EP Business in Hospitality Issue 49 - April 2014

Issue 49 April 2014 £5.00
EPBusiness in Hospitality
How has
The Ritz
raised
the bar?
Managing Director Stephen
Boxall explains how he’s
kept the hotel on top

WELCOME
EPBusiness in Hospitality
Front cover
Stephen Boxall from The Ritz
Photography Nick Dawe
Editor
info@epmagazine.co.uk
EP, 26 Carnaby Street, London W1F 7DF UK
www.epmagazine.co.uk
Design and Production
Archant Dialogue Ltd
Prospect House, Rouen Road, Norwich,
Norfolk NR1 1RE
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mail@archantdialogue.co.uk
www.archantdialogue.co.uk
Group Editor Joanne Sindall
Editorial Assistant Jess Phillipson
Art Editor Nicola Preston
Client Services Director Richard Woolliams
Account Director Catherine Goad
Print
William Gibbons & Sons
www.williamgibbons.co.uk
Photography
Nick Dawe email@nickdawe.co.uk
© 2014 EP magazine is owned by Chess
Executive Ltd. Every effort is made to ensure
the accuracy of the information contained in
the publication.
Reproduction or use of this material without
permission of Chess Executive Ltd is prohibited.
The opinions expressed herein are not
necessarily those of the editor/publisher.
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@En_Passant_
Challenging the
status quo
The last issue of EP did attract quite a lot of
positive comment with its slight change in focus
from mainstream industry issues and subjects,
to those that also sit on the boundaries and are
challenging the status quo. As with all things
in life, it is about balance, and that is what
we seek to strike between asking questions of
the established and highlighting the new and
innovative. It is this balance that has always sat
at the heart of the industry and made it special
– the new and innovative can challenge the
established as we are all seeking to engage
the consumer.
After six years, it does appear we are on the
road to recovery and business clearly feels more
positive about the future than at any time in
the past few years. However, the world has changed and there are new players and
influencers at the fore. Russian investment in London and in the industry has become
more pronounced and we are running a special feature which looks at this very issue,
with interviews with three Russian entrepreneurs and a Russian business.
In any recession, the events sector is the one that can be most brutally ravaged and
yet we feature two companies that have evolved and prospered – Absolute Taste and
Smart Hospitality. Two very different approaches; two good stories.
During difficult times, consumers do look for different experiences and there is a
new generation of boutique hotels that have risen up across the world. EP attended
the World Boutique Awards and we highlight a range of different hotels that are
winning custom from across all continents.
Entrepreneurs will always challenge the norm and we carry three features with very
different stories – Lucas Hugh’s founder, whose clothing was featured in The Hunger
Games films; the founder of The Knotted Vine, who carries little-known wines that
can rival the more celebrated brands; and Wild Trail, which also ties in with a new
Nutrition campaign that EP is launching in 2014. As we have become more conscious
of what we eat, EP will promote great foods and products that are nutritional.
We have always strived to be constructive, promote factually led debate and
be gently thought provoking. We will not change this focus but we also want to
celebrate a great industry and our lead feature is on The Ritz, which has really risen
again to become a leader on the London scene under Stephen Boxall’s leadership.
We hope you enjoy this edition and find that it is informative and leaves you
with food for thought.
CHRIS SHEPPARDSON
Editor
MEET THE TEAM
JAZ NOTAY SARA STEWART NICK SHEPPARDSON NICOLE THOMPSON WELDON MATHERS ARLENE MCCAFFREY LINN VISLIE
EP | April 14 | 3

42 30
22
OPINION
8 No man, or business, is an island
By Peter Davies, WMT Accountants
15 Leadership is about people – not textbooks
By Chris Sheppardson, Chess Partnership
18 The changing landscape of technology
in contract catering
By Mike Day, IndiCater
32 United we stand, divided we fall in tourism
By Weldon Mather, WM Consultancy
37 All change!
By Corinne Holloway, Joelson Wilson LLP
PEOPLE
24 An infusion of style
Vivek Singh talks about how he reinvented Indian food
BUSINESS
6 UK Hospitality Confidence Monitor
A quarterly survey of business opinion in the
hospitality industry
9 How has The Ritz raised the bar?
An interview with Managing Director Stephen Boxall
12 “McLaren teach you to strive to be the best”
Lyndy Redding charts the rise of her business,
Absolute Taste
16 Continuous reinvention
How Greg Lawson became a serial entrepreneur
20 Does one increase risk to gain increased reward?
Graeme Smith from Zolfo Cooper discusses how a flexible
brand model can benefit your business
22 World Boutique Hotel Awards
We take a closer look at winner Mihir Garh
26 A Lebanese mission
Tony Kitous, founder of Comptoir Libanais, explains how
he is changing the perception of Lebanese food in the UK
4 | April 14 | EP

CONTENTS
“There are thought to be
300,000 Russians living
in the UK, with London
having earned the title
of ‘Londongrad’”
RUSSIAN BUSINESS IN LONDON P42
26 12
28 How has Pride of Britain thrived where others merely survived?
CEO of the Pride of Britain Hotels group discusses
the luxury sector in today’s market
MANAGEMENT
47 A professional in the classroom
A new qualification for the hospitality sector
50 St. Julian’s Scholar
EP profiles scholar Marguerite Courtney
SPECIAL FEATURE
42 Russian business in London
Three Russian businesses outline their reasons for trading
in Britain and why London is such an attractive opportunity
CAMPAIGN
38 Eat Well, Live Well
We launch our new campaign to promote healthy food
INTERNATIONAL
30 Irish influence on a French tradition
How Karl O’Hanlon is transforming French wine estates
for tourism
ENTREPRENEUR
34 The hunger for Lucas Hugh
Designer Anjhe Mules charts her journey from New Zealand
to Hollywood
40 The Knotted Vine
EP learns about David Knott and his unique
wine business
48 Take a walk on the Wild Trail
Gordon Leatherdale, founder of Wild Trail, discusses the
invention of the truly healthy snack bar
EP | April 14 | 5

UK Hospitality
Confidence
The UK Hospitality Confidence Monitor
is a quarterly survey for businesses to
report their experience of the market
and their outlook for the future. The survey
reports results on a scale of one to five,
with five being the most positive.
Commentary
This survey continues to show the
optimistic trend that has been evident
since the spring of 2013. The first quarter
is always a difficult one to compare with
previous trading as it follows the busy
Christmas period. However, there was
no doubting that it was an improvement
on Q1 2013, with respondents giving it
a high score of 3.9 out of five.
Like-for-like turnover remained at 3.9,
and gross margins remained at 3.4,
with spend per customer at 3.3. However
cost pressures have yet to ease, with
the ability to pass on cost increases
easily the lowest response in the
survey, at 2.0.
General business optimism remains
high, with respondents generally more
optimistic than three months ago, scoring
3.7 on average, and respondents were
generally looking to expand their business,
with a 3.8 result.
Are you seeing clear signs of the
long-promised recovery?
The general mood of the respondents was
one of cautious optimism, while expressing
concerns about the sustainability of
the recovery. The difference between
the perceived recovery in London and
elsewhere in the UK was noted:
“London’s recovery is dangerously close
to becoming a ‘boom’ and we all know
what inevitably follows that. Regionally,
it is a painfully slow recovery.”
“Do we really think there is a recovery?
Without being doom and gloom, we
haven’t seen it in the suburbs yet.”
Some respondents wanted to see further
evidence that growth was here to stay after
the events following the financial crash:
“Always cautious after the debacle
leading to the autumn ’08 fiasco.”
“Still cautious, it is hard to come
out of that mindset after five years of
tougher times, although all the indicators
are positive.”
“Cautiously optimistic, but sales are not
yet fully recovered to pre-2008 … and costs
are significantly higher than at that time.”
The emphasis on costs was echoed
by others:
“Need to ensure that costs are
controlled, particularly payroll, as demand
for employees increases.”
“London’s recovery
is dangerously
close to becoming
a ‘boom’ and we
all know what
inevitably follows
that. Regionally,
it is a painfully
slow recovery”
Another respondent was concerned that
everything depended on key customers
committing themselves:
“The business depends on a few key
decisions by clients.”
Should the government be doing more
to address the continued squeeze on
living standards (e.g. the recent 10%
increase in energy bills), or should it
leave well alone?
Respondents were split between the
government getting involved on various
issues and those that felt that the market
mechanisms should be left well alone.
Some of the more well-supported ideas for
government initiatives included reducing
taxes, increasing the minimum wage and
dealing with the energy companies:
“I support the Lib Dems in their desire
to increase the personal allowance for
taxation and that this should be taken
beyond £10,000 p.a. I also support the
notion that an above inflation increase
in the minimum wage is affordable by the
country and should be promoted. Apart
from possibly additional support for the
elderly, I would otherwise, generally, leave
well alone.”
“They should be regulating the energy
industry in a much firmer way. Import
electricity from Iceland and other northern
countries rather than subsidise the energy
companies.”
“It should address living standards by
driving efficiencies in the public service
and pass on savings through lower taxes.”
“Government needs to be concerned
and bring clarity to the debate and
transparency to the underlying financial
numbers, but should not interfere with the
market mechanism.”
6 | April 14 | EP

BUSINESS
Core business trends and opinion
from hospitality leaders during
the first quarter of 2014
Monitor Q1
THE SURVEY RESULTS BY QUESTION
Respondents were asked to respond to questions as to their current trading conditions and future
prospects and these were collated in numerical form, with very good results/outlook = 5, good = 4,
the same/average = 3, poor = 2 and very poor = 1. The collated average results to each question are
given below, with any result above 3 being positive and under 3 negative.
Current trading conditions
Future prospects
3.0
Q1 2014
VS Q4 2013
3.9
Q1 2014
VS Q1 2013
2.0
PASSING ON COST
TO CUSTOMERS
3.8
LOOKING TO EXPAND
NEXT QUATER
1) How does business performance in Q1 2014
compare to:
a) the last quarter, Q4 2013? 3.0 (previous 3.7)
b) the same time last year, Q1 2013? 3.9
(previous 3.8)
2) How is your like-for-like turnover performing? 3.9
(previous 3.9)
3) How is your spend per customer? 3.3 (previous 3.3)
1) Are you more optimistic than three months ago? 3.7
(previous 3.9)
2) Are you looking to expand your business in the next
quarter? 3.8 (previous 4.0)
3) To what extent are you able to pass on cost increases
to your customers? 2.0 (previous 3.2)
4) Future staffing levels? 3.5 (previous 3.8)
4) How is your gross profit margin? 3.4 (previous 3.5)
5) How are staffing levels? 3.3 (previous 3.3)
EP | April 14 | 7

NAME PETER SURNAME DAVIES OPINION
Two No man, deck or headline business, maximum is an island
njakxnc axkjcnkjc axcjnax
Tax advice should never stand alone or apart from the
wider economic picture so I hope readers will forgive a
little bit of crystal-ball gazing from me this month
Chirographi amputat optimus fragilis
cathedras. As most Matrimonii recent significant imputat pretosius sales
period, suis, utcunque the Christmas zothecas sales fermentet figures have rures,
been quamquam announced umbraculi and generally neglegenter came across
as praemuniet positive. D&D plane London, quinquennalis for example, agricolae,
announced etiam cathedras a like-for-like deciperet sales saetosus increase of
apparatus bellis, more than iam 7% and this seems to be reflected
across Parsimonia the capital; chirographi in particular libere it’s praemuniet pleasing to catelli, see that
City utcunque restaurants apparatus are doing bellis well senesceret in addition rures. to Optimus the more
tourist-focused tremulus concubine West insectat End. Anecdotal quinquennalis evidence umbraculi,
– etiam clients aegre I am lascivius in regular zothecas contact deciperet with – supports Pompeii. this
and Utilitas confirms suis spinosus that the senesceret success is not incredibiliter just confined gulosus to
a syrtes, few of ut the utilitas larger matrimonii players in the circumgrediet London scene. apparatus
bellis. The Aegre economic tremulus revival rures is also miscere expected adlaudabilis to lead to
increased concubine. employment Suis iocari pessimus in the sector adfabilis throughout quadrupei, 2014.
The etiam British rures Hospitality suffragarit ossifragi, Association, et perspicax in particular, zothecas has
led iocari calls saetosus for a significant umbraculi, increase semper in optimus apprenticeships fragilis
and saburre employment agnascor adlaudabilis opportunities fiducias, for young etiam people, zothecas
although circumgrediet to date saetosus the suis. Plane verecundus
government ossifragi fermentet shows vix no sign adlaudabilis zothecas, ut bellus
of umbraculi listening neglegenter to the campaign imputat adlaudabilis agricolae,
for quod a cut tremulus in the rate oratori of VAT fermentet to incredibiliter
boost parsimonia growth. concubine. With a General Umbraculi senesceret
Election Augustus, less semper than 18 zothecas months libere imputat pessimus
away tremulus hopes oratori, for success quamquam this ossif
side Fragilis of a poll catelli must suffragarit now optimus lascivius rures.
be Apparatus diminishing. bellis miscere fiducias, quod fragilis
umbraculi There remains celeriter a skills insectat concubine. Tremulus
shortage suis conubium in certain santet key saetosus matrimonii, semper
restaurant incredibiliter positions, adlaudabilis cathedras imputat utilitas
particularly oratori, quod quality parsimonia managers syrtes plane neglegenter
and amputat chefs Medusa, de partie, utcunque and increasing tremulus economic umbraculi growth
and fermentet movement pessimus in the adlaudabilis labour market cathedras. will surely Aquae lead
to Sulis an fortiter increase corrumperet in pay rates utilitas across the agricolae. sector. Suis A survey
from circumgrediet Barclays recently saetosus confirmed chirographi, that semper two-thirds of
hospitality verecundus businesses suis optimus expect frugaliter to see vocificat an increase perspicax in
wages orat this year.
As Verecundus ever, of course, chirographi there are agnascor clouds utilitas on the concubine.
horizon.
There Augustus was iocari a worrying Medusa. rise Caesar in the number deciperet of aegre hospitality
businesses gulosus matrimonii. facing “significant” Quadrupei financial vocificat distress catelli, last quod
year, umbraculi particularly celeriter in conubium the small business santet apparatus community. bellis,
The semper availability lascivius of syrtes credit imputat or bank parsimonia lending continues quadrupei, to
be quod very chirographi limited and fortiter many iocari businesses Medusa. continue Utilitas to carry
a concubine high level comiter of debt. suffragarit Should interest suis. Incredibiliter
rates or the value of
security bellus saburre held by amputat lenders catelli, increase et this umbraculi could be imputat the final
straw lascivius for zothecas, some. quod oratori lucide agnascor
vix Recently, bellus zothecas, and undoubtedly ut catelli vocificat with one pretosius eye on that
election saburre, next utcunque year, the Caesar Chancellor amputat has Aquae publicly Sulis.
Quinquennalis rures senesceret quadrupei. Pretosius
“What of culinary
trends this year?
The big news would
be the death of
”
saburre satis neglegenter adquireret chirographi.
announced Lascivius zothecas his support miscere for a catelli, large increase quamquam in the rures
National iocari suis, Minimum utcunque Wage, concubine possibly vix to divinus £7 per amputat hour. Such
an quadrupei. increase Rures – 11% conubium – would have santet major utilitas ramifications quadrupei, for
the iam majority Augustus of corrumperet businesses in Octavius. which basic Perspicax pay rates are
typically umbraculi at, satis or very frugaliter close to, deciperet Minimum parsimonia Wage levels. suis,
At utcunque the time zothecas of writing libere the Low insectat Pay Commission quadrupei. Medusa had yet
to corrumperet announce their incredibiliter findings verecundus for 2014, but apparatus such a strong
steer bellis. from Satis the lascivius Chancellor fiducias might infeliciter be difficult conubium for them
to santet ignore. aegre quinquennalis apparatus bellis. Pretosius
ossifragi 2014 is circumgrediet also the year when satis quinquennalis Auto Enrolment syrtes, becomes
a quamquam reality for many ossifragi businesses. praemuniet At present chirographi, only the quod
largest matrimonii businesses vix comiter have adquireret auto-enrolled umbraculi. their staff Caesar into
pensions, divinus circumgrediet but already early satis evidence adfabilis catelli, is that opt-out semper
rates cathedras (those corrumperet employees who optimus choose gulosus to leave concubine. and not
make contributions) Ossifragi vocificat are much agricolae, lower than etiam expected. cathedras
At miscere present quadrupei, contribution quod rates cathedras are typically amputat 1% bellus each
for suis. both employee and business, but there is a steep
Verecundus quadrupei rise ahead fortiter between agnascor 2016
catelli, iam bellus cathedras and vocificat 2018, by ossifragi, which time et
pretosius matrimonii infeliciter employers suffragarit will need pessimus to
adfabilis apparatus bellis, contribute quod Octavius 4%. Coupled agnascor with
perspicax ossifragi, etiam Minimum suis plane Wage comiter increases insectat
Caesar. Bellus umbraculi incredibiliter this will increase frugaliter staff costs
imputat perspicax concubine. markedly. Catelli Feedback conubium from
santet plane quinquennalis the ossifragi, pensions ut industry apparatus is
bellis comiter suffragarit pretosius also worrying cathedras, in that semper the
iet quadrupei, quod agricolae sector deciperet is unlikely parsimonia to be able
umbraculi. Adfabilis matrimonii to cope fermentet with the number saburre. of
Zothecas imputat saetosus businesses quadrupei, having utcunque to autoenrol
in ut the fragilis next concubine
couple of
bellus catelli deciperet fiducias,
years; praemuniet the key verecundus message for fiducias, all is to iam get advice utilitas and oratori plans
in miscere place parsimonia early, even if cathedras. your Staging Aegre Date adfabilis (when sui auto
enrolment must begin) is some way off.
Finally, what of culinary trends this year? The big
news would be the death of traditional fine dining,
which has been predicted for many years now but with
the difference in 2014 being that many leading chefs
are now making the same prediction. Marcus Wareing
has announced he is moving to a more ‘American’
style of service and décor at his soon-to-be relaunched
restaurant at The Berkeley and others, including Mark
Sargeant and Nathan Outlaw, have echoed his call to
reduce perceived stuffiness, formality and “six waiters
in bow ties per table”.
Whatever happens, it will be an interesting year
for diners, staff, owners and investors … and
accountants too!
Peter Davies is the Employment Name Surname Tax Director is the & Job Head Title of of Hospitality Company Services name for WMT Accountants
8 | Xxxxxx April 14| XX EP| EP

