Tête-à-Tea With Sachin Pabreja: Prasuk Jain On Turning Bold Ideas Into Brilliant Business Wins

Creativity may spark an idea, but it’s the rare few who can turn that spark into a thriving enterprise, and Prasuk Jain makes it feel effortless. As the Founder of Prasuk Jain Hospitality, he has built a reputation for transforming bold, unconventional concepts into commercially successful places that resonate with modern diners. His journey isn’t just about creating spaces; it’s about crafting experiences where design, detail, and business instinct meet in perfect harmony. In this conversation, he opens up about the delicate balance between imagination and strategy, and how he continues to redefine what inspired entrepreneurship looks like in today’s ever-evolving hospitality industry.

⁠1. How did your journey in the hospitality industry begin, and what inspired you to start your own ventures?

So this was technically the early stage of my career. I was just 18 when I started working as a consultant for an American company called Royal Indian Raj. I was consulting them for their India operations, where my role was to bring international brands to India. And when I say international brands, I mean names like Jack Nicklaus Golf Course, Yoo Designs International, Trump International, Oakwood, Choice Hotels, and the Best Western Group. While working on this, I was also studying the international hospitality market, observing trends, understanding consumer behaviour, and realising where India stood in comparison. That’s when it really hit me that India was ready for something new. The world was looking at India as a growing market for FDI investments, and I felt it was the perfect time to introduce fresh concepts that the country hadn’t seen before. Back then, entertainment in India was still at a very nascent stage; there was hardly any innovation in that space. So, for me, this period became a turning point. After that, I went to Australia to study AI in weather technology. The idea behind learning weather technology was simple. I wanted to come back and build my first snow park. I wanted to truly understand the process behind snowmaking because, as a young boy who had seen how expensive international snow technology was, I thought, Why not create it myself? That was the real beginning. From there, one thing led to another, and that’s how my journey in the entertainment and hospitality industry began. It opened up an entire world of possibilities, and since then, we’ve worked to completely redefine how India entertains and dines.

2. Was there a particular experience or mentor that shaped your approach to hospitality early on?

I believe hospitality isn’t a mentor-driven industry; it's a passion-driven one. If you look at most entrepreneurs or restaurateurs in this space, their journeys are rarely shaped by formal mentorship. It’s more about passion, instinct, and love for what they do. Even when you see the biggest names in the global hospitality scene, many of their children have naturally taken over the business, not because they were trained to, but because they grew up with that same passion. For me, my approach to hospitality has always been rooted in my love for cooking. I’ve always enjoyed being in the kitchen with my mom, experimenting with new dishes, learning different techniques, and understanding the warmth that comes with serving people. If there’s anyone I would truly call my mentor in hospitality, it would be my mom. She taught me patience, calmness, and the importance of being genuinely hospitable, values that, in my opinion, define real success in this industry.

3. Tell us about the philosophy that defines Prasuk Jain Hospitality.

The philosophy we follow at Prasuk Jain Hospitality is simple: we aim to redefine what entertainment and hospitality mean, especially for the Indian landscape of dining and socialising. Whether it’s concepts like Pink Wasabi, which brought a floral-inspired experience to the country, Amazonia, which set a new benchmark for concept dining, or The Game Palacio, which completely transformed how the world looks at family entertainment centres, each brand has pushed boundaries in its own way. It’s no longer just about playing or bowling; it’s about eating, drinking, partying, and playing all under one roof. Our philosophy is built around one belief: think different, be different, and the world will accept that difference beautifully as long as it connects with the larger audience and makes sense to the market. At the core of everything we do lies one goal: to entertain India. Whether through hospitality or entertainment, we want to create spaces where people feel joy, connection, and excitement. That’s why every one of our hospitality brands is designed as an experiential dining destination rather than just a restaurant. Each concept carries a story, a thought, and an element of creativity. Entertainment is the heart of what we do because, at the end of the day, we want our guests to smile and feel happy when they leave our spaces.

4. ⁠What makes each of your restaurant concepts unique in today’s competitive dining landscape?

