EP Perspective June 2017

The title talks about the whole Hospitality sector, including the fine hotels, delicious restaurants, leading foodservice companies and the wider community. The magazine launched with a focus on independent hotels and has evolved to include thought leadership pieces on the whole sector. Articles focus on customer service, the guest experience, new innovation being adopted and much more. Their are many pacesetters in hospitality and EP is keen to showcase the real stories. Perspective is published on a quarterly basis and is written for senior players in hospitality. It is available in both a printed and digital format. Perspective puts a spotlight on some of the great things being achieved and the fascinating stories behind the businesses.

The title talks about the whole Hospitality sector, including the fine hotels, delicious restaurants, leading foodservice companies and the wider community.

The magazine launched with a focus on independent hotels and has evolved to include thought leadership pieces on the whole sector. Articles focus on customer service, the guest experience, new innovation being adopted and much more. Their are many pacesetters in hospitality and EP is keen to showcase the real stories.

Perspective is published on a quarterly basis and is written for senior players in hospitality. It is available in both a printed and digital format.

Perspective puts a spotlight on some of the great things being achieved and the fascinating stories behind the businesses.


You also want an ePaper? Increase the reach of your titles

YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.


<strong>June</strong> <strong>2017</strong> • Issue 04<br />

£5.00 • epmagazine.co.uk<br />

Sharing knowledge and connectivity<br />

THE NEXT<br />










Think Tanks<br />


Sharing knowledge and connectivity<br />

Welcome<br />

Knowledge is king in your<br />

career, in decision making,<br />

in leadership…<br />

it gives you the edge<br />

<strong>EP</strong>’s success has always been<br />

based on knowledge share and<br />

connectivity between peers<br />

Event cost to attend – £35 plus vat<br />

Annual Membership – £400 plus vat<br />

To join and for more information please contact<br />

Sarah.Freeman@epmagazine.co.uk or 020 7933 8771<br />


Editor: Ben Butler<br />

ben.butler@epmagazine.co.uk<br />

<strong>EP</strong>: 4 Lombard Street, London EC3V 9HD<br />

020 7933 8760<br />

www.epmagazine.co.uk<br />

© <strong>2017</strong> <strong>EP</strong> magazine is owned by Chess Executive Ltd.<br />

Every effort is made to ensure the accuracy of<br />

the information contained in the publication.<br />

Reproduction or use of this material without<br />

permission of Chess Executive Ltd is prohibited. <br />

The opinions expressed herein are not necessarily<br />

those of the editor/publisher.<br />

Design<br />

Domino 4 Limited<br />

www.domino4.co.uk<br />

Advertising<br />

Ben Butler 020 7933 8763<br />

ben.butler@epmagazine.co.uk<br />

Print<br />

Pensord 01495 223721<br />

www.pensord.co.uk<br />

Photography<br />

Nick Dawe<br />

nick@nickdawe.co.uk<br />

online<br />

Why not get involved online?<br />

Check out a wealth of articles from<br />

<strong>EP</strong> magazine on our website:<br />

www.epmagazine.co.uk/archive/magazine<br />

Find out more about <strong>EP</strong>’s Entrepreneurs Club<br />

www.epmagazine.co.uk/networks/<br />

the-entrepreneurs-club<br />

View other <strong>EP</strong> magazines www.epmagazine.co.uk<br />

Follow us... @<strong>EP</strong>magazineuk<br />

We have been having lots of discussions on<br />

leadership and talent development. It has been<br />

eye opening.<br />

There is less emerging talent knocking on the door<br />

for leadership roles and many theories are suggested<br />

for the reasons why. One of the main arguments is<br />

thinking has become more narrow compared to how<br />

it was before.<br />

At the same time, the overall skill set of a middle<br />

manager is less developed than their counterparts<br />

20 years ago. There is a school of thought that they were at their most skilled in the 1990s and<br />

it is no coincidence that those that developed in this era have been in key leadership roles for<br />

longer than would normally have been the case.<br />

Informal social communication is taking a central role in daily life – there may be more<br />

communication going on, but far less focus on understanding major dynamics. This means<br />

there is less knowledge of the consumer, of competition and of the market.<br />

As has been well accounted, the average executive today responds to an average of 150<br />

emails and is more stressed and mentally fatigued. There is a need to ensure periods of<br />

reflection rather than responding to emails.<br />

<strong>EP</strong> hosted a dinner with sports players named ‘Reinvention’ in April – especially former<br />

rugby and football players – to help them find new direction and a renewed sense of purpose.<br />

They are told at the age of 35 that their careers are over and do lose some parts of their<br />

self-respect. This is a real lost talent base that needs support and could be of benefit to many<br />

companies. It is the same in hospitality as there are many that have lost their way and need<br />

change to grow.<br />

It is not about reinventing the wheel; it is about investing more into human capital. We all<br />

talk a lot about the importance of our people but there is more to be done.<br />


Chris Sheppardson Sara Stewart Nick Sheppardson Lauran Bush Natalia Latorre Sarah Freeman<br />

