In an industry where rapid expansion is often fuelled by external capital, Prajwal Lokesh has charted a different course. As the Founder and CEO of Lokesh Hospitality, he has built one of Bengaluru’s most recognised independent hospitality groups by focusing on sustainable growth, operational excellence and experience-led concepts. From reviving iconic establishments like Chin Lung and Kalinga to creating contemporary destinations that resonate with today’s consumers, Lokesh has successfully blended the city’s rich hospitality heritage with evolving dining preferences. In an exclusive conversation with Asmita Mukherjee, Prajwal Lokesh shares his insights on scaling a founder-led business.
What have been the key business principles and growth strategies that enabled this scale while remaining founder-led?
At the heart of our growth has been a simple belief: build businesses that people genuinely want to return to. We have never chased scale for the sake of expansion. Instead, our focus has always been on creating memorable guest experiences, maintaining strong operational discipline, and nurturing teams that take pride in hospitality. Being founder-led allows us to stay closely connected to every aspect of the business, from concept development to guest feedback. It gives us the flexibility to make long-term decisions that strengthen the brand rather than pursuing short-term gains. Every new venture is approached with patience and purpose, ensuring that growth never comes at the cost of quality, authenticity, or guest trust.
You have successfully revived iconic Bengaluru establishments such as Chin Lung and Kalinga while also building contemporary concepts. How do you identify opportunities that balance heritage with changing consumer preferences?
For us, heritage is not just about preserving a name; it’s about protecting the emotions and memories associated with it. Brands like Chin Lung and Kalinga have a deep connection with Bengaluru’s social and cultural fabric, and that responsibility is something we take seriously. At the same time, hospitality must evolve alongside changing lifestyles and expectations. We spend a lot of time understanding guest behaviour, travelling, observing global trends, and learning from different markets.
What trends are currently shaping Bengaluru’s food and beverage sector, and how is Lokesh Hospitality positioning itself to stay ahead?
Bengaluru’s dining landscape has matured significantly over the past decade. Guests today are looking beyond food and beverages; they seek experiences, authenticity, and a sense of connection with the brands they engage with. There is growing appreciation for craft beverages, locally inspired concepts, community-driven spaces, and venues with a strong identity. Consumers are more informed, more adventurous, and more selective than ever before. Our focus is on creating brands with distinct personalities and genuine stories rather than simply following trends. We listen closely to our guests, adapt where necessary, and continue investing in experiences that encourage people to stay longer, connect deeper, and keep coming back.
As a self-funded hospitality group, how do you approach investments in new properties and concepts?
Being self-funded instils a strong sense of discipline and accountability. Every investment must make sense not only financially but also strategically and culturally. When evaluating opportunities, we look beyond footfalls and real estate metrics. We assess the character of the neighbourhood, the long-term potential of the location, operational feasibility, and whether the property aligns with the vision of the concept we want to create. Most importantly, we ask ourselves whether the space has the potential to become a destination that people form an emotional connection with. Hospitality is a long-term business, and every investment decision reflects that philosophy.
Asmita.mukherjee@saffronsynergies.in