Today, the restaurant and hospitality industry is so saturated that almost every idea you think of already exists in some form. So the real challenge is how to create something that truly stands out in such a competitive space. For us, the answer lies in building from real ideation, real inspiration, and a genuine understanding of what people enjoy and desire. We take those insights and turn them into tangible, real-life experiences. When you bring to life something people haven’t seen or felt before, it naturally creates curiosity and excitement. That sense of charm draws them in and keeps them coming back. This approach of curating spaces that offer a unique, experiential zone for guests is what sets us apart in today’s crowded market.

5. How do you strike a balance between creativity and commercial success in your ventures?

The idea behind our creativity, the force that’s written every new chapter for us, has always come from my personal experiences. My travels, my dreams, my inspirations, and my thought process have all played a big role in shaping our concepts. Every property we design is created in-house, right from the first sketch to the final detailing. This approach not only helps us maintain originality and avoid repetition but also ensures that every project carries our unique signature. We also execute all our projects through our in-house team, which allows us to strike a balance between creativity and commercial viability. By managing everything internally, we keep control over costs and prevent unnecessary overheads that often make projects expensive. We’re not focused on rapid expansion. Our goal is not to open the most restaurants but to create meaningful ones. Every project we take on is done with precision, passion, and purpose. Our aim is to build spaces that inspire, stand out, and bring genuine excitement to everyone who walks through our doors. That’s the real game plan for us.

6. ⁠Can you share the story behind the first restaurant you ever launched and the lessons it taught you?

Oh, this is one of my favourite stories, the one that truly shaped my journey and taught me what hospitality really means. The first restaurant I ever started was Barana. The name came from my grandfather’s first enterprise in India, Barana Enterprises, which was part of his work in a homemade ghee business in Madhya Pradesh. I wanted to honour that legacy, so Barana became the name of my first restaurant. Barana technically means 25 paise. There was just an idea and the word “bar” added to it, and that’s how my first hospitality venture was born. Barana was where I learned everything from scratch, how a kitchen and bar operate, the hierarchy within a team, how to plan menus, MRPs, and pricing, and how to handle the stress of an empty restaurant. It taught me what it takes to attract people, to host great nights, and to balance creativity with business. It was an incredible experience full of passion, excitement, and tough lessons. As I’ve said before, people often think the restaurant business is glamorous and easy because it’s all about name and fame. But the truth is, it’s one of the most challenging industries. If it doesn’t come from passion and innovation, it can break you completely. Barana did that for me; it broke me, but also rebuilt me. It pushed me to think differently, to create something more sustainable and engaging. That’s when the idea of combining dining with entertainment came to me, a space where people could not only eat and drink but also play and enjoy themselves. That thought eventually became The Game Palacio. So yes, Barana was my toughest teacher. It showed me how unpredictable this business can be, but it also set the foundation for everything I’ve built since then.

7. ⁠How involved are you personally in the menu curation, design, and guest experience of your spaces?

I would say 100%, because I’m personally involved in every aspect of the design and curation of a property. When you design a space yourself, you know exactly what you want to create, how you want the menus to look, what kind of guest experience you want to deliver, and how the flow of people should move through the space. Every detail matters. I’m not just involved in the design elements, but also in every single dish that’s served, the way the kitchen operates, the overall guest journey, and even the cocktail experience. I like to understand how people will interact with the space, what kind of mood and energy I want them to feel, and how the entire experience comes together seamlessly. So yes, I’m more than 100% involved when it comes to crafting a restaurant or designing a hospitality space. For me, it’s not just about aesthetics, it's about creating an experience that blends innovation, comfort, and emotion in a way that feels natural and memorable.

