The Future of Ultra-Luxury Living: Conversations with Vanshika and Shivangi Kajaria of SPA Group

An interview with Shivangi Kajaria and Vanshika Kajaria, next-generation leaders of SPA Group, a prominent player in the ultra-luxury real estate industry

In an exclusive interview, we speak with Vanshika and Shivangi Kajaria, the visionary sisters leading SPA Group, a trailblazer in the ultra-luxury real estate sector.

Their innovative approach and commitment to excellence are reshaping the landscape of luxury living, making them influential figures in the industry.

Can you share a bit about your backgrounds and what inspired you to join the family business at SPA Group?

Vanshika: I completed my Bachelor of Science in Marketing with Management from the University of Exeter, UK, following it up with a Master of Science in Entrepreneurship from Bayes Business School (formerly known as CASS), London.

I currently look into the Sales & Marketing vertical at SPA Group- responsible for strengthening the company’s brand visibility and market outreach.

My father, Prashant Kajaria, has always been a mentor to me, and I was drawn to his vision from an early age.

Even when I was still in school, I would intern throughout the summer to gain firsthand experience and be a part of the business.

Watching him handle people with empathy, turn problems into solutions, and lead with clarity inspired me to grow, take on more responsibility, and truly understand what it means to lead with purpose.

Shivangi: After completing my BBA from Goizueta Business School, Emory University, and a stint in strategy consulting in Washington, D.C., I joined SPA Group during the pandemic to support its digital transformation and rebranding.

Until then, I saw “business” as a mere professional pursuit – but working alongside my father, I felt, for the first time, a deep sense of ownership and responsibility toward a legacy.

Seeing his integrity, grit, and attention to detail in navigating the complexities of doing business in real estate reshaped my understanding of leadership and taught me that true luxury lies in thoughtfulness, not excess.

Inspired by this, I pursued an MBA at Oxford’s Saïd Business School and returned with renewed purpose and deeper commitment. Today, I lead project development, strategy, finance, and operations at SPA Group, focused on building meaningful, tangible, and lasting impact.

Joining SPA Group felt like a natural extension of our goals—to form experiences, not just structures; to carry forward a tradition of excellence while bringing our own sensibility to the environments we curate and build on the legacy our father worked hard to create and instill in us.

What are some of the biggest challenges you face as next-generation leaders, and how do you plan to overcome them?

Vanshika: One of our most difficult challenges is to evolve the business with changing times while remaining committed to the group’s core beliefs. It’s a delicate balance between preserving tradition and bringing in new, forward-thinking ideas.

Shivangi:  In today’s fast-paced environment, it can be easy to pursue trends, but we remain committed to intelligent, long-term growth.

We want to overcome these problems by remaining grounded, actively listening, and developing with clarity and purpose.

We are also attempting to modernise traditional methods of working by implementing stronger systems, streamlined processes, and appropriate technology and software.

How do you approach marketing in the ultra-luxury real estate sector, and what unique strategies have you introduced?

Vanshika: In the ultra-luxury real estate industry, our marketing strategy focusses on experience and reality over traditional sales talk. We prioritise client relationships as the key premise for offering our ultra luxury bespoke communities.

Open and honest communication is essential—we spend time understanding our valued clients’ goals, aspirations, and lifestyles in order to identify areas where we may play a catalytic role in helping them fulfil their dreams through our offerings.

At the same time, we are very conscious of preserving the exclusivity of our limited-edition offering. We use an invite-only process to carefully screen and reach the correct audience.

Here, our network of important influencers, trusted industry partners, family offices, and already valued clients serve as ambassadors, organically spreading the word in the right circles.

As young leaders, how do you maintain a balance between your professional responsibilities and personal passions?

Finding balance is an ongoing challenge for young leaders, particularly in a family firm where you’re passionate about work and it frequently spills over onto the dinner table.

We make an effort to keep connected to our particular interests, whether it’s spending time with family, practicing tennis or boxing, travelling, or simply disconnecting to recharge. Being siblings is helpful; we hold each other accountable and make time for life outside of work.

