Set up my own hospitality consulting business specialising in creating strategic vision and communicating that to key stakeholders, including; guests, staff, suppliers, tourist boards, local authorities, etc. Triage then helps companies develop policies and procedures to deliver on the vision operationally.

Clients have included Stapleford Park, the Carlton Group and Hanly Hotels, as well as companies wanting to achieve greater understanding of the hospitality industry. Locations inc. Leicestershire, Donegal, Belfast & Kildare.

Projects have included assessing issues with a new hotel that had been running for 10 months, however, was not achieving profit targets or set standards. This was identified as a problem with the communication of the vision between the owners, operating company, managers and staff, which resulted in poor execution of service and confused signals reaching the marketplace. A plan was submitted to deal with these issues. This project was extended to include a period of management at the property, assessing the current management team, recruiting where necessary, including a General Manager and then mentoring them to implement the agreed solutions.

Another project has involved going into a property in the final stages of the sale process and identifying all the requirements to move it from its former position to meet a new vision. This included the development of the strategic vision, a human resource plan, marketing plans, P&L projections, capital budgets and snagging plans.

Current projects include feasibility studies and site analysis for new developments in various locations inc. Belfast.

One of only two 5 star hotels in Northern Ireland and the only privately owned one. Part of Hastings Hotels, a family owned group of 6 hotels in the province. Responsible for 16 heads of department (200+ staff) covering 79 bedrooms, banqueting for 600, 5 meeting rooms, a fine dining restaurant (110), lounge bar, pub/brasserie (100), a Health Club and Spa, the whole operation spread over 12 acres. Turnover £6 million, profit £900,000.

As well as regular General Management duties the role saw group involvement in the sales and marketing areas. This included the research and appointment of a group GDS/EDS provider, the briefing and ongoing work with a branding agency to re-brand the whole group, as well as the individual hotels, and the appointment and briefing of a UK PR agency.

 Through the application of sales, marketing and yield management principles increased the RevPAR by 20% in the first year and 14% in the second year.
 Through training and up-selling initiatives increased sales in both F&B outlets by 18%.
 Oversaw the doubling in capacity of the banqueting suite working with the project manager (Pattons) and QS to carry out work around the continuing operation of the hotel and then close for only 6 weeks, with minimum disruption to guests, whilst at the same time minimising building costs.
 Worked with the sales team to develop strategies to increase occupancy of the meeting rooms.
 Cancelled external contract on Spa and recruited and put own team in. Worked with E’SPA and project manager (Grahams) to increase the size of the Spa from 3 – 8 rooms with two relaxation rooms. Put procedures in place to create Northern Ireland’s only 5 star urban day spa. Again while operation continued.
 Project managed the refurbishment of two floors in different styles, co-ordinating architects, interior designers, and electrical, building and plumbing contractors.
 Mentored inter hotel groups of senior managers through an emerging leaders programme.
 Through the introduction of team communication at all levels and multi-skilling, increased standards and decreased employee turnover and wage costs by one point.
 Worked with the PR company to raise awareness of Culloden resulting in a place in ABTA’s Top 10 City Hotels.

One of the world’s leading hotel consortia with 310 members in over 50 countries, 180 in EMEA, ranging from 3 to 5 star, but all providing top class service. The role was to oversee hotel relations, travel trade relations, and consumer relations, through the use of Account Managers, Sales Managers and PR and Marketing personnel, both wholly employed and contracted throughout Europe and Africa.

 Grew the membership by record numbers in 2002 and 2003, whilst maintaining the quality of the hotels.
 Conducted regional meetings in 8 countries around Europe, contributing to a 120% increase in intra European reservations from both service and PR based initiatives.
 Developed, with the Asia team, and implemented an Asian Spa programme promoted via American Express throughout Europe resulting in over 200 reservations.
 Developed specific M&IT marketing campaign in the UK resulting in over £4 million worth of business.
 Spoke at the American Express EMEA GES Conference (2004) and ILTM in Cannes (2003).
 Negotiated partnerships with, amongst others, Cunard and BA Executive Miles, resulting in over £100,000 worth of incremental business.
 Developed new PR strategy with outsourced PR personnel resulting in increasing the value of media coverage by 150%. The strategy also saw the awareness of SLH in the BRDC survey increase from 8% to 25% in two years.

Upmarket Bed and Breakfast taken over in 1997 by Utopia Leisure Ltd. In 2000 was rated as the highest quality hotel in Surrey with 25 rooms, 80-cover restaurant, 3 function rooms, and turnover up by 110%.

 Prepared strategy for transformation with owners.
 Designed new F&B areas and project managed the ongoing development and building work.
 Established and maintained quality levels resulting in Gold Ribbon, Red Stars and 2 Rosettes.
 Marketed hotel in the USA on a number of sales trips, resulting in year on year increases in revenue of over £140k.
 Focused on increasing average length of stay which was achieved going from 1.3 nights to 1.8 nights.
 Marketed hotel extensively in local area resulting in it being the most popular wedding venue in Surrey in 2000 and the restaurant operating at 70% capacity year round.