Nupen Patel, the founder of K&K Hotel Group, has dedicated his life to the hospitality industry. Raised in Houston, Texas, he was immersed in the hotel business from an early age, learning firsthand the importance of hard work, reinvestment, and team-building. Since establishing K&K Hotel Group in 2008, Nupen has built a portfolio of IHG and Marriott properties, guided by his philosophy of “People | Process | Product.” His company thrives on attention to detail, passionate personnel, and cutting-edge operational strategies. Today, he shares insights into his mindset, work habits, and the lessons that have shaped his success.
What is your typical day, and how do you make it productive?
Every day starts early—often before sunrise—because I believe success favors the proactive. My mornings are spent reviewing key performance reports from our properties, checking occupancy rates, revenue figures, and guest satisfaction scores. I’m a firm believer in hands-on leadership, so I make it a priority to visit properties regularly, ensuring our team stays aligned with our standards. Productivity comes from structured time management and trusting my team to execute our vision. Delegation is key, but so is accountability.
How do you bring ideas to life?
The best ideas come from a blend of observation, experience, and calculated risk-taking. I keep a close eye on industry trends, talk to guests and associates, and constantly think about how we can enhance efficiency and the guest experience. Once I have an idea, I vet it with my team, gather input from those on the ground, and refine the concept before executing. I don’t believe in waiting for perfection—progress beats hesitation every time.
What’s one trend that excites you?
Technology-driven personalization in hospitality. Guests today expect more than a room; they want an experience tailored to their preferences. Whether it’s smart room controls, AI-driven concierge services, or seamless mobile check-ins, the future of hospitality is about making every stay feel unique without losing the human touch.
What is one habit that helps you be productive?
I plan my day the night before. Before I go to bed, I outline my top priorities for the next day. This ensures I wake up with a clear roadmap and don’t waste time figuring out what needs to be done.
What advice would you give your younger self?
Think bigger, sooner. In the early days, I was conservative with my expansion plans, but looking back, I would tell myself to trust my instincts and scale faster. Also, I’d remind myself that success isn’t just about working hard—it’s about working smart and building the right team.
Tell us something you believe almost nobody agrees with you on?
A great business isn’t built by cutting costs—it’s built by investing in people. Too many companies focus on reducing expenses instead of developing their teams. I firmly believe that investing in employees leads to better service, higher retention, and ultimately, a stronger bottom line.
What is the one thing you repeatedly do and recommend everyone else do?
Reinvest. Whether it’s in your business, your team, or your personal development, always put a portion of your earnings back into growth. Stagnation is the enemy of success.
When you feel overwhelmed or unfocused, what do you do?
I take a step back and get outside. A walk, even for 15 minutes, clears my mind and helps me refocus. I also remind myself to prioritize—sometimes, we feel overwhelmed because we’re trying to do everything at once instead of tackling what’s most important first.
What is one strategy that has helped you grow your business or advance in your career?
Building strong relationships. Hospitality is a people business, and success comes from partnerships—with employees, vendors, and guests. I make it a priority to foster trust and transparency in every relationship.
What is one failure in your career, how did you overcome it, and what lessons did you take away from it?
Early on, I underestimated the importance of operational technology in hotel management. I hesitated to invest in upgraded systems, thinking manual processes were fine. This led to inefficiencies and lost revenue. When I finally embraced automation and data-driven decision-making, I saw immediate improvements. Lesson learned: Adapt or get left behind.
What is one business idea you’re willing to give away to our readers?
A boutique hotel brand tailored for digital nomads. Remote work is booming, but most hotels aren’t designed for long-term stays that balance work and leisure. A hotel concept with built-in co-working spaces, networking events, and flexible living arrangements could thrive in today’s world.
What is one piece of software that helps you be productive? How do you use it?
Slack. It keeps my team connected across properties and allows for real-time communication without endless emails. Efficiency is everything in our industry, and Slack keeps us agile.
Do you have a favorite book or podcast you’ve gotten a ton of value from and why?
The Hard Thing About Hard Things by Ben Horowitz. It’s a raw and honest look at entrepreneurship, filled with real-world lessons about making tough decisions and leading a company through challenges. Every business owner should read it.
What’s a movie or series you recently enjoyed and why?
The Founder—the story of McDonald’s rise. It’s a great lesson in vision, execution, and scaling a business. While I don’t necessarily agree with every tactic used, it’s a fascinating study in how persistence and strategy can transform an industry.
Key learnings
- Reinvest in your business and people. The companies that grow are the ones that continuously put resources back into their teams and infrastructure.
- Adaptability is key to long-term success. Whether it’s new technology or evolving guest expectations, staying ahead of trends is crucial in hospitality.
- Strong relationships drive success. Business isn’t just about numbers—it’s about the people you trust and the teams you build.