Industry Insights: An Interview with Sukhi Gidar, Co-Founder and CEO at Gold Care Homes

Q. Since founding Gold Care Homes in 1999, you have grown the business from a single home in Hertfordshire into one of the country’s leading care providers, now operating more than 40 homes. How has Gold Care Homes evolved into the company it is today, and what were the key drivers behind your decision to expand into hospitality?

“My journey into the care sector was not something I had carefully mapped out from the outset; rather, it evolved naturally through experience, opportunity and a desire to make a meaningful difference. Having originally trained as a pharmacist, my late brother and I successfully operated several pharmacies before becoming involved in a care home development project in the Midlands. When the developer encountered financial challenges, we decided to invest in the venture ourselves, a decision that ultimately led to us taking on the day-to-day management of the home for the next three years.

“Those years proved to be transformative. While they provided invaluable insight into the regulatory, operational and staffing aspects of running a care home, they also opened my eyes to something far more important: the profound impact that compassionate, high-quality care can have on the lives of residents and their loved ones. Witnessing first-hand the difference that a safe, nurturing and well-managed environment can make inspired me to dedicate my career to the sector. More than three decades later, that commitment remains as strong as ever.

“When we founded Gold Care Homes in 1999, the ambition was simple: to create care environments where people would be treated with dignity, respect and genuine compassion. Over the years, that vision has grown into a business operating more than 40 homes across the country, but our core values have remained unchanged.

“Alongside this, I have always had a strong interest in hospitality. The decision to expand into the hotel sector felt like a natural progression because both industries revolve around delivering exceptional experiences, creating welcoming environments and putting people at the centre of everything you do. While the customer journey may differ, the underlying principles of service, quality and operational excellence are remarkably similar.”

Q. You recently acquired the 382-room Delta Hotels by Marriott Heathrow Windsor. What were the key factors behind this acquisition, and what are your plans for the hotel?

“Hospitality has been a personal passion of mine for many years. From a young age, I was fascinated by hotels and the way they combine service, operations and guest experience under one roof. The opportunity to acquire the Delta Hotels by Marriott Heathrow Windsor represented an exciting chance to invest in a well-established asset with significant potential. 

"The hotel benefits from an excellent location, a strong brand affiliation and a diverse customer base, serving both business and leisure travellers. For me, the attraction was not simply acquiring a hotel but acquiring a platform that could be enhanced and developed over time. 

"Our plans are focused on further improving the guest experience through investment in facilities and amenities. We are exploring enhancements to the gym and spa offering, the addition of padel courts and further development of the food and beverage experience. The objective is to create a destination that appeals not only to hotel guests but also to the wider local community.”

Q. What synergies do you see between care homes and hotels?

“While they serve different markets, both sectors are fundamentally people-focused businesses. Success depends on strong leadership, well-maintained properties, effective systems and exceptional customer service. 

"There are similarities across areas such as catering, housekeeping, facilities management and staff development. Above all, both industries are about creating environments where people feel welcomed, comfortable and valued.”

Q. Are there any practices you have taken from hospitality into the operation of your care homes?

“One of the biggest influences has been our approach to dining. For many residents, mealtimes are a highlight of the day, so we have taken inspiration from hospitality by focusing on presentation, choice, flexibility and quality. More broadly, hospitality has reinforced the importance of creating welcoming environments and memorable experiences, which are just as important in care as they are in hotels.”

Q. What are the key challenges you have encountered when entering the hotel sector, and how have you approached these?

“The hotel sector is highly competitive and influenced by a range of external factors, from economic conditions to changing travel patterns. The key has been building a strong team with hospitality expertise and maintaining a long-term approach to investment and operations. 

"The fundamentals remain the same as in care: invest in people, focus on quality and deliver a consistently excellent experience.”

Q. What do you see as the biggest opportunities in the hotel sector?

“Today’s guests are looking for more than just a place to stay. There is growing demand for high-quality leisure facilities, wellness experiences and exceptional food and beverage offerings. Hotels that can create a strong sense of destination and deliver a memorable guest experience has a real opportunity to stand out and create long-term value.”

Q. Looking ahead, what’s next for Gold Care Homes over the coming year?

“We remain focused on sustainable growth across both sectors. Within Gold Care Homes, we are continuing to explore development and acquisition opportunities, while in hospitality our priority is maximising the potential of our existing investment through further improvements and enhancements. 

“We are always open to new opportunities, but only where they align with our long-term vision and values.”

Q. What would be the key factors for you when looking for new investment opportunities?

“Location is always important, but I also look closely at value-add potential and the opportunity to improve an asset over time. I am particularly interested in properties where investment, operational expertise and a clear vision can unlock further growth. 

"Ultimately, the most attractive opportunities are those where we can create something special and deliver long-term value for customers, residents and stakeholders alike.”

For more insights on the UK hotel sector, read the full report on our website: https://www.christie.com/sectors/hotels/uk-hotel-market-review-2026/