Category: News

Mara Cattaneo – Inspiring Women in Hospitality

Posted on by Katherine Wyles

Hospitality People Group is proud to introduce Mara Cattaneo, a vibrant and thoughtful member of our team. With a career shaped by curiosity, cultural exploration, and a deep desire to make a meaningful impact, Mara brings both warmth and wisdom to her role in hospitality recruitment. Her journey from a small Italian town to one of the world’s most dynamic cities is a story of transformation, resilience, and finding purpose.

This article is inspired by Mara’s recent appearance on the Inspiring Women in Hospitality podcast, where she sat down with Naureen Ahmed to share her story. In a heartfelt conversation, Mara reflected on her personal and professional path, what drew her into the industry, and how she found her place with Hospitality People Group.

From Linguistics to Hospitality

Mara’s story begins in Italy, where she studied foreign languages, majoring in English and Russian, a nod to her innate fascination with communication and culture. “I spent time in St Petersburg,” she recalls, “which was amazing—a beautiful city. If you ever get the chance, go visit.” It was during her university years, through a required internship, that she unexpectedly discovered the world of hospitality.

Instead of settling for a mundane placement, Mara chose a four-star hotel in her grandmother’s seaside town. Fluent in multiple languages, she took a role as a receptionist where her linguistic talents could shine. “I didn’t put much thought into it,” she admits, “I just wanted to use my languages and spend the summer somewhere nice. But I ended up loving it.” That summer would become a defining moment, sparking a passion for hospitality that would guide her career in the years to follow.

The Dorchester Collection and Finding Her Feet

After graduating, Mara pursued a spontaneous opportunity at the famed Principe di Savoia in Milan, part of the Dorchester Collection. Within hours of sending her CV, she was invited for an interview. That chance encounter became a pivotal step in her career, offering her a front-row seat to one of the most respected luxury hotel environments in Italy. Under the mentorship of a revered general manager, Mara gained invaluable insights into what excellence in hospitality truly meant.

Her journey then took her to London, where she secured a receptionist role at The Dorchester. While exciting, the move came with unexpected challenges. “The cultural shock was real,” she confesses. “I went from big, communal Italian lunches to seeing colleagues sitting silently with headphones in the staff canteen. It felt very isolating at first.”

Yet, Mara adapted. She embraced the subtle nuances of British culture, refined her professional approach, and earned a promotion to Reception Supervisor—just a month before the pandemic hit. Dorchester Collection’s support during COVID-19 proved exceptional, and Mara spent those months reflecting on her future.

Rethinking the Path

Like many during the pandemic, Mara took the opportunity to re-evaluate. She began asking herself the big questions: Was she climbing the hospitality ladder because she loved it, or simply because it was expected? “I loved luxury hospitality,” she says. “But the role itself—front desk operations—started to feel less natural to me. I wanted to connect with people on a deeper level.”

What followed was a period of introspection and patient searching. “I knew I didn’t want to start from scratch, and I didn’t want to step back. So I waited for the right opportunity.” That opportunity came in the form of Hospitality People Group. Mara found the blend of recruitment and hospitality not only exciting but personally fulfilling.

A Perfect Fit

From the moment she walked into the Hospitality People Group office in 2021, Mara knew she had found the right place. “It felt natural,” she recalls. “I sat at my desk, answered the phone, and it all just clicked.” Transitioning from a team of hundreds to a tight-knit group of seven might have seemed daunting, but it proved to be just what she needed. “It’s a bit like falling in love,” she laughs. “You just know when it’s right.”

What Mara discovered was that none of her past experiences were wasted. “Every skill I learned in operations—people skills, phone etiquette, attention to detail—they all serve me now. I didn’t leave that behind. I brought it with me.”

Purpose, People, and Making an Impact

More than anything, Mara was driven by a yearning to make a real impact. Surrounded by friends in science and academia, she often questioned her own contribution. “They were curing cancer and tackling depression. I was doing check-ins and fluffing pillows. I just didn’t feel essential.”

Now, in her role at Hospitality People Group, she feels the stars have aligned. Helping candidates find their place, guiding careers, and working closely with the industry’s top talent—this, she says, is where she sees her impact. “I’m not just filling roles. I’m shaping journeys. I’m part of something that matters.”

Inspiration from All Around

Asked who inspires her, Mara offers no single name, but instead paints a tapestry of influences. From her fearless grandmother who opened a hotel in the 1960s, to her English teacher who inspired passion in unlikely places, to colleagues like Andrea at Hospitality People Group who embody resilience, Mara takes inspiration in pieces, not personas.

Even a quote from JK Rowling, who once inspired her through fiction, continues to resonate:

“It is impossible to live without failing at something, unless you live so cautiously that you might as well not have lived at all—in which case, you fail by default.”

This sentiment underpins Mara’s journey—a life of brave choices, thoughtful pivots, and an unwavering belief in personal growth.

Looking Ahead

Mara Cattaneo is more than her job title. She’s a storyteller, a connector, and a catalyst for positive change in the hospitality world. With her language skills, cultural awareness and a heartfelt approach to recruitment, she brings immense value to the Hospitality People Group team.

Whether you meet her during a call, at an event, or through one of the many professionals she’s helped place, one thing is certain, Mara’s journey is far from boring. And we’re thrilled she’s chosen to write her next chapter with us.

Empowering Women in Hospitality

Posted on by Katherine Wyles

March is synonymous with International Women’s Day, inspiring us to share our insights on gender diversity from our work in networking and mentoring.

With a strong background in networking, our team at HPG is very comfortable navigating crowds, making connections and building relationships. However, we also recognise that not everyone shares this experience and appreciate that working in a crowd of people can feel particularly daunting if it is not something you do regularly. The hospitality industry is built on relationships, and an effective networking strategy can have a significant impact on your career progression.

For female professionals looking to advance their careers, mentorship and sponsorship play a critical role in building confidence to unlock and navigate these career opportunities. However, the access to these opportunities is not always equal, and different individuals experience networking spaces and career advancement in unique ways.

Women often find themselves underrepresented in senior hospitality leadership roles, and those who do succeed in this arena have the additional pressure of vast performance expectations. Understanding how to develop a strong network of influential supporters is often crucial to ensuring equal access to professional growth.

