21 June,2026 10:06 AM IST | Mumbai | Nasrin Modak Siddiqi
AVIK (L) and Anjan Chatterjee
Son on his own path
"As parents, our job is to provide a platform; the choice to pursue has to be theirs. Nobody pushed him [his son Avik] into the business. He explored other careers before finding his own way. Mad Bites, and later Harmless, taught him how to build something from scratch. Over time, I saw him evolve from someone with ideas into someone who could execute them."
A different lens
"I've always looked at the business from the ground up. He came in with an aerial view, questioned assumptions, challenged existing systems, and wasn't afraid to speak up when something wasn't working. He brought fresh energy with a sharp focus on what comes next."
The succession question:
"There wasn't a defining moment. It happened gradually. The results spoke for themselves. New concepts were working, existing brands were becoming more relevant, and the management team could see it. He became CEO not because he's my son, but because he earned it."
A people-first leader
"We always wanted our children to remain grounded. Hospitality is ultimately about people and happiness. What I admire most about him is his ability to connect with people, his curiosity, and the genuine attention he gives to those around him. That's what leadership is really about."
The paved path
"My first internship in accounts taught me one thing: this definitely wasn't for me. Around 2011, I launched Mad Bites, a late-night food delivery platform, before delivery apps became mainstream. My father gave me the freedom to build it, and while logistics eventually became our biggest challenge, it was my first real lesson in entrepreneurship."
Early lessons
"My sister and I grew up around business. My father would bring home audition tapes and unknowingly teach us marketing and consumer psychology. While I explored careers in football and music, I could see the potential in what my family had built. Mad Bites convinced me that hospitality was where I belonged."
Father's qualities
First, his ability to execute. While most people discuss solutions, he acts on them immediately. Second, his people skills. He has an extraordinary ability to connect with people from all walks of life. Third, his knowledge of food is remarkable. He uses food to build genuine relationships.
Biggest lesson from him
Don't build too many brands at once. Every brand needs attention and a leader who champions it as passionately as the founder.
Inherited food philosophy
Always go back to the core of the dish. There has to be a reason for a dish to exist beyond following trends.
Complementing each other
We've learned to understand each other's process. He's instinctive and decisive; I'm more analytical. Experience has taught us when to push, when to listen and when to trust each other.
Different strokes
He sees opportunities to create great brands and experiences. I focus on how those ideas can scale, create value and drive long-term growth. That's where our perspectives complement each other.
The accidental restaurateur
"I lost my father at 18, just as I was preparing to go to Cornell. Cream Centre was still in its early years, having been founded by my father after he moved to [then] Bombay post-Partition. At 19, I opened New Yorker in a space everyone considered unlucky and became one of the first people to introduce Mexican food in India. One of my earliest lessons came when I tried self-service, only to realise that customers wanted hospitality, not convenience."
Building brands
"In 1999, I co-founded Blue Foods and helped build brands like Bombay Blue, Noodle Bar, Spaghetti Kitchen, Gelato Italiano and Coffee Bean & Tea Leaf. We always planned to build, scale and eventually exit. When I stepped away in 2009, it reinforced an important lesson: success isn't permanent. Brands need constant reinvention and nurturing to stay relevant."
Keeping it in the family
"When I returned to focus on Cream Centre, I was clear that I wanted it to remain family-owned. Having experienced both independent and investor-led growth, I realised that rapid expansion can sometimes become the goal instead of building a great business. We chose the latter."
Staying relevant
"Opening a successful restaurant is difficult, but staying relevant for decades is even harder. Consumer expectations keep evolving, which means you can't rely on what worked 20 years ago. We've continuously reinvented ourselves, from the menu and design to the overall experience, while staying true to what Cream Centre stands for."
A legacy in the making
"Very few restaurants have lasted nearly 70 years, and continue to welcome multiple generations of diners. Seeing them share a meal under the same roof gives me joy. My dream is to see [son] Rishi take Cream Centre to its 100th year."