While recreation is essential as a family-run business, work is of the utmost importance, and contrary to the truth, we do occasionally have to sacrifice our me-time to address the demands of our work.

What are your long-term goals for both yourselves and SPA Group in the next 5 to 10 years?

Vanshika: I desire to grow into a dynamic leader that balances creativity and purpose, always paying attention to the requirements of our team and our clients.

Giving back to society, remaining grounded, and cultivating a value-driven legacy are essential for the type of person and entrepreneur I aspire to be.

Shivangi: My long-term goal is to continue developing as a compassionate and intelligent leader who fosters deep, meaningful relationships within and outside of the business.

I want to stay true to our principles while always innovating, ensuring that we leave behind thoughtfully designed, future-proof environments for generations to enjoy.

As a team, our long-term goal for SPA Group is to internalise and live out our core philosophy—you matter—at every touchpoint, from employees and vendors to clients and service providers.

With the success of projects such as Frangipani and Ecocity, we hope to continue pushing boundaries and redefining both bespoke luxury and affordable luxury in India.

With a booming and evolving market like Bangalore, we see enormous opportunities to serve a broad spectrum of audiences—from the discerning bespoke luxury client to the aspirational Gen Z and millennial buyer—by delivering future-forward, detail-oriented environments that truly embody our ethos.

Can you share any philanthropic projects you are involved in and how they align with SPA Group’s values?

Shivangi: SPA Group currently offers scholarships to meritorious and deserving students, as part of our involvement in the education sector.

We also have a lot of welfare schemes for our construction workers. I volunteer as a MiTR Mentor with VIDYA India, a non-profit organization, where I personally coach local college students in verbal and written English and help them prepare for successful job interviews.

We believe there is a lot more scope to increase our CSR and philanthropic initiatives, a large focus for us this year.

What are your predictions for the future of the ultra-luxury real estate market, especially in light of global economic changes?

Shivangi: With India now ranking the fourth largest GDP and rapidly progressing up toward the 3rd position, the country’s ultra-luxury real estate future appears to be quite promising.

In a country of 1.5 billion people, rising disposable income is creating a tremendous potential in the ultra-luxury sector.

We are seeing a shift in consumer attitude, particularly in our niche of understated bespoke luxury, where traditional markers like location, price tags, and flashy interiors are no longer the sole indicators of luxury.

Today, true luxury is described as space, the environment, and the freedom to design your own home.

Ultra-high-net-worth individuals (UHNWIs) are progressively shifting away from cookie-cutter villas and so called luxury villas or apartment complexes in favour of more intimate, curated, and custom-built communities that reflect their own beliefs and lifestyle.

What advice would you give to aspiring entrepreneurs looking to enter the luxury real estate market?

Bespoke luxury today is more about creation of a sustainable lifestyle than just materialistic opulence-focus on purposeful design. Understand your audience well, and avoid cutting corners on quality, space, or design consistency.

Most importantly, be true to your vision; the proper clientele will connect with it. The name of the game is patience and sincerity; the right individuals will naturally resonate with what you’ve made, even if it takes a little longer for the product to reach them.

Is there anything else you would like to share about SPA Group?

Vanshika: SPA Group, founded in 1972 by Sushil Kajaria and expanded by his sons Prashant and Amit Kajaria, is a financially strong, debt free and future-focused conglomerate.

With a presence across bespoke luxury real estate, liquid warehousing (operating Eastern India’s largest tank terminal at 1,40,000 KL), agricultural marketing, energy storage, green tech, and horticulture, the Group is known for pioneering innovation across sectors.

Philosophy: You matter. In every single thing we craft for you, we deliver more than we promise. Our prime philosophy of “why exist when you can live” resonates in every decision we make.

As the Kajaria sisters continue to push boundaries, their passion and dedication promise to elevate SPA Group to new heights.

Their insights not only reflect their leadership but also inspire the next generation of real estate professionals to embrace innovation and sustainability in luxury living.

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