We hope that sharing our insights and experience might help all individuals, regardless of gender or background, reach their full potential in hospitality.

Building Confidence and Connections
Mentorship is a structured way to share expertise and guide others in their career development. It can take many forms, from formal mentorship programmes to informal relationships that develop naturally through networking. In our experience, there isn’t a one-size-fits-all solution as different individuals approach it in their own ways. Some thrive in structured settings, while others benefit from more organic, natural relationship building. More extroverted individuals may find the networking element much easier, while introverts might prefer one-on-one mentorship relationships that grow slowly over time.

For those looking to find or become a mentor, there are excellent platforms available:

  • Inspiring Women in Hospitality – A global initiative that connects and supports professionals across the industry.
  • Institute of Hospitality – Offers a mentorship scheme designed to support hospitality professionals at all career stages.
  • Be Inclusive Hospitality – A platform dedicated to supporting underrepresented groups in hospitality through mentorship, education, and advocacy.
  • Master Innholders – Provides leadership development and mentoring opportunities for professionals in the hotel industry.

While each of these platforms offers a valuable network to explore, none of them can guarantee a perfect match for each mentee. Personality compatibility is essential, and respecting your mentor’s time by knowing and communicating what you want to achieve out of your discussion is crucial to forging a successful mentorship. Ultimately, a mentee has the most to gain from this relationship and should be the driving force behind it.

Navigating Networking
From our experience, expectations of what can be achieved from networking events can differ across genders and personality types. For instance, large-scale networking events often favour people who are naturally outgoing and comfortable introducing themselves to strangers and engaging in broader, more competitive, and transactional networking, that focuses on expanding their contact base and doing deals. Those who prefer more structured, goal-oriented interactions and look to build deeper, more relational connections may find it beneficial to seek out events with pre-arranged mentorship elements or discussion groups.

While these personality types can be found across either gender, the added assumptions and gender biases can also impact these outcomes. The unconscious bias that perceives a natural masculine assertiveness more naturally suited to networking, could manifest itself into situations where women are less likely to be approached at networking events, asked about their family life more than their career achievements, less likely to be taken seriously, and less likely to be introduced to high-level contacts due to their gender.

For networking to be inclusive and effective, organisations should consider how they structure their events. Creating a mix of formal and informal networking opportunities, ensuring gender balance among speakers and attendees, and incorporating elements of structured mentoring or introductions can help level the playing field for everyone.

Sponsorship and Advocacy
While this networking and mentorship can provide guidance and support, it is sponsorship that actively propels careers forward. Sponsors are influential leaders who advocate for their protégés, recommending them for key roles and leadership opportunities. Research suggests that individuals with sponsors are significantly more likely to advance in their careers, highlighting the importance of having someone in your corner who will champion your skills and achievements.

As Naureen Ahmed, Founder of Inspiring Women in Hospitality puts it:

“Sponsorship is what people say about you when you are not in the room.”

Unlike mentorship, sponsorship is often more informal and unstructured, making it less transparent and harder to access. Effective networking plays a crucial role in connecting with potential sponsors, yet women and underrepresented groups can find it more challenging to secure these opportunities. In hospitality, where relationships have such a strong impact on career advancement, this lack of clear sponsorship pathways can disproportionately affect women. Many potential sponsors may unconsciously favour candidates who remind them of themselves, which reinforces existing gender imbalances in leadership roles. Additionally, women are frequently expected to demonstrate exceptional performance to gain the same level of advocacy that men might receive more readily. This should certainly be considered as we strive for more inclusive networking environments.

Creating a More Inclusive and Equitable Industry
If businesses want to foster a strong workplace culture, they should ensure that mentorship, sponsorship, and networking opportunities are accessible to everyone, regardless of gender, personality type, or background.

Some key actions that hospitality businesses can take include the following:

  • Encouraging diverse networking environments – Avoiding exclusive, informal sponsorship networks and ensuring a balance of perspectives in leadership circles.
  • Supporting mentorship and sponsorship initiatives – Providing structured mentorship programmes and creating a culture of advocacy within leadership teams.
  • Recognising different networking styles – Offering a mix of formal and informal networking opportunities to accommodate different personalities and working styles.
  • Prioritising visibility for underrepresented professionals – Ensuring that everyone has access to career-advancing opportunities through open dialogue and transparent promotion processes.

At HPG, we are committed to fostering workplace cultures that support mentorship, advocacy, and leadership development. If you’re looking to enhance your organisation’s people strategy, then please get in touch.

Andrea Shaw
andreashaw@fmrecruitment.co.uk
+44 07714 236 469

Mara Cattaneo
maracattaneo@madisonmayfair.com
+44 20 8600 1180

Tairona Lattanzi
taironalattanzi@fmrecrutiment.co.uk
+44 20 8600 1160

Success Stories – In Conversation with Tom Oakden

Posted on by Guy Lean

Tom Oakden, founder of Hilltop Hospitality Advisors, has built a remarkable career in hospitality investment, drawing on over twenty years of experience across the global market. His journey has been shaped by a deep understanding of the industry, with a strong focus on both the operational realities and strategic opportunities that define successful hotel investments.

One of Tom’s standout contributions to the sector is the creation of the Hilltop Tracker, a quarterly report that delves into hotel investment transactions across the UK and Europe. This year, Hospitality People Group is delighted to partner with Tom and Hilltop Hospitality to bring you the latest editions of the Tracker, offering valuable insights into single-asset hotel sales, portfolios, and platforms, along with a detailed look at emerging trends.

To celebrate this new partnership, we sat down with Tom for the latest instalment of our ‘Success Stories – In Conversation With…’ series. We explore his journey through the hospitality world, the mentors who helped shape his career, and his perspective on where hotel investment is heading in 2025. We’re excited to share this conversation with you and invite you to request your latest copy of the Tracker below.

Hospitality People Group: Let’s start by looking back at your career in hotel investment and advisory. What initially drew you to the hospitality sector?

Tom Oakden: It all started when I was 16 and doing some work experience. I had the benefit of a relative who worked with Richard Ellis Hotels in London, running the valuation team. That week, I had the opportunity to work with both the office team and the hotel team. When I went out on site with the office team, we measured up a fairly standard office building, it wasn’t particularly inspiring. Then when I joined the hotels team for an inspection of a building that was going to be reconverted into a hotel we met with the president of Conrad Hilton Hotels, and suddenly, I was walking around this building, imagining what it could become. That experience really hooked me.

