Crafting Culinary Experiences: An Interview with Prajwal Lokesh, Visionary Behind Chin Lung and Kalinga

An Exclusive Interview with Mr. Prajwal Lokesh, Founder & Managing Director behind Chin Lung, Kalinga, Botany Brew & Kitchen, and Native

In this exclusive interview, we speak with Mr. Prajwal Lokesh, the visionary Founder and Managing Director behind renowned culinary ventures such as Chin Lung, Kalinga, Botany Brew & Kitchen, and Native.

With a passion for innovative dining experiences, Prajwal shares insights into his journey, the inspiration behind his brands, and his vision for the future of the food industry.

What motivated you to start multiple ventures like Chin Lung, Kalinga, Botany Brew & Kitchen, Native, and Sozo Skyline?

Prajwal Lokesh: My motivation stems from a profound love for Bengaluru’s hospitality heritage and a vision to elevate it without losing its soul. Growing up in this city, I witnessed iconic bars and restaurants that defined our culture, and I felt a responsibility to preserve and modernize them for future generations.

What many people don’t realize is that we’re operating in one of India’s most dynamic F&B markets. Bengaluru is currently home to more than 70 microbreweries and over a thousand watering holes, earning its status as the country’s undisputed capital of craft beer.

But within this competitive landscape, I saw an opportunity to create something different – brands that honor our heritage while setting new standards.

Each venture represents a different facet of Bengaluru’s identity. Chinlung and Kalinga are about reviving legendary brands that were part of our city’s DNA – breathing new life into concepts that shaped our drinking culture.

Botany Brew & Kitchen and Sozo Skyline showcase how we can create world-class experiences rooted in local culture, while Native celebrates our traditional flavors in contemporary formats.

This isn’t just about building multiple businesses; it’s about creating a comprehensive ecosystem that honors our past while embracing our future.

When you’re part of an industry that’s experiencing such rapid growth – India’s food and beverage output is forecast to grow more than nine percent by 2025 – you have a responsibility to ensure that growth is meaningful and culturally authentic.

How do you approach the challenge of maintaining a unique identity for each of your establishments?

Prajwal Lokesh: In a city with over a thousand watering holes, differentiation isn’t just important – it’s survival. Each of our brands has its own story, its own purpose, and its own community. My approach is rooted in understanding what made these places special in the first place.

For heritage brands like Kalinga, it’s about respecting the 35-year legacy while making it relevant for today’s patrons.

I spend considerable time understanding the original clientele, the rituals, the memories associated with these spaces. For new concepts like Botany, positioned on the 18th floor overlooking Cubbon Park, it’s about creating something entirely fresh yet distinctly Bengaluru.

The key is being deeply involved in every aspect – from menu curation to interior design to staff training. Each location has its own character, its own rituals, and its own way of connecting with guests. We don’t use cookie-cutter approaches because authenticity can’t be mass-produced.

Full Service Restaurants dominate the Indian restaurant industry, commanding approximately 32% market share in 2024, driven by increasing willingness of Indian consumers to explore diverse culinary experiences and authentic regional cuisines.

This trend validates our approach of creating unique, culturally-rooted experiences rather than generic concepts.

How do you stay ahead of trends in the food and beverage industry, and how do you incorporate them into your brands?

Prajwal Lokesh: I don’t chase trends – I focus on understanding fundamental shifts in consumer behavior and cultural evolution. My international education and exposure to global markets help me understand what’s happening worldwide, but I filter everything through the lens of local culture and genuine guest needs.

The craft beer revolution is a perfect example. Popular microbreweries like Toit serve about 2,000 mugs of beer on a typical weekend, which shows the scale of demand for quality craft brewing.

But rather than simply following this trend, we positioned Chinlung as brewery-driven resto-bars that retain the soulful charm of old-Bangalore watering holes – combining the craft beer trend with heritage preservation.

Similarly, the rise of experiential dining shaped Botany’s concept. We didn’t just create another rooftop bar; we crafted an experience that showcases Bengaluru’s skyline while serving globally curated cuisine from sushi to curd rice and halwa.

What’s particularly exciting is that we’re operating in a market where on-trade consumption is expected to grow at a CAGR of 7.6% between 2025 and 2034 due to rising consumption of alcoholic beverages. This growth gives us the confidence to innovate while staying true to our cultural roots.

What is your vision for the future of your brands, and how do you plan to expand or evolve them?

Prajwal Lokesh: My vision is ambitious yet grounded: to create a legacy that makes Bengaluru proud while contributing meaningfully to India’s hospitality evolution.

We’re operating in an industry that’s projected to be worth US$ 691.47 billion by 2030, growing at a CAGR of 11.05%, which presents incredible opportunities for thoughtful expansion.