epmagazine.co.uk | 3

Contents<br />

<strong>June</strong> <strong>2017</strong> • Issue 04 • epmagazine.co.uk<br />


Sharing knowledge and connectivity<br />

40<br />

34<br />

28<br />

46<br />


06 Innovating in people<br />

Why are there not greater numbers of emerging leaders<br />

knocking on the door to be leaders?<br />

11 The straw that breaks the unwary back<br />

It’s time to go back to basics, says IndiCater<br />

12 To build a market leader<br />

Adam Elliott, new CEO of The Concerto Group has a<br />

strong vision for the future<br />

19 How can we aspire to what can’t be seen?<br />

What changes need to happen for women to progress?<br />

36 Leadership: The next creative industry<br />

Little is often said about what it takes to build a leader’s<br />

creative mindset<br />

38 Is <strong>2017</strong> the year the definition of<br />

work changed?<br />

A recent Deloitte survey found that a radical transition<br />

is already underway<br />

46 The four-day week debate<br />

Does the sector need to adapt the traditional<br />

working week?<br />

48 Can future CSR policies attract the<br />

next generation?<br />

Shirley Duncalf at Bidfood explores how using CSR policies<br />

can effectively reach the Millennial recruitment pool<br />

50 Redundant innovation<br />

How does a large player find innovation?<br />


40 A challenger mentality in a<br />

traditional space<br />

etc. venues – typical event space business or<br />

entrepreneurial disruptor?<br />

FOOD & DRINK<br />

16 Restaurateur first, hotelier second<br />

Paul Milsom of Milsoms Hotels and Restaurants on the<br />

influence of his family’s entrepreneurial spirit<br />


08 Hotelier breaking through<br />

Abigail Tan-Giroud is making sure St Giles Hotels Group<br />

is considered a serious player<br />

28 ‘Employees will be less committed to<br />

organisations in the future’ – is this true?<br />

Faisel Choudhry MVO has researched the impact of<br />

leadership and the role of emotional intelligence on<br />

organisation commitment<br />


21 Innovating with careers.<br />

Maximising the human asset<br />

Great people are as important as ever – but finding talent<br />

is arguably as hard as ever<br />

25 Experience is needed now more than<br />

ever before<br />

The industry’s greatest leaders add value to emerging businesses.<br />

33 One & All Foundation<br />

Let talent grow and allow good people to achieve great work<br />


15 Would you stay in an augmented reality?<br />

Greater guest satisfaction or the demise of the traditional<br />

hospitality experience?<br />

26 The world of work is changing<br />

Antony Woodcock of GIG explains how recruiting temporary<br />

staff needs to change<br />

34 A young leader’s journey to solve the<br />

food waste challenge<br />

<strong>EP</strong> speaks to Marguerite Velay of Winnow on the role<br />

technology can play to reduce food waste<br />

44 On the cusp of change<br />

The biggest developments in technology are about to happen,<br />

but is the industry ready?<br />

15<br />

4 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 5



One of the most common discussion pieces with board<br />

directors is the questions – why are there not greater<br />

numbers of emerging leaders knocking on the door to<br />

be leaders?<br />

There is a strong argument that we lost<br />

a generation of leaders with the changes<br />

that took place during the 2000s decade.<br />

The developments in digital technology<br />

changed work practices more than many<br />

realised and there is no doubt that this<br />

generation has not broken through as much<br />

as with previous generations. However there<br />

is some exceptional emerging talent and<br />

so there is a need to consider how best to<br />

nurture this talent through.<br />

There is a lot of discussion about the<br />

importance of innovation through digital<br />

technology, products and services but<br />

innovation with people is equally as<br />

important. Good talent and people are<br />

the core differential in Hospitality.<br />

The overall comments we are receiving<br />

from boards tell us that:<br />

n Many middle level executives are narrower<br />

in their thinking than in previous eras and<br />

possess less real market knowledge.<br />

n There appears to be less natural<br />

accountability and even life skills amongst<br />

many developing through.<br />

However there is no doubting their thirst for<br />

knowledge and intellect appears to be higher.<br />

n There is a greater community/team focus<br />

amongst those coming through.<br />

n Middle managers network less and<br />

do not really grasp how to build strong<br />

business relationships.<br />

As a result of this, <strong>EP</strong> has been piloting a<br />

series of Think Tanks and also developing<br />

initiatives to work alongside companies to<br />

support the development of emerging talent.<br />

The argument is that it is important to help<br />

support talent:<br />

n Think differently<br />

n Problem solve and find solutions through<br />

lateral thinking<br />

n Learn to express their thoughts<br />

n Develop their industry knowledge and<br />

understanding of key trends and issues<br />

n Develop social and networking skills<br />

There are many talented individuals<br />

within the hospitality sector and now they<br />

must, as must companies, learn from what<br />

has not worked as effectively in the past<br />

decade. Transforming the process can now<br />

support the development of people.<br />


Objective – The Development of Talent:<br />

There are many programmes that focus<br />

on talent development. However the core<br />

consistent areas that need support are:<br />

n Development of Industry and business<br />

knowledge and thinking<br />

n Development of old fashioned social skills<br />

and networking<br />

n Problem solving<br />

n Taking time to reflect and think differently<br />

It is important to recognise that the work<br />

day has changed and is far more demanding<br />

in terms of responding to emails (average<br />

150 per day) with little time for reflection<br />

and thought development. Clarity of thought<br />

is very important and difficult to achieve<br />

with this work load and social skills have now<br />

never been more important.<br />








The hard truth is that demanding work<br />

schedules have resulted in less market<br />

knowledge and a decrease in networking and<br />

social contacts. This was the basis of success for<br />

the baby boomers and needs to sit at the core<br />

of the skill set of any emerging leader. Building<br />

strong relationships and knowledge of the<br />

market are fundamental to long term success.<br />

There’s a reason that co-working space<br />

have risen in popularity. It gives people<br />

access to different networks, to engage, learn<br />

and be inspired by those around them. In<br />

businesses where there are employees with<br />

numerous backgrounds and skill sets, such<br />

innovative knowledge co-working can be<br />

achieved internally.<br />

Case studies show that:<br />

n Inclusive teams and work forces are more<br />

productive and deliver consistent strong results<br />

n People still buy people in business so the<br />

need is to develop relationships<br />

n Brands are less of importance than people<br />

and the offer<br />

n Clients are seeking greater understanding<br />

and proactivity from operators<br />

So the methodology that should be<br />

proposed now is a return to tried and tested<br />

models but with a framework that works<br />

alongside teams.<br />

Think Tanks:<br />

<strong>EP</strong> has piloted a series of Think Tank events<br />

which bring people together from across the<br />

industry. The popular sessions are conducted<br />

