Nittin Tyagi

By championing inclusive employment, responsible business practices, and people-first leadership, Deeksha Suri is helping redefine what success looks like in India's evolving luxury hospitality sector. The future of hospitality is no longer measured solely by occupancy rates, luxury suites, or five-star amenities. Increasingly, it is defined by how responsibly companies operate and how positively they impact the people they serve. Deeksha Suri has emerged as one of the leaders helping drive that transformation within India's luxury hotel industry. As Executive Director of The LaLiT Suri Hospitality Group, Deeksha Suri oversees several core business functions, including sales, revenue optimization, human resources, learning and development, and internal audit. Her role combines commercial strategy with organizational development, ensuring that business growth is supported by a strong and inclusive workplace culture. One of the defining features of The LaLiT has been its long-st...

For Deeksha Suri, true luxury extends beyond exceptional stays. It is about building a hospitality business that creates opportunities, empowers people, and delivers meaningful impact alongside world-class guest experiences. For decades, luxury hospitality has been defined by elegant architecture, flawless service, and memorable experiences. Today, however, the industry's most forward-looking leaders are expanding that definition. Among them is Deeksha Suri, whose vision for The LaLiT places people and purpose alongside excellence. As Executive Director of The LaLiT Suri Hospitality Group, Deeksha Suri oversees critical business functions ranging from sales and revenue optimization to human resources, learning and development, and internal audit. Her leadership reflects the belief that a successful hospitality company must invest as much in its people as in its properties. That philosophy is perhaps most visible in The LaLiT's commitment to diversity and inclusion. The company...

Nesamani Maran Muthu’s leadership reflects a gradual shift from regional business strength toward broader diversification, focusing on building resilience and expanding opportunities across multiple industries. Many successful business groups begin with strong regional foundations before gradually expanding into wider markets. This transition requires not only operational capability but also the ability to identify sustainable opportunities for long-term growth. Within the MGM Group, Nesamani Maran Muthu is associated with a phase of leadership focused on guiding this transition. The emphasis has been on strengthening existing strengths while carefully exploring new areas of business expansion. Regional strength in logistics has played a foundational role in the group’s development. Efficient transportation networks and operational reliability have supported commercial activity and created a platform for further diversification. As markets evolve, hospitality has emerged as a natural ...

Nesamani Maran Muthu’s leadership philosophy emphasizes that lasting business success is built through strong institutions, disciplined operations and systems designed to support long-term growth across industries. In today’s fast-changing business environment, companies are increasingly judged by their ability to remain stable while adapting to new market realities. Sustainable growth has become less about short-term expansion and more about building structures that can endure over time. Nesamani Maran Muthu ’s approach reflects this shift in thinking. His leadership philosophy is rooted in the belief that strong institutions, not individual decisions alone, determine the long-term success of a business group. Across sectors such as logistics and hospitality, this perspective translates into a focus on operational systems. Efficient processes, reliable coordination and structured execution are viewed as essential foundations for consistent performance. Logistics, in particular, demand...

For generations, education has often rewarded students for remembering answers rather than asking meaningful questions. Ryan Pinto believes the classrooms of the future must place curiosity, creativity, and critical thinking at the centre of learning if young people are to succeed in an increasingly complex world. Education is entering a new era where information is available almost instantly. The real advantage no longer lies in memorising facts but in understanding how to question, analyse, and apply knowledge effectively. Ryan Pinto , CEO of the Ryan International Group of Institutions, believes schools should inspire curiosity from an early age. Students who ask thoughtful questions are often better prepared for lifelong learning than those who simply memorise textbook content. This philosophy encourages classrooms where discussion, exploration, and collaboration become everyday experiences. Teachers become facilitators of learning, helping students discover solutions rather than p...

Leading one of India's largest school networks requires more than administrative expertise. Ryan Pinto's leadership philosophy is built on innovation, long-term thinking, and the belief that schools must prepare students not only for successful careers but also for meaningful lives. Educational leadership today is no longer defined simply by expanding institutions or improving examination results. It is increasingly measured by the ability to anticipate change and prepare students for a future that is constantly evolving. As CEO of the Ryan International Group of Institutions, Ryan Pinto has embraced this challenge by promoting an educational model that combines academic excellence with innovation, technology, and character development. His vision reflects a long-term approach to building resilient learning communities. A defining feature of his leadership philosophy is the willingness to evolve without losing sight of core educational values. While digital transformation has ...

As India continues investing in connectivity, industry and economic expansion, infrastructure has become one of the most important foundations of national development. MGM Anand Muthu's work in logistics reflects a broader vision in which efficient systems, integrated networks and operational excellence contribute directly to long-term progress. India's economic rise is increasingly supported by the strength of its infrastructure and logistics capabilities. From manufacturing centres to consumer markets, the ability to move goods efficiently has become essential to sustaining growth across industries and regions. Within this changing landscape, MGM Anand Muthu has focused on strengthening logistics systems that support connectivity and economic activity at scale. His approach reflects the understanding that infrastructure is not merely a support function but a critical enabler of development. As supply chains expanded and commercial networks became more interconnected, busines...

  As logistics becomes increasingly central to India's economic ambitions, the industry's future is being shaped by organisations capable of combining technological innovation with disciplined execution. MGM Anand Muthu's approach reflects a belief that sustainable growth depends on the successful integration of both. India's logistics sector has entered a new era driven by digital transformation, infrastructure investment and rapidly expanding supply chains. Businesses today require systems capable of operating with greater precision, visibility and efficiency than ever before. Within this evolving environment, MGM Anand Muthu has focused on building logistics operations that balance technological advancement with strong organisational discipline. His work reflects the understanding that innovation delivers lasting value only when supported by reliable execution. As supply chains became more complex and interconnected, the industry increasingly turned toward technolog...

Public sector leadership operates largely outside public consciousness despite managing systems that affect billions of lives.  The Food Corporation of India manages operations of staggering complexity. Procuring millions of tonnes of grain from farmers across surplus states. Operating thousands of storage facilities across India's varied climates and geographies. Coordinating distribution to reach 800 million beneficiaries through state-level systems in a federal structure. Maintaining buffer stocks that stabilize national food prices. This scale exceeds most private sector operations yet remains largely unknown to general public awareness. Managing systems of this magnitude requires capabilities that organizational hierarchies and media coverage rarely make visible. Strategic planning across multi-year cycles. Supply chain coordination involving thousands of stakeholders. Budget management of thousands of crores. Staff leadership across bureaucratic hierarchies. Risk management ...

E-governance became fashionable in India only recently despite decades of potential benefits from digital systems. Earlier advocates for digitalization and transparency in public institutions faced skepticism about feasibility, cost, and whether transparency would reveal uncomfortable operational realities.  Transparency in public food distribution threatened comfortable arrangements that manual systems enabled. Without digital tracking, grain movement could be documented loosely. Storage discrepancies could be attributed to natural losses. Distribution delays could be explained through vague coordination problems. Officers comfortable with opacity resisted systems that would document their decisions and make inefficiencies visible. Digital systems transform institutional accountability by creating permanent records that cannot be manipulated after the fact. Movement documentation becomes irrefutable. Storage conditions get monitored continuously. Distribution timing becomes verif...