I’ve always been fascinated by the dynamism of this industry. Hotels are not just real estate. They are living, breathing businesses. The investment, operational, and branding aspects all intertwine, making it an exciting space to work in. Every hotel tells a story, and working with owners and investors to shape those stories is what keeps things interesting.

Hospitality People Group: Were there any particular mentors or influences that played a pivotal role in shaping your career?

Tom Oakden: Absolutely. At JLL, I had the privilege of working with the late Nick Marsh. He had a strong investment background but also understood the lifestyle element of the hospitality sector. He taught me the importance of working hard but also enjoying the process. It wasn’t just about numbers; it was about understanding the industry, networking, and seeing the bigger picture.

I also learned a lot from working in Asia, where decision-making can be very diff erent from Europe. An investor there might be just as likely to purchase a hotel based on personal affinity as on pure financial metrics. That global perspective has been invaluable in helping me navigate the personal and emotional element that can pop up in various investment deals.

Hospitality People Group: What inspired you to establish Hilltop Hospitality Advisors, and how does it differentiate itself in the hospitality investment space?

Tom Oakden: Hilltop Hospitality was born in 2019 when I had the opportunity to work with a family office from Thailand looking to invest in the UK. They wanted someone on the ground to ensure they didn’t miss out on opportunities, and that gave me the impetus to start my own advisory firm. The idea was to create a more agile and bespoke advisory service tailored to individual client needs.

The pandemic presented unexpected challenges, but I found ways to adapt. One of the key things that emerged from that time was the Hilltop Tracker, a comprehensive analysis of hotel investment trends. It’s become a valuable tool for my network, offering real insights into market activity based on hard data. Hilltop Hospitality differentiates itself by being nimble, leveraging this deep industry knowledge, and maintaining strong relationships across investors, operators, and brands.

Hotel Investment Outlook for 2025

Hospitality People Group: Given the current economic landscape, what trends do you anticipate will shape hotel investment in the UK and Europe in 2025?

Tom Oakden: 2024 was a strong year for hotel investments, with volumes up around 30% compared to the previous year. However, the second half of the year saw a slowdown, which could have been due to deal fatigue or just a lack of the right assets coming to market.

Of course, there are a few unknowns and uncertainties about cash flow in the UK, the challenges that we’re going to have with cost of living wage rising, national insurance etc, but fundamentally I think that the appetite for UK hotels as well as European hotels will remain strong.

We’re certainly seeing more investors wanting to invest in cities now that they can feel the corporate markets are back. We saw about 75% of all transactions in 2024 were for urban properties, up from about 68% in 2023. This renewed confidence is driving increased interest in those assets.

I’m not really over-exaggerating when I say there’s probably around £10 billion worth of assets on the market right now. 60-70% of that’s probably big platform, brand stuff and perhaps 2 billion or so is actual single assets, and we’re probably going to see more to come.

Hospitality People Group: How does this affect competition among investors?

Tom Oakden: There won’t necessarily be the longest line ever for these, but there will be sufficient interest to create competitive bidding. Investors are still facing some bid/ask mismatches, but if and when economic conditions become a bit more clear, I anticipate transaction volume should improve on 2024 levels. Stock levels are high and the willingness to transact is improving. In 2025 we have already seen some significant single asset and platform deals to kick start the year.

Hospitality People Group: Alternative hospitality models like serviced apartments and extended stays have been growing. How do you see their role evolving?

Tom Oakden: Serviced apartments performed exceptionally well during the pandemic, and they continue to be attractive. However, their growth is somewhat constrained by the need for larger units compared to standard hotel rooms. If you’re converting a hotel, for example, you might have to reduce the number of keys, which can impact pricing competitiveness.

That said, there’s strong demand for long-stay accommodation, particularly in prime city locations. The key to further growth will be strategic acquisitions—either existing serviced apartments or adaptable office buildings for conversion.

Hospitality People Group: ESG considerations are becoming increasingly important in real estate. How are sustainability factors influencing hotel acquisitions and development strategies?

Tom Oakden: ESG is crucial, but its implementation varies. Investors looking at existing hotels focus on guest-facing upgrades rather than back-of-house improvements. If they only plan to own the asset for five years, they may prioritise cosmetic changes over long-term sustainability investments.

However, new developments are a different story. Here, ESG integration is a no-brainer. Developers can secure favourable financing terms, access grants, and future-proof their assets against upcoming regulations. The challenge is that while everyone acknowledges the importance of ESG, shorter-term financial considerations often take precedence.

Opportunities & Challenges in the Hospitality Industry

Hospitality People Group: Technology is continuing to transform hotel operations. How can investors and operators best leverage this shift?

Tom Oakden: The whole question of technology is heavily discussed in the industry, and we’re seeing more operators putting technologies into practice to reduce reliance on employees. At a basic level, if you consider the traditional hospitality approach, you’re greeted at a reception desk by someone, giving you that warm feeling of being looked after, but many emerging operators, especially those catering to millennials and Gen Z, don’t see that as essential. They just need a digital key that gets them through the door and into their room. There’s usually a number to call if support is needed, but most information about the local area—where to eat, drink, or shop—is web based.

While this enhances the speed and efficiency of accessing information, it doesn’t replace the human touch, which remains essential in hospitality, so there really needs to be a balance. However, all this technology should benefit both the consumer and the investor by creating more efficient, profitable, and enjoyable hospitality experiences.

Hospitality People Group: How do you see the role of brands evolving in the hotel investment space?

Tom Oakden: We’re seeing more flexibility with branding. The dominance of traditional hotel management agreements is waning outside the luxury segment. Franchising has gained traction, allowing owner-operators to benefit from a brand’s distribution network while maintaining operational autonomy. I think the flexibility and potential for revenue growth that you can have with a franchise can be quite profound, but ultimately it’s about the number of guests you can get through the door and what you can save on OTA booking costs.

Soft brands are also playing a significant role, particularly in fragmented markets like Italy. They allow independent hotels to retain their unique character while tapping into a global reservation system. Investors are increasingly drawn to these models because they offer a hybrid approach, leveraging the power of the brand without losing control over the operation.