in a business, yet informal learning and<br />

networking environment. They are led by<br />

an experienced and proven industry leader<br />

who shares their own insights. Often the<br />

speakers have reinvented themselves and<br />

their insightful knowledge is unique and<br />

welcomed from the room. This learning<br />

allows the group to discuss key issues and<br />

topical points.<br />

The group are invited to participate in<br />

discussion, raise questions and both the<br />

speaker and the group sharing their thoughts.<br />

This allows participants the opportunity<br />

to reflect, to challenge their thinking and<br />

to be exposed to intelligence from across<br />

the industry.<br />

The monthly Think Tank events have<br />

between 20 to 30 attendees and take place<br />

either first thing in the morning or at the end<br />

of the working day to enable people to attend<br />

and fit into their working schedules.<br />

Bespoke Internal Leadership<br />

Innovation Think Tanks<br />

<strong>EP</strong> is now planning to create specialised<br />

bespoke Think Tank sessions for specific<br />

teams. It is important to challenge not just<br />

those that want to learn but also internal<br />

groups. The idea is to challenge them to take<br />

time to think beyond the day to day.<br />

By creating a framework for a session each<br />

month, a team can focus on the development<br />

of lateral thinking, reflection, market<br />

knowledge and problem solving.<br />

Leadership Hub<br />

<strong>EP</strong> is hosting six Leadership Innovation Hub<br />

events per year. These are, in simple terms,<br />

interactives lectures by Industry leaders.<br />

They are aimed for emerging talent and<br />

provide them the freedom to develop their<br />

thinking, build their own networks, and in<br />

turn add greater value in their business role.<br />

This is less normal business coaching and<br />

more focused on developing the core skills of:<br />

n Relationship building<br />

n Networking<br />

n Industry knowledge<br />

n Reflection<br />

It may sound a contradiction but the key<br />

in developing talent is to return to core social<br />

skills of the past.<br />

If you would like to find out more<br />

about <strong>EP</strong>’s work please contact<br />

Sarah.Freeman@epmagazine.co.uk<br />

020 7933 8771<br />

© RAWPIXEL | 123RF.COM<br />

6 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 7


The next generation<br />

breaking through<br />

Abigail Tan-Giroud is the Head of UK, Europe, and North America for the<br />

St Giles Hotels Group. The young leader has enhanced the internal culture at their<br />

London and New York properties and has set her sights on growing the brand<br />

and making sure they are considered a serious player.<br />

You would be forgiven for thinking Abigail has led an easy route<br />

to the top. As the third generation of a famed Malaysian real estate<br />

dynasty, some may think she came in at the top. This couldn’t be<br />

further from the truth. Abigail had an interest from a very early age to<br />

know as much as possible about the hospitality industry and worked<br />

her way up from being a management trainee. Following University<br />

Abigail followed in her family’s footsteps and began as an apprentice.<br />

She experienced all aspects of a working hotel, and today Abigail is<br />

representing a new generation of leaders breaking through.<br />

Being immersed in the hotel world from an early age provided<br />

Abigail with the understanding and deep knowledge of everything from<br />

engineering to the guest experience. IGB Corporation is the parent<br />

company of the hotel collection, a Malaysian business owned by the<br />

Tan family. With interest in real estate, construction and hospitality, it<br />

fuelled Abigail’s desire to understand all aspects of the business. Abigail<br />

explains, “Seeing my father at work really shaped my attitudes and core<br />

beliefs. My vision now is to build a brand to stand out in a busy market.”<br />




There are ambitious plans in the pipeline but with more than 3,500<br />

rooms in city centre locations across four continents, the platform for<br />

growth is already there. “At St Giles London Hotel in London’s West<br />

End we have been internally driven in recent times. In many ways we<br />

are hippies, we all have a love for the industry and a love for each other,”<br />

she laughs. “We have a flat hierarchy at the hotel and a new structure<br />

which makes communication and reporting much easier. Our team are<br />

given empowerment and authority so they can learn faster.”<br />

Abigail is friendly and serious about the future of the group. She is<br />

using her leadership style to encourage and support the team of 150<br />

staff at the London property. By checking their egos at the door and<br />

permitting them to make decisions, the move should support their<br />

development. “Our focus is heavily in the UK and my goal is to have<br />

20 hotels by 2020.” It’s a bold vision and Abigail knows that with the<br />

strength of private funding and a portfolio of successful properties,<br />

together they will support the ultimate objectives. “We must always<br />

find the right property, at the right time and at the right price. Some<br />

may say it’s an aggressive approach but we see it more as activity<br />

pursuing.” She adds.<br />

One could argue that the growth of the St Giles Hotels Group is<br />

not well known. The first London hotel opened in 1996, in 2015 the<br />

group opened two four star properties, The Wembley in Penang and<br />

The Tank Stream in Sydney. Plans for the future include a recently<br />

acquired Birmingham site, and another in Blackfriars in London.<br />

St Giles made history recently by being the first U.K. hospitality<br />

brand to secure approval for its bid to take over the management of<br />

a property in Cuba. The deal, negotiated by Abigail, puts St Giles in<br />

partnership with Cuba’s Gran Caribe to renovate and redevelop the<br />

existing Hotel Deauville in Havana, which will become The Deauville<br />

– A St Giles Signature hotel. “We’ve been quiet about ourselves, that is<br />

true, and now we are working on strengthening our relationships with<br />

our local communities and growing our portfolio.”<br />

The young leader<br />

“It is difficult to compare how my leadership approach differs from<br />

previous generations. We simply grew up in different times but do<br />

have the same goals. My management style is different and modelled ><br />

8 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 9



in my own way. We are all always growing and learning and I ensure<br />

I take into account other viewpoints and listen. Is this where the<br />

difference lies? I want my whole team to know I have an open door<br />

policy and we behave as a family with a fair but firm attitude.”<br />

Abigail has been tipped by Forbes magazine as one of its Asian<br />

Women to Watch and challenges in the past would have certainly<br />

influenced her as a leader. “A few years ago, the London property had<br />

a major flood where it basically rained in the lobby. A burst pipe on the<br />

roof was the cause and not long before, a similar incident happened<br />

at our New York hotel. I’m told its good luck!” Learning from these<br />

experiences has given Abigail the advantage of being able to work<br />

through situations with the team that require strong voices.<br />

As the European hotel industry braces itself for the impact of<br />

Brexit, Abigail is confident their new marketing approach will build<br />

the brand publically, whatever happens. “Our service style defines St<br />

Giles. We have three, four, and five star properties and we want our<br />

guests to feel like they’re staying in a hotel with a higher star-value. We<br />

