Family enterprises across Asia are entering a defining moment, where legacy, values, and long-term stewardship must coexist with rapid technological advancement and new global opportunities.

With a portfolio spanning hospitality, real estate, philanthropy, and emerging sectors such as renewable energy and the NewSpace economy, the Harilela family has cultivated over three generations of leadership anchored in shared values, unity, and purpose.

In this exclusive interview with Connect Group, Mahesh reflects on:

• how the family maintains cohesion across a diverse portfolio,

• the governance principles that protect both growth and identity,

• the evolving role of family offices in an era of geopolitical shifts,

• and what it truly means to steward a legacy for future generations.

His insights offer a rare look into the mindset, methodology, and philosophy of one of Asia’s most respected multigenerational families.

1. As Family Council Convenor, how do you navigate the balance between honouring your family’s heritage and embracing new business opportunities like renewable energy and the NewSpace economy?

Navigating this balance is fundamentally about prioritisation. To embrace new frontiers like the NewSpace economy, we must consciously create capacity, which sometimes means letting go of the non-essential. My guiding framework is a clear set of priorities: Family first, then Work—which I view not as an obligation, but a pleasure—followed by continuous Education. It is within this framework that we evaluate new opportunities, ensuring they align with our heritage before we pursue 'what is possible.'

2. What are the biggest challenges you face in maintaining family unity while steering a diverse business portfolio across industries such as hospitality, real estate, and advanced technology?

The primary challenge is ensuring that a diverse portfolio doesn't dilute our shared identity. We address this by grounding ourselves in our history, believing that the past offers invaluable lessons for the future. This shared understanding fosters unity. Operationally, we mitigate this challenge by entrusting our businesses, like the hotels, to a board and a deeply capable Chair and CEO. Their passion and care actively carry our family's philosophy, entrenching it into daily operations so that our legacy is reflected in our guests and felt by the entire organisation.

3. How does the Harilela Family Council approach governance to ensure both sustainable growth and adherence to the family’s core values?

Our governance is built on a living connection to our legacy. The only link that survives across generations is a deep understanding of what we stand for, rooted in the work, sacrifices, and care of our forefathers. Our primary governance function is to constantly share this story and ensure it is understood and embraced. We then embed these values into our formal governance structures, ensuring that consistent, demonstrable action—not just words—guides our growth decisions.

4. In your experience, what are the key factors that contribute to the successful transition of leadership and vision across multiple generations?

While only the future can truly judge a transition's success, the process begins with a clear strategy. The most critical factor is a unified understanding of our core values. We must first identify them, then cultivate awareness, and continuously reinforce these foundational pillars. It is a deliberate process of reminding and building. Without this strong foundation of shared values, any leadership transition is like building a house of cards.

5. How do you integrate philanthropy into the Harilela Group’s business strategy, and what impact has this had on both the community and your family?

We see philanthropy not as a separate activity, but as an extension of our values, fully integrated into our strategy. This alignment is key: the same care and respect that guide our foundation's projects must be reflected internally in how we treat our staff. The impact is profound. In our community, we see positive change. Within our family and business, it builds a culture of loyalty and purpose. A powerful example is our oldest hotel, which just turned 50—we have staff who have been with us for 40 years. That longevity is a testament to this integrated approach.

6. How do you envision the role of family offices evolving, particularly in light of global economic shifts and technological advancement?

In an era of geopolitical seismic shifts and eroding trust, the traditional focus on ROI is being challenged. The current uncertainty often promotes short-term opportunism over long-term development. In this environment, I believe the role of the family office must evolve. It should become a source of stability—a values-based anchor. Family offices have the unique capacity to lead a philosophical shift, leveraging their long-term perspective to build genuine opportunities through deep engagement with their communities, thereby restoring a sense of fundamental trust and purpose.

7. On a personal note, what keeps you inspired and motivated to continue contributing to both your family’s legacy and the broader community?

I am driven by the understanding that my role as a steward is temporary. This makes cultivating the next generation for continuity not just important, but my paramount responsibility. What keeps me inspired is the need to actively combat the two greatest threats to any legacy: complacency and the 'gatekeeping syndrome,' which stifles fresh ideas and engagement.

8. What advice would you offer to younger family members preparing to take on leadership roles in a multigenerational family business?

My advice is threefold. First, be radically open to new ideas. Second, cultivate the critical skill of discernment—learning to distinguish between mere opinion and evidence-based reality. Finally, and most importantly, develop a personal methodology for pursuing deep understanding. Superficial knowledge is insufficient; it is only through profound engagement with the business, the family, and the world that you can provide truly meaningful leadership.