Tell us more about your current role and workplace
Eastwell Manor is one of two Hotel resorts operated by Champneys, sitting in amongst 3000 acres of the beautiful Eastwell Park. We have 75 bedrooms, including traditional luxury in the Manor House, the more contemporary Mews Cottages and some Shepherds Huts. Guests are able to take advantage of our Champneys Spa – including 21 treatment rooms, indoor and outdoor pools, hydrotherapy and jacuzzi pools, and once guidance is eased – steam and sauna facilities. We also have tennis courts and a 9 hole golf course.
The History of Eastwell dates back to the mid-16th century, and the natural charm of the property, coupled with the beautiful setting and natural relaxed service experience makes us a prime location of wedding couples, and those looking to escape busy lives for a day or two.
My role as General Manager is principally to enable the team to deliver the experience Champneys is known for, and which is befitting a property of such stature; at the same time determining and securing it’s future in the slightly atypical world we are currently facing!
You started working at Champneys Eastwell Manor just before hospitality reopened, tell us how this felt at such a challenging time?
It was very definitely an unusual start. When I took over, the entire team was furloughed and the property closed up – the first walk-around the property as GM was very surreal! The team and directors were however great, and once all the introductions had been done (via Zoom), it was an unusual chance to really understand the fabric of the property and business without worrying about the operation immediately. That being said, trying to wrap my head around risk assessments and new SOP’s without an operation to refer to was particularly challenging!
What have you had to put in place to manage reopening both operationally and in gaining consumer confidence?
We have really taken our operating methods right back to the start, and tried to re-write the service experience with the new expectations around COVID Confidence in mind.
The main adaptations have obviously been around cleanliness and hygiene. Aside from the PPE element, installation of screens at Reception etc, we have also invested in an activated Ozone Water system, and anti-viral fogging. These allow us to quickly and visibly sanitise areas and items without the risk associated with traditional chemicals. We have alos reduced some elements of guest contact, such as making room servicing an on-request function. One of the largest areas for training has been around talk lines, and ensuring everyone is confident not only in what we have put in place, but how to communicate that with guests. Asking to take someone’s temperature for example can be a fairly awkward affair if not handled correctly!
We took a delayed and phased approach to reopening, and still only have 70% of our accommodation offering available – this was a conscious decision to ensure the team operating were confident in their delivery, and I was confident we had the right processes in place to ensure the operation was safe and smooth. It has allowed us to really focus on the guests in front of us, and that has been reflected in our experience feedback.
How is the Eat Out to Help Out scheme working for you?
EOtHO has been positive for us, but possibly not to the extent of the more traditional restaurant or town centre set ups. The majority of our in-house guests would be dining with us anyway, however the one area there has been a noticeable impact is the Monday – Wednesday Afternoon Tea trade. This has risen approximately 30% on pre-lock down covers, and happily not at the expense of Thursday – Sunday covers – so in that regard it’s been a great scheme.
What positives, if any, do you think the challenges of COVID-19 will have on the hospitality industry?
The level of comradery and inspiration the industry has shown during the crisis, I think has been fantastic. I hope that we can harness that engagement and energy and take it forward as we continue to navigate the future. Ultimately, I think we should be aiming for that to be the legacy of this crisis for our industry… the number of people whose eyes we opened to the opportunities we have, the concept of a more unified industry where we are able to share ideas and skills, and succeed together as well as individually.
Did you always want to work in hospitality when you were growing up?
From when I was 15; I was panicking I didn’t have my career sorted out when all my friends seemed to be set on theirs, and my Mum suggested I did work experience at one as I had enjoyed our Summer holiday in a hotel. I did just that at the Best Western hotel in Shaftesbury, and never looked back!
What do you love most about working in hospitality?
There is a moment, usually a Friday or Saturday afternoon, as guests are arriving. I like to be on the front doors, and opening the door for guests with a big smile and hello – the smile that is returned is what hospitality is all about for me. People want to be with you, excited to be arriving and even though you have probably never met them you’re excited for them to be there. That moment is what I love most about hospitality.
What has been the most memorable day in your career for you?
MOST memorable? There’s so many! The one I am most proud of is receiving the call to advise I had won a Master Innholder Scholarship to Cranfield. I was the only person from my company (I was the Malmaison in Birmingham at the time) to apply, and being surrounded by and up against so many of the London 5 star operators and high potential candidates was intimidating.
The most amusing memory would be hauling a very inebriated gentleman out of the shower where he has passed out. His body had blocked the plug hole and he had subsequently flooded the bedroom, the room beneath him and the bar on the ground floor. He woke up as I was manoeuvring him and said good morning.
What is the best piece of advice you have given one of your team?
You’d have to ask them!
I like to think I have some useful things to share, but something I often repeat is two ears, one mouth – whether dealing with guests, colleagues, team or bosses I’d always suggests you listen more than you talk. All being well, it will mean that what you say actually has impact.
You are a Fellow of the Institute of Hospitality, how has being a member, and then a Fellow helped your career?
The network afforded by the Institute is invaluable. Through Fellowship, and indeed Membership, I have secured the confidence to push myself further than I otherwise might have.
Having friends and colleagues you are able to rely on outside of your own organisation becomes more and more important as careers go on, which is not something I had recognised until being in the position I needed to call on them! In addition, the webinars and reference aids are hugely valuable for helping navigate tricky situations.
Be part of our well-respected network, get trusted advice and take a positive approach to your learning and development.
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