The January 2025 edition of the Hilltop Tracker highlights a strong 2024 for hotel investments, with transaction volumes growing by over 30% compared to 2023. Private equity emerged as the dominant buyer in terms of volume, while owner/operators led in the number of transactions. The report also notes a significant shift in investor behaviour, with real estate investment management businesses increasing their market share and sovereign wealth funds becoming net sellers after dominating in 2023.

If you haven’t received the latest edition of the Hilltop Tracker yet please get in touch.

Guy Lean
Tel: +44 20 8600 1180
Mob:+44 7813 009787
Email: guylean@madisonmayfair.com

The Tipping Point: New Tipping Legislation in the UK

Posted on by Guy Lean

The UK hospitality industry is set to experience a significant shift with the introduction of the Employment (Allocation of Tips) Act 2023, coming into effect on 1st October 2024.  

This legislation requires the fair and transparent distribution of tips, bringing considerable changes for both employees and employers. As the industry braces for these changes, it’s essential to understand the implications of the Act, the evolving attitudes towards tipping, and the broader impact on the workforce. 

Understanding the Legislation and Code of Practice
The Employment (Allocation of Tips) Act 2023, often referred to as the “Tipping Act,” is designed to ensure that tips, gratuities, and service charges are distributed equitably among workers. To support the implementation of this Act, the Department for Business and Trade (DBT) has introduced a Code of Practice, effective from 1st July 2024, which employers must consider when establishing their tipping policies. 

 Key requirements under the Tipping Act include: 

  •  Passing on all tips to workers without deductions, except for statutory ones such as income tax. 
  • Distributing tips fairly and transparently, especially when the employer has control over their allocation. 
  • Maintaining a written policy on the handling of tips and ensuring it is accessible to all workers. 
  • Keeping detailed records of all tips received and how they are allocated, which workers can request to view. 

The Role of the Code of Practice
The Code of Practice serves as a guide to ensure fairness and transparency in the distribution of tips. It outlines principles that employers should follow, including avoiding unlawful discrimination and ensuring tipping policies are clear and accessible to all staff, including agency workers. Employers are encouraged to consult with their employees to reach a consensus on tipping policies, which should be reviewed regularly to adapt to any changes in the workforce or business practices. 

The Code also emphasises the importance of resolving disputes at the local level, with support from Acas for mediation if necessary. While the Code itself is not legally binding, employment tribunals are required to consider it when ruling on disputes related to tipping practices. 

Public Attitudes Towards Tipping
Tipping has always been a divisive issue among consumers. Some argue that service charges should be included in the price of meals and services, ensuring fair wages for staff without relying on tips. Others prefer the discretionary nature of tipping as a reward for exceptional service. The new legislation brings this debate to the forefront, encouraging a reassessment of the UK’s tipping culture.

Whether consumers will feel more inclined to leave a tip knowing it will directly benefit the employee, or if the new rules will shift expectations towards including service charges in the final bill, remains to be seen. However, this conversation is gaining momentum.

Service Charges: To Include or Not?
The inclusion of service charges on bills has long been contentious. The new legislation does not mandate the inclusion of service charges in menu prices, leaving it to individual businesses to decide their approach. Employers must ensure that any service charges collected are distributed fairly among workers, in line with the principles set out in the Code of Practice. 

For businesses, this represents a strategic choice: should they incorporate service charges into their pricing, potentially simplifying the customer experience, or retain the traditional tipping model? Each option has its benefits and challenges, and businesses will need to consider their clientele and operational requirements when making this decision.

Impact on Employees and Earnings
A key outcome of the new tipping law is its effect on employee earnings. With a transparent and equitable system for distributing tips, employees are likely to see an increase in their take-home pay, especially as tips can no longer be withheld by employers.  

This change is particularly timely, given the rising cost of living, and could provide much-needed financial relief for many hospitality employees. 

Additionally, the requirement for employers to maintain detailed records of all tips and their distribution introduces a new level of predictability and transparency. This can be particularly beneficial for workers when applying for loans or mortgages, as it ensures that all income, including tips, is properly documented. 

Legal Responsibilities of Employers
The new legislation and accompanying Code of Practice introduce clear legal responsibilities for employers. Beyond passing on all tips to workers, employers must implement a written policy on tip allocation, ensure transparency in their distribution, and keep records for at least three years. Employers are also required to resolve any disputes fairly, with workers having the right to take their concerns to an employment tribunal if they believe their tips have been mishandled. 

The Importance of Employer-Employee Communication
Navigating this new landscape will require open and ongoing communication between employers and their teams. Employers must engage with their teams, explaining the new system, listening to their concerns, and ensuring that everyone understands how tips will be managed. This engagement is not only vital for compliance but also for maintaining a positive work environment and high employee morale. 

Conclusion
The implementation of the Employment (Allocation of Tips) Act 2023 marks a significant moment for the UK hospitality industry. While it promises greater fairness and transparency for employees, it also challenges businesses to adapt to new legal and operational standards. The success of this new tipping regime will largely depend on how well businesses and their employees communicate and cooperate to embrace these changes. 

As the implementation date approaches, it will be interesting to observe how consumer behaviour shifts, how employees adapt, and how the dynamics within the hospitality industry evolve. Supported by the Code of Practice, this legislation could well be the tipping point for a more equitable and transparent service industry in the UK. 

Hospitality People Group is dedicated to exploring all opportunities to provide insights and support our clients and their people strategies. Our commitment ensures businesses can access valuable insights to create lasting value and positive experiences for their employees and guests.  

If you would like to discuss your people strategy further, then please get in touch.  

Guy Lean, Managing Director – Madison Mayfair 
+44 20 8 600 1180 / +44 7813 009787 
guylean@madisonmayfair.com  

Dan Akhtar, Managing Director – HPG Advisory Services 
+44 208 600 1166 / +44 7808 157796 
dan@hpgsearch.com  

Chris Denison Smith, Managing Director – FM Recruitment 
+44 20 8 600 1160 / +44 7775 711923
chrisdenisonsmith@fmrecruitment.co.uk  

Andrea Shaw, Director – FM Recruitment 
+44 20 8 600 1160 / +44 7714 236469 
andreashaw@fmrecruitment.co.uk  

 

Lessons in Leadership from a Summer of Sport

Posted on by Guy Lean

As the summer of 2024 continues to showcase some remarkable sporting spectacles, there is much we can learn from the leadership styles and strategies seen in these high-performance environments.  

