Tell us a little more about yourself and your career to date.
From about the age of ten I have never wanted to do anything but run a hotel and have never really wavered from that ambition. In October 1971 I became a graduate member of the Hotel and Catering Institute and have paid my dues ever since whilst the organisation has morphed through a couple of stages in name change to its current title, The Institute of Hospitality, a much more appropriate name than the two previous titles. So, this year I am celebrating my diamond anniversary, 50 years as a member of the Institute!
After graduating from Surrey University, my first position was with Thistle Hotels in Scotland. In those days Thistle was owned by Scottish and Newcastle Breweries and so my love of Scotland began. Since then, a large part of my working life has been in Scotland, and it is the Scots people as much as the Scottish landscape that has appealed to me. Most Scots have an inbuilt sense of welcome, hospitality and joy within themselves which is just right for our industry and of course Scotland is the home of Scotch whisky!!
Throughout my career I’ve had corporate roles but my real passion has seen me go back to what I love best, running a hotel. Much of my career has been spent working for American-based companies and I was very fortunate that my first GM role was as innkeeper of the first Holiday Inn in Scotland in Aberdeen, owned by the then parent company Holiday Inn Incorporated, Memphis Tennessee. Since then, I have been very fortunate to run some of the most iconic Scottish Hotels including Cameron House, The Caledonian in Edinburgh, St Andrews Bay (now known as the Fairmont) and the Old Course Hotel in St Andrews. I did have a short dalliance in the south of England as Operations Director of Cliveden Ltd and GM of Cliveden House when it was owned by the Californian company Destination Resorts.
These days, despite being semi-retired, I recently became Chairman of a new company, Effective Hospitality Management, which is involved in managing hotels for private owners. I am also non-executive director of the Lifehouse Hotel and Spa in Essex, chairman of the Fife Coast and Countryside Trust and a director of another Fife charity, Cambo Heritage Trust which is based in Cambo Estate gardens. So still very much involved in the hospitality and tourism world.
You recently took part in a panel discussion as part of our AGM. How was it?
It was great fun and a pleasure to share the stage with two up and coming leaders, Katariina Reissar AIH and Paresh Vara MIH. We also had a fantastic facilitator for the session, Phil Street. Phil was excellent in keeping us calm and on track as well as extracting information from us. I hope those who listened to the panel felt it was worthwhile staying on after the AGM to listen to us!!
You’re an FIH what does this mean to you?
Being an FIH is a demonstration of working in a professional industry. It’s a sign that I spent my time as a journeyman and have reached a stage where I can be recognised as a senior in the industry, acknowledged as a professional by ones peers.
What makes hospitality such a great industry to work in?
The City of Glasgow has a tag line which is best seen riding high in the air above the City’s main Square “people make Glasgow”. I think our industry could easily adopt that slogan too: “People make Hospitality”. We are a hardworking but fun industry that works with all types of people, whether they be guests, team members or suppliers. We create great atmospheres and experiences, supporting our guests and team members to achieve and surpass their aspirations! How much more satisfying can it get?
If you could change two things about the Institute, what would they be?
Take in a broader membership, we are too hotel focused and there are many more arms to hospitality than just hotels, such as casual dining. Firstly, one area which has been demonstrated to have an interest in hospitality is the supply chain where companies are pleased to be involved and support the front-end of the industry. Secondly, I think the centre has been too London focused in the past. However the branch activity, and with it, the support from the IoH team has certainly improved during the pandemic period and the growth from the grass roots can be seen in greater activity and interaction.
What has been the most memorable moment of your hospitality career so far?
I have had many memorable moments, but two springs to mind: Firstly, when I was nominated as The Caterer’s Hotelier of the Year. The presentation was made at Chewton Glen and walking into the room after the announcement was made with my wife to tumultuous applause was terrific and definitely a spine-tingling moment. For our partners to be alongside us when we are recognised by our industry peers made the day special. The second most memorable moment was receiving an OBE for services to hospitality at Buckingham Palace from Prince Charles while my family watched on.
Which elements of Membership did you use most during lockdown?
I attended some of the webinars, but I was also on the nomination committee which had the pleasure of selecting our new Chief Executive and three new members for the Board of Management.
What change in government policy is crucial to help the recovery of the hospitality industry moving forward?
Maintain the current VAT reduction and never let it get back to 20% again, the maximum should be 10%. Continue furlough through until the New Year 2022 and relax immigration restrictions.
What is your hope for the hospitality industry as the year progresses and for the beginning of 2022?
That we can attract more home-grown talent and nurture, guide and motivate more young people into what is a great and fun industry.
What would you like to see more of in the IoH?
We have a great slogan for our times, “i’m in” but I don’t see much flesh on the slogan. We need more activity around the slogan and use it not only to stimulate and enthuse the organisation but also show the industry at large we are a motivated and high achieving body. I also feel we need to be more visible and relevant, inclusive and accessible. We need to become the lead body for standards, a one-stop-shop the industry can turn to for help with subjects such as Covid restrictions, H&S, licensing and inductions.
What are you excited about for the future of the IoH?
I am excited for the future as I think there is a new vibrancy in the organisation. I think we have selected a youthful, demanding and dynamic new Chief Executive, Robert Richardson FIH, who has vision and has made his presence felt already. I think we have an exciting and rejuvenated Board of Management led by an industrious and hardworking Chairman, Kellie Rixon MBE FIH, who I trust will certainly stay in post for at least a further term of office and lead the new momentum to great achievements
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