BUSINESS
NICK DAWE
How has
THE RITZ
raised the bar?
At a time when technology changes in the blink of an eye and younger generations equate the newest to the
best, The Ritz has stood the test of time and proved the value of tradition by maintaining its position as a
leader among luxury hotels. Many attribute this feat in the London market to the hotel’s Managing Director,
Stephen Boxall. EP interviewed Stephen on the changing landscape of the hotel sector in London, the reasons
behind the hotel’s success and plans for the self-proclaimed and arguably finest luxury hotel in the capital
EP | April 14 | 9

BUSINESS
“
The hospitality industry has
changed at a fast pace over
the past 10 years and the
luxury market has had to
redefine itself. It is a segment
that has witnessed strong competition
from boutique hotels. For a while it was
trendy to own and operate a 40-bedroom
property with a large destination bar. There
was also the move towards celebrity chefs
taking over hotel restaurants or properties
setting up with a trendy cigar bar or night
club. These trends do not reflect The Ritz –
we are bespoke, very traditional and above
all quintessentially British.”
What sets The Ritz apart from
other hotels?
“I’ve often said that London is its own
separate bubble compared to the rest of
the UK, and the capital has enjoyed a very
strong couple of years. Within
this resilient bubble is The Ritz.
“We are an establishment
that doesn’t dip in and out
of fashion – we don’t need
to make a fashion statement.
The gold you see throughout
the hotel is not gold paint,
it’s gold. Our aim to provide
exceptional service is one
we try to exceed every day.
“The Ritz is the only hotel
that is in the dictionary, there
are songs written about
it, and with that comes an
expectation. As long as we
can exceed that expectation
we can maintain our position
as a benchmark. I often say my
competitors sell sleep, we sell
the wow factor.”
Stephen’s long-term tenure at the hotel
started in 1996 when he accepted the
position of Restaurant Manager at The
Ritz Restaurant. Under his direction, the
restaurant flourished with developments
he implemented, such as the traditional
table-side theatre service that it is still
renowned for. After five years Stephen
became Hotel Manager and spent
18 months obtaining an Advanced
Management Development Degree at
Cranfield that would see him through to
the next level of General Manager. Finally,
in 2009 he was appointed Managing
Director of The Ritz London.
“When I became Hotel Manager, I knew
we had to shift our reputation of being old
fashioned. Over the past decade we have
dropped the average age of guests and
staff members to be in line with a fresher
and more knowledgeable approach. This
happened without straying from the
original brand values. While our formality
hasn’t changed within the restaurant and
public areas, we did make the decision
three years ago to drop the jacket and tie
requirement from the Rivoli Bar. The hotel
received letters of complaint because of
it, but it was well received by our newer
generation of guests. Other areas where we
have responded to demand from guests
is increased butler service, more multilingual
staff and surprisingly raising the
amount of afternoon tea sittings – we now
serve 400 teas a day.
“To consistently provide a wow factor,
it is necessary for us to know our guests.
In that respect, the hotel is cutting edge.
We provide amongst the fastest internet
in the country. After observing consistent
growth in room nights from the Asian
market, we looked at ways to improve
their stay. The Ritz was the first hotel in
London to introduce the China Union
Pay card – the most popular credit card
Guests can enjoy afternoon tea in the Palm Court at The Ritz
in mainland China.
“The decision to have an online presence
was a difficult one because I didn’t feel like
it fitted our image, but if we didn’t have one
we were missing an opportunity. It was a
way we could reach out to a market that
might not be familiar with The Ritz. Within
the younger generation there is a need to
have immediate interaction with brands
online. I respond to every comment on
TripAdvisor. We are #24 in the country
in terms of most positive posts on the site
out of the thousands of hotels in the UK.
“Our Facebook page has 20,000 likes
– the most likes for a hotel in the country
– and we have 14,500 followers on Twitter.
We interact on a daily basis through both
media to communicate with this mobile
generation.”
Stephen’s vision for the brand seems to
have resonated in the marketplace. Since
he became Managing Director, the hotel
has witnessed growth year on year in profit
and revenue.
“In occupancy terms we are up five
per cent year on year. Our average room
rate did slip four per cent but rev par has
increased one per cent. When preparing
the 2013 budget after our Olympic year,
which had been our best year ever, I still
set high goals for my team. The joy of it all
was that we managed to beat our Olympic
year without there being a major event in
London and not just by a little. Statistically
we can see that we keep gaining at least six
per cent of market share from our direct
competitors. These numbers would be
impossible without the staff – they are the
hotel’s core asset.”
How do you champion service excellence
at The Ritz?
“On induction we ask staff members to
provide us with certain details – we ask
them about their favourite drink, preferred
sweet and savoury things, what
shows they like on TV and about
their favourite shops. I have an
instant recognition program that
rewards staff using
the information we have on them.
The hotel has a database on our
staff as large as the one we have
for our guests, which I think is
pretty unique.
“My management team stay over
at least once a year. The reservations
team, who take all bookings, also get
to stay – they’ve got to be able
to experience The Ritz to be able
to sell it.
“One of the most exciting
things happening this year is the
reinstatement of The Ritz Academy.
This development occurred on
the back of the Downton Abbey
series that mentioned in four successive
programmes that Alfred, a young footman,
had joined the Academy at The Ritz.
Watching the pride portrayed by the
young man and the admiration of the
others knowing that he is attending the
course made the Board and I think ‘We
have to bring this back.’ The Academy will
be for students coming out of all types of
education. They will be brought in for a
three- or five-year programme. It will be
UK based at first and we will be training
10 students per year. Assessment will occur
on an annual basis and after three years
they will be given the options of continuing
on to the five-year programme, finding
a position in the hotel or moving on. We
will take on the first batch of students in
August/September 2014.
“Staff training and development
is ongoing. We provide a number
of apprenticeships and support the
completion of NVQs. As a member of
the Royal Academy of Culinary Arts we
10 | April 14 | EP

“We are an
establishment that
doesn’t dip in and
out of fashion – we
don’t need to make
a fashion statement”
NICK DAWE
support our kitchen, pastry and service
staff by offering courses there. The hotel
also supports Bournemouth University
and University of West London. Finally,
there is an advanced diploma in hotel
management that I choose key members
of the management team to go on each
year. It is the same course that I took while
I was Hotel Manager and I truly saw the
benefits it gave me within day-to-day
operations. The Ritz is so much larger
than one person and in my position it’s
necessary to think of the needs of the team
and to make sure we all share the same
vision. Every day is the same – it’s different.
That’s what I tell everyone.”
What are the short-term goals for the
hotel over the next couple of years?
“In 2016 the hotel will celebrate its 110th
birthday. Strategically we are working
towards our ‘Perfect plan for a perfect
year’ and preparations are rigorous. We
will be adding two rooms this year – a pair
of suites that can join to form a signature
suite. They will become part of our
continuous refurbishment programme.
I have a regimented process where I go
around every Thursday with my Head
Engineer, Rooms Division Manager and
my Executive Housekeeper. Three rooms
are chosen in the building and we go
and analyse every feature. We aren’t just
standing and looking around; we are
sitting on the chairs, lying on the bed,
looking at the fixtures that our guests use.
It’s about experiencing it ourselves so that
we can understand what the guest feels.
We review every single room so by the
time December 31 rolls around all rooms
are completed.
“As Managing Director my focus is
far more long term than ever before.
I’m already thinking about Q3 and Q4.
Financially, if I look at markets, we’ve
witnessed some interesting statistics. Year
on year room nights taken by the Middle
Eastern market have increased by six per
cent, by 200 per cent in Thai guests, and by
20 per cent from Australian guests. There
has also been a rise in guests from Canada.
However our home market undoubtedly
remains our largest market, which we will
seek to increase through celebratory events,
room nights and restaurant bookings.”
After 17 years of service, what does the
future hold for Stephen?
“There is not another hotel that I would
want to work in. Where do you go after The
Ritz? The staff here is second to none and
as long as I can maintain the quality of the
brand and our core values, drive the hotel
forward, maintain competitiveness as well
as keeping it fresh, then I’ve got the best
job in the world.”
It is easy to see why The Ritz has enjoyed
such success under Stephen. As someone
who sees hospitality as a vocation and not
a job, he prioritises sharing this vision of
service excellence with the staff who in
turn deliver this to their guests.
EP | April 14 | 11

BUSINESS
“McLaren teach you to
strive to be the
BEST”
The story of Absolute Taste has many enticing parts – a JV between
Team McLaren and Lyndy Redding, caterers for VIP hospitality
in Formula 1 as well as at some of the leading events over the
past decade, including the late Nelson Mandela’s 90th birthday,
the Beckhams’ 2006 World Cup send-off party and catering for
many senior members of the royal family, together with a working
partnership with Gordon Ramsay Holdings. Absolute Taste has
become a significant player in the market with a turnover of £17m,
employing more than 300 people and operating in four different
markets consisting of events, in-flight, cafés and restaurants. So what
is next for the business as they continue their ascent? EP met with
their founder and Managing Director, Lyndy Redding, to find out
ALL PHOTOGRAPHS NICK DAWE
Lyndy is one of those
characters that brings a
smile to the face almost
immediately – she is humble,
personable, open with no
hint of arrogance and possesses almost
a genuine surprise at the growth and
success of Absolute Taste. Catering is one
of those industries whereby the talented
can suddenly find they have created
something quite special that exceeds their
expectations, and one suspects that Lyndy
feels that way. She has also enjoyed how
she has had to change and grow with the
business. Of course, it has helped to have a
partner like the McLaren Group, but Lyndy
has still built a business that has caught the
eye and attention of many.
If one goes back the mid ’90s, Lyndy was
a talented chef working for the McLaren
Team via Wings. In late 1996, Wings and
McLaren had to part ways as sponsors
changed and Ron Dennis, McLaren’s
renowned CEO, turned to Lyndy and asked
her to produce a business plan to set up a
new business to cater for the McLaren team.
“I guess I was not sure exactly what
to do. It was all new to me, but I found a
computer and wrote a three-page business
plan that I presented to Ron. He just
wanted to know what I needed and how
I was going to get going,” commented
Lyndy. “We met, talked it through and we
just got on with it. Ron is very inspiring
and has always encouraged me, so I have
been able to learn as we have gone along.”
Lyndy smiles self-depreciatingly as she
reflects on those days.
“I probably got so much wrong, but
gradually we started to take on people and
grow. It is never easy and one has to be able
to adapt to different situations, which I
think is natural to caterers as every party or
event is different and there is always some
challenge that needs to be overcome.”
McLaren invested and took a 55%
equity stake in Absolute Taste, which was
launched in 1997. At the start, the new
company focused on hospitality for the VIP
guests of the McLaren team at the circuits
around the world and for the employees at
the McLaren headquarters in Woking.
Over the last 16 years, the company has
diversified into other fields and has carved
out its own place in the market. They have
catered for the late Nelson Mandela’s 90th
birthday party, John Terry’s wedding and
for Prince William’s Centrepoint party in
December. If one looks at Absolute Taste’s
history, one can easily see the landmarks
along its road to where it stands today.
In 2003, Absolute Taste In-flight was
formed, offering a 24-hour, 365-day
operation catering for private and
executive jets all across the south of
England and Geneva. They have also
expanded into cafés with a portfolio
that includes Mercedes-Benz World,
Burghley House, Farnborough Airport,
the Design Cafe in the Design Centre
Chelsea Harbour and The Terrace in
Fenwick, Tunbridge Wells.
In 2012, Absolute Taste worked
in partnership with ISS to provide
hospitality at the Westfield Site in
Stratford during the Olympics.
Could Lyndy have built the business
without McLaren’s involvement?
“McLaren does sit at the heart of what
we do. We travel the world with the
Formula 1 team, my husband is Team
12 | April 14 | EP

“One has to be able
to adapt to different
situations, which I think is
natural to caterers as every
party or event is different”
EP | April 14 | 13

