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Hind Management is rolling out a third-party hotel operating business, expanding beyond its own portfolio after proving its operational model at Novotel Christchurch Airport.
Founder and chief executive Sudesh Jhunjhnuwala says the move was the product of years of work rather than a single overnight decision. “We spent more than two decades building the expertise, systems and operational capability that have made our own hotels successful,” he says. “Novotel Christchurch Airport was the first time we proved that capability outside our own portfolio, delivering strong commercial results under Accor brand standards. The interest we’ve had off the back of that result is what’s driving us to formalise the offering now, rather than treat it as a one-off.”
Sudesh says “Our focus is on identifying opportunities where we can add long-term value through our operational expertise and proven track record. We’re taking a disciplined approach to growth rather than targeting any one region, and we’re open to opportunities throughout the country including Wellington and the wider lower North island, Australia, Southeast Asia, and the Pacific Islands. As we build the third-party operating business, we’ll continue to assess opportunities that align with our values, operating model and long-term growth strategy.”
On how the commercial arrangements work, Sudesh says the structure is built around positioning incentives with owners. “Our commercial model is built around a management fee structure, with elements tied to performance so our incentives are aligned with the owner’s,” he says. “The specific terms are agreed individually with each owner based on the asset and scope of work.”
He points to a distinction between Hind’s approach and that of major international groups. “Major Hotel Brands differ in that they typically operate hotel management agreements (HMAs),” he says. “Regionally these groups are transitioning towards Franchise agreements which creates an opportunity for TPO management companies like Hind Management to successfully maximise for asset owners. The fee structures differ from HMAs due to the structure of Franchise agreements. Essentially a hotel asset owner gets the benefit of a high-profile brand and the accompanying benefits of wider distribution and then contracts the expertise of an operator focused on operational efficiency.”
As for who is leading the division, Sudesh says no new senior hires had been made specifically for the launch. “The new model is being led by Hind Management’s existing leadership team, drawing on the depth of experience already within the organisation,” he says. “It’s built on more than 25 years of hotel ownership, development and operational expertise, so rather than creating a separate team, we’re using the proven systems, processes and people already embedded across our portfolio. That experience speaks for itself: we were named Allied Operator of the Year at the 2023 NZ Tourism Awards and Employer of Choice in 2025, recognition that reflects sustained performance rather than a one-off result. As the business grows, we’ll continue to invest in capability where needed, but this launch is backed by an experienced team with a genuine track record.”
With more than 650 staff across eight hotels, Sudesh says “That knowledge transfers through the systems and people we put behind every property, not just through head office,”
“Our centralised team of more than 40 specialists across revenue management, sales, marketing, finance and procurement works directly with on-property teams, so the standards that have made our own hotels successful are built into how every managed asset operates day to day, not just advised on remotely.”
