelligent personalisation. “We are increasingly leveraging AI to better understand guest behaviour and respond in real time,” he notes. Wellness, already a pillar of the hotel’s identity, will deepen further as the hotel makes a conscious shift toward more responsible, sustainable operations.
“The goal is simple. To create experiences that are not only exceptional, but also thoughtful and future-ready,” he underlines.