BUSINESS
“We want to be
one of the best
by striving to
Manager for McLaren, we are very much
part of the McLaren Road Car business
with car launches worldwide and many
other projects, and Ron Dennis helped
us set up. McLaren gave us the lead into
in-flight catering and opened many doors.
I am a good caterer that loves food and
great hospitality, so we have been good
for each other.
“The great thing about McLaren and
Formula 1 is that they teach you discipline
as they have a strong work ethic to be
the best. To be successful in Formula 1
the team has strived to get everything
absolutely right, to achieve the impossible
and to be the absolute best. There can be
no mistakes, and therefore those involved
are very detailed and driven to achieve. It
does rub off so the culture does impact on
those like us around the team.”
It is clear that Absolute Taste have a
strong platform from which to grow, but
how does Lyndy view the future?
“I am not sure I have a set plan for how
we want to grow. We want to be one of the
best in our field and discipline, and by
striving to achieve we find growth. I do see
great potential with the in-flight business
as this is a very good business model.
“During the London Olympics we
worked in partnership with ISS at Westfield
and this was very successful. We also
thoroughly enjoyed working with ISS as
both sides really complemented the other.
They have a set of skills that complement
us and vice versa, so we would be open to
such collaborations in the future.”
Lyndy was born in Scarborough and
grew up in Yorkshire. As many from that
great county, Lyndy is not concerned by
reputations and celebrities and possesses
a strong work ethic. “Catering is just hard
work, but also such fun,” she notes.
“If I go back to 1997, I did not envisage
a business with a £17m turnover. I knew
we would work internationally as McLaren
opened that door for us, but the business
has exceeded our initial expectations.
I think that the reason we have become
the business that we are is because
we really care about our clients and
we deliver a service that clients want.”
Absolute Taste is now in great demand
and I wondered if, after 16 years, Lyndy
would slow down?
“Running any catering business is very
hard work and sometimes I do feel guilty
that I do not provide a better work–life
balance for my son. Sometimes I will be
away for a week abroad and then still need
to go to office the next day. As I am sure
many working mothers feel, I wish I had
more time with Joshie, but then again,
my son loves what we do, he is already
cooking and calls himself ‘Cheffie Joshie’,
and he has travelled to some great
countries with us that we would not
have done but for the work.
“It is a journey and I often wonder
where it will take us, but it has been an
amazing one to be involved in. I just feel
very fortunate. There is never something
not happening somewhere. Being part of
McLaren is like being part of a large family,
we have grown up together and we take
the challenges and the successes
personally.
“The business is all about the food
and the people, we have fantastic staff
who I love and they share the passion. It’s
all about the quality and being the absolute
best.”
14 | April 14 | EP

CHRIS SHEPPARDSON OPINION
Leadership is about people
– not textbooks
We talk so much about leadership but rarely about the one
thing that makes a difference – emotional engagement
A small challenge – make a list of the five
leaders that you most admire. They can be
from any walk of life, from business, politics,
sport, charity. Now ask yourself why you
admire them?
The chances are high that your admiration
is based on more than their accomplishments,
impressive as those may be. Most likely everyone on
your list reaches you on an emotional level. When
EP wrote its book on leadership, one leading hotelier
remarked: “Those leaders that you remember are those
that possess conviction. They inspire because they
believe in something beyond the average.”
Another remarked: “We all strive to inspire our
customers and in turn we seek inspiration from our
leaders – something that will unlock our ability to
excite our customers.”
Leadership is about the most
subjective traits within a person.
Ken McCullough will often say
that he designs hotels for women
because if they are happy, then the
chances are the men will be happy.
If one looks at the legacy of JFK
as one of the great presidents,
one has to ask whether it is based
on his achievements or based on the fact that he
personified something new and exciting which people
wanted to believe in. So what traits do great leaders
possess that make them stand apart?
Emotional intelligence
Leaders understand empathy and have the ability
to read people’s (sometimes unconscious, often
unstated) needs and desires. This allows them to
address these needs. When people feel they are
understood and empathised with, they respond and a
bond is formed.
Continuous learning
One of the great learnings from writing the book was
that success often came from failure and the ability
to learn. Leaders are rarely satisfied with the status
quo and welcome new knowledge and fresh input.
It’s all about change and reinvention. Too many
others stand still.
Leaders respond to each challenge with a fresh eye.
They know that what worked in one situation may be
useless in another.
Letting go
Too many people think leadership is about control.
In fact, leaders inspire, provide a framework and
then let their teams operate. They know that talented
people don’t need or want hovering managers.
Leadership is about influence, guidance and
support, not control.
Not a week goes by that we don’t hear about a leader
losing credibility because he or she was dishonest.
Often this is because of pressure to try and be
excellent – but it often serves to hide what is genuine.
We live in an age of openness and transparency,
where it is nearly impossible to hide anything, to not
be genuine and authentic. Teams will forgive their
leaders’ mistakes if they are genuine.
Respect
“Leadership is both
an art and a science.
It cannot be learnt
from textbooks”
One of those horrible phrases
is that ‘nice leaders’ finish last.
It just is not true. Because the
world is transparent, those
that display kindness and
respect will finish first again.
Ignorance and arrogance are
traits for short-lived leaders.
Those that have lasted the test
of time will possess strong relationships which will be
based on giving to others. It is this giving to others that
leads to respect.
Team
People’s jobs and careers are integral to their lives.
The more your organisation can make them a
partner, the more they will deliver good results.
This means, to the greatest extent possible,
communicating your organisation’s strategies,
goals and challenges. This builds a mark of
respect. People won’t be distracted by setbacks
if they’re in the loop.
People are the core of any business. As I said
above, people’s careers are a big part of their lives
and they want to be successful at work. They do not
mind tough leadership if the leader will make them
successful.
Leadership is both an art and a science. It cannot
be learnt from textbooks. Everyone has to develop
his or her own individual leadership style, but it is
all about emotion.
Chris Sheppardson is the Founder of EP
EP | April 2014 | 15

Continuous
REINVENTION
In the early ’90s, Greg Lawson developed a venue for Christmas parties on an aerodrome in
Leicestershire. He was at the start of a road that has seen him launch the Battersea Evolution
conference centre, be one of the chosen caterers at the Olympics and form a partnership with
Angela Hartnett. This serial entrepreneur has launched many businesses as he has a vision of
how to engage customers. With a £20m turnover, Smart Group has the platform to further
growth. EP met with Greg to understand his story and learn of his hopes for the future
Of all the sectors in
hospitality, the recession
has arguably been the
most brutal on the events
sector. Quite a number
of companies have fallen away, yet
there are a few companies that have
adapted and thrived under the most
difficult of circumstances. Those that
run events companies are often high
octane characters – on the stage, creative,
pushing the boundaries and living close
to the edge. Their success is determined
by creating “fan clubs” of customers won
over at events that have left their mark. It
is a testing examination which only the
very best come through. The UK sector
is fortunate to possess some exceptional
examples of leading exponents in
managing events.
One could argue that Greg Lawson
has been his own man from an early age
and has become a serial entrepreneur
within the sector. He has reinvented both
his business and himself to meet each
new audience. He did not follow the
conventional road as he realised early on
that he could be both the promoter and
the caterer for large-scale events. In 1992,
he founded The Christmas Company,
which built a structure to host Christmas
parties and events on an aerodrome in
Leicestershire. He also founded Lawson
Beaumont, which catered for the events.
“Our aim was to create a venue that
provided multi-faceted entertainment
and great food,” recalled Greg. “We
worked hard to build excitement as
the evenings would progress and we
understood that the atmosphere was
crucial. Seems strange now but I was
the pioneer of such concepts. There
was a gap in the market for venues that
provided for mixed parties. We broke new
ground and it worked well.”
We met at Greg’s London office, in
Covent Garden, for the Smart Group.
ALL PHOTOGRAPHS NICK DAWE
16 | April 14 | EP

BUSINESS
Greg spoke with refreshing candour as he
told his story.
“We opened in London in 1993 and
we expanded quite quickly through the
country with sites in Bracknell, St. Albans,
Nottingham and Milton Keynes. We
soon had a turnover for our Christmas
product of £9m. Even though it was
two companies, I saw it as one product.
We sold out the concept to Break for
the Border, which was an AIM-listed
business. We continued the trend to
develop great event venues that excited
the modern audiences.
“I then met Steve McManus (Gardner
Merchant Sodexo) and I facilitated the
sale of Lawson Beaumont, from Break
for the Border, to Gardner Merchant
Sodexo. We worked with them for two
years before I proposed an option
whereby I would create a new company
and manage the events operation,
with Sodexo as catering provider. This
agreement worked successfully for a
further six years and it was a great time,
but eventually I felt it was best to start my
own venture again. I think it can be hard
for characters such as me to work within
the corporate framework long term. We
need to be at the cutting edge. This is no
reflection on anyone. It is just what is in
our blood.
“In 1999, I founded Quantum Leap
Events, which reinvented the same model
that had worked for me, and Sodexo were
my catering partner. In 2004, I founded
Smart Hospitality and also launched
Battersea Evolution. In 2005, I invested
in a production company to support
Battersea Evolution. In 2013, Smart Live
was created.
“I have always felt that sports
hospitality has been a market that could
be invigorated. Quite frankly, most of
the catering at stadiums around the
country is disappointing. I am a huge
rugby fan so I had experienced it first
hand. I felt we needed to modernise,
so in 2007 I launched Harlequin Events,
which started at Leicester Tigers and
offered great hospitality for the supporter
– the best draft beers, Bloody Marys on
arrival and large screens throughout the
venue. After matches we would change
the lighting slightly, replay the matches
on the screen in silence and bring in
the England players to mingle with the
supporters. It was real rugby hospitality.
“In 2012, we opened a site at
Wimbledon on a picturesque site at a golf
club and for the first time we introduced
Smart by Angela Hartnett. It was just
right for the Wimbledon audience, and
so we have continued. We also took over
the Polo in the Park at the Hurlingham
Club and for the first time introduced
street food to such an event. In 2013, we
won a contract to cater at Ascot in The
Royal Ascot Village in 2014. All our staff
will wear bowler hats and it will have
a champagne bar at its heart, serving
exceptional cocktails. In the afternoons,
we will launch a new concept called The
Madhatter’s Tea Party, which will be fun
and interactive.
“What makes us different is that we
understand the customer and we work
hard to excite and engage them. I’m not
the most sophisticated client, but I do
understand what the customer is hoping
for and how to engage them. My whole
career has been focused on engaging
large audiences and making sure they
have fun. We work in an exciting industry
that is focused on providing memorable
occasions. In the old days, I think the
industry did not achieve this well enough.
Today, I think the industry has grown and
matured and we have some exceptional
companies competing in the market.
I would like to think we have been at
the forefront of this change.”
Does Greg see himself as a promoter or
a caterer first?
“A caterer. No question. Everything I
do has food at its heart. I was originally a
hotelier and restaurateur and that is still
in my blood.”
And what is the highlight of his journey
to date?
“The Olympics – it was the pinnacle
of my career. We were up against the
giants and we won a major contract.
We used Angela to lead the food and we
delivered Michelin star standard food
for 17 straight days. It was exceptional.
I cannot praise Angela enough. She is
hard working, honest, straightforward
and a thoroughly decent person. She
has a passion for delivery that sets a
benchmark that others follow.”
So where does the future lie?
“The Olympics reignited my appetite
and I see growth in the sports hospitality
field. We have quite a few plans in
development.”
We noted there must be interested
parties approaching Greg to acquire his
business. Does he have an exit plan?
“I am not sure I would want to exit
again. I enjoy the business too much.
We have a £20m turnover and I see a
platform for growth. One of my sons is
in the business and I am enjoying seeing
new talent come through. We are building
real strength in depth and I would like
to see a succession plan that takes the
“Everything
I do has food
at its heart. I
was originally
a hotelier and
restaurateur
and that is still
in my blood”
business forward,” notes Greg. He
speaks with genuine care and affection
for the whole team.
“I have no definitive targets. I don’t
think we have shouted about what
we do enough. We are excellent at
connecting with our customer but
we have been modest about ourselves,
as I guess we should be, but to grow
to the next level we will need to
expand our approach. Our desires
are to reach out to new markets
and audiences, building upon the
platform of events we’ve delivered
and reputation we’ve built.
“The industry has professionalised
over the last 20 years. It is now the new
rock ’n’ roll. It is an exciting era. I want
to see where we can take the business.
I want to see what new ground we can
break and how far we can go. This is my
challenge.”
EP | April 14 |17

MIKE DAY OPINION
The changing landscape of
technology in contract catering
Improvements made in systems can greatly
I have enjoyed working in the hospitality sector
for more than 40 years, starting out in hotels
then moving across to outside event catering,
private leisure centres and latterly contract
catering. Throughout my career I have always
been surprised at the perception that the
contract catering sector lacks innovation and flair.
From my experience, both as an operator and more
recently at IndiCater delivering IT solutions to
the sector, contract caterers are not only dynamic
thinkers but also strive for the most cost-effective
and efficient ways of running their businesses
while standing out from the crowd. As the contract
caterers’ operating landscape itself has evolved,
from managing straightforward food-service needs
into providers of a complex and broad range of soft
FM services, they have
had to drive out change
continually to stay ahead
of the game.
Technology has played
a significant role in
reshaping how the sector
manages both its backof-house
management
processes as well as
providing contemporary
online tools to enhance
“Contract caterers
have had to work
and innovate harder
than other hospitality
sectors ”
the overall customer service experience. In just
over 10 years, the sector has moved from away from
the ‘weekly envelope’ of paperwork, painstakingly
prepared and posted by the unit to head office
for processing, and instead has replaced it with
‘immediate’ online software solutions covering
everything from finance, employment and
purchasing management, right the way through
to client invoicing. The need to achieve excellence
in customer service and thus retain hard won
contracts has also meant contract caterers have
looked creatively at ways in which customer-facing
software tools can help drive business.
In many respects contract caterers have had to
work and innovate harder than other hospitality
sectors, running multiple sites with differing and
often complex contractual arrangements,
while keeping happy the needs of a diverse
audience of clients, customers and company
shareholders.
You don’t have to look far to see the dynamic
ways in which contract caterers have used
technology to bring about change. For instance,
management information systems can be
improved by:
to create theoretical gross profits, closing
stock figures and identify stock loss
an immediate snapshot of both site and
company trading.
Sales and marketing information can be
enhanced by:
alongside meeting room, retail shop and sports
booking processes
surveys linked to promotional
offers and vouchers accessed
via mobiles
to encourage customer loyalty.
technology can help by:
management systems with
better management of production costs, waste
and cooking methods
unit costs from suppliers impact on recipes
stocktaking and ordering.
compliance by:
processes
automatically update staff training records.
The sector is full of change makers with
an appetite for innovation. In this challenging
economic climate we can expect even more
fresh thinking by contract caterers and their
technology partners.
Mike Day is CEO of IndiCater Ltd.
18 | April 2014 | EP

Does one increase
risk to gain
INCREASED
REWARD?
RECENT DEVELOPMENTS IN THE FOOD RETAIL MARKET PRESENT
A NEW OPPORTUNITY FOR CATERERS WHO ARE WILLING TO TAKE
ON MORE RISK TO BUILD SIGNIFICANT CAPITAL VALUE IN THEIR
BUSINESSES AND EXPAND BEYOND THEIR CURRENT OFFERING,
WRITES GRAEME SMITH
The accepted norm in the
food retail sector was that
to develop capital value you
need to own a brand that
can be rolled out across a
leasehold estate. This view developed
as chain restaurants benefited from
the lacklustre quality of independent
operators in the ’70s and ’80s and from
the rapid development of Britain’s high
streets, retail parks and shopping malls in
the ’90s and ’00s.
The consumer rapidly latched on to the
consistent quality of brands such as Pizza
Express and McDonald’s and real estate
developers provided a steady stream
of new retail locations with hungry
customers who needed to be fed. The
focus became brand creation and roll out
followed by a sale before the steam ran
out in the concept or the customer was
distracted by the next new thing.
The best went on to become true
national chains with robust and
consistent performance, but many fell by
the wayside as performance dropped and
they failed to keep up with an explosive
combination of high rents and aggressive
debt repayments due to the high levels of
debt incurred.
The success of branded restaurant
chains remains a firm focus of the
investment community. You have to
look no further than the prices paid
by private equity for relatively new
businesses such as Byron (acquired
by Hutton Collins) and Cote (acquired
by CBPE) and also the double-digit
EV/EBITDA valuation achieved on
the stock exchange by the benchmark
public stock The Restaurant Group.
In more recent times, though,
investment has been flowing into an
alternative business model. I would refer
to this business model as the “flexible
brand model”. This model is based on
an overall operating approach which
then flexes to the needs of each location.
This flexible brand model can enable
a much greater alignment of the food
retailer with the landlord or real estate
developer, for example, which can open
up some exciting location opportunities.
Examples of this model include D&D,
Rex Restaurants, Geronimo Pubs, Drake
and Morgan, and ETM Group.
While these groups do not have a fixed
brand, if you have ever frequented one
you cannot deny they have a certain feel
to them. Whether it is a Rex site with its
classic design and hints of 1920s style,
or the quirky, multi-area sites of the
latest Drake and Morgan outpost, they
all work, but in their own particular
way. This gives the customer comfort
over consistency of quality, but allows
the site to adapt to its own particular
surroundings. It is no surprise, given
the flexibility of the model, that these
businesses have been prime movers
in offering an all-day product – a key
attraction to landlords in business areas.
Landlords and developers have
cottoned on to this trend and have been
keen to attract these operators to their
schemes, as a leading edge F&B offering
is an important part of attracting and
retaining the best tenants. Possibly the
most financially successful restaurant in
London at the current time is the Sushi
“Investment has
”
20 | April 14 | EP

