New Delhi — From humble beginnings as a dishwasher to becoming a transformative force in the global hospitality industry, Rahul Chaudhary, CEO of CG Hospitality, is scripting one of the most inspiring success stories in South Asia’s business landscape.
As part of the fourth-generation leadership of Nepal’s Chaudhary Group, Rahul has spearheaded a hospitality empire that now boasts 195 hotels across 12 countries—with an audacious goal to grow that number to 700 hotels by 2030.
Legacy Meets Ambition: The Genesis of CG Hospitality
Chaudhary Group, a 140-year-old conglomerate, has always been a symbol of resilience and reinvention. When the group ventured into hospitality nearly 27 years ago, few imagined its future as a regional powerhouse.
For Rahul, the journey was personal and unconventional. “In 2006, while studying in the US, I was scrubbing floors and washing dishes during the week, and scouting investment deals over weekends,” he shares.
That early grind laid the foundation for CG Hospitality’s remarkable rise—anchored in humility, hard work, and global ambition.
Turning Setbacks into Milestones: The New York Deal
Rahul’s first international hospitality deal in New York (2006) was anything but smooth. “The night before signing, the deal cost shot up 15%. My father, on holiday in the Maldives, hung up on me. But we closed the deal the next day,” he recalls.
This high-stakes experience not only proved to be a turning point in his professional evolution but also instilled a lifelong belief in calculated risks and instinctive decisions—hallmarks of his leadership today.
From Dreamer to Builder: The Vision for 2030
Now, Rahul is laser-focused on the future. “We have 195 hotels and 12,000 keys. Our new goal is to grow to 650–700 hotels by 2030,” he says.
A large portion of this growth will come from The Fern Hotels & Resorts, an environmentally conscious Indian hotel chain. In 2019, CG acquired a majority stake in Concept Hospitality, which owns The Fern. Since then, its network has grown from 24 to 120 hotels, with 38 more in the pipeline.
“We’re opening 25–30 hotels every year. It’s sustainable, scalable growth,” Rahul explains.
Strategic Partnerships: Scaling Through Collaborations
CG Hospitality’s model thrives on collaboration over competition. From Taj and Hilton to Accor and Marriott, the brand works with multiple partners based on market fit and asset class.
A standout moment came with the Marriott International alliance, which brought The Fern under the Series by Marriott brand. “This is the first time Marriott is tapping into India’s eco-conscious mid-market. We’re proud to be leading that charge,” says Rahul.
Marriott’s backing gives CG access to a $2 billion tech infrastructure and 237 million Bonvoy loyalty members—a significant catalyst for scaling Indian hotel brands globally.
Building a One-Stop Hospitality Powerhouse
Rahul describes CG Hospitality as a “one-stop shop”—investor, developer, and operator. “We don’t stick to just one brand. If a deal makes sense for IHCL, we go with it. If it’s a Fern-type property, we do it ourselves.”
This brand-agnostic strategy has allowed the group to thrive in diverse markets like Dubai, Kenya, Sri Lanka, India, and Nepal.
Their luxury ventures include Taj JLT in Dubai and Fairmont properties in Kenya, while mid-market projects include Fern and Beacon hotels across Tier 2 and Tier 3 Indian cities.
Rooted in Nepal, Rising Globally
Despite its global reach, CG Hospitality maintains a strong connection with its Nepalese roots. However, Rahul is candid about the country’s infrastructure challenges. “Nepal receives just one million tourists annually despite its beauty. We’re pushing to improve the ecosystem.”
Currently, CG operates five hotels in Nepal, including three partnered with IHCL (Taj Hotels).
Talent and Tourism: Unlocking Regional Potential
According to Rahul, talent retention is one of Asia’s most pressing issues. “Every day, 2,000 Nepali youth leave for jobs abroad. We must create those opportunities here.”
CG Hospitality is investing in training programs and cross-functional recruitment to build a stronger workforce. Rahul also calls for governments to treat tourism as a priority sector, similar to countries like Thailand.
The Family Behind the Enterprise
Rahul credits much of his vision to his father, Binod Chaudhary, who first entered hospitality by partnering with IHCL in the late 1990s. Today, Binod remains a driving force behind the group’s values and global ambition.
As a father of three daughters, Rahul also emphasizes work-life balance and team-building. “I’m putting strong regional teams in place so I can focus on growth and family,” he shares.
Looking Eastward: The Strategic Shift
Despite having a property in New York, Rahul’s focus is firmly on Asia and the Middle East. “Three-quarters of the world’s population lives here. This is where the real opportunity lies,” he notes.
From managing global operations out of Dubai to expanding into Sri Lanka, Philippines, and India, CG Hospitality is evolving into a truly regional powerhouse with global aspirations.
Conclusion: The Road to Global Relevance
Rahul Chaudhary’s vision for CG Hospitality goes beyond hotel count. It’s about creating enduring value, building regional brands with global scalability, and remaining agile in a constantly shifting landscape.
“We’re not looking to be Marriott or Accor,” he says. “But if the opportunity comes to acquire a major global brand, we won’t say no. Our fundamentals are strong—and with that, the sky’s the limit.”
