NATIONAL REPORT – When I first met Mahavir and his brother,
Dev, they were preparing to develop their first new-build lifestyle hotel in
Gatlinburg, Tennessee—a market better known for pancake houses, Dolly Parton,
and rustic motels than cutting-edge hospitality. It wasn’t the typical setting
for a bold hospitality venture, but that’s what made it interesting.
These projects in the lifestyle space demand creativity,
foresight, and a nuanced understanding of hospitality’s evolving landscape.
While Mahavir and Dev may not have had years of experience in the lifestyle
space, they stood out in other ways. Despite being barely 30, they had an open
mind, a creative vision, and the grounded pragmatism of those who grew up in
the trenches of the hospitality business. They approached the project with
humility, a willingness to learn, and a clear determination to make their mark.
Their journey, like so many other second-generation Indian
American hotel owners, reflects a larger story of grit, innovation, and
evolution. Their father, Bobby, began his own path to hotel ownership after
moving from Mumbai to Tennessee in the 1980s. Determined to build a life in the
U.S., Bobby rolled up his sleeves and learned the hotel business from his
uncle, who owned an Econolodge.
Bobby started at the bottom, doing everything from
maintenance to housekeeping to front desk operations, before managing a
100-room Econolodge. In 1992, ready to invest in his first hotel and with his
first child, Mahavir, on the way, Bobby and his wife borrowed money from
family, moved into a single hotel room, and managed their independent motel
24/7.
Every dollar of profit went back to repaying their loan.
Over time, their one-room living arrangement behind the front desk grew to
three, as the business (and their family) slowly expanded. But Bobby’s story
wasn’t unique. What was happening in his corner of Tennessee—families pooling
resources, sharing responsibilities, and teaching the business to Indian
American families —was happening across the US. Today, Indian American families
own more than 55% of hotel rooms in the country. Yet, Indian American hoteliers
have rarely been recognized as innovators. Meanwhile, India has produced some
of the most visionary hospitality brands in the world—Taj, Oberoi, The
Leela—known for world-class service and guest centric innovation.
Still, Bobby didn’t want his kids in hotels. Like many Asian
American parents (and I can say this from personal experience), hotel ownership
was not part of the “golden trio” of careers—doctor, lawyer, engineer. Mahavir
initially set his sights on becoming a chef but pivoted to supply chain and
general contracting after realizing the odds were stacked against his culinary
dreams.
A construction internship at Blackberry Farm—a mere 30 miles
from his home, but a far cry from the Econolodges of his youth—changed
everything. At Blackberry Farm, Mahavir saw hospitality in a new
light—elevated, experiential, and rooted in storytelling. It wasn’t just about
heads in beds; it was about crafting something memorable. Mahavir was hooked
and decided he wanted to transform his family’s legacy.
When Mahavir announced his plans to take over the family
business, Bobby had one piece of firm advice: “Don’t.”
Despite the resistance, Mahavir left his salaried position
and shadowed his father for a year, absorbing every detail of the business. His
brother, Dev, soon followed in his footsteps. Slowly, they earned the trust of
their family, implementing standardized procedures, revenue management
strategies, and accounting systems to build a stronger, more profitable
portfolio. But the brothers had bigger ambitions than optimizing operations.
Mahavir’s experience at Blackberry Farm and their proximity to markets like
Nashville and Asheville convinced them that Gatlinburg and Pigeon Forge in
Tennessee were ready for a hospitality renaissance.
Mahavir and Dev divested properties that didn’t fit their
vision and converted two motels into lifestyle hotels: The Historic Rocky
Waters Inn, a 36-room boutique property in Gatlinburg that opened in 2024, and The
Wayback, a Tribute Portfolio hotel in Pigeon Forge, a 134-room reimagined
motel, which was recently named one of Time Magazine’s Top 100 Places to Visit
in 2024.
This accolade wasn’t just validation of their hard work; it
was proof that even traditionally overlooked markets could elevate their
offerings. They’ve also recognized the value of partnering with global brands
like Small Luxury Hotels of the World and Tribute Portfolio for sales and
marketing to amplify visibility. At the same time, they understand the
importance of maintaining a balanced portfolio. They’re developing a Home2
Suites in Gatlinburg, enhancing it with a resort-style pool to cater to the families
who visit the area repeatedly. By balancing lifestyle and premium
select-service hotels, they’re ensuring long-term resilience while addressing
multiple market needs.
When I met Mahavir and Dev two years ago, they were already
planning The Scoundrel, a new build Tribute Portfolio hotel in Gatlinburg—a
bold step for a market previously defined by limited-service properties.
Alongside this, they launched their boutique investment
company, Aatmos—a boutique investment house that owns, develops and manages its
properties. The name itself is a reflection of their approach. Inspired by
“aatma,” the Hindi word for soul, and “ethos,” the characteristic spirit of a
culture, Aatmos is built on the idea of connecting the heart of a destination
with authentic expressions of its essence to bring elevated hotel experiences
to life.
I joked that the grandchildren both Mahavir and Dev had when
I met them were a distraction tactic to keep their parents busy while they
reimagined the Aatmos portfolio, and Mahavir laughed. But in reality, they
weren’t just reimagining a portfolio—they were helping shape the next chapter
of Indian American hotel ownership.
For too long, Indian American hotel owners have been
pigeonholed as “Super 8 operators,” a lazy and inaccurate oversimplification
that fails to recognize their innovation, success and contributions to the
American hotel industry. Families like theirs are redefining what it means to be
a hotelier, proving that they are not just operators but visionaries.
Mahavir and Dev are part of the next generation proving that
hoteliers aren’t defined by brand categories or outdated perceptions—but by
vision, adaptability, and the ability to create meaningful guest experiences.
They’re blending financial discipline with bold creativity, taking the
pragmatism that built their families’ success and applying it to a new era of
hospitality. And they’re not alone.
We’re working with more and more second-generation
families—owners who are ready to evolve, rethink their strategies, and push
beyond traditional hotel models. They see the opportunity to create something
different, and they’re embracing it with the same drive that built their
families’ success in the first place.
This isn’t just an Indian American success story—it’s a
hospitality success story. And it’s only just beginning.
Contributed by Yvette Jong, principal, Craft House
consulting, New York City
The views and opinions expressed in this content do not necessarily reflect the opinions of Hotel Investment Today by Northstar or Northstar Travel Group and its affiliated companies.