Graeme Smith
BUSINESS
Samba/Duck and Waffle combination at
the top of the Heron Tower near London’s
Liverpool Street. A combination of good
design and an unparalleled view make
for a heady mix.
All the groups that I have mentioned,
other than the ETM Group, which
receives many admiring glances I’m sure,
have been bought in recent years often at
market-leading multiples. This is despite
not having fixed restaurant brands or an
entirely freehold estate (in the case of
Geronimo). There is clearly money in this
flexible brand model!
This development in the market
presents an interesting challenge and
opportunity for catering and events
companies. All catering companies are
striving to create capital value in their
businesses which operate in a highly
competitive contract environment and
a seasonal and short lead time events
market. In recent years one answer has
been to acquire or develop food retail
brands such as Benugo, Apostrophe or
the Rhubarb branded airport restaurants.
Running and rolling out a branded
food retail chain is a particular skill and
perhaps one that doesn’t sit naturally
with catering businesses that pride
themselves on bespoke service and
delivering exactly what the client wants.
However, these skills can sit much
more easily with a flexible and, if you
like, unbranded offering that is tailored
to the requirements of the specific
location and landlord, all day dining
– check; high-quality food preparation
and service – check; ability to cater for
functions – check; promote and sell
space for events and parties – check.
It is easy to see how the best catering
companies could be an attractive
proposition for landlords looking
for an F&B solution.
What it does require, though, is for
caterers to take on risk through entering
into a property lease. Compared with a
concession agreement, a lease provides
for longer tenure, property rights and
the ability to capture profits from
outperformance and most importantly
realise capital value on an exit if the
lease proves valuable. They also allow
for more control over the offering and
less interference when compared with
traditional concession arrangements.
Of course, these rewards only come with
increased risk. Operators must keep up
with fixed lease payments even if trading
disappoints. Loss-making leases can
drag a company down.
Some caterers have come to terms
with these risks and are taking on leases.
Examples include Searcy’s, with the
iconic Gherkin sites and its champagne
bars; Green and Fortune, with its
locations in Kings’ Place; and Rhubarb
recently taking on the site at the top of
the ‘Walkie Talkie’ at 20 Fenchurch Street.
It will be interesting to see who ends up
“One has to be
able to adapt
catering business.
to different
situations which I think is
natural to caterers as every
party or event is different”
acquiring the Searcy’s sites at the end of
the current sale process and whether the
capital value resides in the leases or the
The market is developing all the time
and the convergence between food retail
and catering continues. If caterers are
able to adapt their model to meet the
needs of landlords and the dynamics
of individual locations, and are bold
enough to take on the risk of property
leases, it is possible they can steal a
march on branded food retailers and
open up a new avenue to create and
grow capital value.
EP | April 14 | 21

World Boutique Hotel Awards
CELEBRATE THOSE
WITH A VISION
In late November 2013, The Montcalm hotel hosted the World Boutique Awards, which attracted hoteliers
from across the world. What struck home was so many of the winners built their hotels from a dream
and a vision. They believed in something different and have built operations that win business from
across the globe. The hotel that won the top award – Mihir Garh – is one such example
Mihir Garh in Rajasthan,
India, is owned by Rashmi
and Sidharth Singh, who
have worked hard to create
and realise the vision
that they had for the hotel amidst the vast
wilderness of the Thar Desert. The Singh
family’s ancestors were former feudal lords
of Rohet and the surrounding desert since
1622. The words mihir garh mean ‘Fort of
the Sun’ – a very apt description for the
hotel. The hotel today is a palatial boutique
fort perched on a single dune among the
sands of the Thar Desert, around 55km
south west of Jodhpur.
Mihir Garh is their newest retreat and
was built entirely from materials around
the area. The hotel was constructed to
look like an old fort in the middle of the
desert and is a somewhat surreal sight
rising out of the dunes. Rashmi is said to
have personally designed and selected
everything from the door knobs and
curtain holders to the colour schemes
that hold it all together. There are only nine
suites in the hotel, however each is larger
than 1,700 square feet and includes its own
plunge pool.
The couple ventured into hospitality by
accident. Sidharth inherited his family’s
estate and, given that it sat on the edge
of a desert, there were few visitors. He
had an estate that was floundering and
in need of renovation. However, they saw
an opportunity to develop a hotel that
would serve to rebuild the infrastructure
plus bring a new commercial focus. They
brought together Indian heritage with
a legacy of the English influence on
India. This fusion has been developed
and excited many, and the hotel has now
attracted a lot of new visitors, including
Madonna.
The suites are spread over two floors,
with a private jacuzzi or plunge pool.
Numerous alcoves, lounges and common
areas commanding a spectacular view
have been designed to allow guests
to experience intimacy and romantic
privacy during their stay.
“From the colours used for the interiors,
22 | April 14 | EP

BUSINESS
1 2
Culinary Excellence
Alma Hotel
(Tel-Aviv, Israel)
Poseidonion Grand Hotel
(Spetses, Greece)
Saffire Freycinet
(Tasmania, Australia)
3
The Samling Hotel
(Windermere, England)
Inspired design
Fusion Boutique Hotel
(Polokwane, South Africa)
Hotel Bourg Tibourg
(Paris, France)
Hotel Tresanton
(Cornwall, England)
The Thief
(Oslo, Norway)
4
Newcomer
Kahanda Kanda
(Galle, Sri Lanka)
Lanson Place
(Kuala Lumpur, Malaysia)
Olive Boutique Hotel
(San Juan, Puerto Rico)
Parkhotel Surenburg
(Surenburg, Germany)
Opposite page: Mihir Garh hotel
Above: 1 Hotel Bourg Tibourg; 2 Entre Cielos;
3 Pondoro Game Lodge; 4 Rancho Valencia; 5 The Pavilions
to the careful selection of building
material, we wanted to contain the rich
tradition of this land. Our inspiration was
the rural village architecture of Western
Rajasthan. Every nook and corner has been
lovingly created by a very talented team.
Every single workman involved in bringing
Mihir Garh to life hails from the region and
this award is a celebration of their efforts,”
said Sidharth.
Mihir Garh also boasts ‘Marwari’
horses in its stables, noted as the finest
in the country. There are a variety of
treatments available at Mihir Garh’s spa,
which, combined with al fresco breakfasts,
royal picnics and culinary workshops,
complement the stay.
5
World’s best
boutique hotel
Mihir Garh
(Rajasthan, India)
Regional winners
Best Boutique Hotel
in Africa
Pondoro Game Lodge
(Balule, South Africa)
Best Boutique Hotel
in Australasia
Saffire Freycinet
(Tasmania, Australia)
Best Boutique Hotel
in the Caribbean
Eden Roc at Cap Cana
(Cap Cana, Dominican
Republic)
Best Boutique Hotel
in Europe
Poseidonion Grand Hotel
(Spetses, Greece)
Best Boutique Hotel
in North America
Rancho Valencia
(California, USA)
Best Boutique Hotel
in South America
Entre Cielos
(Mendoza, Argentina)
Category winners
Blissful Beach
Eden Roc at Cap Cana
(Cap Cana, Dominican
Republic)
Sandi Phala Resort
(Bali, Indonesia)
The Remote Resort
(Vanua Levu, Fiji)
City Explorer
Corral del Rey
(Seville, Spain)
Hansar Bangkok
(Bangkok, Thailand)
Ovolo 2 Arbuthnot Road
(Hong Kong, China)
The Toren
(Amsterdam, the
Netherlands)
Classic Elegance
Chateau le Cagnard
(Haut-de-Cagnes, France)
Tai O Heritage Hotel
(Hong Kong, China)
The Luang Say Residence
(Luang Prabang, Laos)
The Pand Hotel
(Bruges, Belgium)
Romantic retreat
La Bandita
(Tuscany, Italy)
Mihir Garh
(Rajasthan, India)
Pondoro Game Lodge
(Balule, South Africa)
Puripunn Baby Grand
Boutique Hotel
(Chiang Mai, Thailand)
Sensuous spa
Entre Cielos
(Mendoza, Argentina)
Rancho Valencia
(California, USA)
The Pavilions Phuket
(Phuket, Thailand)
Sustainability
ION Luxury
Adventure Hotel
(Nesjavellir, Iceland)
Lake Serenity
(Ratnapura, Sri Lanka)
Unguja Lodge
(Zanzibar, Tanzania)
EP | April 14 | 23

An infusion of
style
VIVEK SINGH, FOUNDER
OF THE ICONIC CINNAMON
CLUB, HAS REINVENTED
INDIAN FOOD AND CHANGED
THE WAY PEOPLE PERCEIVE IT
HERE IN THE UK AND ABROAD.
EP WENT TO FIND OUT MORE
Vivek Singh had a vision
of creating an Indian
restaurant like no other.
He arrived in the UK in
December 2000 and on the
21 March 2001 he fulfilled this dream
with the opening of the Cinnamon
Club, a 250-cover restaurant. Once
known as the Westminster Library,
the Grade II listed building now
serves discerning diners dishes
inspired by classical Indian recipes
with an international twist. Through
the opening of his restaurant, the
innovative chef has transformed the
face of Indian fusion cuisine.
Vivek was born in a small coal
mining community in the Bengal
region of India. Like most Indians,
he had set out to follow in his father’s
footsteps and pursue a career in
engineering. When he did not achieve
the grades for Engineering College,
he had to consider other options. He
laughs as he reminisces; his sister’s
friend was studying hospitality at the
time and she often spoke about “what
a picnic” the course was – there were
no notes to make and no exams to sit.
Liking the idea of a three-year long
‘picnic’, the chef decided to enrol in
the Institute of Hotel Management in
New Delhi.
Selected as a trainee chef for the
Oberoi Group, Vivek considers this
job when he began to take his career
seriously. After training he spent
five years working within the group
across the various states of India, from
Maharashtra and Bengal. Towards the
end of his tenure with Oberoi, Vivek
became the chef at the Rajvilas
in Jaipur.
Working at the Rajvilas, Vivek felt
constrained to traditional cooking
methods, he was not able to be as
innovative as he would have liked.
People visiting Jaipur and the hotel
wanted to experience authentic Indian
cuisine and that’s what the restaurant
had to serve. Early in 2000, Vivek met
Iqbal Wahhab, a PR guru, who shared
his same vision and ideas and later
became his business partner.
“Iqbal was frustrated with the level
of Indian restaurants that existed in the
UK and wanted to create a restaurant
that pushed the boundaries and set a
new benchmark in Indian dining. He
had met a lot of people but none that
were able to articulate this aspiration
in food and when we met, it was
almost like a meeting of minds.
24 | April 14 | EP

PEOPLE
ALL PHOTOGRAPHS NICK DAWE
We started discussing a new kind
of Indian restaurant.” Access to
finance has always been an issue
for entrepreneurs, but fortunately
for Vivek, Iqbal already had a set of
financiers (who shared the same
ambitions) lined up.
Indian inspiration
Vivek’s cooking style is unique: it
encapsulates methods and ingredients
from many different regions. Each
region of India has its own distinct
cuisine and technique. He explains:
“A lot of my inspiration for the
restaurant menu comes from all
over the country because I lived and
travelled across India. I was very
fascinated by tandoori cooking and
there’s no better place in the world
than Delhi to be able to experience
that. Then I became interested in more
sophisticated, refined, Persian inspired
cooking, which Lucknow is famous for.
I was fortunate enough to work with
some Lucknowi chefs and was able
to develop my cooking skills. I also
worked in Mumbai, which is renowned
for its street food.
“Cinnamon Club is not a traditional
Indian restaurant, we have managed to
shake off that straightjacket, allowing
us to do what we like and what we think
works well. We like to fuse influences
from the different regions on one plate.
For example I might do
a tandoori piece of fish, which is a very
North Indian style of cooking, but I
will use mustard and onion, which is
a Bengali combination, and I will serve
it with Keralean lemon rice and wilted
spinach, which is very European. The
fish in question may be the finest
Scottish halibut. I have a team of 19
chefs all from different parts of the
country, which make this possible.”
The journey so far has been “one
big roller-coaster”, but the “sense of
liberation” has been the highlight.
“No matter how successful food
is, if it isn’t evolving it’s not going
to remain relevant. We have had
our fair share of non-believers,
both of Western and Indian origin,
questioning the type of cuisine,
but I was so engrossed with
exploring new
ingredients and
techniques, I had shut myself off from
the external environment.
“2005 was a real eye opener for me. It
was the time I realised that creative and
commercial success needs to go hand
in hand, one cannot exist without the
other. Although I was a director of the
business, I never really got involved in
the finances. I knew the sales volumes
were good, but I then realised our
financial position wasn’t as good as
it could have been. This meant I had to
take some difficult decisions, removing
non-profitable aspects of the business
and refocusing our energies to ensure
commercial and financial viability.
Since then, we have experienced
positive growth year on year. I monitor
my accounts regularly now; as much
as I find it boring and uninspiring, it
is what is going to enable me to grow.”
So was there anything the father
of two would do differently? In 2008
and 2012 Vivek saw the addition of
Cinnamon Kitchen and Cinnamon
Soho to his portfolio. The Cinnamon
Soho model is that of casual dining,
high volume and low spend per head
with low capital costs and one he now
believes would work well on the high
street. The Cinnamon Kitchen model
is more interactive, theatrical and
lively compared with the Club – one
that would fit well in the City. All three
share the same core values of good
ingredients and Indian spicing.
“I have a team of
19 chefs all from
different parts of
the country, which
makes this
possible”
The experience for each was
meant to be very different, which the
customers felt, but did not necessarily
expect creating an adverse effect.
Looking back in hindsight, the creative
chef would have spent more time
thinking through and defining the
concepts of the Kitchen and Soho prior
to launch and ensuring that these were
communicated appropriately. He also
notes that three restaurants are not
enough for the customer to appreciate
the idea behind the “different brands”.
More restaurants are definitely on the
horizon, with the ambition to take the
Club global to destinations such as
New York, Singapore, Shanghai and
Dubai.
Chefs of the future
Vivek places a lot of emphasis on
apprenticeships and training new
chefs. There are currently seven
apprentices working across the
Cinnamon Group and he tries to spend
a day a week in each of his kitchens
working with them. Vivek always had
the belief that you had be Indian to
cook Indian food, “but what we do
is break down everything into its
components and put things together in
the most unusual format. None of this
is recognised as identifiably Indian, so
anyone with a good palate, common
sense and a big heart can cook.”
Aspiring chefs are encouraged to spend
time in Vivek’s kitchens in return for
teaching the team one new dish. This
trading of skills promotes continual
learning and ensures the menus remain
innovative and fresh.
So in the eyes of the chef, inspired
by Marco Pierre White and Eric Chevot,
how has Indian dining changed over
the years? “Most of the innovation and
creativity was happening at the high
end, but now it is all percolating down
to every level, even to street food.
Restaurateurs are no longer trying to
second guess what the British public
want. People are more comfortable
with bringing in influences from India,
whether it be music or décor. The
evolution is now unstoppable. People
have come to expect good ingredients,
seasonally changing menus and
creativity.”
The passion for food coupled with
strong beliefs have contributed to the
success of the Cinnamon Club today,
a journey which has been far from a
“picnic”. With an aspiration to see
the Cinnamon Club as the most
recognised Indian brand across the
world, Vivek is certainly taking steps
in the right direction.
EP | April 14 | 25