8. What new trends are you noticing in the Indian dining scene that excite you the most right now?

People have started to realise that the world is moving in a completely new direction when it comes to hospitality. The Indian dining scene today stands among some of the top cities in the world in terms of experience and concepts. It’s exciting to see how India is shaping a new chapter in hospitality and how people have understood that experiential dining has become the heart of it all. The creativity that Indian restaurateurs are bringing through food, design, ambience, menus, and cocktails is truly on par with global standards. However, I still feel that India, as a market, isn’t fully ready for international experiences yet. The mass audience hasn’t been completely exposed to global F&B culture, and that’s where we still have some catching up to do. Spending power also remains limited compared to international hospitality markets. While our talent pool and staff are incredible, we’re still falling short on a few parameters. That said, what’s really exciting is the kind of fresh ideas and bold concepts that are emerging across the country. With international chefs and brands entering India, and with growing interest in our food culture and traditions, India is beginning to attract more attention from global audiences. We may not yet be a full-fledged international hospitality destination, but the passion, energy, and innovation that restaurateurs are bringing to the table today are setting the stage for something truly extraordinary.

9. How do you see technology influencing hospitality, from reservations to guest engagement in the coming years?

There’s still so much the world hasn’t seen, and there’s a lot that India has yet to experience when it comes to technology in hospitality. We haven’t fully embraced AI or integrated fast, forward-thinking guest experiences and reservation systems into our ecosystem yet. Some of the best platforms in the world, like SevenRooms, are widely used across major markets such as Dubai, London, and the U.S., but that culture hasn’t taken root in India. The reason, I believe, is that the Indian market still values the human touch above everything else. Whether it’s a phone call or a personal visit, guests here feel their dining experience isn’t complete without that human connection. While the rest of the world is rapidly digitising, India continues to hold on to that emotional, people-driven side of hospitality, and that’s what makes it special. That said, we’re evolving. The industry is slowly adapting, and in the coming years, India will see a major shift in the way technology influences hospitality, from smarter reservation systems to more personalised guest engagement. The change may take time, but it’s inevitable, and when it happens, it will redefine how we experience dining and service in the country.

10. ⁠How do you approach brand creation when launching a new restaurant?

The approach to brand creation really begins the moment you start envisioning a new restaurant. It’s not something that happens after launch; it starts the day you begin designing the space. From the first sketch of the layout of the kitchen, you’re already shaping the identity and story of your brand. Every element from the concept and design to the menu and service is built on passion, innovation, and a clear sense of purpose. Today, there are countless tools and platforms that help build a brand, and the digital world plays a massive role in that process. Influencers, content creators, and social media have become some of the strongest drivers of visibility and reputation. They help spread the word, share experiences, and create organic conversations around a brand. But at the end of the day, true brand creation isn’t just about what you design, it's about what you deliver. It’s the experience you offer through your ambience, your food, your cocktails, and your service. Those are the four pillars of any successful hospitality brand. If you can consistently score an eight out of ten on each of those, brand building stops being a challenge, and it becomes a natural outcome of what you do right.

11. What challenges have you faced in scaling your operations while preserving the essence of each concept?

I think the biggest challenge in India today starts with real estate. In cities like Mumbai, Delhi, and Bangalore, real estate has become super expensive. The traditional thumb rule in the F&B business is that rent should ideally account for 12–15% of total revenue. However, this cost has now escalated to 20–25% or even more in some cases, making it one of the biggest and largest challenges faced by the hospitality and restaurant industry today. The second major challenge is manpower. Despite being one of the most populated countries in the world, we still struggle with finding skilled, trained, and educated manpower. The industry is growing rapidly, but the availability of qualified staff, whether in the kitchen or on the service floor, has not kept pace. Typically, manpower costs should fall within 12–18% of total revenue, but with new-age concepts and rising customer expectations, this has also increased to around 20–25%. So, real estate and manpower remain the two biggest challenges for the industry. Additionally, India as a market is still not ready to pay premium prices for premium experiences. Consumers expect 10-on-10 service, ambience, and food at a 3-on-10 price, which makes it difficult to maintain balance and profitability in the F&B ecosystem.

