Director of Sales & Marketing, Milan – Position Filled

This job opening has now been filled. Please check our latest job opportunities here

Our client is one of the largest privately held hospitality organisations in the world, with almost 500 hotels across three continents and has formed strategic alliances with many of the world’s largest hotel brands. One of their properties in Milan is now seeking to hire a Director of Sales & Marketing who will be responsible for leading and directing the development and implementation of strategic sales and marketing plans and initiatives in the hotel’s continuing effort to deliver outstanding guest service and financial profitability.

Set in a commercial area of Milan, the hotel is situated 15 minutes’ drive from Milan Linate Airport and has close transport links to the centre of Milan for shopping and tourist attractions including the Piazza del Duomo and soaring Gothic Milan Cathedral. Featuring just over 400 rooms, the hotel also offers extensive meeting facilities (including an expo centre), a business centre, gymnasium and several dining options.

The main purpose of the role will be to proactively position and market the property; manage the marketing budget to enable development of hotel specific campaigns, promotions, collateral, etc. to drive revenue and meet business objectives.The DOSM will work closely with the brand and revenue management, to develop and implement strategies to maximize Revpar and grow market share in a profitable way and grow market share as measured by STR.

Skills & Qualifications:

  • Current experience in leading the sales function with an international branded hotel group, in a city centre location with multiple competitors
  • Must be proficient in writing, speaking and negotiating in English and Italian
  • Requires good communication skills, both verbal and written
  • Extensive knowledge of sales and revenue management
  • Ability to analyse data and establish appropriate action plans
  • Ability to prioritise tasks & to manage workload using own initiative
  • Ability to appreciate “the big picture”, whilst having a talent for detail in task approach, follow-up & completion
  • Excellent computer skills – sound knowledge of word processing, spreadsheet, database, presentation & software packages, email, internet & intranet systems
  • Ability to inspire confidence & gain credibility
  • High degree of personal loyalty & integrity
  • Team player – with a sense of humour even in the face of adversity!

For more information or to apply, please contact Mara at or call on +44 208 600 1169

Sharpening the Saw: Insights from Annual Hotel Conference 2023 with Guy Lean

In the dynamic and ever-evolving landscape of the hospitality industry, the Annual Hotel Conference (AHC) stands as a pivotal event in the UK, offering a rich tapestry of knowledge, innovation and networking opportunities.  

Guy Lean is an annual attendee at this event in Manchester, and once again had the privilege to represent Madison Mayfair and Hospitality People Group for the two-day event. Here he shares his insights as hospitality professionals converged to explore emerging trends and envision the future of hospitality.  

The Manchester Conference Centre once again played host to a successful iteration of the AHC, drawing in a large audience of over 1000 attendees from various segments of the hospitality industry. The event provided an engaging platform for stakeholders to share insights and fostered a collaborative environment where attendees could freely discuss the pressing issues and opportunities in the industry. The prevailing sentiment was one of positivity, with a focus on the resilience of the industry and an optimistic outlook on the economic landscape. 

In the spirit of providing exceptional hospitality, the event logistics were well-organised and executed perfectly. The panel discussions and plenary sessions were the backbone of the AHC event, offering slick, well-rehearsed presentations that were both engaging and informative. The sessions covered a range of topics, including the current economic landscape, the resilience of the hospitality industry and the evolving trends in customer preferences with a focus on experience-driven spending. The breakout sessions were well-attended, offering interesting discussions and insights. 

Key Takeaways from AHC
Economic Insights
The event presented a rich tapestry of economic insights, with economists painting a vivid picture of the current economic landscape. In his economic keynote speech, James Pomeroy, Global Economist with HSBC, shared his The Flour Pot Bakery analogy which really resonated with the audience. He suggested that when he finishes his morning run and has to queue out the door for a high-quality coffee and pastry at The Flour Pot Bakery in Brighton, the economy must be doing well. However, if he arrives and can get a table, maybe more people have decided to forgo their morning treat, then the economy is likely to be suffering. Inflation was also a hot topic, with experts dissecting its potential trajectory and discussing strategies to mitigate its adverse effects on the industry. 

Industry Resilience
A significant focus was on the resilience demonstrated by the travel and hospitality industry amidst unprecedented challenges over the past few years. The narrative has shifted from a retrospective analysis comparing current statistics with those of 2019 to a forward-looking approach that envisions a robust future. The role of human interaction and experiences was underscored as a cornerstone in fostering the industry’s resilience, emphasising the irreplaceable value of the personal touch in hospitality services. This trend has seemingly benefited the luxury end of travel and hospitality more than the budget side, emphasising the need for a balanced approach to cater to diverse customer preferences.  

Market Trends and Technology
Technology took centre stage at the event, with tech companies particularly well represented on the stands and introducing ever more innovative solutions to the market. The event served as a reminder of the relentless pace of technological advancements and their profound impact on the industry. However, the overall message continued to see these advancements as ways to enhance the employee and customer experience or help the human decision-making processes rather than replace the personal experience or existing people strategies. 

