After a successful stint that spanned many renovations, pop-ups, new additions and milestones for the property, Arnab Chatterjee, general manager, Taj Bengal, bids adieu to the city as he moves on to his new role in Gurugram. t2 spoke to the Calcutta boy for a farewell chat. Excerpts...

Looking back at your journey at Taj Bengal, what are some of the most memorable moments that will always stay with you?

The phased renovation plan and the execution of the same during my tenure was most memorable as we have been able to solve some of the long pending product issues. Starting from the new layout of the swimming pool, to the alfresco spaces created for Junction and Chinoiserie were most heartening and has created a niche during the winter months. Reimagining the Chambers, our private club and Club lounge, was the other product upgradation which will always be memorable. Since the opening of the hotel, Chambers and Club Lounge had never been upgraded and getting the opportunity to upgrade the product was a key learning.

Taj Bengal has been a landmark in Calcutta’s hospitality landscape. How do you feel you have contributed to its legacy during your tenure?

Taj Bengal has always been one of the front runners when it comes to defining Calcutta’s hospitality space. In the last three years, the city has seen an upswing in business and to take up the average rates for the hotel was key to develop the industry overall. Here, I would also like to thank my fellow colleagues in other luxury hotels in the city that they also responded to correct the rates which the city deserves.

I think, the next five years is key to the hospitality industry in Calcutta as many brands are planning to open newer hotels, including IHCL, and that has been possible as we have shown results.

What were some of the biggest challenges you faced as general manager in taj Bengal, and how did you overcome them?

At the hotel, my biggest challenge was the aging product, and I am most thankful to our senior management for their support to upgrade the overall hotel. The renovation of the Atrium Lobby was one such challenge we took over early this year. As the hotel was fully operational and IPL season was ongoing, we took over the challenge in starting our work. Immense amount of homework and on-ground execution was done by our engineering team along with projects to ensure guest comfort was not hampered at any given point in time. In five months, we were able to renovate one side of the lobby completely and the results are visible and seen by all.

Apart from the lobby renovation, we are currently upgrading our spa and salon and the main kitchen of the hotel. I am most grateful to all our patrons and guests who have always supported us during this upgradation work.

Calcutta has a unique cultural and emotional connect with Taj Bengal. How did the city’s character influence the way you led the hotel?

Being from the city, it was easy for me to mix in the cultural fervour of the city. At the hotel we have an evening ritual of chai adda with guests and all our guests quite like the concept and indulge in having tea, talk and enjoy jhal muri. I think it has been one of our unique offerings which was started by my predecessor and has successfully continued to increase guest engagement.

From a more emotional connect, the work which I have done in adopting one of the ghats on Hooghly river has been most heartening. I am extremely thankful to Syama Prasad Mookerjee Port and its current CMD for extending their support in adopting the ghat for our Paathya Project of preserving heritage, and also social responsibility of providing skill training to the neighbourhood. Recently, we have signed the MOU with the Port Trust and the final work has started at Chote Lal Ki Ghat near the flower market.

You’ve worked closely with teams across departments — what will you miss the most about working with the Taj Bengal family?

I think as Taj Bengal was my first job and I started my career here in the hotel, it was easy for me to build on the trust from all my colleagues. In the last few years we built a culture of collective thinking and this has been possible as the team members understand my way of working and trust the decisions taken.

The hospitality industry is constantly evolving. What innovations or changes during your tenure at Taj Bengal make you the proudest?

We have made huge progress in our system upgrades in last three years, including our property management systems, guest feedback capture, and pricing models. As the world moves towards Artificial Intelligence, IHCL has also made immense progress in the same field. Our pricing and forecasting model has moved on to an AI platform, which has helped in sharper decisions.

As you move on to lead Taj Gurugram, what learnings from Calcutta will you carry forward to your new role?

The management and leadership style which I work, and the learnings from my mentors will move on to Taj Gurugram also. Market segment in Gurugram is very different from Calcutta and the necessary changes to my leadership style would be made. As a leader you adopt to the change and make our leadership style more adaptive to the hotel in such markets.

If you had to describe Taj Bengal in just three words, what would they be — and why?

Timeless, elegant and luxury. I think these three words perfectly define Taj Bengal. The magnificent Atrium Lobby and artwork across the hotel give you the feel of elegance and timelessness. The luxury quotient comes from its product and service.

Finally, what parting note would you like to leave behind for your colleagues, guests, and well-wishers in Calcutta?

My journey at Taj Bengal has been truly memorable and thanks to the incredible team at the hotel and to all my guests and well wishers for their support and patronage. I leave with deep gratitude and fond memories of the city and our hotel.