However, I’m not interested in rapid expansion for its own sake. We’ve achieved 4000% growth over nine years without external funding precisely because we prioritize sustainable, strategic growth over vanity metrics.

Currently, we’re focusing on deepening our roots in Bengaluru – strengthening our central teams, standardizing processes, and integrating technology to ensure operational excellence.

The food processing sector is identified as a sunrise sector with projected size of $535 billion by 2025-26, and we want to be part of this growth story. But our expansion will always be strategic – we’ll only enter markets where we can maintain our cultural authenticity and operational standards.

My goal isn’t to become the biggest F&B group in India; it’s to become the most respected one that successfully balances heritage preservation with contemporary innovation. We’re building something that will outlast market cycles and continue to define Bengaluru’s hospitality identity for generations.

How do you foster a positive company culture among your teams across different locations?

Prajwal Lokesh: Building culture across 650+ employees requires intentional effort and authentic leadership. Our core value is hometown pride – every team member understands that they’re not just serving food and drinks; they’re ambassadors of Bengaluru’s hospitality culture.

I spend significant time at each location, not just managing but genuinely connecting with the team. This hands-on approach becomes more critical as we scale.

When you’re part of an industry where commercial foodservice holds 77.8% market share due to growing demand from businesses, offices, and institutions, maintaining personal connections becomes both challenging and essential.

We have regular training programs, cross-location exchanges, and celebrations of local festivals and achievements.

Most importantly, I believe in promoting from within and creating genuine growth opportunities. When people see a future with us, they invest in our shared vision of elevating Bengaluru’s hospitality scene.

The key is making every team member feel like they’re part of something bigger than just a job. We’re not just running restaurants; we’re preserving and evolving a culture. This sense of purpose creates engagement that goes beyond typical employee satisfaction metrics.

How do you balance the creative aspects of running a restaurant or café with the operational and financial responsibilities?

Prajwal Lokesh: The creative and operational sides aren’t separate entities – they’re interconnected elements of a holistic hospitality experience.

A beautiful cocktail menu means nothing if we can’t execute it consistently across multiple locations, and operational efficiency means nothing if we’re not creating memorable experiences.

In an industry where margins are notoriously thin, this balance becomes crucial. We’ve maintained financial discipline while achieving 4000% growth because we understand that creativity must be sustainable.

Every creative decision – from menu development to interior design – is evaluated through the lens of operational feasibility and financial viability.

I maintain this balance by being deeply involved in both aspects. I’m present for menu tastings and also review P&L statements regularly. I design guest experiences and also oversee supply chain management. This hands-on approach ensures that creative decisions are grounded in operational reality.

The fact that we’ve grown from 23 to 650+ employees without external funding demonstrates that this balance is achievable. We reinvest profits thoughtfully, maintain strict cost controls, and never compromise on quality or guest experience for short-term financial gains.

What advice would you give to aspiring entrepreneurs looking to enter the food and beverage industry?

Prajwal Lokesh: First, understand that this industry is fundamentally about genuine hospitality, not just business metrics. If you’re not passionate about creating memorable experiences for people, find another industry.

The statistics are encouraging – the Indian Food and Beverages Market is expected to reach nearly US$ 691.47 billion by 2030 – but success requires more than market opportunity.

Second, start small and perfect your craft. We began with one outlet and grew organically. There’s no substitute for understanding every aspect of operations, from procurement to customer service.

In a city with more than 70 microbreweries and over a thousand watering holes, only those who truly understand their craft will survive.

Third, know your market intimately. Don’t try to replicate what works elsewhere without understanding local culture and preferences.

The fact that consumers are increasingly willing to explore diverse culinary experiences and authentic regional cuisines means there’s opportunity for those who can authentically represent their cultural heritage.

Fourth, maintain financial discipline from day one. This industry has thin margins, and many promising ventures fail due to poor financial management. We’ve achieved our growth without external funding because we reinvest profits strategically and maintain operational efficiency.

Most importantly, be prepared to work harder than you’ve ever worked. I’m still present in day-to-day operations after nine years because excellence requires constant attention.

If you’re looking for passive income, this isn’t the right industry. But if you’re passionate about hospitality and committed to excellence, it’s incredibly rewarding to build something that becomes part of people’s lives and memories.

The industry is growing rapidly, but success belongs to those who combine passion with discipline, creativity with operational excellence, and local authenticity with global standards.

As we conclude our conversation with Mr. Prajwal Lokesh, his commitment to culinary excellence and sustainability shines through.

His innovative approach not only elevates dining experiences but also fosters a deeper connection to culture and community. With exciting ventures on the horizon, Prajwal continues to inspire the culinary landscape, leaving a lasting impact on food enthusiasts everywhere.

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