Networking Opportunities
For many the networking opportunities were a highlight, offering a vibrant platform for reconnecting with old acquaintances and forging new connections. There was great representation from many newer brands, as well as many familiar larger brands, fostering a collaborative environment to forge new connections and nurture existing relationships. 

Challenges and Opportunities in the Industry
Food and Beverage Sector
The AHC event shed light on the pressing issues faced by the food and beverage sector. One of the focal points was the heightened pressure on this sector due to soaring costs, exacerbated by the current economic landscape discussed in the economic insights segment. Experts delved deep into the topic of food inflation, analysing its ripple effect on the industry. 

Investment Landscape
The investment landscape session was enriched with insights from the investment panel during the capital talks segment. The panel highlighted the pivotal role of granular strong leadership in navigating the current scenario, emphasising the necessity for leaders to have a detailed understanding and control over the P&L and all facets of the business.  

The discussions also ventured into the realm of opportunities present in the distressed assets market. The previously anticipated feeding frenzy hasn’t materialised quite as expected, as banks have been much more open to discussion and finding solutions. Alongside this, investors have been encouraged by the industry’s resilience and commitment to protecting profit and there are many private equity firms ready and willing to do deals. 

Human-Centred Leadership
During the AHC event, Ros Hardiman, Group People and Organisation Development Director at Kew Green Hotels, introduced the transformative concept of human-centred leadership.  

Guy found this to be a powerful insight closely aligned to previous Hospitality People Group articles on The Battle for Retention and How can Culture help Win the War for Talent. Ros Hardiman’s views on a human-centred leadership approach places a significant emphasis on the human aspect of organisations, advocating for a leadership style that is more empathetic, understanding and focused on the holistic well-being of employees.  

In a human-centred leadership model, leaders foster an environment where individuals can thrive both personally and professionally, thereby nurturing a workspace that is more collaborative, innovative and productive. 

Underscoring the vital role of aligning leadership strategies with company culture and values, it was emphasised that companies can build a resilient and committed workforce. This alignment creates a symbiotic relationship between the employees and the organisation, fostering a space of mutual growth and respect. 

The discussion transitioned into the evolving dynamics of employee engagement and appraisal in the current landscape. It was highlighted that the traditional methods of appraisal are gradually giving way to more inclusive and continuous feedback-driven approaches.  

The new strategies are designed to be more responsive to the individual needs and aspirations of employees, fostering a culture of continuous learning and development. The changing approach also recognises the value of employee well-being, encouraging leaders to adopt strategies that promote work-life balance and mental health, thereby creating a more engaged, satisfied and productive workforce. 

For Guy, the event served the purpose of “sharpening the saw,” a metaphor encapsulated by Stephen Covey, which promotes taking time out of the day-to-day tasks to renew and reset, allowing for personal development.  

A key takeaway was for attendees to constantly hone their skills, to be adaptable and to embrace a mindset of lifelong learning. This principle is pivotal in navigating the ever-evolving dynamics of the industry, allowing hospitality professionals to stay ahead of the curve to foster environments of excellence and innovation. 

In closing, the AHC event painted a picture of a resilient and adaptive industry, poised for growth and brimming with opportunities. Despite the challenges that loom, the underlying sentiment was one of optimism, driven by human-centric leadership, technological advancements and a renewed focus on value-driven strategies.  

As the industry forges ahead, it does so with a spirit of positivity. It is a time to leverage the insights gained, to “sharpen the saw” and to work collaboratively towards a future that is not just successful, but also sustainable and inclusive. 

If you would like to arrange a chat about your people strategies or to discuss any points raised in this article, then please get in touch on +44 (0)208 600 1182 or +44 (0)7813 009 787 or 

Success Stories – In Conversation with Claire Llewellin-Davis

With a diverse background spanning prestigious international establishments such as The Hurlingham Club, The Hong Kong Jockey Club and now as Managing Director of The Lensbury, Claire Llewellin-Davis’ journey has been impressive.

Her expertise extends far beyond the confines of luxury hospitality, having previously served in Iraq and Afghanistan in her distinguished eight years as a British Army Officer. This unique blend of experiences has shaped Claire into a dynamic leader, well-equipped to inspire change and set new standards of excellence at every level.  

The Lensbury
Founded in 1920, The Lensbury is set within 25 beautiful acres, bordering the River Thames, and comprises a 155-bedroom hotel, a private members’ club with 7,000 members, a conference centre, state of the art gym, studios, an indoor pool, spa, 24 tennis courts, squash courts, water sports centre and elite sports facilities supported by a heavy weights gym and 2 UEFA pitches. 

Claire commenced her role as Managing Director at The Lensbury just days before England’s Lionesses checked in to begin their successful run at Euro 2022. It resulted in Wembley glory and a team victory celebration hosted at The Lensbury, the likes of which hadn’t been seen in England since 1966. 

