PEAKLIFE
11-Mar-2026
Sita Lekshmi, General Manager, Renaissance Bengaluru Race Course Hotel, reflects on mentorship, resilience and creating space for women to lead in hospitality.
Hospitality is as much about people as it is about places, and few understand this better than Sita Lekshmi, General Manager of the Renaissance Bengaluru Race Course Hotel. With over 18 years of experience and a forward-thinking approach, she leads with sharp business acumen—elevating brand experiences, nurturing emerging talent and fostering a culture of growth. In this conversation with PEAKLIFE, she speaks about overcoming self-doubt, empowering women in hospitality and the philosophy that continues to shape her journey.
1. Looking back, how would you describe your journey so far, and how has it shaped the leader you are today?
Advocacy and resiliency have shaped my path. I learned early on that principles are not situational because I was raised by a single mother who exemplified accountability. My compass became integrity. This foundation was strengthened over time by mentors and sponsors who believed in me and pushed me to develop. As a leader today, I work to emulate that kindness by establishing environments where people feel respected, empowered, and seen. This idea is reflected in the inclusive leadership practices at Renaissance Bengaluru Race Course Hotel, where diversity is integrated into hiring, mentoring, and team involvement rather than being an ideal.
2. Every person faces moments of doubt. What has been the biggest challenge in your journey, and how did you push through it?
Silencing self-doubt proved to be the most difficult task. Opportunities in the hotel industry frequently come before confidence. I overcame this by relying on mentorship and reminding myself that boldness and expertise go hand in hand. Every time I took on responsibilities in spite of my reluctance, I found strength I was unaware I possessed. Through programmes like Project Springboard, which aids in rebuilding confidence and reintegration paths, we enable associates returning from career gaps, drawing on this personal learning as well.
3. Was there a pivotal turning point in your career that changed the trajectory of your path as an entrepreneur?
Being given leadership responsibilities early in my career was a pivotal time. My path was changed by that trust, which taught me that being a leader is about taking initiative when necessary rather than waiting until you feel prepared. I now provide that same trust to up-and-coming professionals, making sure that women are given consideration for important positions through clear leadership pathways and organised succession planning.
4. What is one moment in your journey, professional or personal, that makes you pause and feel proud?
Every time a young professional I mentored assumes a leadership role, it makes me proud. It is so satisfying to see someone flourish and acquire confidence. From an organisational standpoint, I am equally proud that all of our female associates participated in our engagement survey, and 98% of them gave it a great rating.
5. What advice would you give to women who are building their careers?
Develop confidence while working tirelessly to increase expertise. Seek advice with courage and never compromise on morality. Keep in mind that sponsorship is important; sponsors promote, while mentors offer advice. Be in the company of people who will call your name while decisions are being made, and do the same for other people. In order to prepare women for more senior positions, we at Renaissance urge them to take advantage of programs like DLZ and EMBARK leadership training.
6. How are you consciously giving back to the next generation, especially young women?
I prioritise mentoring growing professionals, particularly women, to assist them in developing their abilities and confidence. In addition to one-on-one mentoring, I participate in business forums and academic institutions to broaden discussions around leadership preparedness. Women can flourish in the hotel because of programmes like the Women's Associate Network (WAN), organised growth plans, and prominent female leadership. In order to ensure that women are not just included but also visible, respected, and equipped to lead, advocacy is essential to my leadership style.
7. What is your success mantra?
My motto is simple: "Rise, and lift others as you rise." Success is determined by the impact you make, not by titles or awards. True success is when your personal growth opens doors for others to flourish. Initiatives like Project Pranita, which gives economically disadvantaged women job opportunities, and our Life on Time (LoT) Policy, which respects personal time and well-being in a 24/7 industry, are examples of how the hotel embodies this motto.
8. What excites you most about the future?
I'm excited about the future because it promises to make inclusivity the standard rather than the exception. In my career, I'm excited to create unique, human-centred hospitality experiences. For my part, I want to keep expanding possibilities for women while making sure that advancement is deliberate, steady, and long-lasting. My goal is to leave behind not only accomplishments but also avenues for people to boldly assume leadership roles, bolstered by rules that make diversity measurable and operational.
