People often say, “With time, you will learn.”
Aaditya Sharma sees it differently.
We don’t learn with time. We give time to learn.
Time itself does not make people better. What they do with that time does.
Sharma’s journey in hospitality has reinforced this lesson repeatedly. Starting behind the bar, he learned through long shifts, challenging situations, mistakes, conversations with guests and interactions with people from different backgrounds.
There was no perfect roadmap, and there still isn’t. But every shift offered an opportunity to learn something new.
Sometimes the lessons were about hospitality. Sometimes they were about leadership or people. At other times, the most meaningful insights came from moments when things did not go according to plan.
As his experience in the industry grew, Sharma began asking himself a different question: What could he create with everything he had learned?
That question eventually led to the idea behind Between the Shifts.
The idea was simple. Hospitality brings together talented people with different skills and experiences, yet they do not always have the platform, network or opportunity to share their knowledge.
Sharma wanted to help change that.
Between the Shifts became more than an idea. It developed into a vision for a community where hospitality professionals could connect, learn, collaborate and explore opportunities to support one another.
The journey began with the resources available, without a large team, unlimited resources or a perfect plan. There was an idea and a willingness to keep moving forward.
Perhaps that is one of the most important lessons entrepreneurship can teach: having everything in place is not always a prerequisite for starting something new. Sometimes, progress begins with taking the first step and learning along the way.
Like many entrepreneurial journeys, the process involved moments of uncertainty, questions about the next step and challenges that appeared greater than the resources available.
Yet the purpose behind the initiative remained an important source of direction.
For Sharma, leadership is not about having all the answers. It is about having the courage to keep searching for them.
He also sees significant potential for collaboration across the hospitality industry. Professionals work alongside talented colleagues every day, but opportunities to learn from one another can be overlooked.
A bartender can teach a manager something.
A chef can inspire a marketer.
A photographer can change the way a brand tells its story.
A young hospitality professional can introduce an idea that challenges someone with twenty years of experience.
Everyone has something to teach. Everyone has something to learn.
That is the philosophy Sharma wants Between the Shifts to represent.
His own professional journey continues, with further learning across business, brand building, menu engineering, hospitality concepts, revenue management and the many decisions that shape a successful business.
Being a founder does not mean the learning process ends. If anything, it creates even more reasons to remain a student.
Sharma’s approach reflects a willingness to continue learning, acknowledge mistakes and work through uncertainty rather than wait until every answer is available.
Sometimes learning happens through action. Sometimes it comes through failure or listening to others. And sometimes, it requires giving experiences enough time to reveal the lessons they hold.
We don’t learn with time. We give time to learn.
This philosophy captures the way Sharma approaches his journey in hospitality: not simply as a destination or a title, but as a continuous process of learning and development.
Every interaction, challenge and opportunity can offer another reason to learn and a new perspective to carry forward.
And perhaps that is what Between the Shifts truly represents: a commitment to growth that continues beyond the working day, beyond individual achievements and beyond the experience already gained.
The shift ends. The learning doesn’t.
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