A Lebanese
MISSION
Tony Kitous arrived to London aged 18 with less than £70 in his pocket.
Now, 26 years later, his situation is very different. The founder of
Comptoir Libanais, a chain of Lebanese fast-casual restaurants, Tony
has a very clear vision and strongly believes that Lebanese cuisine will
one day be as popular as Italian food in the UK
Born and raised in Algeria,
Tony chose Lebanese cuisine
for his restaurants because
of the healthy dishes with
vibrant ingredients. When
the first Comptoir Libanais opened in
Westfield Shopping Centre in 2008, Tony
had already put his dent into the London
restaurant market with his fine-dining
Middle Eastern establishments Pasha,
Levant and Kenza. The motivation
behind opening Comptoir, though,
was grander than its sister restaurants
– through the restaurant he wanted
to make Lebanese food as accessible
as Italian cuisine is to British people.
Six years later, the chain has grown to
six outlets in London and three in South
East England; Bluewater, Gatwick and
Heathrow. These openings will continue
throughout the year with a total of five
more planned to open in 2014.
“I never set out to do what I have
accomplished; I went along with what
I knew best. My experience with selling
food started at an early age as a young
boy selling sandwiches and lemonade
outside the stadium of the most popular
soccer team in my city. The summer
I turned 18 I decided to visit London.
I arrived with less than £70 and had
told my family I would be staying for
a couple weeks, but I fell in love with
the city. I took a job washing up, falling
back on my previous experience with
food, and later when I started helping
out as a waiter was reminded how much
I enjoyed interacting with customers.
One of the gaps that I saw in the
restaurant scene here in those early
years was a Middle Eastern restaurant
that catered to non-Middle Easterners.”
At the early age of 22, Tony opened
his first fine-dining Middle Eastern
restaurant called Baboon. It was a
brave attempt that didn’t last long but
taught Tony life-long lessons in being a
restaurateur. Success followed through
taking over Pasha from Caprice Holdings.
He explains: “Here was an experienced
team of operators that was trying to
replicate a North African meal without
having much understanding for the finer
details and ambiance. I took over and
gave it the Middle Eastern touch through
different décor, menu offering, music and
atmosphere. Later on, when I established
Levant, it was the first restaurant where
I could see my vision of Middle Eastern
food in London come to life. Yet I wasn’t
sharing the cuisine with the wide range
of people that I wanted.”
He recalls one day thinking about the
traditional Middle Eastern food available
on Edgware Road but how the location
and usual clientele made it inaccessible
26 | April 14 | EP

BUSINESS
“The stores are
colourful, the food
is healthy, the staff
are inviting”
to most foreigners.
“I am a great supporter of my culture’s
food and I want to make it accessible to
the cosmopolitan market rather than just
to the Middle East.”
Tony took a hands-on approach to
both the creation of the menus and
designing the aesthetic appeal of
Comptoir Libanais.
“Comptoir has been successful
through various detailed elements I
picked up from other successful high
street concepts. The stores are colourful,
the food is healthy, the staff are inviting
– they are places where you can imagine
anyone from London’s cosmopolitan
clientele. I waited for there to be an
element of demand before expanding
and over the years we have become
quite recognised. This is exciting for
me because it changes the perception
that others have of Lebanese cuisine.”
While certainly making the food more
available on the British high street, Tony
has incorporated other elements to help
educate and promote the culture to
others. The Comptoir chain is also known
for combining a store in a restaurant
by adding a wall or a section of Middle
“One has
to be able
to adapt to
different
situations
which I
Eastern goods available for purchase.
“By making it easy for people to buy
the ingredients they may feel are difficult
or too exotic to find like pomegranate
molasses, or spices like sumac or zaatar,
it makes the food more accessible.
They can begin to identify the flavours
they like the most from my cuisine
and incorporate these tastes at home.
Along with the addition of the ‘souk’
or marketplace in the restaurant, once
people began buying the items the next
demand we found was for a recipe book.
We published the Comptoir Libanais
cookbook in 2013 with the purpose of
simplifying and demonstrating to our
customers that what we were doing at the
restaurant could be replicated at home.”
The restaurant concept has proved so
popular that Tony has been approached
by foreign operators offering to take the
chain and concept abroad.
“As with any restaurant operator
with their own concept, I always want
to make sure that I can replicate the
high quality of food and service that I
provide at Comptoir. I’m not ruling out
international outlets, however I am more
interested in expanding in the UK. A
lot of the enquiries I’ve received to take
Comptoir abroad have been to Middle
Eastern and North African locations like
Dubai, Marrakesh and even Beirut, but
also New York City, Paris, Los Angeles,
Tel Aviv and many more! While I’m
flattered, the people that I want to make
this food accessible to are found here.”
With a strong restaurant brand,
a successful portfolio of fine-dining
Middle Eastern establishments and
a recipe book, does Tony feel he has
fulfilled his mission?
“I’ve truly enjoyed this journey and
watching the variety of customers that
we see pass through Comptoir makes
me feel I’m getting closer to my goal.
After the success of our first book, we
have another being published this year
called Comptoir Libanais Express. Our
readers asked for a selection of fast and
simple recipes which became the focus
of the new book.” Recently Tony has also
appeared on BBC Food & Drink. “Once
again, it’s waiting for the demand to
come to us and I think that being
on national television promoting
our cuisine is a huge step in the
right direction.”
EP | April 14 | 27

Anot-for-profit organisation
founded in 1982, Pride
of Britain Hotels is the
marketing tool of choice
operating for and on
behalf of “a collection of wonderfully
British hotels”. With a mission statement
including the commitment “to effectively
market and support a collection of the
finest privately owned hotels in Britain”,
it is somewhat self-evident that standards
among the members are high and that
the application process to join could
be perceived as arduous. Beginning
with either a direct submission by the
hotelier or an approach by Peter to the
venue, the next step is an overnight stay,
unbeknownst to the hotelier/owner,
by an existing member. At this point,
if the hotel has met with or exceeded
the expectations of said member, the
application will be brought before the
board as a whole – yet still the possibility
remains that the venue may be refused
for any number of reasons, including
proximity to a current member or
concerns about the financial stability of
the business. It can lead to a potentially
embarrassing situation for Peter, as
he observes: “I spend a lot of my time
encouraging hoteliers to apply to join
and then politely telling them they
haven’t been accepted!”
The business model obviously works.
Income from commercial partnership
arrangements and members’ fees are
spent on marketing initiatives in the UK,
including 75,000 print issue directories,
a bi-annual newsletter delivered to a
database of 40,000 people and a specialist
managed website featuring a direct
link to book for each hotel. In 2013 £5.8
million worth of electronic bookings were
recorded through the Pride of Britain
booking engine, which represented a 25%
increase on the previous year, along with
£440,000 of confirmed bookings made
over the telephone with the team in head
office. There is a small central team, with
as many services as possible outsourced
to keep overheads at a minimum.
“I’m the spider in the middle of the
web managing a whole host of service
providers, which means we have very
low overheads – we’re not wasting money
on silly things like paying dividends
to shareholders.”
As Peter puts it, one of the most
important aspects of the network is
the sense of camaraderie among the
individual members. “The mantra of
having some of the highest quality
independent hotels in Britain has to
be more than just a catchphrase – it’s
something we must unequivocally be
able to nail our flag to, which means
NICK DAWE
28 | April 14 | EP

BUSINESS
How has Pride of Britain
Hotels thrived where
others merely survived?
Where some marketing consortiums have collapsed in the downturn, Pride of Britain Hotels
has enjoyed growth and continues to attract new members. Arlene McCaffrey enjoyed a
conversation with the charismatic CEO Peter Hancock on the role of a luxury collective in
today’s market and the importance of maintaining standards across a diverse group portfolio
each member must be operating at the
highest levels all the time.” Member
events, including the AGM and an annual
conference, are hosted throughout
the country, bringing all of the owners
and general managers together, the
purpose of which is “to give all the
members a proper account of how their
money is being spent and to listen to
their opinions. There is a real sense
of camaraderie among our members,
perhaps helped by the fact that ours is
a small organisation operating in just
one country.”
Every other year, each hotel is subject
to a “mystery guest visit” and guests
are continually encouraged to provide
feedback, good or bad. Peter and his
team work hard to ensure the name
Pride of Britain Hotels and its members
are promoted in hundreds of articles
and feature pieces in a variety of
luxury, lifestyle, news and UK tourism
publications. The decision was also made
to eschew some of the larger industry
events in favour of more social gatherings
such as The Tatton Park Flower Show,
The Game Fare and Badminton Horse
Trials, where the network could be more
authentically represented.
By his own admission, Peter has
enjoyed a varied career in hospitality,
rising to the role of hotel general
manager at the tender age of 21 followed
by stints running a restaurant, owning
a pub and selling cigars in Harrods
before spending 12 years at Johansens,
eventually in the role of group publishing
director, and then, almost 15 years
ago, the challenge of leading Pride of
Britain. Highly regarded as an industry
stalwart, Peter has been honoured
with such accolades as Fellow of the
Institute of Hospitality, HOSPA, The
Tourism Society and The Academy of
Food & Wine Service, been made an
honorary St. Julian’s Scholar and was
the recipient of the inaugural Diamond
Award in 2012 from the Academy of Food
& Wine Service. With such a breadth
of experience, he is well placed to
speak about running a business in the
hospitality sector and his observations
from the recent downturn are particularly
interesting. “Downturns are often very
kind to marketing organisations like ours
because in harder times it is ever more
“One of the most
important aspects
of the network
is the sense of
camaraderie among
the members”
important to work harder rather than
rest on your laurels and to attract new
customers along with retaining existing
ones. Just because there’s less money in
the pot doesn’t mean hotels don’t still
need to shout from the rooftops about
their services.”
In 2013, after what Peter referred to as
a “prolonged unfair situation”, Relais &
Chateaux made the announcement that
members would no longer be banned
from joining Pride of Britain and cites
that decision as being responsible for six
new applications to join the network, of
which five were successful. On a wider
scale, what implications does this mean
for the future of the group? Fifty has long
been the maximum limit of members
allowed in. With 49 current members,
and a steady increase in the number of
new applicants along with so many new
hotels now viable for membership, in
theory, will more hotels be considered
and approved?
“While it may work for some other
associations, we have no plans to have
any sort of tier system in Pride of Britain
– if a hotel is good enough to join the
network then that’s that. The decision to
increase the maximum number of hotels,
or not, is entirely the prerogative of the
board and the existing members. So long
as impeccable standards are maintained
by both the hoteliers and also by the
team at Pride of Britain in ensuring we
are only accepting the best, then how
many members there are doesn’t affect
the overall offering.”
There is no doubt that the hotel sector
in the UK suffered considerably in the
course of the downturn, however reports
from industry appear to be improving
steadily in 2014. “The higher end of the
market is improving well as, I believe,
consummate hoteliers are better than
most at understanding that when there’s
less money floating about, it’s even more
important to raise the bar in terms of
service and the offering made to the
guest.” There is a real sense from Peter
that he thoroughly enjoys his role and
the ethos of the business, which he made
clear by saying: “I work for a delightful
group of people, all successful business
men and women in their own right. I
am surrounded by talented colleagues
and suppliers and we have a brand that
people respect. The consortium seems
stronger now than at any time in its
32-year history and I’m excited about
the possibilities before us.”
EP | April 14 | 29

on a
French tradition
Karl O’Hanlon speaks so passionately about the Languedoc, a region in the south of France, you
would almost be convinced he was born there. Karl is the founder of Domaine et Demeure, a property
development company that focuses on redeveloping old wine estates in the area and repurposing the
chateaux on the estates as holiday residences. This concept has proven to be very effective and Karl is
enjoying his sixth year of success. EP spoke to the Irish consultant turned developer to find out more
“
Hospitality has always
been a part of
my background.
Before getting my
postgraduate degree
at Oxford I had several positions
promoting events in Dublin and
even manned a club at one point!
After Oxford I headed to London to
consult generally on travel, tourism
and financial services with BCG.
“I had been coming to Languedoc
ever since I was a child. My father, an
academic, occasionally used to write
for some of the Irish papers on wine.
He fell particularly in love with that
area of southern France, so we used
to come here a lot as kids.
“A few years after working in
London, I was given the chance to
return to Dublin to join the Bank
of Ireland in an internal consulting
role, where I was given the freedom
to develop a project of my own.
I started coming down to the
Languedoc to help tourism and
development operators to help shape
the proposition and developments
within the area for English-speaking
visitors. I worked particularly with
one developer who eventually offered
me a Managing Director role. That
opportunity was very short-lived,
they did two types of projects:
smaller up-market restoration based
developments and fairly big resorttype
developments. I very quickly
realised that I was interested in the
former and not the latter. My heart
really lay in the restoration side of
the business, being able to put high
quality into my work. My family moved
down here in 2006 and we’ve been here
ever since.”
The Languedoc used to be known for
producing large volumes of second-rate
wine. Over the years it has transformed
itself to an area that produces awardwinning
and critically acclaimed
wines of all varieties. Jancis Robinson,
the renowned Financial Times wine
critic, has said in recent years that the
Languedoc is the “world’s most exciting
wine region”. Because of its past,
there are many “sleeping giant wine
estates” that over time have fallen into
disuse. Domaine et Demeure works on
purchasing the estates and transforming
them into holiday residences with
functional wine operations.
As Karl’s specialty is property
development, he partnered with Bonfils,
a respected French family-owned wine
making company, who handle all of
the wine side of the business. Chateau
Les Carrasses was the first project they
worked on together and is described as a
“luxury self-catering estate and boutique
winery”. It was a €13m project and turned
over a little under €2m in 2013.
On the estate there are 28 suites,
apartments and villas that have all been
fashioned from the original 19th century
buildings found on the property. Even
though Karl had the opportunity to
go for more volume in residences on
the estate, the service proposition that
30 | April 14 | EP