People first
"It gives me pride to watch people grow with us, some rising from utility roles to become chefs and leaders. For me, success isn't just about building restaurants; it's about helping people build better lives."
Advice for the next gen
"Don't get carried away by early success. It may look glamorous, but building a sustainable brand takes patience, discipline, and understanding the customer."
Coming into his own
"I always knew I wanted to be in business, but I wasn't sure the family business was my path. During college, I spent time observing meetings and learning the ropes. Over time, I appreciated the legacy my father had built, the goodwill around Cream Centre and the responsibility that came with it.
Built by example
"I admire my father's relentlessness the most. No matter the challenge, he shows up with the same energy and commitment. Equally inspiring is his people-first approach. He believes in spotting potential, investing in people and helping them grow. And then there's his work ethic. Even today, he's the first person in the office and one of the last to leave."
Shaping the future
"There are certain things I don't want to change. Cream Centre's identity as a premium family dining restaurant is part of its legacy. My goal is to build on that foundation and establish it as India's leading premium vegetarian family dining brand. To get there, we're investing in technology and exploring how AI can improve efficiency, consistency, decision-making."
The next growth engine
"I'm particularly excited about Ice Cream Works. Backed by strong products, clear positioning and constant innovation, the brand has tremendous potential."
What must never change
"I never want to lose the family-oriented culture my father built. Professionalism and scale are important, but so is ensuring people feel valued, heard and connected to the organisation. That's a legacy worth preserving."
The family calling
"There wasn't one grand announcement. It happened through experience. I remember leaving [son] Vishal in charge of a function with more than a 100 guests when I had to rush to the hospital for a friend. The next day, people called to tell me everything had been handled perfectly and that I hadn't been missed. That kind of feedback is the real certificate. It was the same at family events and weddings, where guests would tell me how well he looked after them. That's when I realised he was ready to take responsibility and to carry forward the family tradition of hospitality."
Values that define the legacy
"The values I passed on to my children are the same ones I inherited from my father and grandfather. The most important thing is treating people with the same respect you expect for yourself. The second is understanding the value of money, and the third is respecting your roots and heritage. More than teaching these values, we tried to demonstrate them. Hospitality is about making people feel valued, whether they are guests, employees or suppliers. That's what creates a lasting legacy."
What he's taught me
"Every generation brings a different perspective. I grew up with pen and paper; he grew up with technology. From digital ordering systems and modern accounting tools to biometric attendance and operational efficiencies, he's introduced changes that have made the business faster, smarter and more efficient, thereby improving the experience for guests and employees."
Proud beyond business
"What makes me happiest isn't the business itself but seeing my children embrace the values that came from their grandfather and great-grandfather. Money comes and goes, but a strong legacy is built on values. When I see Vishal and the next generation taking ownership of that responsibility, I feel confident that what we've built will continue long after us."
What I learn from him
"The first is his patience. He's calmer and more measured than I am when dealing with situations. The second is his ability to listen fully before responding, and finally, his comfort with technology. He embraces new tools and systems far more naturally than I do, and that's something I wish came more easily to me."
Start young
"Some of my earliest memories are of accompanying my father to restaurants, construction sites and new locations. He would take the time to explain what was happening and why it mattered, which sparked my curiosity from a young age. That mindset was reinforced at home. My mother also came from an entrepreneurial family, and both sides emphasised the values of hard work, entrepreneurship, and respect for money. Those lessons stayed with me long before I joined the business.
The family calling
"Joining the family business was never really a plan; it was what I always expected to do. Apart from the usual childhood fantasies of becoming an astronaut or joining the army, I never considered any real alternative path. I was constantly exposed to the world my family had built. By the age of 13, I was already working with my aunt at her restaurant in Singapore, where many of the values and lessons that guide me today were formed. Looking
back, those early experiences gave me a strong foundation and shaped my understanding of both the business and the responsibility that comes
with it."