12. How do you cultivate and retain strong teams in such a fast-moving industry?

I believe the core ideology behind cultivating and retaining strong teams is that you don’t just create a team, you create a family. That’s something I truly believe in. I’m building a big family where every individual feels a sense of belonging and emotional connection to the company. As we work towards establishing one of the largest entertainment and hospitality chains in the country, I want every team member to feel that this company is theirs. When the company grows, we all grow together. When I make money, I make money for everyone, not just for myself. The moment your mindset shifts in this way, when you start believing in your people and entrust them with a sense of ownership, it becomes one of the easiest and most fulfilling parts of leadership.

⁠13. What does your typical day look like across your different ventures?

As for my typical day, I’m not an operations person. I’m more of an ideologist, a creator, and the inspiration behind the various ventures we’ve built. My day usually begins with thinking about new projects we’re working on or exploring fresh ideas and inspirations that come to me. I make sure to note them down. I focus on how to turn those ideas into tangible concepts that will shape the next chapter of our journey. A big part of my day also involves building relationships with people across the country, real estate developers, landlords, bankers, and teams, while working on marketing strategies that align with my vision. I constantly brainstorm new thoughts around marketing or operations and share them with the respective heads of departments so they can execute them effectively. This ensures that the quality, experience, and essence of what we’ve created remain intact, whether it’s on the first day of launch, the 365th day, or even the tenth year of operations.

14. ⁠How do you unwind or find inspiration outside of work?

I believe this is one of the biggest challenges everyone faces today, especially with the level of competition and the demanding pace of work, where a 16 to 18-hour work culture has become quite common in Indian businesses. For me, the only true way to unwind and find time for myself is by spending time with friends. They become my source of strength, inspiration, and joy. Another important outlet for me is travel. While most of my travel is work-related, I make it a point to extend those trips by a few days and turn them into a mix of work and leisure. It allows me to disconnect, recharge, and return to work with a fresh, renewed mindset.

15. ⁠Who or what keeps you motivated through difficult phases?

I have a very simple answer to this. The only person who has truly been my motivator, mentor, and guiding force through every difficult phase of my life is my mother. She has taught me the importance of staying calm and being patient, values I hold very close and apply whenever I face challenges. Whenever I encounter a difficult phase, instead of stressing over it, I prefer to write things down and look for a solution, because I believe every problem has one. And if a difficulty doesn’t have an immediate solution, I try to understand it, accept it, and move forward to the next challenge. To me, difficult phases are simply a part of life’s ongoing journey; they teach you, shape you, and prepare you for what comes next.

16. ⁠Can you let us in on any upcoming projects under Prasuk Jain Hospitality?

As a company today, we’re in one of our most exciting phases of expansion. We have plans to roughly open 40 new outlets in the next 24 months, out of which 27 are already signed. There are many new concepts, fresh ideas, and a lot of creative energy that we’re channelling into this space. Game Palacio alone will see 15 more outlets opening in the next 18 months. Alongside that, Game Ranch and Pokiddo are expanding as well. We’re also working on introducing several new concepts in the hospitality space, from authentic Italian and Sichuan dining to vibrant cafés, Mediterranean restaurants, rooftop venues, and even collaborations with international brands that we’re bringing to India. It’s a thrilling time for us as we continue to innovate and diversify within the industry.

17. ⁠What is your long-term vision for your brand over the next five years?

Looking ahead, our long-term vision for the next five years is to build an international brand that originates from India, a brand that represents India’s creativity and excellence in hospitality on the global stage. While most international chains are coming into India, we want to be one of the few Indian hospitality and entertainment brands that the world recognises and experiences. Game Palacio is set to be one of our flagship brands in this global journey. We are already in talks to finalise a few international deals. In the next two years, we aim to reach nearly 90 outlets across India, and within five years, we envision having 150 to 200 stores nationwide, along with a presence in at least five international markets.

18. ⁠If you could describe your journey in one word, what would it be, and why?

If I had to describe my journey in one word, it would be exciting. I say that because everything I do is filled with excitement from the projects we’re working on to the ideas we bring to life every day. When you hear about the kind of concepts and ventures we’re creating, you’ll understand why “exciting” fits perfectly. It truly defines my day-to-day journey and the energy that drives everything I do.