want to make all our hotels feel like a four or five star but with a three<br />

star price.” Linked to this approach has been the launch of the global<br />

‘St Giles 360 Virtual Reality’ (VR) campaign. “This began last year to<br />

showcase our centrality. We asked guests to capture their authentic<br />

experiences when they stayed in London, New York, Kuala Lumpur,<br />

Penang, Manila, and Sydney. We wanted to connect both hotel guests<br />

and other travellers with enriching local experiences steps away from<br />

St Giles’ global properties.”<br />




It is an exciting campaign for millennial travellers and likely to<br />

have taken quite a chunk of the $500,000 marketing budget. Abigail<br />

is confident they are reaping the rewards, the campaign expanded<br />

the brand’s reach to new audiences from a geographic, demographic<br />

and psychographic perspective. “Would a hotelier from a previous<br />

generation have attempted a similar project? I’m not sure but I do<br />

know that for us it builds relationships and creates interaction.<br />

We want to be innovative and listen to our guests. By getting them<br />

to tell and show us what they discover in the cities, we provide a<br />

listening device which we can also use to promote the collection of<br />

hotels.” At the same time St Giles has teamed up with William Morris<br />

and created unique branded sunglasses for guests to enjoy and also<br />

shipped in branded VR experience holders for mobile phones – so<br />

any guest can enjoy the content via the hotel’s app.<br />

Abigail is immensely proud of their initiative ‘Hotels with Heart’<br />

– a charity which was created to deepen the soul and meaning of<br />

the hotels. “We want to make a positive impact for underprivileged<br />

children because they are our future.” Abigail explains. “We are<br />

helping provide stability and want to give back locally by teaching<br />

them all about hospitality.” It’s a cause clearly close to Abigail’s heart<br />

and the St Giles team is no stranger to trying to support each other.<br />

With Tough Mudder runs open for all staff to attend and Abigail<br />

planning to climb up the side of the London hotel for charity, the<br />

group is always looking to give back to both the staff and community.<br />

Abigail is a natural leader with ambitious aims and one can sense<br />

that she has had to fight a few battles to reach her position. Her calm<br />

approach does differ from those of a previous generation, but the<br />

ultimate goal does not change. The St Giles Hotels Group are putting<br />

their name into the conversations of successful hotel groups and with<br />

potentially 20 hotels by 2020, they are a name many must keep a<br />

close eye on.<br />




For the last three years caterers and<br />

restaurateurs have been enjoying a<br />

remarkably benign period of food deflation.<br />

Now, with Brexit on the horizon, new skills<br />

are needed to deal with food inflation.<br />

From 2008, when it spiked at some 13<br />

per cent, food inflation has been tumbling<br />

– to five per cent in 2012 to zero and<br />

minus territory in 2014 and ever since. At<br />

a time when costs in other areas – wages,<br />

pensions, rent and rates, energy – have been<br />

continuously on the rise, the cost of food has<br />

been a stable component of the business mix.<br />

No longer.<br />

With Brexit has come a lower value pound.<br />

Many of the foods and ingredients we use<br />

everyday – many imported – are already<br />

more expensive than they were before the<br />

referendum. Indeed, one buying specialist,<br />

Lynx Purchasing, claims that a basket of<br />

goods routinely bought by caterers has risen<br />

by nine per cent between March 2016 and<br />

March this year.<br />

This is a sign of the times. Food<br />

manufacturers and suppliers are already<br />

raising prices. Items like coffee, sugar, tea,<br />

spices, much of our flour and meat, some of<br />

our fruits and vegetables will cost more for as<br />

long as the pound remains at its present level<br />

simply because so many are imported. And<br />

the value of the pound is unlikely to rise in<br />

the near future.<br />

So those caterers who have been blithely<br />

maintaining menus without having to take<br />

food price inflation into account, will have to<br />

get out their calculators again – or better still,<br />

Bob Cotton, Non-Executive Director of IndiCater<br />

argues that it’s time to go back to basics.<br />

utilise intelligent back office software that<br />

automatically does the calculations for them.<br />

Food inflation is on the rise and is forecast<br />

to rise by five to ten per cent within the next<br />

twelve months.<br />

Catering is a notoriously low margin<br />

business at the best of times. An increase<br />

of this magnitude, alongside all the other<br />

cost hikes that are piling up, could be the<br />

straw that breaks many an unwary caterer’s<br />




back. So wastage has to be cut, buying made<br />

smarter (e-procurement software can<br />

help), dishes must be changed or made less<br />

expensively, prices increased more subtly,<br />

savings must be made in other areas if the<br />

business is to survive profitably.<br />

What action can be taken now?<br />

It’s back to basics. Food cost increases have<br />

to be tackled immediately. With food prices<br />

on the rise, caterers have to get back into<br />

the practice of weekly – even daily – food<br />

costing. The unit cost of all dishes must now<br />

be available on a daily basis. A five per cent<br />

increase in food cost for a restaurant using<br />

£500 worth of food a day will result in an<br />

annual cost increase of over £9000; with<br />

£170 leeching out of the business every week,<br />

immediate remedial action is needed. The<br />

busier the business, the bigger the loss and<br />

the more regular needs to be the control.<br />

Fortunately, there are control systems<br />

available that help maintain the allimportant<br />

gross food percentage as well as<br />

other key ratios – systems which save time<br />

and money and provide the kind of accurate<br />

information that efficient businesses require.<br />

IndiCater’s StORM software module, for<br />

example, controls, specifies and manages<br />

all food and beverage costs – a tool that<br />

can result in a dramatic improvement on<br />

the bottom line. Making use of modern<br />

technology to help control the business,<br />

before the full impact of Brexit is felt, will<br />

be the mark of the wise – and successful –<br />

caterer of the future.<br />

10 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 11



TO BUILD A<br />


Adam Elliott was appointed as the new CEO of The Concerto Group in<br />

March. <strong>EP</strong> met with Adam to understand why he took on the new role<br />

