After beginning his career in India, Dharmendra Agrawal now leads finance for Hyatt Hotels across East Africa. He shares how he has steered the business through headwinds and tailwinds by staying close to operations and building capable teams.
For Dharmendra Agrawal, the rhythm of life at Hyatt Hotels feels new each day. Even after nearly a decade at the hospitality chain, he still enjoys the daily routines. He often walks around the Hyatt Regency in Dar es Salaam, Tanzania, where he is based, and speaks to managers in different departments. Staying close to the hotel’s operations gives meaning to the numbers.
"I do the same thing again and again, and I still enjoy doing it. I'm talking to my people and reviewing the financials. I still get a kick out of finding new ways to improve margins. It's the kind of business where every day brings something new," he says.
As the area director of finance, Dharmendra is responsible for Hyatt Hotels in Kenya, Tanzania, Ethiopia, South Africa and Zimbabwe, Although his scope is regional, he is known for his attention to the finer points of the role. He regularly asks pointed questions about usage patterns and cost lines, insisting on understanding the logic behind numbers.
“The basics do not change. Whether it’s Tanzania or Kenya or India, finance has to be grounded in process and discipline. You must have your checks and controls, and you must have clarity. If the team does not understand what they are reporting, the numbers have no value,” he says.
Leading by example
That sense of clarity is something Dharmendra builds patiently in his teams. He recalls working with a junior staff member in Tanzania who showed strong potential. Over time, Dharmendra coached him through different roles, helping him build confidence and perspective. The team member now runs the department with minimal supervision as the finance manager.
“He had the hunger to grow, so we supported him and gave him opportunities. Now he’s running the department very well. Those are the stories that give you satisfaction,” he explains.
Dharmendra believes in leading by example. He holds regular one-on-one meetings with his team members, where he encourages open conversation. He also takes a hands-on role in staff training. As he sees it, every team member should know what to do and why they are doing it.
“If I walk into a hotel, I will look at the finance person and ask some small questions. ‘How is your F&B cost trending? What is happening with your electricity cost?’ If they know, I am happy. If they don't know, I ask why. And then we talk about how they can improve,” he says.
A different approach
Although Dharmendra is a sticker for control and consistency, the Covid-19 pandemic tested his resolve. With travel and events suspended, hotels across the world experienced a drastic drop in revenue. To stem the tide, Dharmendra created multiple cash flow scenarios while controlling costs and staying in close contact with regional and global offices. This eased his teams’ worries and created stability.
“Every week, we were reviewing the cash flows. We had to ensure we could meet our obligations. We looked at what was necessary and what could be postponed. And the team stayed motivated because we were transparent,” he says.
The pandemic also required him to make difficult decisions. The company had to lay some people off as it assessed its procurement procedures and shifted training online. Despite the challenges, Dharmendra remained calm. He believes the crisis proved how important it is to stay grounded.
“We had to make changes, but we did it carefully. We tried to keep the team informed every step of the way. That helped maintain trust. Even when things were uncertain, people felt supported,” he says.
Conquering new territory
Dharmendra grew up in India. After finishing high school, he visited a friend who claimed to be pursuing a chartered accountancy course. Dharmendra had outperformed this friend academically and found himself asking why he couldn’t do the same.
“It just came to my mind that if he can attempt this degree, which is considered very difficult in India, then I should try too. The chartered accountancy course is widely regarded as one of the most challenging professional qualifications in the world, known for its rigorous exams and low pass rates,” he says.
He began his career at Piccadilly Hotels before joining Hyatt in India. Later, he was transferred to Ethiopia and eventually Tanzania. Although the move required some adjustment, each experience reshaped the way he thought about leadership.
“I am proud of my roots. India gave me my foundation, and then I got opportunities to grow. Hyatt has supported me throughout, and I always tell my team, ‘Learn from every location’. Culture may change, but work ethic does not. That is what makes you dependable,” he says.
Dharmendra’s years in Tanzania were the precursor he needed before taking on regional leadership. He spent time setting up new processes and working closely with operations managers to refine reporting standards. He still draws on those experiences when supporting hotels across East Africa.
“Tanzania was a very important stage for me. I had more responsibility and more exposure to different types of hotels. We implemented changes that are still running today. It taught me how to balance global expectations with local realities,” he says.
Offering mentorship
Today, Dharmendra enjoys the climate and rhythm of life in Dar es Salaam, which reminds him of home. On weekends, he and his family often take long walks by the sea, a shared experience Dharmendra finds grounding.
“Tanzania has given me a very peaceful life. Those are the moments that help you reflect,” he says.
Over the years, Dharmendra has seen financial systems evolve. He has adapted each time, updated his knowledge and helped others keep pace.
“Every day I come to work, and I am happy to be here. I know what I am doing, and I know why it matters. That makes a big difference. If you enjoy your work, you will always find a way to do it better,” he says.
As he enters his 10th year at Hyatt, Dharmendra is keen to mentor others. He speaks often with younger colleagues about career growth, encouraging them to take on new challenges. What he finds most rewarding about his role is watching people rise.
“Some of my best experiences have been when a team member who was shy or unsure becomes confident. You see them talking to senior leaders, presenting their work, leading their department. That is very rewarding. More than numbers, that is what I remember,” he says.
