Mara Cattaneo – Inspiring Women in Hospitality

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

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

Hospitality Recruitment Researcher – London

Do you have excellent people skills, along with experience working in hotels? Have you considered a career in recruitment?

Madison Mayfair is a boutique hospitality recruitment company, recruiting at senior levels within international hospitality – across operational and commercial disciplines, covering roles throughout EMEA and the UK.

The role of Recruitment Researcher  will be responsible for managing the recruitment process for our key clients – from sourcing candidates, interviewing and managing the process towards each job offer!

We are seeking candidates who are proactive critical thinkers, with the capacity to complete detailed research. Attention to detail is important, as is being able to manage multiple projects.

In return, we offer a strong base salary along with realistic commission and bonus payments – based on both individual and company performance.

Our offices are very close to Victoria station, with on-site cafe, gym and co-working areas .

If you would like to discuss this role, please share your CV with maracattaneo@madisonmayfair.com and we’d be pleased to have an initial conversation.

Candidates should be legally able to work in the UK.

The Tipping Point: New Tipping Legislation in the UK

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  

 

Is Hospitality really the most stressful industry in the UK?

April is Stress Awareness Month, and after a number of publications last year reported that 57% of hospitality employees regularly experience high levels of stress, we want to ask if hospitality really is the most stressful industry in the UK? 

The most stressful industry in the UK? 

In July last year, a report from addiction and rehab specialist Delamere, on the toxicity of the hustle culture, gave a breakdown on stress in various industries. This report was picked up in a number of other articles at the time, and presented hospitality as the most stressful industry in the UK. According to the report, 57.1% of “Accommodation and Food Service” workers reported poor mental health, more than Health and Social Care and Manufacturing which rounded out the top three places. The data to back this up were attributed to Lifeworks’ monthly Mental Health Index. These figures tend to vary by month and while Hospitality is no longer considered the worst offender in terms of workplace stress, it still rates consistently low in areas such as Average Hours Worked and Work-Life Balance.  

The impact of stress on retention rates 

Long Hours and Work-Life Balance, contribute highly towards levels of stress, which can eventually lead to burnout, especially if the level of commitment to the business and its culture begins to wane. Inevitable this can lead to reduced productivity and employee retention levels.  

Last year, we published The Battle for Retention which looked at a number of other factors that can affect employee turnover. 

Advice on how to tackle stress in the workplace consistently revolves around how to spot it in yourself, and in your employees. As individuals, we all have a responsibility to ourselves to recognise when we are working too hard or neglecting our personal commitments. Hospitality Action is a charity that supports hospitality employees both inside and outside of the workplace. In their Advice Hub, they share expert advice and information on how to get further support on a range of issues, including Stress.  

 Signs of stress can include:  

  • Difficulty sleeping 
  • Feeling irritated with family, friends or co-workers 
  • Drinking more than usual 
  • Struggling with work deadlines 
  • Feeling isolated and lonely 
  • Physical symptoms such as: panic attacks, headaches, chest pains, indigestion, dizziness, nausea, sweating, breathing problems 

Mental health charity Mind recommends some ways to manage it including:  

  • Identify your triggers – Try to prepare for stress by recognising what sets it off 
  • Organise your time – Make a list of your tasks and approach them in order of urgency 
  • Be clear about your limits – While it isn’t always possible to say no to things, let people know if you don’t have the capacity to fulfil their demands 
  • Try to take a short break – it may seem counter-intuitive to take a break when you are stressed but if you can allow yourself one, this can help how you feel
  • Develop interests and hobbies – Outside of work, try to make time for what you enjoy to take you away from stress 
  • Get enough sleep 
  • Stay physically active 
  • Eat a balanced diet 
  • Spend time in nature 
  • Build a support network – having friends and family, or finding support at work to talk through why you feel stressed can make a big difference 

Employers also have a duty to instill a workplace culture that can help spot the signs of stress and empower them to engage with employees on a more personal level, especially if they are seeing symptoms of stress in the team or in individuals. According to the Health and Safety Executive, signs of stress in a team can include:  

  • Increase in arguments amongst staff 
  • Higher staff turnover 
  • More reports of stress 
  • More sickness absence 
  • Decreased performance 
  • More complaints and grievances  

In individuals, leaders may notice a change in the way people act or feel, such as:  

  • Taking more time off 
  • Arriving for work later 
  • Being more twitchy or nervous 
  • Mood swings 
  • Being withdrawn 
  • A loss of motivation, commitment and confidence 
  • Increased emotional reactions – being more tearful, sensitive or aggressive

In addition to the free support for hospitality employees, Hospitality Action also offers a number of support packages including Stress and Resilience Training, designed to bolster the resilience and wellbeing of your employees. 

If you would like support with your people strategy in 2023, Madison Mayfair are here for you. With a superb track record in finding the right people for the right role, we have long standing relationships with clients and candidates and we can help guide you through challenging and sometimes stressful times.  

If you would like to chat about your people strategy, please contact us on +44 20 8600 1180.  

 

 

 

 

 

 

 

Associate Director – Hospitality Capital Markets, London – Position Filled

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

Our client is a global leader in commercial real estate services and they are seeking an Associate Director to join their Hospitality Capital Markets team.

The position can be based in either London or Amsterdam with key relationships being with colleagues in London plus European teams in Prague, Paris, Munich, Frankfurt, Madrid, Amsterdam, Milan, Dublin and Moscow.

This  core position will an integral member of the Pan-EMEA Capital Markets team with responsibilities including:

  • Acting as the main point of contact for Hotel Capital Markets in the Benelux region, interacting with colleagues and leadership active in other sectors, and other market participants including owners, investors, operators and consultants
  • Taking active responsibility for sourcing new business, growing contact network, cultivating own clients and identifying target assets for sale
  • To take a leading role in all aspects of running hotel marketing campaigns (alongside Lead Partner) – in particular, to maintain target lists of buyers and have conversations / conduct meetings with prospective buyers
  • To create content for marketing collateral – teasers, brochures, information memoranda and data rooms
  • To model trading hotel opportunities and hotel investments using C&W’s bespoke valuation model
  • To lead the preparation of pitches and proposals for mandates we are competitively asked to tender for
  • Attend industry events to support the team profile in the market and seek to grow your own network of contacts
  • Identify potential cross-selling opportunities
  • Contribute to meeting overall departmental fee/billing target
  • To help maintain the team’s in-house databases of buyers, transactions and On the Market opportunities

The team is small but dynamic and growing – and this is an exciting time of its evolution.
The reward and opportunities available are second to none. Our client recognises commitment, initiative, decision-making ability and hard work – and rewards accordingly.

If you are interested in this role, please contact Guy at mm@madisonmayfair.com or call on +44 208 600 1182.

 

Chat Button