and his vision for the future.<br />

The appointment of Adam Elliott as the<br />

new CEO of The Concerto Group did take<br />

many by surprise as he had been successful<br />

in leading The One Group and in December<br />

had a heart operation. Why, it was asked,<br />

would he want to start anew and take on a<br />

new challenge that would lead to a period<br />

of pressure and hard work instead of just<br />

enjoying the success he has had in his career?<br />

There are undoubtedly many that would<br />

have opted for an<br />

easier road but that is<br />

not Adam; he is never<br />

happier than when<br />

taking on companies<br />

that need revitalising<br />

and building. In 2010,<br />

Adam became the CEO<br />

of The Lindley Group<br />

just after the death<br />

of its then CEO, Alex<br />

McCrindle and rebuilt<br />

the team and culture to<br />

lead it to a successful<br />

exit in 2013 with<br />

Centerplate. It was a<br />

journey that he enjoyed<br />

and there are many similarities with the<br />

task that lies with The Concerto Group.<br />

The Concerto Group possesses genuine<br />

potential to be a highly potent and vibrant<br />

force in the market. It has an almost<br />

unique service model and a strong platform<br />

from which to build and develop. The<br />

company possesses a turnover close to<br />

£40m, four offices across the UK and a<br />








number of offerings that really work well<br />

in tandem – encompassing event<br />

management, sales, production, venue<br />

finding, large-scale party management,<br />

venues and bespoke catering. The market is<br />

seeking new innovative ideas and the Group<br />

has the model that can deliver against this<br />

demand. However, it is still a relatively low<br />

profile entity and this will need to be one of<br />

the first steps in the change process.<br />

The basis of the<br />

business was really<br />

founded in 1999/2000<br />

when three companies<br />

– Ultimate Experience,<br />

Business Pursuits and<br />

Richard Groves – came<br />

together to create<br />

The Concerto Group.<br />

Since that time they<br />

have grown, adding in<br />

a number of acquired<br />

companies along the<br />

way including Full<br />

Circle, Mask and<br />

JD Parties. The real<br />

potential success of the<br />

Group is that it does possess a strong model<br />

that can offer a genuinely substantial service<br />

to venues and a framework that can allow<br />

each company to work very effectively in<br />

support of another. As a model the potential<br />

is very good. However the events market has<br />

changed and is today highly competitive.<br />

The market’s expectations of both event<br />

management and commercial return has<br />

grown and the challenge has changed for<br />

the Group just as the market has changed.<br />

As stated, the profile is still relatively<br />

low. Those that know the company hold it<br />

in high regard. However in this market, the<br />

competition is fierce and one needs to ensure a<br />

high profile and to be in the mind of the client.<br />

At the same time though, the market is seeking<br />

new ideas, innovation and greater variety so<br />

this too opens doors to new opportunities. If<br />

one steps back and looks at the events market<br />

as a whole there are very few companies that<br />

could really work with a venue or location and<br />

build its offering on a number of levels, from<br />

commerciality to bespoke catering through<br />

to event and production management and<br />

business development. Concerto has the<br />

potential to go head-to-head with the majors<br />

and offer the flexibility and personal nature of<br />

an independent.<br />








Hence the argument for Adam taking on<br />

the position. Concerto has all the potential<br />

to grow and build a business of real value to<br />

clients and to the market. Building a business<br />

with a good platform is always a challenge<br />

that will attract good leaders. The events<br />

market has changed and is far more multidimensional<br />

and Concerto has the basis of an<br />

offer to meet the new demand.<br />

In fairness to the Concerto Board it was<br />

a brave decision to appoint Adam. He had<br />

a proven track record but he had just been<br />

through a heart operation and they were<br />

seeking not so much a CEO as someone<br />

that could bring new vision and energy to<br />

the business. When they met Adam, they<br />

12 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 13



believed that it was right that he took over<br />

the reins and this was an act of great faith in<br />

both the business and the potential. After<br />

17 years, the Group just needed fresh drive<br />

and it can be the hardest of decisions for<br />

boards to take.<br />

Adam is still in his early days but already<br />

can see a whole number of opportunities and<br />

it is clear that he has learnt much along his<br />

road with both Lindley/Centerplate as well as<br />

with The One Group. As one talks to Adam, it<br />

is clear that he doesn’t just see the opportunity<br />

in Concerto’s traditional business base but<br />

beyond – in hotel outsourcing, in rooftop bars<br />

and in sports to name a few.<br />

“The big difference today is that the<br />

consumer is seeking experiences and<br />

that normal expectation is no longer<br />

competitive,” noted Adam. “One of the great<br />

advantages that Concerto can offer with its<br />

brands is the support expertise and structure<br />

to really create a unique experience that<br />

generates extra revenues.”<br />

“There are a number of clear examples in<br />

the market. Rooftop bars and experiences<br />

are a premium and if one can find a great<br />

location, it can generate a strong following/<br />

fan group that in turn builds a good revenue<br />

line. Hotels too are seeking greater support in<br />

both how they interact<br />

with the market in their<br />

events and in their F&B<br />

space. Running a hotel<br />

is overseeing a range of<br />

disciplines that are all<br />

different. It is important<br />

to have real expertise<br />

in support so that they<br />

can offer a quality<br />

service and be competitive. In the field of<br />

sports, customers today want to not just leave<br />

as an event finishes but enjoy after sports<br />

experiences – but they need to be special. In<br />

the old days, the offer was built around the<br />

event on the field of play. Today the offer is as<br />

appealing as the event itself and needs to be a<br />

genuine experience in its own right.<br />

“It’s important we keep our business roots<br />

and generate real growth in these sectors.<br />

Alongside sport and hotels we are looking<br />

at heritage, leisure and arenas. We want to<br />

engage in all concepts and have an objective<br />

of being 365 – all year round. Building a<br />

real platform for growth in these areas is<br />

an ultimate objective for the company now.<br />

We’re driving new concepts and initiatives<br />

within our core businesses, and invigorating<br />

our brands so that we can be classed as the<br />

preferred route for our clients in weddings<br />

and corporate entertainment. There are<br />

many opportunities and now we are truly<br />

working towards an all year round model.”<br />






Adam is almost an old school-style leader<br />

– he enjoys nothing more than building<br />

teams and cultures that want to go out and<br />

develop the business. He loves being in<br />

the business working with clients, making<br />

a difference. He believes in these oldfashioned<br />

qualities that many have realised<br />

are so important in business – trust, loyalty,<br />

honesty, integrity. He may be office based<br />

at times as the role demands that of him but<br />

his heart is always out in the business with<br />

clients. It is that inner drive that makes him a<br />

good bet on bringing success to the business.<br />

He has a journey to travel with the Group<br />

but what one can guarantee is that he will<br />

be visible, accessible and building belief and<br />

confidence in the team.<br />

When Adam took over at Lindley, he<br />

inherited a culture that evolved very closely<br />

around Alex McCrindle who had been the<br />

glue that kept the team together. Lindley was<br />

a VC-backed business that wanted growth<br />

and success and Adam had to pick up a team<br />

who had lost its leader,<br />

reinvent it, modernise<br />

the business and find<br />

the growth. It was not an<br />

easy challenge but it was<br />

achieved successfully.<br />

With Concerto, the<br />

platform and model is in<br />

place. It is about taking the<br />

business to a new level and<br />

becoming the market leader that it really has the<br />

potential to be. It is about fulfilling potential.<br />

Many have said to Adam that he should<br />

step back and take it easy but that is<br />

misunderstanding the man – he needs to<br />

lead, to have a team that he is interacting<br />

with and enabling a business to develop and<br />

grow. He is a competitor that will go the extra<br />

mile to ensure success. He will only rest<br />

when the company is progressing and only<br />

then when it is making a real difference<br />

to clients.<br />



Greater guest satisfaction or the demise of the traditional hospitality experience?<br />

