As Ashish Verma, regional general manager – North & South Asia at Intrepid Travel, charts the company’s next phase of growth, the focus is firmly on balancing scale with purpose
What are your top priorities as for the next 12 months?
My top priorities are threefold. First, to reset and reposition India as one of Intrepid’s top-selling destinations in Asia, ensuring product relevance, operational excellence and strong supplier partnerships. Second, to successfully establish and launch our new DMC in Uzbekistan by March 2026, in response to strong demand in Central Asia while embedding Intrepid’s values from day one. Third, to grow China, Nepal and Uzbekistan in a balanced and sustainable way, aligned with Intrepid’s 2030 ambition of building a billion-dollar business while ensuring our people and local communities grow with us.
Equally important is investing in our teams: building leadership capability, strengthening succession planning, and creating a culture where our people feel empowered, supported and connected to Intrepid’s purpose.
How do you view the potential of South Asian destinations for Intrepid?
South Asia represents one of Intrepid’s strongest long-term growth opportunities. Markets like India, Nepal and Sri Lanka offer unmatched cultural depth, natural diversity, and community-based experiences that align perfectly with Intrepid’s style of travel.
India alone is already welcoming close to 12,000 passengers annually and with the right product reset and storytelling, I see significant headroom for growth.
Nepal continues to be a global leader for adventure travel, while emerging destinations like Uzbekistan are seeing rapid interest from travellers looking for new, less-explored regions.
When combined with the fast-growing South-east Asia destinations, where Vietnam alone carries close to 18,000 passengers a year, the region is central to Intrepid’s future growth story.
What traveller trends are shaping demand for adventure and experiential travel in South Asia?
Traveller’s today are increasingly seeking meaningful, immersive and responsible experiences. In South Asia, we are seeing strong demand for slower travel, deeper cultural engagement, community interaction, and nature-based experiences.
There is also growing interest in wellness, spirituality, food-led journeys and soft adventure, alongside a preference for smaller groups and authentic local connections.
How is your company adapting product offerings to match the evolving expectations of inbound travellers keen on India?
We are actively refreshing our itineraries to move beyond the traditional Golden Triangle, focusing on regional depth, lesser-visited destinations, and experiences that connect travellers with local communities. This includes stronger integration of homestays, social enterprises, local guides, and food-based experiences.
We are also improving the accommodation mix and embedding sustainability and responsible travel principles more deeply into our products. The goal is to ensure India feels both accessible and transformative, especially for repeat travellers and those seeking something beyond the highlights.
What new experiences or itineraries has Intrepid launched that you are particularly excited about?
I am particularly excited about our expansion into Central Asia with Uzbekistan playing a key role. The region offers incredible Silk Road history, culture and architecture. Launching our own DMC there allows us to deliver experiences with the quality, consistency, and values Intrepid is known for.
In South Asia, we are also exploring new regional journeys in India, premium trekking and community-led experiences in Nepal, and curated cultural and experiential products that appeal to both first-time and returning travellers.
Are there any strategic partnerships in India or other Asian destinations that are helping Intrepid scale faster?
Yes, strategic partnerships are critical to our success. Across India, Nepal, China and South-east Asia, we work closely with local suppliers, community organisations, social enterprises, and tourism bodies to scale responsibly.
These partnerships help us innovate faster, improve quality, and ensure that economic benefits flow directly to local communities. As we open our Uzbekistan DMC, building strong, values-aligned local partnerships will be a key focus from the outset.
Do you see AI or digital tools influencing the future of adventure travel?
Absolutely. AI and digital tools will increasingly support better demand forecasting, smarter pricing, operational efficiency, and more personalised traveller experiences. However, in adventure travel, technology should enhance and not replace the human connection.
At Intrepid, our focus is on using digital tools to empower our teams, improve decision-making and create smoother experiences for travellers, while ensuring the heart of our trips remains local people, authentic stories and real-world connections.
Any other future plans?
Looking ahead, my focus is on building resilient, future-ready DMCs across South and Central Asia, fully aligned with Intrepid’s 2030 strategy. This means scaling responsibly, strengthening leadership pipelines, and continuing to prove that it is possible to grow towards a billion-dollar business while staying true to our values.
Ultimately, success for me is not just measured in passenger numbers or revenue, but in how well we support our people, uplift communities and leave a positive legacy in every destination we operate in.
