Rahul Chaudhary, CEO of CG Hospitality, belongs to the fourth generation of Nepal’s Chaudhary Group—a 140-year-old conglomerate with strong industrial roots in South Asia. Rahul began his personal journey in hospitality in 2006 during his university years in the U.S., taking on basic roles like dishwashing and floor cleaning while scouting investment opportunities.
From Five Hotels to a Global Footprint
Starting with five hotel investments, CG Hospitality has grown into a portfolio of 195 hotels across 12 countries, totaling over 12,000 keys in just 25 years. His first international deal in New York taught him valuable lessons despite challenges, reinforcing his instinct-driven approach to business.
The Origin of CG’s Hospitality Foray
CG’s hospitality arm was initiated by Rahul’s father, Binod Chaudhary, who began with investments in Sri Lanka and the Maldives in the late 1990s through a partnership with IHCL. That vision now includes 17 hotels across five to six countries under the IHCL portfolio.
Passion Over Glamour
Rahul took charge of the hospitality side while his elder brother managed operations in Nepal. He emphasizes that hospitality, while perceived as glamorous, is one of the most challenging industries due to its factory-like operations and varying market dynamics.
Expanding Through Concept Hospitality
A major milestone came with CG acquiring a stake in Concept Hospitality, known for its eco-friendly brand The Fern. Under CG, The Fern has grown from 24 to 120 operational hotels, with 38-40 more in the pipeline. The company opens around 25-30 hotels annually and partners with brands like IHCL, Marriott, Hilton, and Accor.
Investor, Developer, and Operator Model
CG Hospitality operates with a versatile model—it invests, develops, and operates properties. The company takes on management when suitable, or partners with other brands where strategic. Examples include Taj JLT in Dubai with IHCL and Fairmont properties in Kenya under Accor.
Strategic Alliance With Marriott
CG has recently partnered with Marriott International to integrate Fern-branded hotels into Marriott’s new Series by Marriott platform. Marriott will also invest strategically in Concept Hospitality. This gives Fern access to Marriott’s global tech and distribution platforms and sets the stage for expansion beyond India into Asia, the Middle East, Europe, and the U.S.
Targeting 700 Hotels by 2030
Rahul had earlier predicted reaching 200 hotels by 2025—a goal already achieved. Now, CG targets 650–700 hotels by 2030, including 500 Fern-branded hotels. The growth strategy is supported by changing consumer trends and rising travel demand post-pandemic.
Tapping Nepal’s Untapped Tourism Potential
Although CG originated in Nepal, tourism there remains underdeveloped. CG currently operates three IHCL-partnered hotels and two independent properties in Nepal. Rahul believes in the country’s tourism potential but acknowledges infrastructure and policy constraints.
Growth Grounded in Purpose and Adaptability
Rahul’s leadership emphasizes flexibility and continual reinvention. CG focuses on frontier and emerging markets, adapting its strategies to evolving opportunities and consumer behavior.
Global Perspective Rooted in Family Values
Rahul’s experience on Wall Street and in global financial hubs shaped his business mindset. Now based in Dubai, he leads CG Hospitality with operations rooted in South Asia, managing even New York properties from the region.
Balancing Family and Business
As a father of three, Rahul is learning to balance professional growth with personal life. With expanding teams across regions, he aims to focus on long-term strategies while maintaining core family values.
Focusing on Asia and the Middle East
Despite having properties in the U.S., CG’s growth is centered in Asia and the Middle East, which Rahul sees as key regions due to their population and travel potential.
Vision for the Future
Rahul’s ambition is not to replicate giants like Marriott but to create a lasting, meaningful brand that addresses underrepresented markets. He remains open to acquiring a major brand if the opportunity aligns.
Tackling the Talent Challenge
A major concern for Rahul is the talent gap in the region. He advocates for investing in training, cross-functional hiring, and development to retain talent, especially in markets like Nepal where outmigration is high.
Tourism as a National Priority
Rahul believes countries should treat tourism as a priority sector. He cites India’s improving infrastructure and applauds the Modi government’s development efforts as key reasons behind CG’s ongoing investment in the country.
CG’s Long-Term Outlook
CG Hospitality is positioning itself as a regional powerhouse with global aspirations. Its flexible model, strategic alliances, and dedication to purpose-driven growth underline its ambition to transition from a regional leader to a global hospitality player.