Arguments for and against the new<br />

technology are rippling through<br />

the hospitality industry. Considered<br />

the sister of virtual reality (VR),<br />

augmented reality (AR) is now being<br />

adopted by some large hotel chains<br />

that support the innovative trend,<br />

however others are concerned by the<br />

privacy, safety and maturity of the<br />

technology.<br />

Augmented reality is defined as<br />

‘a technology that superimposes<br />

a computer-generated image on<br />

a user’s view of the real world,<br />

thus providing a composite view.’<br />

Technologists argue AR could bring<br />

about a revolution in many industries,<br />

with the technology used to engage<br />

customers, build loyalty, convert and<br />

increase consideration. Scepticism is<br />

warranted but in the 21st century, shifts that used to take years now<br />

routinely happen in months – e-commerce, a Facebook presence,<br />

mobile purchase apps are all good examples.<br />

AR came to the fore for many when the Disney Movie Experience<br />

allowed children to include themselves in scenes alongside Disney<br />

stars. The most recent example of this is for the live-action adaptation<br />

of ‘Beauty and the Beast’ with Microsoft and Disney offering fans the<br />

experience of bringing the movie to life.<br />

The hospitality world is following suit and Hilton Hotels have<br />

begun by looking at the guest pre-experience. The luxury brand has<br />

teamed up with Reel FX VR and GSD&M to provide a virtual reality<br />

tropical experience of Barbados. The 360 tour is a good sign of the<br />

potential for AR and VR and the hope for Hilton is that it converts<br />

potential bookers into committing. VR allow guests to use the<br />

technology to explore the property, view individual rooms, and search<br />

for nearby attractions – all in an immersive and interactive manner.<br />

The industry is highly competitive so many are looking to implement<br />

AR technology to distinguish their businesses as top choices for guests.<br />

This can apply for hotels, restaurants, foodservice and more. Visualising<br />

somewhere provides the guest with confidence and may increase their<br />

satisfaction by knowing exactly what their experience will include.<br />





If AR can grow patronage and sales<br />

through delighting guests, then more<br />

may look to this innovation.<br />

However, at the moment almost all<br />

applications of AR technology require<br />

current location information. Users<br />

must provide this information and<br />

some argue that providing a location on<br />

a real-time basis is a privacy concern.<br />

As with most technologies of this type,<br />

there is also a concern of safety. As<br />

simple as if someone is concentrating<br />

on AR, they forget the real world<br />

around them and could have an injury.<br />

Hotels appear to be leading the way<br />

in the industry despite these concerns.<br />

For example the luxury property<br />

The Mansion at Casa Madrona uses<br />

an augmented, printed brochure to<br />

effectively demonstrate and showcase<br />

their amenities and accommodations to potential guests.<br />

Smart hotel room technologies, such as that from Control4, allows<br />

guests to control media walls, indoor temperatures, lighting, sound,<br />

window coverings, the fireplace and more. In Heraklion, Crete, the<br />

Olive Green Hotel embraces smart technology that goes beyond room<br />

controls. QR-coded wallpapers featuring images of Cretan landscapes<br />

offer guests additional information about their destination, with<br />

distances to points of interest and other relevant details.<br />

They are interesting moves and recently The Financial Express<br />

has stated that AR and smart technologies are bringing us closer to<br />

the ‘hotel of the future’. They argue that by 2060 hotels will embrace<br />

“augmented reality, artificial intelligence, morphing beds, robotics,<br />

touchscreen interface, hyper-connectivity and more.” The way guest’s<br />

book a hotel and also how people select a restaurant may therefore be<br />

dramatically different in the future.<br />

Many technology experts ask how far the technology will be taken.<br />

Trends do come and go but at this stage AR and also VR do provide a<br />

different customer experience and this alone may see them adopted<br />

by more organisations. The industry is still a step away from part<br />

physical and part virtual hotels but AR will play a big role at some<br />

stage – the question now is when.<br />


14 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 15


Restaurateur first,<br />

hotelier second<br />

How has the approach adopted by Milsoms Hotels and<br />

Restaurants been influenced by the family’s entrepreneurial spirit?<br />

<strong>EP</strong> speaks to Paul Milsom, Managing Director.<br />

Paul is a third generation<br />

restaurateur and hotelier, having<br />

taken over the reins from his<br />

father Gerald Milsom. Running<br />

a family business can bring more<br />

pressure than other operations<br />

but Paul is focused on getting<br />

things right for each five year<br />

plan. Gerald Milsom was a true<br />

entrepreneur, always looking for the<br />

next opportunity and Paul learnt<br />

lots from this approach. The core<br />

of Milsom Hotels & Restaurants<br />

(MH&R) today is an independent<br />

collection of hotels and restaurants which financially support each<br />

other. This approach, with the 65 years of family experience behind it,<br />

enables Paul to be ready for what the future may bring.<br />

Gerald Milsom purchased Le Talbooth situated beside the river<br />

Stour as a tea room in the 1950s which was the beginning of the<br />

group. In the late 1960s he added to this with Maison Talbooth and<br />