INTERNATIONAL
Domaine et Demeure offer as a property
management company is of utmost
importance.
“Money for us is the gas in the tank,
it’s not the destination of the vehicle.
It’s about doing fantastic things and
giving people fantastic experiences.
There is a certain Irishness about our
hospitality – it’s very relaxed, very laid
back and at the same time very attentive
and very authentic.
“The owners are very international,
but the thing they have in common is
that they are Francophiles, with a love
of the wine and culture. The average
owner spends five to six weeks a year
here and they are complemented by
our holidaymakers who are the people
who rent these estates. We have seen a
rise in emerging country visitors in line
with trends within the global economy,
and have had an influx of Brazilians
and Indonesian visitors in particular.
No matter what country, the guests
that we attract have the same mindset
and are people who are seeking out
‘unostentatious luxury’, where you are
really well looked after. Our guests don’t
want identikit people and behaviours.”
Domaine et Demeure doesn’t only
pride itself with looking after its guests;
it has also become an important part of
the community.
“The people down here have been
overwhelmingly open and welcoming.
What we do, it’s a very positive thing.
If you were to come down here and say
you wanted to build mega resorts I think
the reception would be different. They
like the idea of someone coming in,
employing local people and transforming
these buildings that would otherwise
be decaying.
“This year we are making a lot of
our own furniture. We have a couple
of craftsmen that are using bits and
pieces of estates that can’t be salvaged
for the property to make unique
furniture pieces.”
Karl’s enthusiasm for the Languedoc
region has also garnered him much
respect among the locals.
“I’m often introduced by Bonfils as
an Irish man with a Languedoc heart.
Not only is our wine some of the best in
class, but the local ingredients available
are some of the finest in the world. Most
Languedoc wine producers have entirely
adapted to the new world. The saying
that we have is ‘Play to your strengths’,
which we excel at in terms of cuisine.
We have an area that has better access
to fine-food ingredients than any other
area in the world. What we serve is really
simple, elegant Mediterranean food
with ingredients all within an hour and a
half. Roquefort is an hour away, we have
oysters from Bouzigues, Aubrac beef and
lamb – there is an extraordinary amount
of gastronomy available to us.”
When asked about the future of
Domaine et Demeure, Karl is positive.
“We have significant growth expected
for Les Carrasses in 2014. The project
we currently have in development,
St Pierre de Serjac, was originally the site
of a Roman villa. The chateau in its place
now was commissioned in 1890 by Baron
Cyprien de Crozals. The 230-acre estate
included a chateau, winery, distillery,
winemaker’s house and grape picker’s
lodgings. From these buildings, just 36
residences will be made. It is a €22m
project with the delivery of the estate
to be in the end of Q3 in 2015.
“Bonfils have 22 wine-producing
estates and as partners we have three
properties in development. The plan is
to open one of these every two to three
years. They are developments that need
a lot of love and attention. Beyond the
next three, we know that there will be
other opportunities and we are always
looking out for them. We plan to continue
focusing on the Mediterranean, although
Bonfils do have a couple of estates in the
Bordeaux area.
“We aren’t bent on world domination
– it’s not us. We just want our work to
get better and better and to be able to
provide an increasingly holistic and
high-quality expectation for what the
Languedoc offers. It’s only onwards and
upwards in terms of quality, ingredients
and experience.”
“Domaine et Demeure works
on purchasing the estates and
transforming them into holiday
residences with functional
wine operations”
“One has to be able
to adapt to different
situations which I think is
natural to caterers as every
party or event is different”
EP | April 14 | 31

WELDON MATHER OPINION
United we stand, divided we fall
in tourism
but only if organised properly in the interests of stakeholders
Have you ever thought about just how
fragmented the tourism industry is and how
on earth is it possible to advocate for such
a diverse audience? Depending on which
source you refer to, there are somewhere
between 70 and 100 different hospitality
and tourism organisations in the UK all competing
for government agency attention. No wonder it is
hard to get decision and policy makers to take notice
of important campaigns undertaken by the BHA and
others, such as cutting the VAT rate (which has been
a huge success in the Republic of Ireland at 9%). Some
would argue that there is no such thing as “a tourism
industry” per se and that it is merely a term used to
describe an omelette of business activities, many
of which are in direct competition with each other.
Economic impact
Tourism, as part of the
service economy, represents
a large part of global
economic activity and is one
of the main drivers of growth
in most OECD countries.
It is a large, complex and
fragmented industry that
is difficult to define and
measure. The hotel and
restaurant subsector is
highly diversified with a
multitude of international brands and household
names. Tourism has expanded dramatically over the
past 30 years and will continue to grow as societies
become more mobile and wealthy.
Vested interests and fishy business
While the trend for many large chains and companies
has been to opt out of industry representation and to
go it alone, there has never been a greater need for key
stakeholders to come together to lobby government
on important issues. Vested interests can often be
completely opposed, as a policy that benefits domestic
tourism (e.g. reducing VAT on accommodation) can
harm travel agents who concentrate on outbound
tourism. Naturally the government sensing a split will
capitalise on these divisions and the industry suffers
as a result. Compare tourism with the highly organised
banking, construction or farming lobbies in Europe
“There are somewhere
between 70 and 100
different hospitality and
tourism organisations
in the UK”
and you can see how our industry rarely gets a seat at
the top table – if at all. Try and reduce fishing quotas or
to increase banking tax and see what the reaction is like
from ministers and lobby groups.
Too many businesses in our industry are
economically fragile, operate to a short-time horizon
and are overly reliant on the patron/host. Most
proprietors are naturally concerned with bookings
and cash flow on a daily basis and do not have the
time and the resources to take a long-term strategic
view as to how the industry as a whole should develop.
Without a combined industry voice, there is often
a lack of leadership (although the BHA et al have
commendably tried to take responsibility for this role),
and large influential corporations therefore dominate.
The tourism industry as a whole will struggle to gain
recognition in government policy and private sector
priorities as long as the above situation prevails.
Time to come together
and fight
Unless kingpins within the
industry get together and join
forces with a common agenda,
tourism will continue to be
relegated to the backbenches
and be treated as a lightweight
industry that is malleable and
weak. So it’s time to mobilise,
join a tourism organisation
that not only represents you but is also an advocate
for the industry.
Industry leaders need to be cajoled and persuaded
into joining forces for the betterment of their industry.
Leaders of representative bodies must continue
to lobby civil servants and government officials to
recognise tourism for what it is and for the contribution
it makes to the economy. As a major employer and
distributor of wealth spreading into every town and
village throughout the UK, the tourism industry has the
potential to become a force to be reckoned with, but
only if it is organised properly and in the best interests
of its stakeholders.
After all, it’s worth remembering that there is
always strength in numbers: the more individuals
or organisations that you can rally to your cause,
the better.
Weldon Mather is director of WM Consultancy
32 | April 2014 | EP

ESTABLISHED IN 2010, THE LUXURY
ATHLETIC CLOTHING BRAND
“LUCAS HUGH” IS RENOWNED FOR
INCORPORATING HIGH FASHION
INTO TECHNICAL ATHLETIC WEAR.
FOUNDER ANJHE MULES MET WITH
SARA STEWART TO TALK ABOUT THE
JOURNEY FROM SPORTS CLOTHING
ENTREPRENEUR TO DESIGNING AN
ENTIRE WARDROBE FOR THE HOLLYWOOD
BLOCKBUSTER MOVIE THE HUNGER GAMES
The hunger
for
Lucas Hugh
Growing up in her native
New Zealand Anjhe was,
by her own admission,
an ‘outdoorsy’ child and
being athletic was simply
a way of life. However, from the tender
age of eight she had wanted to be a
fashion designer. Going on to graduate
in Fashion and Design from Massey
University, sports would still remain
a strong influence on her and following
graduation she designed and set up
a swimwear brand called Anjhe Mules
Swimwear. The business was a roaring
success and Anjhe soon found herself
faced with the next challenge – expand
or move internationally.
Opting for the latter she packed
her bags and moved to the Big Apple,
looking for work in the industry. By
a stroke of luck she happened upon
Marc Jacobs walking down 62nd Street.
Plucking up the courage to speak to
him, she approached him there and
then and asked to join his team – a
week later she began an internship.
Throwing herself into the experience
wholeheartedly, a mere three weeks
after she was Paris-bound for a show
when she stopped off in London
for a few days and once again fate
stepped in. While lunching with a
friend in town she spotted the late
Alexander McQueen alighting from
a taxi – not in the habit of holding
back, she approached him for a job.
The following Monday she took up her
second internship, coupled with harder
and longer hours, and remained there
for the next six months.
However, she soon tired of the rigours
of life in a fashion house, so once
again set her sights on galvanising her
own fashion brand. Thus, taking on
the challenge, she had to raise some
funding for her designs and took a job
on a yacht in the South of France where
she earned £10,000 in the first month
alone, following this up with three years
working for a Russian businessman
with a private jet, where she travelled
extensively, learned to speak Russian
and in her spare time worked on
developing her own business.
By 2008 she had saved enough to
fund her venture and spent the next
two years laying down the groundwork
and infrastructure of her new fashion
design business that was to become
Lucas Hugh.
An interesting name, with a very
simple message – Lucas and Hugh
were her two grandfathers: Lucas
was athletic, a doctor and a boxer
in his spare time. He would always
tell Anjhe: “Fit in the body, fit in the
mind.” Hugh was a thinker, methodical
and entrepreneurial – Lucas Hugh
incorporates all that these two
34 | April 14 | EP

ENTREPRENEUR
important men meant in the life of
Anjhe and it has been her continued
inspiration and drive.
It was 2010 and Lucas Hugh was
officially launched along with the
corresponding website. Manufacturing
was secured in the same factory in
Portugal where the famous Olympic
Speedo swimsuit was developed.
First orders came via cold calling
from the leader in online fashion sales,
Net a Porter, and was followed up with
orders from Browns, Harrods, Harvey
Nicholls and Selfridges. By the Spring/
Summer collection of 2012, Lucas Hugh
had their first sale across the pond with
Bergdorf Goodman looking to stock
Anjhe’s designs in their flagship store
in New York. Sales then started to roll
in with stores in Kuwait, Australia and
her native New Zealand. To date Lucas
Hugh is available in no less than eight
stores around the United States, South
Africa and numerous outlets in Europe.
Anjhe quickly realised that she
could not self-sustain this growth and
poached back a designer who had
helped her as a freelancer in the early
days, working on design, production
and technical drawings. With this
partnership back together, Anjhe
had a safe and well-known pair of
hands to handle the strict production
requirements and work on developing
and finalising her ideas.
With business increasing and
fashion time lines ever pressing,
pricing started to become a major
issue. While Anjhe had self-funded the
business to date, growing sales were
increasing the pressure on finances –
she had to produce and manufacture
the garments in order to sell them,
which was beginning to create a ‘hole’
in her funding. In 2013, after much
investigation and exploratory trips
abroad, the decision was taken to move
some of the production to a factory
in Lithuania where costs were greatly
reduced, but, crucially, standards were
maintained. This decision was coupled
with the idea of spreading the load and
factories in Turkey were also sourced.
The original production site was
maintained for some of the technical
developments and a small amount of
the finished goods.
With fashion deadlines chasing
her and demands for her garments
increasing, Anjhe was taken aback by
“Head of Wardrobe
of The Hunger
Games simply
typed in ‘futuristic
sportswear’ and
Lucas Hugh
on her screen”
Anjhe’s designs in
The Hunger Games:
Catching Fire
contact via the internet from the Head
of Wardrobe of The Hunger Games,
who had simply typed in ‘futuristic
sportswear’ and Lucas Hugh had
flashed up on her screen. Samples were
sent over following contact with Anjhe
and the production team for the film
loved the design and look – specific
pieces were requested for the second
Hunger Games movie, which included
a menswear design – the first time that
Anhje had developed any pieces for
men. She was given just eight weeks
to design and produce the outfits in
time for filming. She dug in deep,
called on all her reserves and managed
to produce and deliver everything that
they had requested.
Following the record-breaking
success of the movie, Anjhe found
herself with another problem, albeit
one that all businesses love to have
– an enormous scramble to have and
own a piece of Lucas Hugh. Wholesale
enquiries went through the proverbial
roof, website sales were at record levels
and the Unites States was outselling the
UK for the first time.
This in turn presented Anjhe with
a whole new set of issues, both
financially and with production. The
state-of-the-art requirements for her
brand are paramount to her – they
include fused seaming, which has to be
heat sealed giving the impression of the
garments being ‘seamless’. The material
is ‘breathable’ and includes wicking,
which draws the moisture away from
the body, and some pieces are also
UV resistant and anti-bacterial. They
include high visibility strips, key and
iPhone pockets and even some internal
support for that ‘perfect posterior’!
Her vision is to be the brand leader
– producing high quality, high fashion
athletic wear. Lucas Hugh represents
the cross over between fashion and
athletic wear and with the growing
acceptance of high quality athletic
wear being acceptable for all day wear,
Anjhe has created a socially acceptable
fashion line that suits both the athletic
minded and the fashion conscious.
Where to now? With no sporting
outfits required for the final part of the
Hunger Games trilogy, Anjhe has to be
contented with ‘Barbie’ now wearing
replica Lucas Hugh. She plans to
develop a menswear range in 2014, an
online magazine and some Lucas Hugh
workout videos. She’s certainly a talent
to watch.
EP | April 14 | 35

JOELSON WILSON OPINION
All change!
Is now the time to increase your licence hours?
There may be some other issues that you need to
consider to make this process as smooth as possible
So, you have been trading for a while
now with no real issues to report and
feel the time is right to apply for a
new licence to increase your hours by
an hour or two, or to extend the licensed
area into that old store room, in order to
maximise your profit margin.
Straightforward enough you might think, but
then you look at the application form, the local
council’s licensing policy, guidelines for layout plans,
requirements to display notice of the application, the
need for an operating schedule, pre-consultation with
the statutory authorities and suddenly everything
becomes a bit daunting!
First things first: it is imperative that you take a look
at your council’s licensing policy. Some councils have
adopted “cumulative impact zones”, “stress areas” or
“framework hours”, so if you are looking to alter your
trading hours within an area
“More applications
are granted than
refused. The key is
all in the preparation”
where any of these exist, be
aware that the council will
be looking for exceptional
circumstances to depart
from their policy and grant
additional hours. It can be
done, but the application
will have to be handled with
skill and care. Also, if your
proposed changes are to vary
the layout, and this would
result in an increase in capacity, some local authorities
expect applicants to submit an application for a new
premises licence rather than allow a variation.
The next step is often pre-consultation with the
statutory authorities, which is one of the cornerstones
of the Licensing Act 2003 and will normally give you an
indication as to whether you are likely to encounter any
representations/objections to your application. These
discussions also allow you the perfect opportunity
to truly “tailor” conditions to offer in the operating
schedule which will hopefully avoid more onerous ones
being placed on your licence, or the need to attend a
Licensing Sub-Committee hearing.
However even if you get the Fire, Police and
Environmental Health Officer on your side, there is
still often the issue of local residents, some of whom
can be quite vociferous. Deciding whether to try and
meet with local residents prior to an application being
lodged will vary on a case-by-case basis. If you are
aware that there is a local residents’ group which might
get a bit ‘twitchy’ about changes to the licence, it might
be prudent to meet with them beforehand so there are
no nasty surprises. There are obviously time and cost
implications in doing this, though, and you should
obtain specialist advice to ascertain whether it would
simply be best to submit the application and see ‘what
comes out of the woodwork’.
Once lodged, 28 days have to elapse while you wait
to see what reaction your application has provoked. If
representations are received, it doesn’t always mean
that a hearing has to take place. The applicant, or their
agent, is permitted to communicate with the person
who made the representation (sometimes direct,
but sometimes through the Licensing Department if
names and addresses have been withheld) and either
allay their fears to the extent that the representation
is withdrawn or negotiate with them to try and agree
conditions that address
their concerns.
If, for whatever reason,
the representation is not
withdrawn, a hearing will be
convened within 20 working
days of the 28-day consultation
period expiring and then the
fun really begins!
Be warned: many councils
have hearing guidelines that
limit the amount of time or the
number of persons allowed to address the Committee.
Not ideal when you want to be able to showcase your
new proposals to their full potential. This is when it
can be invaluable to obtain the assistance of somebody
who is well versed in the nuances of a Licensing
Committee hearing, as this is your opportunity to put
your case forward and could be the difference between
obtaining the result you require or seeing all of your
hard work fall by the wayside.
Following a hearing, hopefully the champagne corks
will be popping, but in the event the result isn’t the
one that you wanted you are able to appeal to the local
Magistrates’ Court within 21 days of the decision being
communicated.
Don’t be disheartened, though, more applications
are granted than refused. The key is all in the
preparation. A little extra effort at the beginning
and during the licensing process really can make
all the difference.
Corinne Holloway is Client Support Manager at Joelson Wilson LLP
EP | April 2014 |37

