Balancing Profitability & Guest Experience
Tapnanshu Sharma
Chief Financial Officer
Sumi Yashshree Hotels & Resorts
Hospitality is a fast-paced industry where financial leadership is no longer just about balancing budgets. It’s about driving growth, innovation, and exceptional guest experiences. Tapnanshu Sharma, an accomplished finance professional with over 25 years of expertise, has redefined what it means to be a CFO in this space. As Chief Financial Officer at Sumi Yashshree Hotels & Resorts, Tapnanshu has evolved his role from traditional number-crunching to a strategic powerhouse, leveraging real-time data, predictive analytics, and customer-driven financial strategies. His focus extends beyond profitability. He ensures that financial decisions directly contribute to business expansion, operational efficiency, and brand positioning. With a track record at industry leaders like Mahindra Holidays, Summit Hotels & Resorts, and Sterling Holiday Resorts, Tapnanshu understands the financial complexities of hospitality. He specialises in budgeting, forecasting, cost management, and investment strategies, helping hotels and resorts streamline operations, improve margins, and stay competitive. What sets him apart is his data-driven, forward-thinking approach. By integrating new technologies, cross-department collaboration, and personalised financial solutions, he ensures that every financial decision not only strengthens the bottom line but also enhances guest satisfaction and brand value. His ability to translate financial insights into actionable business strategies makes him a key driver of growth in the hospitality sector. In this exclusive interview with TradeFlock, Tapnanshu discusses his work and how he bridges finance, strategy, and customer experience to shape the future of hospitality.
How is Sumi Yashshree Hotels & Resorts expanding revenue streams beyond room bookings for sustained profitability?
At Sumi Yashshree Hotels & Resorts, we believe that success in hospitality goes beyond just filling rooms. It’s about creating lasting experiences and unlocking new revenue streams. To stay ahead in an ever-evolving industry, we are strategically diversifying our offerings to ensure resilient, sustainable, and high-growth profitability. We have expanded into experiential hospitality and event hosting, transforming our spaces into vibrant venues for corporate gatherings, weddings, and exclusive retreats. Simultaneously, our F&B expansion is redefining dining experiences, attracting both guests and local patrons with signature culinary concepts. The rise in wellness tourism has fuelled our investment in spa treatments, wellness retreats, and holistic fitness programmes, catering to travellers seeking relaxation and rejuvenation. Additionally, corporate and group travel solutions are driving consistent revenue with customised business-friendly packages. From short-term rentals and vacation homes to loyalty programmes and ancillary services, we are building a robust, future-proof model that enhances both guest satisfaction and long-term profitability.
Which unconventional financial metrics should hospitality CFOs prioritise for long-term success?
To drive long-term success, hospitality CFOs must go beyond traditional metrics and focus on insightful financial indicators that shape profitability and guest experience. Revenue Per Available Customer (RevPAC) and Gross Operating Profit Per Available Room (GOPPAR) offer a clearer picture of financial performance, while Cost per Occupied Room ensures operational efficiency. Tracking Net Promoter Score (NPS) and guest satisfaction alongside financial data helps correlate service quality with profitability. Employee productivity, ancillary revenue contribution, and booking window metrics further refine strategy. By integrating these unconventional metrics, CFOs can make datadriven decisions that enhance growth, resilience, and guest loyalty in an evolving market.
CFOs must go beyond traditional metrics and focuson insightful financial indicators that shape profitability and guest experience
How do you strategically manage off-peak seasons to ensure financial stability in hospitality?
Managing off-peak seasons requires a proactive, data-driven approach to maintain revenue flow without compromising service quality. At Sumi Yashshree Hotels & Resorts, we leverage dynamic pricing and revenue management to optimise rates based on demand. Segmented marketing and tailored packages attract diverse customer groups, while loyalty programmes and discounted future stays ensure repeat business. Strategic cross-promotions, event hosting, and corporate partnerships help drive occupancy, while cost-effective operational adjustments maintain efficiency. Additionally, digital marketing, upselling, and cross-selling maximise guest spending. By diversifying revenue streams and leveraging technology, we ensure financial resilience and long-term sustainable growth, even during low seasons.
What is your financial vision for the company over the next five years?
My vision for the next five years is to establish financial resilience, agility, and innovation as the foundation of our business. By diversifying revenue streams, strengthening our balance sheet, and leveraging technology, we will drive sustainable profitability and long-term success. Through transparent financial stewardship and strong corporate governance, we will build a business that thrives in dynamic market conditions. Our focus on customercentric strategies, sustainability, and digital transformation will enhance guest experiences and brand loyalty. By fostering financial discipline and strategic investments, we will position the company as a leader in the evolving hospitality landscape, ensuring continued growth, profitability, and industry leadership.
Those experiences taught me how to stay calm under pressure, lead with purpose, and never lose sight of what truly matters. They’ve become the foundation of my leadership—rooted in resilience, clarity, and the belief that no obstacle is greater than the human spirit.