By analysing the approaches of prominent figures and teams, we hope to gain insights into creating a positive workplace culture, fostering team cohesion, and driving continuous improvement.  

This article explores these lessons through the examples of Gareth Southgate, the British Olympic Cycling team, the ‘Big Four’ in men’s tennis, the Jamaican Sprint team and Tiger Woods. 

Gareth Southgate: Leadership in Football
Gareth Southgate’s leadership of the England men’s football team was marked by humility, strategic planning, and strong team spirit.  

While expectations of success grew exponentially through his reign, Southgate transformed the team into a resilient and self-believing unit by integrating younger players and fostering camaraderie. While many fans look back wishing the team could have taken the final step and win a trophy, the workplace environment that Southgate was responsible for undoubtedly contributed to England’s consistently improved performance in major tournaments. 

Hospitality leaders can learn from Southgate’s emphasis on a clear vision and strategic planning. His focus on performance over results aligns with the industry’s need for consistent service standards.  

Furthermore, Southgate’s humility and prioritisation of collective success over individual ego resonates with the hospitality’s focus on teamwork. His inclusive approach, embracing diversity and giving ownership to team members, can inspire leaders to cultivate a culture of empowerment and innovation within their organisations. 

While some fans may still rue a missed opportunity, his successor will have a very solid platform from which to build for the future and bring football home at last. 

British Olympic Cycling Team: The Power of Marginal Gains
The British Cycling team’s success in earlier Olympic Games exemplifies meticulous improvement and a culture of excellence.  

Under leaders like Sir Dave Brailsford, the team adopted the ‘aggregation of marginal gains’ philosophy, focusing on small incremental improvements that collectively lead to significant achievements. This strategy resulted in a remarkable medal haul, particularly in the 2008 Beijing and 2012 London Olympics. 

Hospitality businesses can adopt a similar approach by encouraging guest feedback, acting on this feedback to refine processes, and examining every step of the customer journey in detail.  

Understanding your guests, empowering your employees and regularly tweaking and improving processes based on feedback will help deliver excellence consistently and can lead to substantial improvements in customer service, employee satisfaction, loyalty, and profitability. 

The ‘Big Four’ in Men’s Tennis: Comprehensive Support Systems
The legendary ‘Big Four’ in men’s tennis—Federer, Djokovic, Nadal, and Murray—have set new standards for athletic excellence and sportsmanship.  

While their dominance has ended through retirement or injury, their legacy will impact the sport for generations to come. Their success was partly due to a new era of comprehensive support structures, including specialised coaches, fitness trainers, physiotherapists, nutrition and mental health experts.  

The hospitality industry can learn from this model by investing in employee development and creating a supportive environment. Just as tennis players benefit from a holistic approach to performance, hospitality professionals can thrive in a workplace that nurtures their skills and well-being. Additionally, the sport’s commitment to inclusivity and community engagement offers a blueprint for hospitality services to better meet the diverse needs of their clientele, enhancing service excellence. 

Jamaican Sprint Team: Mentorship and Specialisation
The Jamaican Olympic Sprint teams’ dominance in athletics highlights the importance of mentorship, rigorous training, and a specialised approach. The presence of sprinting legends as mentors and a ‘long-to-short’ training philosophy have been key to nurturing young talent and ensuring peak performance. 

The ‘long-to-short’ training philosophy, central to Jamaican sprinting success, involves starting the training season with longer, endurance-building runs and gradually shifting to shorter, more intense sprints as competitions approach. This method builds a strong aerobic base initially, enhancing the athletes’ stamina and conditioning.  

As the training progresses, the focus shifts to speed and power, with shorter distances and explosive sprinting exercises. This progressive build-up ensures that athletes peak at the right time, maximising their speed and performance during critical races. 

Similarly, hospitality professionals can benefit from the guidance of experienced mentors. Developing service skills progressively and specialising in niche markets or services can help businesses distinguish themselves from competitors. For instance, just as sprinters focus on specific muscle groups to enhance performance, hospitality businesses can focus on particular aspects of service, such as personalised guest experiences or high-quality dining options. The dedication, strategic development, and leveraging of unique strengths seen in Jamaican sprinters can drive excellence, ensuring that employees are well-prepared and capable of delivering outstanding service during peak periods. 

Tiger Woods and the “Big Miss”
Despite his current form, Tiger Woods is regarded as one of the two greatest golfers of all time. His coach during his most successful period was Hank Haney, who focused on identifying and eliminating the “big miss” from his game.  

The “big miss” refers to a significant, potentially disastrous error that can derail an athlete’s performance, such as Tiger’s occasional severe hook.  

By meticulously analysing Woods’ swing and technique, Haney worked to redevelop a swing that minimised the risk of this major mistake, ensuring more consistent and reliable performance. This approach helped Woods avoid errors that could have had a more substantial negative impact on his game, allowing him to maintain his competitive edge and dominate the game for so long. 

Hospitality can draw a valuable lesson from this meticulous approach to error prevention. By identifying and addressing potential major service failures—such as a significant drop in customer satisfaction due to poor service or operational inefficiencies—we can create strategies and processes to mitigate these risks. This proactive stance involves training employees to handle high-pressure situations, regularly reviewing feedback and refining processes while maintaining high standards of quality control. By focusing on eliminating the “big miss,” we can enhance overall service consistency, reduce the likelihood of significant failures, and ultimately improve guest satisfaction and loyalty. 

Conclusion
The hospitality industry stands to gain significantly by adopting leadership principles from the world of sports. From Gareth Southgate’s visionary approach and the British Cycling team’s focus on marginal gains, to the comprehensive support systems in tennis to the mentorship in Jamaican sprinting and Tiger’s ‘big miss’, these examples offer valuable lessons. By embracing these strategies, we can foster a positive workplace culture, enhance team cohesion, and drive continuous improvement, ultimately leading to greater employee satisfaction, customer loyalty, and business success. 

 Hospitality People Group, remains dedicated to exploring all opportunities to provide insights and support our clients and their people strategies. Our commitment to think outside the box ensures that businesses can learn unique and valuable lessons to create lasting value and positive experiences for their employees and customers.  