EP LAUNCHES
NUTRITION
CAMPAIGN
EP has launched a campaign to
promote healthier diet options
The aim of the “Eat Well,
Live Well” campaign is
very simple – to promote
great tasting healthy foods
and diets. There is a new
generation of foods and products that are
emerging that are both excellent in taste
and healthy to eat. Our goal is simply to
promote great food and diets that will
make a difference.
In 2008, 347 million people in the world
had diabetes, more than twice the 153
million in 1980. In February 2014, Cumbria
was named the fattest county in England
with 68.3 per cent of people overweight or
obese, followed by Lincolnshire on 68.2 per
cent and North Yorkshire and Staffordshire,
both on 67.9 per cent.
Overall, 63.8 per cent of adults in
England are overweight or obese, with
a body mass index (BMI) of 25 or over.
Professor Kevin Fenton, Director of Health
and Wellbeing at Public Health England,
said the new data will help all local areas
monitor their progress in tackling obesity.
“There is no silver bullet to reducing
obesity; it is a complex issue that requires
action at individual, family, local and
national levels,” he said.
“We can all play our part in this by
eating a healthy, balanced diet and being
more active.”
The topic of obesity has become a
dominant issue, but the truth is that
change has already begun and is being
led by new food products that make
eating well less arduous. It has been a
long-standing joke that most of us will
give up diets within a short period of
time as we tire of eating tasteless food,
but the reality is that we have seen a rise
in obesity and diabetes. We are fitter and
now we just need to learn to eat with a
better understanding. The problem is that
so much information is misleading and
difficult to understand.
In 1960, less than 13 per cent of
Americans were obese, and diabetes had
been diagnosed in one per cent. Today, the
percentage of obese Americans has almost
tripled; the percentage of Americans with
diabetes has increased sevenfold.
Meanwhile, the research literature
on obesity has also ballooned. In 1960,
less than 1,100 articles were published
on obesity or diabetes in the indexed
medical literature. Last year it was more
than 44,000. In total, over 600,000 articles
“Eat Well,
Live Well”
have been published purporting to convey
some meaningful information on these
conditions.
Has all this research brought clarity to
the issue?
The facts suggest the answer is no. If we
understand these disorders so well, why
are they growing? Some argue that people
do not understand food; others that the
products carry many more ‘extras’. It is
certainly confusing. Of the 600,000 articles,
how many possess research that has been
correct? Is it even about research or just
educating about great-tasting food?
There is a view that states that in
nutrition, the hypotheses are speculations
about what foods or dietary patterns
help or hinder our pursuit of a long and
healthy life.
The problem is that science and food
are not attractive to those that only half
listen to the debate. The only way to create
lasting change is through great-tasting,
healthy foods and understanding what
these are. As an industry, we are at the
forefront of food and we need to lead the
way through great food that will create the
desire to change.
Facts and figures
In 2008 347 million people in the world
had diabetes, more than twice the 153
million in 1980.
In February 2014, Cumbria was named
the fattest county in England, with 68.3
per cent of people overweight or obese
followed by Lincolnshire on 68.2
per cent and North Yorkshire and
Staffordshire, both on 67.9 per cent.
Overall, 63.8 per cent of adults in
England are overweight or obese, with
a body mass index (BMI) of 25 or over.
In 1960, less than 13 per cent of
Americans were obese, and diabetes
had been diagnosed in one per cent.
Today, the percentage of obese
Americans has almost tripled; the
percentage of Americans with diabetes
has increased sevenfold.
In total, more than 600,000 articles
have been published purporting to convey
some meaningful information on obesity
and diabetes.
38 | April 14 | EP

CAMPAIGN
Focus on
healthcare
There is no denying that there
is a problem with today’s
hospital food. Statistics from
the NHS showed figures from
2008-2012 stating that there
were days when hospitals threw out 82,000
meals, or almost 25 per cent of their meals.
What heights will the numbers reach
before there is a cause for change? While
the reasons behind why there is so much
food wastage are debated, the following are
suggestions from some hospital trusts:
presented
can get interrupted for an examination
teams resulting in the incorrect meals
discharged.
As if the food waste being caused weren’t
problem enough there is another issue
after operations or procedures. If patients
protein needed, then they can become
in the weeks before and after surgery
because it helps the body heal faster.
Research conducted in 2013 by the NHS
demonstrated that unnecessary nights
spent by patients in hospital set taxpayers
back £260 a night. Surely finding solutions
to both cut down the cost of extended
of interest to the public?
complication rates after surgery, better
wound healing and thus reduced hospital
in patient groups.
CASE STUDY
An International Case Study
A hospital in Denmark wanting to look at the effect of presentation and food quality
on nutritional intake teamed up with a renowned Danish chef and nutritionists to
design a special portion-controlled menu using high-quality ingredients to offer to a
select group of patients. The items on the menu were chosen from a public meeting
for former in-patients of the hospital that fell under the diet criteria ‘diet for poor
appetite’. They were asked what food items they had missed most from the menu
that was given to them by the hospital.
Forty patients were studied over a period of four months. The patients chosen for
the study had very low appetites recorded by staff and were nutritionally at risk.
Titled “Small makes you better”, success would be judged by at least 70 per cent
of enrolled patients in the group getting more than 75 per cent of their energy and
protein requirements through the meal programme. Meals were offered on à 24-
hour a la carte basis.
The results
Their daily energy and protein intake were recorded and at discharge, patients were
given a questionnaire that asked about their experience on the meal programme.
The data showed a significant increase in energy consumption over time. All
patients achieved the levels desired and even though 24-hour service was offered,
very few patients ordered food after 10pm, stating the average of four portions of
meals they had ordered over the day had satiated them.
The study was very successful and inspired the hospital to change the
presentation and portion size of their meals.
EP | April 14 | 39

ENTREPRENEUR
The wine industry, and those who supply it, has long since
been seen as something of a specialist sector, the purview
of an elite group usually based in France. However, usurpers
to the throne have been coming in their droves, with British
entrepreneurs leading the charge. EP met with one such
enthusiastic purveyor, David Knott, to learn about what made
him start his own business in an already packed market and
how he plans to set his products apart
The Knotted
VINE
Having originally studied
history and sociology at
university David found
himself at the age of 21
working in a management
capacity for Majestic Wine Warehouse.
Struggling to find a route into trade he
made the brave decision to move to
Adelaide, Australia, to study for a Masters
degree in Wine Business & Marketing.
Checking into a youth hostel for the first
three weeks after arriving, David says: “My
over-riding memory from that move was
trying to sleep on an awful lumpy mattress
covered in plastic, in 42°C heat. It wasn’t
pleasant!” He finally moved into shared
accommodation with another Englishman
and 18 months later he proudly graduated
with an MA under his arm.
Along the way he met and was tutored
by Professor Lockshin, who is the world’s
leading authority on wine marketing, has
written many books on the subject and
guided David towards the NSW Fellowship
Grant. This consisted of a dissertation that
David undertook with great enthusiasm,
titled Boozing or Branding, which explored
the practice of in-store tastings and its
effects on purchase or repeat purchases,
while in the same period he was afforded a
feature in the Wine Business Monthly and
the International Marketing Journal.
Following this success and achievement,
David moved on and settled in Dubai,
where he became a category buyer
covering markets in Australia, New Zealand
and Italy. The market in Dubai amounted to
1.5 million cases annually, of which David’s
accounts made up 75% of the portfolio.
The following 18 months was spent
with a new venture called Liquid Solutions
headed up by Nick Midwood, who was to
become David’s mentor.
Returning to the UK in 2012, David got
straight to work on his business plan for a
wine merchant and, with a small amount
of financial investment from family and
friends, launched The Knotted Vine in April
2013 out of a small office in Farringdon.
“While I was in Australia I learned
an important insight into consumer
behaviours when choosing wine – simply
explained, it says that every action is a
piece of Velcro. Whether it’s referring to the
bottle shape or label design or colour of the
glass or pricing, or if it’s a screw top or cork
stopper, the accumulation of how many of
these pieces of Velcro you can get to stick
with your customer is what will secure your
sale and repeat business.”
Using this technique allows David
to buy his wine based on the customer
rather than his own opinion or personal
preference: “My portfolio is 100% for
my customer.”
The Knotted Vine and David have a
very fixed view on what they will provide
for their customers, and the ethos of this
NICK DAWE
“My portfolio
is 100% for
my customer”
40 | April 14 | EP

fledgling wine merchant is:
EP | April 14 | 41

Fifteen years ago high-profile oligarchs and their families moved
to the UK to escape tax or retribution from the regime or business
rivals, but now London is becoming an increasingly popular choice
of relocation for many Russian millionaires. There are thought to be
300,000 Russians living in the UK, with London having earned the
title of ‘Londongrad’. Maddox St seems to be the Russian version
of Soho, as it is populated with Russian-owned boutiques, private
schools, jewellers, auction houses and flashy restaurants.
Russia is a country that
boasts the youngest
millionaires in the world,
with the average age of
46 compared with 55 for
a UK millionaire. These big spenders
are certainly contributing positively to
the economy – whether it is through the
revival of industries from yesteryear,
such as luxury yacht building, or the
launching of new industries and the
creation of jobs. Chauffeurs, bodyguards
and butlers have never been in more
demand. So what is the attraction?
According to the Nation Brand Index’s
survey of top 50 nations in the world,
“Russians have an increasingly positive
perception of the UK, especially when it
comes to heritage and culture, sport and
vibrant city life.”
In this feature, EP has interviewed
three Russians and a Russian-themed
business to understand what the
attraction of London is to them?
Yevgeny Chichvarkin, owner
and founder of the world famous
Hedonism Wines and Chief
Executive Tatiana Fokina
Hedonism Wines is a fine wine and
spirits boutique in the heart of Mayfair
and owner Yevgeny came to the UK in
2008. In Russia, he had co-founded the
largest mobile phone company, Evroset,
which had more than 5,000 branches
across Eastern Europe. Yevgeny sold
this and opened Hedonism in 2011.
In 2012 it was named Best Wine
Merchant by Decanter magazine, quite
an achievement for a boutique that
was only in its second year of trading.
Hedonism, which means pursuit of
pleasure, is proof that a successful, multimillion
pound business can be created
by getting the basics right. It is built on
core values of excellent customer service,
a great team and a strong belief.
So how did the concept come about?
After selling Evroset, Yevgeny was keen
to get involved in another venture and
at the same time he was frustrated with
the service and limited choice from
existing wine merchants when he was
after a particular vintage, thus Hedonism
was born. Yevgeny then hired his first
employee, Tatiana, in 2010. Tatiana was
new to setting up a business from scratch
and that’s where Yevgeny’s expertise
came into to play.
Although Hedonism was a completely
different experience to Evroset, as it
operated in a very different country and
catered for a very different audience, they
have proved that setting up a business in
the UK is fairly simple – all you need is
“common sense”.
“We have a good understanding of
what good customer service should be
and top level customer service is top
level, no matter where you go in the
world. People like and desire similar
things, they want to be taken care of
and appreciate when someone listens
to them, they want their time and custom
valued”. The pair then employed Alistair
Viner as Head Buyer and the man with all
the knowledge of wine. Alistair has been
working in the industry for 18 years and
previously held a position with Harrods.
Tatiana has been in the UK for
four years. She was attracted by
the culture, fashion, shopping and,
surprisingly, the climate. “There is
such a great mix of people in London,
it’s very diverse. It has so much to offer
and that’s the beauty of it. But there
are certain things that are better in
Russia, like the ballet. There is also the
confidence in doing business in the UK
without fear that the business will be
taken away from you.”
For the duo who originally knew
very little about wine, they have come
a long way. The pair appear to be an
unusual match, but one that share a
great chemistry and clearly work well
together. Tatiana is very focused, whereas
Yevgeny comes across as very lively.
What have been the biggest challenges
in the last three years? Yevgeny
comments that it has been finding the
right team that works well together, but
Tatiana is quick to disagree: “The biggest
challenge was trying to sign the lease for
Russian business
in London
42 | April 14 | EP

SPECIAL FEATURE
Tatiana Fokina and
Yevgeny Chichvarkin
the building, which took nine months. We
had decided very quickly that this was the
perfect space, but it was very frustrating
for us, especially when things can be
speeded up in Russia and they cannot go
any faster here. When you have a vision and
the energy, it is extremely frustrating that
you have to wait for solicitors to complete
paperwork.
“It takes a certain kind of individual to
work here. We need to ensure they have the
right knowledge and expertise. Wine is such
a vast subject and we stock 7,000 different
lines of product. They must also share our
views on great customer service because
we find customer service in the UK is not
the strongest, even in the luxury sector.
This stems from people not treating a sales
advisor role as a career; it’s viewed as a
temporary position. But here it’s a specialist
role and our team pride themselves in what
they do. It was difficult to source the first
employees because all we had was an idea;
the shop was a building site. We had to
persuade them to believe this is going to be
great. I remember visiting a number of wine
shops and restaurants trying to head hunt
people who would be the perfect fit.”
There is no intention to open any further
branches, in the UK or abroad, as both
agree there can only be “one best wine
shop in the world”. The venture, which is on
budget, has been capital intensive and may
be a difficult model to replicate. According
to Tatiana: “The global wine market is
becoming a small place and we ship on a
daily basis to Hong Kong, America and all
over Europe. Our USP is that there is only
one of us.”
EP | April 14 | 43

Inside Ruski’s Vodka
and Caviar Tavern
Diego Bivero-Volpe, co-founder of
Ruski’s Vodka and Caviar Tavern
Now for something slightly different.
September 2013 saw the first Russianinspired
bar, restaurant and nightclub
to open in London. Conceptualised on
the original 16th century Ruski’s Tavern
of St Petersburg, it encapsulates all that
is Russian, from its rich history to its
vibrant food.
Diego Bivero-Volpe is a well-known
name in the London nightclub scene,
with clubs such as Brompton Club,
Bodos and Tini under his belt. So why
the Russian theme? The City banker
turned nightclub entrepreneur proudly
says: “I like to draw up business plans
for different concepts and one of the
concepts was Russian. I spent three
months researching Russia, and the
more I learnt the more I was intrigued
and wanted to incorporate the concept
into a nightclub. I also wanted to create a
brand, something that was separate from
its owners and can be replicated in other
cities and can be franchised. Vodka is the
national drink of Russia and has a really
interesting history; it came into existence
during the time of the Tsars. Vodka can
be made from anything that can be
fermented and there were a lot of people
brewing their own vodka to different
quality standards. The Tsars wanted to
regulate this and introduced something
called the ‘green mark’, a production
quality standard. In order to purchase
the vodka you had to have a permit,
unless you had access to a tavern.
The taverns became the real centres
of life and some of them became
very aristocratic. That was our
starting point – the idea we wanted
to replicate.”
Russians are very hospitable people
and customer service is of the highest
standard. “In the nightclub industry
good customer service does not exist,
but we wanted to include that as part
of our offering at Ruski’s. Russia has
such a negative image due to brief
periods in its history and with Ruski’s
I wanted to exhibit the amazing culture,
arts, traditions and hospitality. The
Russians that come to Ruski’s really
appreciate that.
“Caviar also has a fascinating history.
During the time of the Tsars it was
believed to have medicinal properties
and women used it for cosmetics
due to its high omega-3 content.
But young people are not attracted
to caviar, it is something you may try
once or twice, so we had to think of
ways to change people’s perception.
We created a menu that repackaged
caviar in a different light. We introduced
items such as a caviar club sandwich
with steak tartare on black Russian
bread; caviar and chips, which are
essentially french fries that you dip
into a caviar sauce; caviar and scrambled
eggs. In Russia caviar is traditionally
consumed with a mother-of-pearl spoon
and washed down with a shot of vodka,
very similar to tequila. We encourage our
customers to try this and it has proved
very successful, so much so that we have
to move to larger premises.”
Individuals are more knowledgeable
and are more willing to try new things
and a place like Ruski’s assists in
educating its consumers in a fun
and exciting atmosphere that is
also a popular choice for the
Russians living in ‘Londongrad’.
44 | April 14 | EP

