LEADERSHIP PERSPECTIVE NOTE: At HVS HOPE 2026 Conference in Goa, Sterling Holiday Resorts Limited outlined its roadmap for future growth and destination development, positioning itself as a purpose-driven brand focused on creating meaningful travel experiences for Indian travellers.
Speaking at the panel on Developments and New Models of Growth, Vikram Lalvani, Managing Director & CEO, Sterling Holiday Resorts Limited, emphasised that the company’s expansion philosophy is anchored in demand durability, circuit-led development and capital-efficient models,
“Let me set the context right for Sterling — we survived, revived and are now thriving, underscoring the brand’s resilience through industry disruptions and its evolution into a sharper, more purpose-driven hospitality company” said Lalvani,
“Scale without relevance is noise! Our growth is anchored in structural shifts in Indian travel behaviour — and in building formats that translate those shifts into durable demand and repeat intent. The blueprint of our expansions in the next 2-3 years is about connecting India through circuits and scaling with operational discipline” said Lalvani.
Sterling’s growth strategy begins with consumer purpose rather than geography. The company evaluates markets based on why people travel — faith, wellness, digital detox stays, sleep-focused retreats and nature-based programmes, family bonding, discovery and short drive-to breaks — and builds product formats around these motivations. This purpose-led underwriting has led to the development of interconnected regional circuits that allow travellers to combine leisure, spirituality, culture and nature within a single journey. “What-A-Trip and our circuit strategy are not marketing overlays; they are demand architecture tools. We don’t sell standalone stays — we design journeys that create repeat intent and reduce seasonality,” Lalvani noted.
Complementing this approach is Sterling’s Discoveries & Experiences (D&E) platform, which integrates local cuisine, culture, trails and partnerships into the guest journey. By embedding local DNA into the operating model, Sterling aims to convert emerging destinations into repeatable travel stories rather than one-time weekend escapes.
Backed by over 3,800 keys across 63 destinations spanning beaches, hills, wildlife, pilgrimage circuits and emerging regional markets, Sterling’s strength lies in its diversified portfolio, loyal repeat customer base, established vacation ownership legacy and proven ability to operate consistently across varied micro-markets. This operating depth enables the company to shape demand in new destinations rather than simply participate in it. On development models, Lalvani outlined an asset-right, conversion-led playbook designed to accelerate time-to-market while maintaining capital discipline. ““Conversions help set the velocity for the brands, and we got that with our model of being asset-smart but the phase where we are now focussed is Scale. Our objective is surely about rapid key addition, but also a risk-adjusted, owner-aligned expansion that strengthens portfolio resilience and long-term returns.”
Sterling’s entry into select city-oriented markets follows the same philosophy. Rather than pursuing pure urban inventory growth, the company targets multi-demand nodes — destinations where pilgrimage, healthcare, education and commerce intersect — while retaining its resort-style positioning and circuit connectivity.
Lalvani also underscored the importance of de-risking destination bets through structured validation, phased ramp-ups and outcome-linked partnerships. “We measure success as wealth creation for the owner, not just fee maximisation. Growth without discipline weakens both brand equity and long-term value.”
Central to Sterling’s strategy is its people-first culture, which emphasises local hiring, inclusive leadership and community participation. Many properties are managed by local teams, reinforcing authenticity while contributing to regional economic development. The company continues to deploy technology to personalise guest journeys and improve operational efficiency, while maintaining a strong human-centric service ethos.