If you would like to discuss your people strategy further, then please get in touch.  

Guy Lean, Managing Director – Madison Mayfair
+44 20 8 600 1180 / +44 7813 009787  / guylean@madisonmayfair.com  


Dan Akhtar, Managing Director – HPG Advisory Services
+44 208 600 1166 / +44 7808 157796  / dan@hpgsearch.com  


Chris Denison Smith, Managing Director – FM Recruitment
+44 20 8 600 1160 / +44 7775 711923 / chrisdenisonsmith@fmrecruitment.co.uk  


Andrea Shaw, Director – FM Recruitment
+44 20 8 600 1160 / +44 7714 236469  / andreashaw@fmrecruitment.co.uk  

 

 

 

 

A Review of the Future Hospitality Summit in Saudi Arabia: Insights from Guy Lean

Posted on by Guy Lean

The Future Hospitality Summit, held at the beginning of May in Riyadh, was a dynamic showcase of Saudi Arabia’s burgeoning tourism and hospitality industries. For Guy Lean, a first-time attendee on his inaugural visit to Saudi Arabia, it was an opportunity to witness first-hand the incredible growth potential in the region. From bold mega-projects to the cultural shifts happening across the country, the summit offered valuable insights for businesses eager to explore new opportunities. 

Vision 2030: A Unified Strategy
One of the central themes of the summit was Saudi Arabia’s Vision 2030—a strategy designed to attract 150 million visitors to the country. Guy noted that everyone he spoke with, from ministers to business executives, was fully aligned with this vision. It was clear that the leadership-driven, KPI-oriented approach had permeated every level of the industry. “The first topic of conversation is about the Vision,” Guy said. “Moving from the original target of 100 million to 150 million visitors shows the ambition. They’re incredibly KPI-driven, and everyone’s working towards the same goals.” 

Mega and Giga Projects: Scale and Ambition
Saudi Arabia’s mega and giga projects inlcuding Qiddiya and Red Sea Global) demonstrate the country’s scale and ambition. Guy found the scope of these developments emblematic of the nation’s long-term vision. “These projects are vast,” Guy said. “The Red Sea project will offer something truly unique, both from a cultural and natural perspective.” 

These projects, which could otherwise be overwhelming in their enormity, reflect a broader strategy for economic diversification. And yet, they are just the tip of the iceberg. Beyond these colossal initiatives, Guy saw an extensive focus on practical hospitality needs, like hotels in secondary cities, business accommodations, and serviced apartments. 

Warmth and Accessibility: A Cultural Shift
Despite some preconceived notions about the region, Guy found the welcome to be warm, welcoming and authentic.  At the conference, he noticed that ministers and executives were genuinely interested in hearing about new ideas and connecting with people. “The Saudis are incredibly accessible,” Guy reflected. “They’re open for business, they want to talk to you, and they’re genuinely curious about why you’re there.” 

This cultural shift was refreshing. Guy described how approachable everyone was, regardless of their seniority or title. He felt that this openness would create countless opportunities for meaningful collaboration. “The Saudis are big on collaboration,” he noted. “They want to meet you, connect with you, and understand your service. It was a breath of fresh air.” 

Sustainability and ESG Commitment
While sustainability has been recently touted as a key focus in global business (although conspicuously absent at CHRIS which we attended in April), Guy felt there was a genuine commitment to ESG principles in Saudi Arabia.  

The projects presented at the summit weren’t just ambitious; they were carefully crafted to integrate sustainable practices. This dedication to sustainability was a common thread throughout the summit. From careful consideration of the Red Sea’s unique marine life to developing tourism that respects sacred sites, Saudi Arabia seems committed to building a responsible hospitality industry. “They know the value of their land, and they’re not just going to bulldoze through it,” Guy said. 

Challenges and Strategies for Success
While the opportunities presented at the summit were vast, Guy acknowledged that businesses who may want to tap into the market would require a strategic approach. Building meaningful relationships takes time, and businesses need to be prepared to invest in repeated visits to understand the market and establish trust. “You can’t just go once and expect lots of business,” he cautioned. “It’s an going investment in time to build genuine connections.” 

Another important consideration is the emphasis on Saudi nationalisation (or Nitaqat), which aims to bring more Saudi talent into the workforce. International expertise is welcome, but Guy stressed that businesses must recognise the focus (and legal requirement) on nurturing local talent. “They want to train their own people, but they’re aware of the expertise needed to do this properly,” he said. 

The Future Outlook
The Future Hospitality Summit painted a clear picture of the future of Saudi Arabia’s hospitality sector, one marked by bold ambitions and a willingness to work with global partners. Guy was confident that, despite the challenges, the opportunities in the region are unmatched. “I’ve never seen an opportunity this big in my life,” he said. “Dubai was always huge, but this is on a different level.” 

With the ongoing concerted national effort, the projects and partnerships emerging in Saudi Arabia really could elevate the region into a premier hospitality destination. Guy left the conference optimistic that Saudi Arabia will realise its Vision 2030, with projects that offer world-class experiences while maintaining cultural authenticity and prioritising sustainable growth. 

Conclusion
In conclusion, businesses seeking growth in the Middle East would be wise to pay attention to Saudi Arabia. The nation’s ambitious Vision 2030, combined with its genuine commitment to sustainability and warm, collaborative culture, makes it an attractive destination for investment. However, success requires thoughtful planning, long-term relationship-building, and a willingness to adapt to local customs and priorities. 

For Guy, the Future Hospitality Summit was inspiring. “It was a truly authentic experience,” he said. “The Saudis are doing something really special, and I believe they’re going to pull this off.” 

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 email guylean@madisonmayfair.com  

Success Stories – In Conversation with Guy Lean, Managing Director at Madison Mayfair

Posted on by Katherine Wyles

This year, Guy Lean is celebrating his 20th anniversary at Madison Mayfair and, as such a stalwart hospitality industry, we thought who better to kick off our 2024 Success Story series. 

Having studied recreational management in college, Guy’s journey into recruitment was not a conventional one. His early experience at Royal Mid-Surrey Golf Club led to his first role in recruitment where he quickly realised the importance of nurturing personal connections as he carved his career path through sales, training and recruitment, with some help from Dr Seuss along the way. 