SPECIAL FEATURE
Alina Blinova, founder of RuStyle
Ltd, an events management,
PR and lifestyle company
for the super rich
Alina, the daughter of a north Russian
fishing company boss, came to the UK
in 2006 when she was offered a job by
Barclays Capital as an investment banker.
Moving to London was never part of her
plan, but the opportunity was too good
to miss. She recalls: “The first year and
a half in London was a very difficult time
– a new city, new people, a new culture
and a very different work ethic. Language
was also a barrier, even though I spoke
English. I missed Moscow and my family
terribly. There was a point when I was
travelling back to Russia very weekend.
I spent a lot of time reading up on British
history and culture, to understand the
English way of life and integrate myself
into this new society. And now I love
being in London. I’m still very Russian
at heart, but London is now my home.”
Three years later Alina set up
RuStyle with her sister Nadia. The
company is now global with branches
in London, Moscow and Dubai. So
why the move from banking to events
management? “I always had a passion
for organising events at university. A
Russian friend of mine wanted me to
organise an event for the Russian Festival
in London. It was then I realised how
much I missed organising events and
PR. It had always been my passion, so
I decided to follow my heart. Also I felt
there was a gap in the market for the
Russian community in London and that’s
how RuStyle started.” The entrepreneur,
who didn’t have a business plan and had
taken a huge risk, was very fortunate to
have built up a large network of friends.
She comments that the administration of
setting up a company in the UK was slow
and ponderous, but the actual operation
came naturally. “A lot of my business in
the early stages was by word of mouth.
My first event was successful, and I was
then asked to organise an event for an
upcoming designer. It just grew from
there. I have organised events for the
F1 Grands Prix, events in Vienna, Abu
Dhabi and Monaco.”
What does Alina think attracts the
Russians to London? “It is a city with
enormous opportunities for business.
There are so many different nationalities
and people from different backgrounds
here. I have met people I would have
never met anywhere else in the world.
Some Russians do come for tax reasons,
but in the main Russians come because
of the business opportunities. Russians
come to learn and use the knowledge
Alina Blinova
they have gained and apply to businesses
in Russia, which has had a positive
impact in Eastern Europe.” In addition,
for the very wealthy it has become
fashionable to settle in London.
Interestingly, one of the practices taken
back is good customer service. In Russia
customer service is dependent on the
external appearance of the individual and
how affluent they are. If one is dressed in
a designer suit, then the service received
would be second to none, but if one is
dressed more casually, then the service
received will be far from good – it may
even make one feel uncomfortable.
“In London the customer service is
consistent, no matter how you look.”
According to Alina, “the number
of Russians will continue to grow in
London. It is alluring on so many levels.
The capital attracts people who are
intelligent, people who are wealthy and
even people who are not. The city has so
much to offer in terms of culture, fashion,
business and employment.”
Through RuStyle, Alina tries to keep
the Russian culture alive, but is surprised
how Russians tend to keep themselves
at a distance from other Russians and
prefer to assimilate with the “high English
culture – they want to be liberated from
the ties of Russian society”.
In conclusion, Russians see London as
a city of opportunity with much to offer,
particularly when combined with doing
business. For the business individual,
there is the ease of setting up a company.
For instance, in France it takes three
months to set up a company, while in
London you could do it in a day, even
over the phone. The English legal system
is well respected, financial services
are extremely well developed and this
allows Russians to feel safe. In addition,
when it comes to spending their hardearned
wealth, there are a multitude
of places to spend their cash, whatever
their interest.
EP | April 14 | 45

MANAGEMENT
According to The 2014 FT
MBA rankings survey,
graduates can expect
to earn significantly
higher salaries within
three years of completing their
studies. According to the research,
94% of alumni questioned reported
having doubled their remuneration
packages, despite the downturn.
No wonder then that the draw
of the classroom is bringing more
professionals back to school.
However, the hospitality sector has
long since been “missing” its own
specific programme as students
have lamented that the more
general business MBA doesn’t quite
fit their needs. That gap has been
filled by The Executive Masters in
Hospitality and Tourism Leadership
programme co-created by Strathclyde
Business School, Cornell School of Hotel
Administration and École hôtelière
de Lausanne, collectively called The
International Leadership School (ILS).
Arlene McCaffrey spoke with Tom
Healy, SVP Asset Management at Strategic
Hotels & Resorts, about what made him
choose to return to formal education
and why he chose the Executive Masters
above any other course.
THE EXECUTIVE MASTERS
IN HOSPITALITY AND
TOURISM LEADERSHIP
PROGRAMME PROVIDES
THE SECTOR WITH
ITS OWN SPECIFIC
QUALIFICATION
A professional
in the
classroom
The International Leadership School
What prompted you to consider going
“back to school”?
There were three compelling reasons
for returning, the primary one was the
fact that it was an international Masters
and being the only American in the class
was extremely appealing from a cultural,
educational and networking standpoint.
The second reason was the competitive
nature of today’s business environment
from an opportunity and knowledge
standpoint, learning and growing allows
you to stay current while enhancing your
experience. This adds value and makes
you a better leader and as you move
to the highest levels every competitive
advantage you can gain is significant.
Lastly, personal growth and setting an
example to my children that you are
never too old to learn and grow. The
opportunity took me away from
my family and this example to them
was important to show them the value
of education.
What drew you to the Executive
Masters at ILS?
The international format and
collaboration between Lausanne, Cornell
and Strathclyde was a key element.
I could have opted for a Masters in
Chicago or New York City and worked this
programme into my schedule, but the
international flair of this course was far
more attractive than a one-dimensional
singule city alternative. The partnership
between the three finest hospitality
universities was a key element.
How have you found the experience?
Have you enjoyed it?
The experience cannot be placed into
words. The relationships, collaboration,
learning and networking have been
something I will keep with me for the rest
of my life. I have enjoyed the professors,
administrators, classmates and students
at the universities we have interacted
with. The locations and learning have
been second to none.
How has the course benefitted you,
personally and professionally?
The course has challenged me to improve
my organisational and time management
skills. It has awakened my curiosity on
a number of topics that I believe have
helped and will continue to help me
grow, remain current in the industry
and change my perception on topics
that I previously had a strong view on. I
believe the Masters degree will benefit
me personally as I compete and grow
my career. The international scope and
universities will enhance my CV and it
has given me confidence to see things
differently as well as myself.
What advice would you give to anyone
looking into doing something similar?
I would strongly recommend the
programme because of the partnerships,
collaboration and relevance of the
curriculum. I believe future classes will
have enhanced learning experiences as
the course and content evolve. The key
to success in my opinion is ensuring
the class is international and each
class benefits from a diverse group of
leadership in the travel and tourism
industry.
What were the highlights of the course
for you?
The people of the course, the people
involved in the administration and the
friendships that were established were
the highlights hands down. The class
of 10 will be friends for a lifetime and a
network to call upon.
47 | April 14 | EP

After spending some
years as a regimental
infantryman, Gordon
decided that service life
was not serving him well,
so he left to join the corporate world as
a banker. Three years later he decided
this was not how he wanted to spend
the rest of his life either. As Gordon
will happily relate, this was during that
glorious time in the UK when well paid
banking jobs and raising money were
a past time and employees at Lehman
Brothers were blissfully unaware of
what was to befall them.
Gordon had become interested in
the world of healthy eating and living
and invested his capital and funds
into a series of farm shops around
the country. He utilised the then
popular EIS (Enterprise Investment
Scheme), which allowed him to
purchase properties that were in need
of development and set about adding
restaurants and local butcher’s shops
to these sites. Under Gordon’s mantle
these expanded sites thrived and
Gordon found his interest in natural
products developed further.
He often found his customers enquiring
about natural products, especially for
children. Interestingly, the more time
and research he conducted into natural
products, the more he realised that they
were anything but – they were either
very unexciting or, more worryingly,
not healthy at all! Some were basically
being labelled as ‘healthy’ and
nutritionally were no more than
a candied bar disguised as a healthy
snack, such were the sugar levels
in them.
Fed up with the not so healthy
products, in 2010 Gordon decided
to sell his stake in the farm shop
enterprise and looked into developing
his own natural, healthy, but exciting,
snack offering.
First to roll off the production line
was a ‘Popcorn Bar’ – healthy because
popcorn is a wholegrain and contains
more fibre and antioxidants than oats.
Also, and little known, the grain has
more iron than eggs and beef, coupled
with the fact that there were no other
snack bars of this type on the market.
When asked where the idea for using
popcorn came from Gordon will smile
sheepishly and tell you of his love
of popcorn when he has a relaxing
night out at the cinema! The bars have
added seeds, yogurt, fruit and nuts.
Although seeds and nuts have long
been associated with friendly food for
our bird tables, and also occasionally
as tasteless snacks that are labelled as
You may be forgiven for imagining a written rendition of the joys
of trekking, and indeed here at EP we enjoy writing on the new
and exciting options in the industry! However, and apologies if this
disappoints those who love to ‘trek’, we would like to introduce you
to Gordon Leatherdale whose catch phrase is ‘Wholeheartedly
Wholegrain’ and whose new healthy snack business is called Wild Trail
48 | April 14 | EP

Take a walk
on the
ENTREPRENEUR
Wild Trail
good for us, the bar quickly became
a ‘healthy indulgence’. Gordon’s first
snack bar was awarded the Great Taste
Gold award in 2010 by the Guild of Fine
Food – the only cereal bar to have won
this award. There were three varieties
produced so as to indulge as many
tastes as possible: apple and raspberry,
double chopped cranberry, and fruit
with double nut.
Following the success of his popcorn
bars, Gordon decided to set up a
company that produced healthy snack
bars, with British products being used
to create and produce the bars here.
His mission statement is simply “easier
to eat healthier, nutritionally better
snacks which taste
great and make
you feel fabulous”.
The new healthy
snack bars, which
Gordon will refer to
as a way to “happy
and healthy snacking”,
are wheat and dairy
free so can be enjoyed
by vegetarians and
vegans alike. They
have the Vegetarian
Society stamp of approval.
Despite a good uptake with
distributors and outlets, the original
bars that hit the shelves had slow sales
and feedback was that the bars were
“too healthy”! This was put down to
the fact that the bars were quite crisp
and crunchy and although healthy did
not give the ‘satisfaction’ feel. They
were low in fats and sugars – in fact,
up to 36% less fats and sugars than
other healthy bars on the market.
“Back to the drawing board,” Gordon
thought, and after hours burning the
midnight light he came upon virgin
coconut oil as the potential missing
ingredient. It contained all the natural
properties that were needed for his bars
and so coconut oil became the perfect
answer and his ‘perfect partner’. Added
to the bars, the coconut oil allowed the
snacks to be produced in a softer and
much moister format – this meant that
when they were eaten they felt more
indulgent to the consumer.
Sales took off and enquiries increased
rapidly. There are three varieties of the
newest bars currently: Cherry Crumble,
Berry Granola, and Orange Oatie.
Further flavours are in the pipeline
and Gordon will tell you that “you
will not find a better bar per bite”.
So where does Gordon see his
journey taking him? The answer is
a larger focus on expanding in the UK.
Production is settled
“
snack bar was
”
in a new facility, the
new packaging is
looking good and the
new moist bars have
been well received.
His attention is on
independent chains,
wholesalers and
distributors. The
Wild Trail bars can
be found on sale at
Pod, Tossed and Chopp’d, along with a
string of other cafés and bars. Despite
the concentration on the UK market,
the interest from international buyers
has also increased with strong sales in
Switzerland, Iceland, Denmark
and Norway and even as far afield
as Thailand.
Gordon is a quietly spoken man,
who has experienced the horrors
of war and the banking world
(no shortage of horrors there) and
has vowed never to go back. After
discovering how unhealthy ‘healthy’
can be in the world of snack bars
he has developed a truly healthy
alternative snacking sensation
called Wild Trail. Why not take
a ‘trek’ and try one for yourself?
EP | April 14 | 49

MANAGEMENT
A scholar
in the
MAKING
WITH A WEALTH OF INTERNATIONAL EXPERIENCE SPANNING
MORE THAN 20 YEARS IN HOSPITALITY, MARGUERITE COURTNEY
HAS SPENT THE PAST 10 YEARS AT GLENEAGLES HOTEL.
HERE SHE SPEAKS TO ARLENE MCCAFFREY ABOUT THE
CHALLENGE OF BECOMING A ST. JULIAN’S SCHOLAR AND
WHY NOW WAS THE RIGHT TIME TO DO IT
Luxury and logistics are two
of Marguerite’s strongpoints.
Whether it’s overseeing a
£1 million refurbishment
of bedrooms, installing a
new computer service system for the
hotel or helping her department make
the transition from clipboards and
pieces of paper to checking rooms with
iPads and iPhones, she loves to look
at processes and find ways to improve
productivity and deliver on time and
on budget. Her current role sees her
overseeing housekeeping, floristry, staff
accommodation, valet and uniforms.
With a team of 117 staff and an annual
budget of £2.5 million she is central
to the presentation of Gleneagles. The
processes of change within the company
that she has introduced have made a
real difference to the quality of guest
experience, commercial performance
and the welfare of the large team that
she leads.
More recently, Marguerite has worked
with both Springboard and the University
of The Highlands and Islands (UHI) to
improve awareness of accommodation
management as a professional career.
This is a logical extension of the work
she has done with Perth College over the
years and her involvement in the creation
of an online professional development
award for housekeeping managers and
supervisors, launched in September 2012.
Marguerite was introduced to the
St. Julian’s Scholarship through an
annual appraisal by her General Manager.
Having taken a step back from her career
to have children, she felt the time was
right for her to get back onto the career
ladder.
Marguerite won her Scholarship at
Cranfield University on the Accelerated
Talent Development Programme
for 2013. The focus was on personal
development and involved a year-long
supportive relationship with Cranfield’s
General Management Programme.
After the two-week intensive course,
she left with the energy, confidence
and ability to make a real difference.
The course gave her the confidence to
work outside her comfort zone, take
a wider perspective on management
and business, and the understanding of
organisational politics alongside social
dynamics. She’s now always looking for
pockets of good practice, seeking new
ways to make a significant and enduring
managerial contribution to the business.
Following completion of the course,
she has gainfully used what she learned.
She spent time with the resort sales team,
working with the Revenue Manager on
forecasting the business three months
ahead, attending yield meetings and
shadowing the front office team while
they engage with guests. She is more
visible within the business, arranging
training with all department heads for
their teams on new IT-based property
management programs or services,
and is better prepared for the senior
management meeting every Friday,
looking at where she can “add value”
to the business with suggestions and
ideas while networking with other
stakeholders. The monthly one house
‘catch-up’ meetings with her General
Manager are now much better structured.
One important thing her tutor at
Cranfield taught her was to always
make sure her own ‘back yard’ was in
order before going into other areas.
Marguerite’s department and team
always come first: they are positive
ambassadors for the department and
her trust in their capabilities gives her
the freedom to go on and do other
things within the hotel. She has
developed her key staff to be more
confident in their roles by giving them
support to run their own areas with
self-assurance and independence.
She has a strong Head Housekeeper
who looks after the day-to-day running
of the department.
Marguerite openly states the support
she received from the senior managers
at Gleneagles from the onset has been a
positive influence and has allowed her to
grow within the business to help her in
her next career move. Looking back on
her experience, she is enthusiastic about
the benefits of the St. Julian’s Scholar
programme. Certainly it has boosted her
confidence and she actively takes a wider,
more commercial view of the hotel and
the wider business and her
own role therein. Having plainly
benefitted enormously from the
programme and having worked at
the G8 summit at Gleneagles in 2005,
she is very excited about being part
of hosting a successful Ryder Cup in
September and looks forward to what
the future holds.
50 | April 14 | EP