Beyond the deal: Building value from the inside.
PwC set an uncompromising standard for rigor. It gave me opportunities to grow myself for the better.
Reflecting on your time at the firm, what makes you feel most proud?
Looking back at my 9.5 years at PwC, from Articleship to leading workstreams in Deals, my journey with PwC was more than just a career phase. It shaped how I think. What makes me most proud is the evolution of responsibility. Over time, I was trusted on complex transactions involving promoters, private equity funds, and leadership teams. That trust wasn’t built overnight - it was earned through preparation, ownership, and consistency. PwC gave me early exposure to high-stakes environments, and that accelerated maturity is something I value deeply even today.
Was there anyone or any moment during your time at PwC that left an indelible mark on you?
There wasn’t one single moment — it was a pattern. PwC set an uncompromising standard for rigour. It gave me opportunities to grow myself for the better. I remember being pushed to go beyond surface analysis — to challenge assumptions, understand business drivers, and anticipate investor questions before they were asked. That discipline of thinking two steps ahead fundamentally changed my approach to problem-solving. Another defining shift was moving from being the youngest person in the room to leading discussions with clients and investors. That lesson has stayed with me.
Tell us about what you’re doing right now personally/professionally?
I currently work in the CFO advisory profile at The Leela Palaces, Hotels and Resorts, leading Corporate Finance initiatives across Financial Planning and Analysis (FP&A), valuations, investor reporting, and strategic projects, including capital markets-related work. The shift from advisor to operator has been transformative. Earlier, I evaluated businesses from the outside; today, I help shape long-term capital allocation, asset strategy, and value creation from within. It has deepened my understanding of how financial decisions translate into operational outcomes.
What trends do you see shaping the hospitality sector’s financial strategy in the next five years?
Hospitality is becoming more institutional and capital disciplined. Over the next five years, I see:
- Greater focus on asset-right strategy - An optimal mix of asset-light and asset heavy based on the opportunity
- Expansion beyond traditional hotel models - The boundaries of hospitality are expanding including mixed-use resort developments, branded residences, wellness ecosystems, and experience platforms that generate diversified revenue streams and de-risk traditional operating models
- Increased participation from institutional and private equity capital
- Structured capital recycling and balance sheet optimisation
- Guest experience as a financial strategy - Experiences are monetised deep into the stay, from wellness ecosystems to elevated F&B, loyalty and personalised services turning brand engagement into recurring revenue and higher lifetime value
The sector is steadily transitioning from being viewed as cyclical to being positioned as a structured, institutional asset class.
What’s one finance book that changed your perspective?
The Psychology of Money - It reinforced that long-term outcomes are shaped more by behaviour and discipline than raw intelligence. That insight applies to all aspects of one’s personal and professional life.
What advice would you give to someone starting their career at PwC today?
Master the fundamentals. Ask 'why' behind every logic and number. Take ownership early. PwC is an extraordinary platform to jumpstart your career — If you are willing to give what is required, the exposure is unmatched. The intensity may feel demanding in the moment, but the compounding effect of that learning is invaluable.