At Madison Mayfair, Guy’s focus goes beyond merely placing candidates in roles, but rather measured by their long-term achievements of these placements, underlining Guy’s commitment to nurturing meaningful and lasting relationships for both his candidates and clients alike. 

In this interview, Guy shares his rich experiences, insights, and perspectives on the recruitment landscape, offering valuable advice and observations that stem from a career built on genuine connections and a deep understanding of the industry.

Please tell us more about your career path and how you become known as one of the best-connected recruiters in the hospitality industry. 

Recruitment isn’t really one of those careers that you study in college and then start head-hunting. Like many of my peers, I fell into it somewhat. After finishing my studies in recreational management, with the initial goal of managing a leisure centre, I found myself at The Royal Mid-Surrey Golf Club in Richmond. There, I was not only involved in selling events but also managed the bars and looked after the events themselves. This was my first real exposure to high-quality hospitality and the art of connecting with people on a daily basis. 

While at the golf club, a member noticed my potential and asked what my future plans were. He offered me a job at his recruitment firm back in my hometown, Cambridge. I started placing salespeople in various industries including agricultural machinery and pharmaceuticals, working with anybody that sold anything across East Anglia. This job was a real ‘school of hard knocks.’ It involved picking up the phone hundreds of times a day, making connections and really understanding sales.  

I then moved to work for a pharmaceutical recruiter, specialising in the niche area of tamper-evident packaging. This was a significant step in my career, as I eventually became the number one recruiter in the US, while still based in Europe. This led to me being headhunted by Humana International to help sell franchises and teach franchisees to become head-hunters in their respective fields. Humana was eventually sold to an even bigger company called MRI and I became their Global Head of Training while also out there selling franchises. 

Mentorship played a crucial role in my career development. I was fortunate to work with and learn from prominent figures in the recruitment industry, like Tony Byrne and Steven Finkel. These experiences not only shaped my skills but also instilled in me the importance of mentoring others. I’ve trained and hired many individuals over the years and take pride in seeing them achieve great success in their careers.  

In recruitment, statistics play a significant role, even though it’s very much a human-centered field. It takes about 75 conversations to find the right person for a job, someone who would truly excel in their role.  

Our approach at Madison Mayfair involves understanding and connecting with a vast network of people – around six and a half thousand in each market. These individuals are not just clients or candidates, but they are all people with unique needs and aspirations. We are proud to say that most of the clients we work with have been candidates in the past.

Can you share your top tips for candidate who might be preparing for interviews in 2024. 

I’ve always said that when we’re interviewing, we’re all in sales. Regardless of what role you might be applying for, and whoever you are in front of, you’re selling.  

I think you have to follow a sales process and preparation is everything. I would suggest reading a sales book and my top recommendation is “Green Eggs and Ham” by Dr. Seuss which gets to the essence of sales faster than any other book.  

From there, researching the company and having excellent questions are great ways to build rapport. Technically, most candidates who get to interview stage could probably do the job, but in most cases, it’s the most enthusiastic person who gets it.

Are there any industry technologies that you are excited to see continue to develop. Conversely, are there any industry technologies you would prefer never to see again? 

I believe that certain technologies, particularly those aiding in research and networking, are incredibly beneficial. LinkedIn, for instance, has significantly transformed the recruitment landscape. Its ability to facilitate connections and provide instant access to individuals’ backgrounds is invaluable. This tool is essential in our industry, to the extent that if someone isn’t present on LinkedIn, they might not even be considered a viable candidate. 

In terms of communication preferences, I’ve noticed a generational shift. Younger individuals often prefer text messages or platforms like WhatsApp over traditional emails or phone calls. These tools have been effective in connecting with people in ways they are more comfortable with. 

However, there’s a downside to technology when it oversteps and replaces human interaction. In our industry, which is very personal and deals with people’s careers and lives, losing the human touch can be detrimental. For example, when companies provide feedback or rejection via email, it can feel impersonal and inadequate. Human connections are vital, and technology should not overshadow them. 

While I am relatively new to AI and its applications, I can see its potential, especially in speeding up processes like research and initial connections. It’s a remarkable tool for gathering information and bringing back relevant findings quickly. However, the recruitment process in hospitality still requires a balance. While technology can expedite certain aspects, the final stages of interviewing and truly understanding what people want and need must be done through direct human interaction, either face-to-face or via video conferencing. This balance ensures that while we embrace the advantages of technology, we do not lose the essence of personal connections that are fundamental to the hospitality industry. 

Business travel is getting closer to pre-pandemic levels of spend, but many analysts, feel that it will never be the same. Do you feel that candidate expectations have changed regarding travelling for business? 

I believe there are two main elements to consider. Firstly, there’s a heightened focus on the carbon footprint. People have become more environmentally conscious than ever before, and a genuine shift in focus towards sustainability is influencing decisions to travel less. 

Secondly, the importance of maintaining relationships plays a significant role. While the pandemic demonstrated the effectiveness of video conferencing for meetings, which had not been widely popular before, certain aspects of business, such as the MICE (Meetings, Incentives, Conferences, and Exhibitions) market, team building, and relationship building, still necessitate physical travel. In these areas, face-to-face interactions are essential and irreplaceable. 

An interesting observation I’ve made is that fewer people are now relocating for work post-pandemic. There seems to be a change in mindset where individuals are more content to stay in their area, seeking a different balance in life and work. This contrasts with the previous norm, especially among general managers in hospitality, where career advancement often meant travelling globally to gain diverse experiences. Now, many seem more satisfied with remaining in their local area. 

However, this shift in perspective towards travel and relocation seems to vary between generations. For instance, I’ve noticed that younger generations, like my two sons in their early 20s, are driven by experiences and the desire to travel. They work hard and then use their earnings to travel extensively. This love for experiences and exploring the world seems more pronounced among them, whereas the older generation appears less driven to relocate or travel extensively for work purposes. 

What do you feel are the most important traits for hospitality leaders to demonstrate? 

For me, the most important traits for high-level leaders centres around emotional intelligence. Leaders who exhibit high emotional intelligence can better communicate with their team, providing information effectively and motivating their teams while displaying empathy and impeccable social skills.  