We had the pleasure of catching up with Claire for a fascinating chat, where she shared her invaluable insights on the world of hospitality within both Club management and the Hotel Industry. 

Transitioning from a successful career in the British Army to the world of hospitality is an impressive achievement. How has your military background influenced your approach to leadership in the hospitality industry, and what valuable lessons have you carried forward from your time in the armed forces?
A career in the military provides an excellent grounding for all walks of life, and the path to Club Management is increasingly common. I loved my time in the Army, and credit it for honing a number of transferable skills and lessons for future success:   

  • The importance of teamwork and developing a strong camaraderie; there is no leadership without followership 
  • The power of communication; this sets the foundation for success at all levels
  • The necessity for ongoing personal and team development, ‘train hard, fight easy’ 
  • To set, embody and maintain high standards; to ‘be the best’ 
  • To set priorities and manage time 
  • Resilience: the confidence and strength to tackle the unknown 

In your opinion, what are the key factors that contribute to creating a strong and cohesive team culture within a hospitality organisation?
Communication is key. The majority of people set out to do a good job. It is our responsibility as managers and leaders to help them deliver it. We have to put in place the structure and support necessary for our team to understand what their role is, what the future of the business is, and to see how they play their part within it. We must encourage and reward success. The workplace should be an enjoyable place to be, where engagement, recognition, reward and support are part of daily life. Happy staff = Happy customers.  

As a seasoned hospitality leader, what do you believe sets apart truly exceptional service from the rest?
The key to exceptional service is anticipation. Understanding what someone wants, before they know it themselves. 

As an experienced Club Manager, now benefiting from an insight into the world of Hotel Management, what have your observations been?
It has been a fascinating, and hugely rewarding experience. There is so much that Club Management can learn from the Hotel Industry and vice versa. Whilst equity Clubs are ‘surplus’, rather than ‘profit driven’, there is much to be said for the hotel industry’s laser focus on revenue and profitability at department and GOP level. Data driven decision-making is powerful. 

Technology has revolutionised the way we experience hospitality. How do you strike a balance between leveraging technology to enhance guest experiences while still maintaining a personal touch?
The word ‘balance’ is key between automation, and maintaining a human connection, which will always be irreplaceable. Automation is great when there is little complexity; as the military would say, Keep It Simple, Stupid. With escalating costs, we are all looking at ways we can reduce our overheads. Ultimately technology that will enhance the guest experience, whilst providing a better understanding of their journey and drive revenue, is what we are all looking to invest in.   

What advice would you give to aspiring hospitality professionals who aspire to reach leadership positions within the industry?
Believe in yourself and be clear about the kind of organisations you want to work for and why. Continue to develop yourself and obtain professional qualifications which will set you apart from the rest. Don’t be afraid to take the odd ‘detour’ if you can see that it will provide you with additional, relevant skills in the future. Attitude is everything.  Good luck! 

Madison Mayfair focuses on forging strong, long-standing relationships with clients and candidates, often over the lifetime of multiple roles, to ensure we can find creative and innovative solutions to the challenges we all face in the hospitality industry. 

To discuss how we can support your businesses with your overall people strategy or to access our full suite of human capital services through Hospitality People Group, please get in touch with Guy Lean on Tel: +44 20 8600 1180,  Mob:+44 7813 009787 or Email 




Human Resources Manager, London – Position Filled

This job opening has now been filled. Please check our latest job opportunities here

Our client is one of the largest privately-held hospitality organizations in the world and has an ownership interest in and operates over 500 hotels across four continents.  Having formed strategic alliances with many of the world’s largest hotel brands they have a diversified portfolio ranging from 2–5 star properties, full service to limited service business hotels, large conference hotels, boutique hotels and high-end luxury hotels.

They now seek to hire a Human Resources Manager who will be responsible for developing, implementing, and managing HR policies, procedures, and programs to ensure compliance with legal requirements and best practices for the 50 members of staff based at their corporate office. This role will play a critical part in maintaining a fair and inclusive work environment while supporting the organisation’s strategic goals.

Based in South West London and reporting the Executive VP they will also have key responsibility for:

  • Policy Development and Implementation
  • Legal Compliance
  • Employee Relations
  • Training and Development
  • Documentation and Recordkeeping
  • Compliance Audits
  • General Office Administration

Candidate Requirements:

  • Bachelor’s degree in Human Resources, Business Administration, or a related field (Master’s degree preferred)
  • Experience in Human Resources, with a focus on policy and procedure development
  • Advanced knowledge of MS Office
  • Thorough understanding of employment laws and regulations
  • Excellent communication and interpersonal skills
  • Strong analytical and problem-solving abilities
  • HR certification (e.g. CIPD) is a plus

For more information or to apply, please contact Tairona at or call on +44 208 600 1164

Chat Button