established it as a luxury hotel and ten years later The Pier at Harwich<br />

primarily a seafood restaurant, was purchased. In 2001 Paul and wife<br />

Geraldine opened Milsoms in Dedham, a place to eat, drink and stay.<br />

The entrepreneurial essence of the Milsom family is highlighted<br />

by the work Paul and his wife Geraldine complete together. Paul<br />

argues that one of the major changes in the last 20 years has been the<br />

increasing importance of design. Paul says, “I am fortunate to have<br />

married an interior designer whose great ability includes knowing<br />

what works and doesn’t work within our range.<br />

We understand how something that looks great<br />

on day one must be practical and continue to<br />

look great beyond that. If you were to enter any<br />

Milsom property you would instantly see and<br />

feel a familiar house style. Each is different and<br />

unique but with an intertwined thread from the<br />

brand.” Design plays a strong role in the Milsom<br />

collection and must be considered an important<br />

distinction for any independent group.<br />

Is there a secret behind the success of the<br />

company? Paul explains “We are different<br />

to others because we are restaurateurs first,<br />

hoteliers second which means that we worry<br />

about filling our restaurants and our rooms fill on the back of those,<br />

as opposed to hotels who try to fill their rooms and then their<br />

restaurants”, with 65 years of combined family experience, he has<br />

the knowledge and knowhow to run a business the other way around<br />

to others. Paul also believes location has never played a greater role.<br />

“I have watched as independent restaurants have been squeezed out<br />

by branded multiple sites but the choice for the customer on the high<br />

street is now fantastic. It can be difficult to compete in metropolitan<br />

areas and so it is sometimes easier to compete away from London.”<br />

“This approach,<br />

with the 65 years of<br />

family experience<br />

behind it, enables<br />

our business to be<br />

ready for what the<br />

future may bring.”<br />

The geographical positioning of the Milsom group must not be<br />

overlooked. “You could draw a 30 to 40 mile radius around our<br />

properties and main target market. We believe it is difficult not to<br />

come across one of our restaurant offers if you live in that area. Once<br />

you do touch upon one of the hotels, restaurants or venues, you may<br />

hopefully explore another.”<br />

The Milsom brand includes four hotels, five restaurants and<br />

event spaces. Paul explains that having numerous business arms<br />

allows each one to look after the other. “Some parts of the business<br />

are fairly intensive over the summer months<br />

where other locations are busy all year round.<br />

For our restaurants, Le Talbooth in Dedham is<br />

our fine dining offer, it’s where people ‘celebrate’<br />

in its setting beside the River Stour and guests<br />

may only visit a few times a year. Whereas<br />

Milsoms has a more relaxed feel and is a busy<br />

and bustling restaurant which provides a contrast<br />

to Le Talbooth and together they support the<br />

overall business.”<br />

Further strength was added to this strategy<br />

when in 2008 Paul embarked on a joint venture<br />

with the local building company, Hills Building<br />

Group and opened Milsoms Kesgrave Hall<br />

hotel and restaurant, a Grade II listed Suffolk mansion which had<br />

previously been operated as a school. In 2014 the former school<br />

sports hall was developed into a dedicated events space for up to 300<br />

people. “Each market we operate in has scope for opportunity and<br />

challenges but having conference and party facilities alongside the<br />

restaurants and hotels have certainly helped.”<br />

Some hotels and restaurants have been quite open about their<br />

concern for staff levels and what Brexit will mean this year. Paul<br />

argues the challenges ahead may not impact on MH&R as much as<br />

><br />

16 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 17





There are similarities between the hospitality and<br />

legal industries, but what changes need to happen<br />

for women to progress in both asks Hayley Cross,<br />

Associate – Corporate/Commercial at Joelson.<br />

it will for others, due to the properties locations. “Throughout the<br />

50s and 60s we employed lots of people from Switzerland to the<br />

extent that the staff uniform was actually the Swiss national dress,<br />

When Britain joined the EU in the 70s we were unable to continue<br />

with this because Switzerland was outside the EU, we then went<br />

through a French and then Spanish period. Immigration isn’t, as far<br />

as I’m concerned, a new thing in our industry which has always relied<br />

on good people from other parts of the world, it’s what makes us so<br />

vibrant. I have no doubt the Government will find a way through,<br />

but Brexit is potentially damaging and my worry is that if it becomes<br />

too difficult for Europeans to work in Britain then many hospitality<br />

businesses will have to close because they will not get the staff. Paul<br />

made the decision to remove staff accommodation in the last few<br />

years and changed the recruitment strategy to target local talent.<br />

“Our team works hard at bringing in locals and this is essential for the<br />

summer months when we may have 400 employees in total due to the<br />

outside catering part of the business. They are virtually all British and<br />

many are students who work during their holidays.”<br />

Does the next generation possess ‘true’ hoteliers?<br />

“Those coming through have lots of admirable attributes but they<br />

will face challenges. I don’t believe the work is any harder but this<br />