The relationship principle
"A value that runs through our family is the importance of relationships. My father believes in nurturing them over the long term; whether with employees, partners, vendors or customers. He taught me that trust, mutual respect and creating value for everyone involved matter far more than short-term gains. That's a lesson that applies to life as well."
Values over traditions
"There's a difference between preserving traditions and preserving your ethos. Traditions can evolve with changing times, locations and customer expectations. Your ethos cannot. For us, values like sustainability and environmental responsibility remain constant, even if the way we express them differs from one property to another. The key is to stay rooted in your culture and principles while remaining open to change and innovation."
Playing to your strengths
"I admire my father's discipline, resilience, humility, and his ability to recognise his strengths and use them effectively to achieve his goals. He taught me that there is no single formula for success. Some people are early risers and highly successful, while others do their best work later in the day. What matters is understanding your own strengths and making the most of them."
Knowing he was ready
"Hospitality is a business where learning never stops. After completing his education in Switzerland and gaining experience through internships in the United States, my son returned with a broader perspective on the industry. What gave me confidence was the genuine interest he showed in every aspect of hotel operations. Over time, I watched him grow into the role, develop his own understanding of hospitality and take ownership of the business. That's when I knew he was ready for greater responsibility."
The values that matter
"The legacy I hope he carries forward is built on simple principles: attention to detail, consistency, a quality product, excellent service and making every guest feel valued. Hospitality is ultimately about creating memorable experiences. As an independent hotel company, we can't rely solely on systems and processes. We have to think differently, adapt constantly and always find ways to go the extra mile. That mindset is a part of our legacy."
A fresh perspective
"Every generation approaches hospitality differently, and that's a good thing. He brings a more contemporary perspective to the business and isn't afraid to question existing ways of doing things. What I appreciate is his analytical approach. He looks at every detail, asks the right questions and takes the time to understand issues before making decisions."
Proud as a father
"What makes me proud isn't just what he does, but how he does it. He approaches the business with dedication, seriousness and a strong eye for detail, qualities that are essential in hospitality." Most importantly, he respects what has been built before him while bringing his own ideas and vision for the future."
Starting strong
"I didn't want to join the business simply because it was the family legacy. I wanted to build my own experiences, work independently and develop my own perspective first. Over time, my connection with the industry deepened naturally. Legacy isn't something you inherit passively, it's something you build on. Today, I honour what my grandfather and father created while ensuring it remains relevant for a new generation."
Lessons that stayed with me
"At work, it is the importance of consistency and work ethics. My father has always led by example: he would never ask anyone to do something he wouldn't do himself. It sets the tone for everyone around him. In life, he's taught me to balance emotion with practicality. You can care deeply about people while still making clear-headed decisions. Above all, he's taught me humility and the importance of showing up every day. Hospitality is ultimately a people business, and if you take care of your people, they'll take care of your guests."
Evolving for the future
"Balance comes from understanding what is sacred and what needs to evolve. The warmth, consistency, family dining culture and old-school hospitality that define Gulmurg and Shalimar are non-negotiable. Our approach has been refinement rather than reinvention. We want to preserve the essence of what generations have loved while recognising that dining habits have changed."
True role model
"I admire his patience. He understands that the best things in hospitality - relationships, trust and reputation - take time to build. I tend to want results quickly, while he's always played the long game. Secondly, it is his ability to connect with people. He has a natural ease with everyone he meets and remains calm, generous and approachable even under pressure. I love his decisiveness. He has the confidence to assess a situation, make a decision and move forward without constantly second-guessing himself."
Learning from example
"My earliest memories aren't of the restaurants themselves, but of watching my father interact with people. Whether it was guests, staff, or vendors, he had a remarkable ability to make people feel valued and remembered. Watching him build relationships, solve problems, taught me that hospitality isn't just about food or service, it's about how you make people feel."