The most successful leaders generally display a strong self-awareness of their own emotions that helps them understand that people often leave jobs due to poor relationships with their supervisors or a lack of connection with the leadership. They can create work environments where employees feel valued, understood, and motivated, leading to better retention and a more positive workplace culture. It’s not always about monetary compensation but more often about the quality of the work environment and the relationships within it. 

What do you feel has been your biggest achievement and why?

I’ve placed over a thousand people in their careers, many of whom have risen from their first jobs to C-level positions but I feel my biggest achievement has been my work with people and teams. I’ve had the incredible fortune of working with extremely talented individuals throughout my career, and the amount I’ve learned from these experiences has been immense.  

At Madison Mayfair, we have a unique focus: we aim to ensure a return on investment for the candidates we place. Our measure of success isn’t just about filling positions. We look at their progress after 12 months. We follow up to see if they were promoted, if they hit their KPIs, met their targets, or received bonuses. I’m particularly proud of this aspect because it signifies that we’re genuinely contributing to the career growth and success of individuals and our clients’ businesses. 

I am also very proud of the reputation and regard Madison Mayfair has earned in the marketplace. We’re a boutique firm and take pride in the quality of our work and the lasting relationships we build.  

Often, candidates come back to us as clients, and companies return to us for our services, which is a testament to the effectiveness of our approach. Just recently, I had a conversation with someone who had been with a company for six years and reached out to us because of our longstanding work with them.  

This kind of feedback and repeat collaboration reinforce that we’re doing something right. I’m extremely grateful for the great teams we have and the collaborative efforts that contribute to these successes. 

What is the best piece of advice you have been given on your career journey?

I think the best bit of advice I’ve ever been given is, “put your brain into gear before you put your mouth into motion.” 

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: guylean@madisonmayfair.com  

  

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

Posted on by Katherine Wyles

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.  

Overview
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. 

Conclusion
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 guylean@madisonmayfair.com 

Success Stories – In Conversation with Claire Llewellin-Davis

Posted on by Katherine Wyles

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 guylean@madisonmayfair.com 

 

 

 

Success Stories – In Conversation with Natasha Eldred

Posted on by Katherine Wyles

Established in 2011, EQ Hotels is a leading European hospitality investment and management platform with over €1.7B of hotel real estate across 5,000 rooms. 

EQ Hotel’s quality discipline coupled with entrepreneurial, hands-on operational management, enables them to identify and execute niche, high-value-add real estate opportunities in the hotel investment market. EQ Hotel’s unique position, as both an investor and manager, allows it to underwrite acquisitions balancing solid return on investment targets with operationally credible roadmaps to achieve goals. 

In early 2022, EQ Hotels engaged Madison Mayfair to support the development of its people strategy. After identifying the need to support not just overall marketing goals for the business, it became clear that there was an immediate need to support the high-profile opening of a luxury five-star property in Paris, Hotel Dame Des Arts. With this, Madison Mayfair adapted the executive search parameters to include robust luxury, pre-opening experience that could be deployed quickly and initially on a short-term contract to have a big impact with limited risk.  

Natasha Eldred had recently moved back to the UK having spent nearly 20 years running her own luxury hospitality PR agency in south-east Asia, from her base of operations in Thailand. She had supported the launch of some of the biggest luxury properties in the region and was perfectly placed to lead the PR element of this pre-opening, on a fixed-term project basis. 

By late 2022, with the pre-opening underway with Natasha’s expertise in place, we further enhanced the marketing team structure by recruiting a full time Director of Marketing.  With her previous experience in multi-property luxury brands, we were delighted to place Carla Severn, an ideal match for EQ Hotels as they continue to grow their luxury portfolio in London and Paris. 

As part of our ‘In Conversation” series, we were delighted to recently catch up with Natasha for a short Q & A as she shares her thoughts on her extensive experience in the hospitality industry. 

What inspired you to follow a career in hospitality? 
My passion and professional background in the performing arts led me to pursue a career in hospitality. The similarities between hotels and theatre are striking – both involve creating a captivating experience for the audience or guest. Hotels are like a stage or a film set, with the operations team and guests playing important roles in the narrative. Just as actors create characters, hotel professionals use branding and marketing to communicate with guests and create engaging experiences. I particularly enjoy the thrill of opening a new hotel – it’s like the excitement of a new relationship. As someone who works primarily on pre and grand-opening projects, I get to experience the buzz and then exit stage left while the hotel is at its peak. 

What do you consider your biggest achievement so far and why?  
While relocating back to the UK after being overseas for two decades was a significant personal achievement, my greatest professional accomplishment was leading the global launch of Keemala, a breathtaking resort tucked in the hillside of Phuket’s west coast. This project was particularly special to me because I had the opportunity to work closely with the owning family from the very beginning and was given full autonomy to oversee everything from the brand story to the PR strategy, social media, photography direction, and even the food and beverage offerings. Taking a 360-degree approach to this project allowed me to immerse myself fully in every aspect, and it was this level of involvement that I truly enjoyed. Overall, I consider my work on the Keemala launch to be my greatest achievement, as it was a project that felt deeply personal and allowed me to showcase my skills across multiple areas. 

What does great hospitality mean to you? 
To me, great hospitality is all about creating a sense of warmth and genuine welcome for every guest. While I certainly appreciate luxury and all the frills that come with it, I believe that the key to exceptional hospitality lies in the quality of the team. Hospitality is not just about providing top-notch service, but also about selling experiences and journeys that enrich the lives of guests. As a hospitality communications professional, I see myself as an ambassador for both the hotel and the destination it represents, sharing the story and values of both and ensuring that we shine the brightest light on both.  

What is the greatest lesson you have learned in your career so far?
I have learned that continuous learning is essential, but it’s equally important to focus on my strengths. It’s easy to underestimate the value of experience and the distinctive perspective it brings to a team. As professionals, and consultants, it’s common to feel like an imposter or hesitate to charge a fair fee, but with decades of experience, I must remind myself that am worth every penny. Additionally, I have learned not to get caught up in small details and to have the courage to redirect clients towards what really matters. It’s easy to get bogged down in irrelevant aspects, but this can be a waste of time and resources. Instead, it’s crucial to stay focused on the big picture and work towards achieving meaningful outcomes. 

Thank you to Natasha for sharing your inspirational views on the hospitality industry.  

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: guylean@madisonmayfair.com  

 

 

 

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