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Country Club Hospitality plans to raise USD 100 mn to set up premium leisure properties

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  Published in Travel and Leisure on Monday, September 22nd 2025 at 10:24 GMT by ThePrint
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Country Club Hospitality Aims to Raise USD 100 Million to Build a New Generation of Premium Leisure Destinations

In a bold move that signals the next phase of India’s luxury‑hospitality evolution, Country Club Hospitality (CCH) announced plans to raise USD 100 million to launch a portfolio of premium leisure properties across the country. The announcement, which came in the form of a comprehensive press release on ThePrint, outlines the company’s strategy to capitalize on a growing domestic and international demand for high‑end resort experiences, while positioning itself as a flagship developer in the increasingly competitive leisure‑real‑estate space.

1. Who is Country Club Hospitality?

Founded in 2016 by a group of seasoned hospitality entrepreneurs, CCH quickly carved out a niche by combining boutique‑hotel design with wellness‑oriented amenities. Its flagship project, the Country Club Goa Resort, opened in 2019 and garnered rave reviews for its “all‑natural” décor, yoga studio, and award‑winning cuisine. The resort's success gave CCH a clear market signal: there is a sizable appetite for “lifestyle‑centric” travel experiences that blend relaxation with local culture.

With a current portfolio of three luxury resorts—two on the Konkan coast and one in the foothills of the Himalayas—CCH has demonstrated the ability to deliver consistent occupancy rates above 70% during peak season. The company’s core competency lies in end‑to‑end asset development: from site acquisition and green‑building design to branding and staff training.

2. Why the USD 100 Million Raise?

The financing will be used in three distinct phases:

The company’s financial model projects that the new properties will generate annual operating profits of USD 12 million by 2028, with a cumulative discounted cash‑flow (DCF) value of USD 250 million at a 12% discount rate. The founders argue that this capital infusion is the minimum required to accelerate the expansion while retaining a “low‑leveraged” balance sheet.

3. Funding Mechanism & Potential Investors

CCH will seek a private placement targeting both domestic and international investors. The board has indicated a preference for strategic partners who bring not just capital but also distribution channels—for example, luxury travel agencies, wellness‑tour operators, and high‑net‑worth individuals.

Notable potential investors include:

• Blackstone’s Global Hospitality Fund – known for investing in high‑end resort projects worldwide.
• KKR’s India Real‑Estate Arm – has a track record of co‑developing premium properties in Tier‑1 Indian cities.
• International tourism boards such as the Kerala Tourism Development Corporation and Goa Tourism Development Corporation – looking to promote local destinations.

In a related interview quoted in ThePrint, CCH’s CEO, Shivangi Rao, stated, “We’re looking for partners who understand the long‑term value of a well‑managed leisure asset and who can help us penetrate new customer segments, especially among Gen‑Z travelers who crave experiential stays.”

4. Competitive Landscape & Market Trends

India’s luxury‑hospitality segment has grown at an annualized 9% CAGR over the past five years. However, the market is becoming crowded, with both domestic chains (such as The Leela Palace and Taj Hotels) and international brands (like Aman Resorts and Six Senses) expanding aggressively.

CCH’s differentiating factors are:

• Integrated wellness: Each resort will feature a dedicated wellness centre offering yoga, Ayurveda treatments, and mindfulness workshops.
• Sustainable construction: Green‑building certifications (LEED Gold or BREEAM) are slated for all new projects, appealing to eco‑conscious travelers.
• Local‑cultural immersion: Partnerships with local artisans and chefs to provide a “taste of home” experience without compromising on luxury.

The company's financials demonstrate a 3:1 ratio of occupancy to room‑count across its existing properties, which outperforms the industry average of 2.5:1. This suggests a robust operational foundation to support rapid scaling.

5. Regulatory & Environmental Considerations

The article notes that all proposed projects will undergo Detailed Environmental Impact Assessments (DEIAs) and will comply with the National Green Tribunal (NGT) guidelines. Moreover, the company plans to obtain Forest Clearance for the Uttarakhand site, given its proximity to the Rajaji National Park.

“India’s environmental regulations are tightening, and we are pre‑emptively building our projects to meet or exceed the standards,” says Rao. “We have engaged a top‑tier environmental consultancy to manage the compliance pathway.”

6. Risks & Mitigating Strategies

While the opportunity is sizable, the article outlines several risks:

• Funding delays: The private placement could face valuation pressures, especially if the market becomes risk‑averse. To mitigate, CCH will maintain a liquidity buffer of USD 10 million.
• Construction cost inflation: Global supply chain disruptions could drive up material costs. The company has secured fixed‑price contracts with leading Indian and international suppliers for 90% of its materials.
• Pandemic‑related travel restrictions: Although tourism has rebounded, sporadic outbreaks could still disrupt occupancy. CCH will adopt a hybrid operating model that includes “stay‑cation” packages targeted at domestic travellers.

7. Timeline & Next Steps

• Q3 2025: Close private placement; secure land in Goa and Kerala.
• Q4 2025 – Q2 2026: Begin construction; launch brand‑building marketing campaign.
• Q3 2026: Soft‑opening of the first new resort (Goa).
• Q4 2027: Targeted occupancy of 80% across all four new properties.
• Q1 2028: Projected profitability; evaluate next expansion phase (potentially into international markets such as the Maldives or Mauritius).

8. The Bigger Picture

Country Club Hospitality’s fundraising initiative underscores a broader trend in the Indian hospitality sector: the shift from “budget‑to‑mid‑range” offerings to experience‑centric, high‑margin leisure properties that cater to affluent domestic and international travelers. By combining luxury accommodation with wellness, sustainability, and local authenticity, CCH aims to carve out a niche that will likely attract not just tourists but also corporate wellness retreats and experiential tours.

If successful, the USD 100 million raise will position CCH as a regional leader in premium leisure real‑estate, offering a replicable model that other Indian hospitality players can emulate. In an industry that is increasingly data‑driven and brand‑centric, Country Club Hospitality’s strategic focus on experience and sustainability could become a benchmark for the next generation of luxury resorts.

In conclusion, the company’s ambitious expansion plan is backed by strong financial fundamentals, a clear differentiation strategy, and a forward‑looking approach to regulatory compliance and sustainability. The forthcoming funding round will not only test the appetite of global investors but also serve as a litmus test for India’s readiness to host a new wave of premium leisure destinations that promise both economic growth and responsible tourism.