LEADING THROUGH TRANSITION DOMNIC ROMELL’S DECISIVE YEARS AT CREDAI-MCHI

In an exclusive edition of Developers Diary, Homes & Buildings Magazine sits down with DOMNIC ROMELL—entrepreneur, builder, and the President of CREDAI-MCHI. From steering Romell Group through two decades of transformative growth to navigating Mumbai’s volatile real estate climate during the most reform-heavy years in history, Romell has not only built structures but shaped policies, bridged industry divides, and redefined what leadership in real estate can look like. In this conversation with H&B Media Network, he reflects on his legacy, leadership, and the road ahead— for both Mumbai and the sector at large.

Romell Group completes over two decades in the business. What does this journey mean to you?

It’s been nothing short of extraordinary. We started as a humble prop-up shop and today, we operate a team of 150 professionals, having delivered more than 3 million sq. ft. and over 3,000 homes. It’s been a fun, fulfilling journey, but also a serious responsibility.

You’ve positioned Romell Group in the smart and affordable housing segment of Mumbai. How do you navigate that in one of the world’s most expensive real estate markets?

Everyone thinks affordability in Mumbai is a contradiction—but it’s actually about balance. We buy land wisely, develop efficiently, and that ensures our prices remain fair. The biggest misconception is that affordability is a product of subsidies. In reality, it’s about design intelligence and responsible cost structuring.

You’ve previously pointed out that India’s GST definition of affordable housing is disconnected from Mumbai’s ground reality. Could you elaborate?

Absolutely. A 645 sq. ft. flat qualifies as affordable housing across India. But in Mumbai, the same home can easily cost ₹1.5 crore because of land values. The current GST framework penalises this disparity—it’s less about affordability and more about a one-size-fits-all taxation. It’s an ongoing battle between revenue logic and urban affordability.

You led CREDAI-MCHI during one of the most critical periods—postCOVID recovery, RERA implementation, and policy realignments. What has been your proudest milestone?

It’s been a period of reforms and rethinking. I’m proud we secured crucial policy interventions—like the deferred payment plan, extension of DP, clearance of backlog EPs, and resolving many setbacks. But I didn’t do it alone. I had a fantastic secretariat, a committed executive body, and a government that was receptive when approached with practical solutions. MCHI wasn’t just a platform—it became a process.

What were your toughest challenges as President of CREDAI-MCHI?

The biggest challenge was managing sentiment. The industry went through trauma—demonetisation, GST, NBFC collapse, pandemic, RERA. But our collective calm, rationality, and persistent engagement with policymakers helped stabilise the industry. The Maharashtra government deserves credit—they weren’t just reactive; they were open to hearing us out.

What were your toughest challenges as President of CREDAI-MCHI?

The biggest challenge was managing sentiment. The industry went through trauma—demonetisation, GST, NBFC collapse, pandemic, RERA. But our collective calm, rationality,
and persistent engagement with policymakers helped stabilise the industry. The Maharashtra government deserves credit—they weren’t just ; they were open to hearing us out.

MCHI is unique in bringing small and large developers to the same table. How did you ensure that inclusivity?

We ensured that everyone—whether they were building 30 flats or 300— had a seat at the table. Environmental concerns, policy implications, or raw material costs don’t discriminate by project size. When you listen to both ends of the spectrum, the solutions you propose are more grounded.

What do you hope your successor will carry forward from your legacy?

I don’t think in terms of legacies. I believe in continuity. My successor, Sukhraj Nahar ji, is seasoned, sharp, and deeply respected. He doesn’t need my advice—but he’ll always have my support. Leadership is about carrying the baton forward, not clinging to the spotlight.

Now that your presidency has
ended, what’s next?

I’m not stepping away—just stepping back. This phase is about identifying where the industry needs bold intervention and focusing my energy there. It’s also about mentoring, strategising, and being a sounding board where needed.

One of the future trends you often speak about is “Walk to Work.” Why do you believe this matters?

In cities like Mumbai, time is luxury. Walk-to-work isn’t just an urban design principle—it’s an emotional need. It means being present at dinner with your children, reducing carbon
emissions, and improving mental health. It’s not aspirational anymore— it’s essential.

Which micro-markets are you betting on right now?

I’ve always been bullish on the Western Suburbs. I’ve completed over 65 projects there. It’s not about comfort zones—it’s about understanding the pulse of a neighbourhood. But yes, I keep exploring new value pockets where infrastructure is catching up.

You’ve spoken in the past about your admiration for Dr. Manmohan Singh. What about him inspired you?

It’s his calm, measured reforms. He didn’t make noise—he made history. He showed us that real change doesn’t need a rallying cry. It needs clarity, conviction, and courage.

What’s the most valuable piece of advice you’ve received?

Focus. In real estate, distractions are everywhere—speculation, politics, competition. But if you stay focused on the home you’re building, the family you’re serving, and the impact you’re leaving—you’ll never lose your way.

Finally, one quote you live by?

“Every setback is like your heartbeat—without the lows, there’s no life.”