really is a young person’s game. My father would say that ‘the average<br />

age in our business remains the same, I just get older, this is now<br />

happening to me!’. The vast majority of those aged 18 to 30 will not<br />

be working in the industry in their 30s and 40s. However I do believe<br />

everyone should work in hospitality at least once. The skills and<br />

experience from working in front of house or in a restaurant will help<br />

in any career.”<br />

For the future Paul believes customer expectations will continue<br />

to rise. “It is still the case of constantly reinventing. We are fortunate<br />

because there are no outside investors telling us when we need to<br />

open a new location but this also means we don’t always have the<br />

funds needed to open somewhere new. We are more traditional and<br />

therefore slower, but our roots are deeper.”<br />

International Women’s Day was a couple<br />

of months ago now, but I don’t think that<br />

should preclude us from continuing to<br />

speak about gender equality. Someone told<br />

me this year that they thought that IWD was<br />

“boring”, she compared it to Valentine’s Day<br />

and said that she did not see a need for it. My<br />

response – “Lucky you!” I whole-heartedly<br />

disagreed with her and was disappointed<br />

that she didn’t see the need for a day from<br />

which we can leverage change and start new<br />

discussions around the steps that still need to<br />

be taken to force that change.<br />

As a lawyer who works with many clients<br />

within the hospitality<br />

industry, I can clearly spot<br />

the similarities between<br />

the legal profession and<br />

the hospitality sector – an<br />

abundance of women<br />

entering, with few reaching<br />

the top. For many years there have been<br />

more women than men graduating with law<br />

degrees; more women being offered training<br />

contracts; and, more women qualifying as<br />

solicitors. This year, for the first time, we<br />

are expecting there to be more women than<br />

men registered as qualified solicitors. It will<br />

be a small margin, but it signifies a further<br />

shift in gender balance within law firms.<br />

Unfortunately, it also highlights the gap we<br />

have between female representation at entry<br />

level and that at the top. For the hospitality<br />

industry, you will know, this is not something<br />

new. The hospitality industry has been<br />

heavily dominated by women for many years<br />

(currently around 60%) but it is finding it as<br />

difficult as the legal profession to balance out<br />

those top jobs, with less than 10% of board<br />

positions taken up by women.<br />

There is now evidence that shows that<br />

companies with a fair representation of<br />

women on their boards benefit greatly from<br />

such diversity. There have been some highprofile<br />

female appointments in the hospitality<br />

industry over the past few years, which is<br />

a positive step; but with recent news that<br />

the level of female appointments to boards<br />

(across all sectors) has slowed down to a rate<br />

below that which we saw between 2012 and<br />




2014, companies need to continue to make<br />

changes to maintain women at a senior level.<br />

The moral arguments for such changes are<br />

self-explanatory; it is obviously just and fair<br />

that women have the same rights as men in the<br />

workplace, but possibly of more significance,<br />

is the strong commercial case for promoting<br />

women to the top. Law firms and hospitality<br />

businesses alike spend a lot of money and<br />

resources training women, and will continue<br />

to do so as more women join the ranks.<br />

At some point between entry and board/<br />

partnership level these women disappear and<br />

with them goes all of their training, skills and<br />

experience. The barriers are often too high and<br />

difficult to manoeuvre and women take their<br />

skills and experience and go elsewhere leaving<br />

a gap in the offering to clients and customers<br />

and a lack of senior female representation for<br />

junior members of staff. For the hospitality<br />

industry, changes within business generally<br />

have a knock-on effect on the industry’s<br />

offering – now, not only do women often make<br />

the decisions around leisure-time activities<br />

with their families but, the same women are<br />

now also running their own businesses, dining<br />

out with business contacts and travelling<br />

for business. So, as the customer base<br />

continues to change, management needs to<br />

be prepared to respond<br />

to their requirements and<br />

a business with a diverse<br />

management is going<br />

to be far better placed<br />

to respond.<br />

There are still many<br />

barriers to women reaching the top of<br />

the hospitality industry, as with the legal<br />

profession, including role stereotypes and<br />

cultural expectations (the most obvious for<br />

both sectors being the expectation of working<br />

long and unsociable hours) which often<br />

breed direct and indirect discrimination.<br />

The journey to the top is made tougher still<br />

when there is a lack of female representation<br />

making it difficult for junior employees to<br />

aspire to be what “they can see”. I, personally,<br />

do not agree with quotas but I do believe that<br />

to choose from the biggest and best pool of<br />

talent we need to take away as many of the<br />

barriers for as many people as possible.<br />

18 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 19




Great people are as important as ever – but finding talent is arguably<br />

as hard as ever. Many today require a new sense of purpose and<br />

they need to be brought into a community. Reinvention can be for<br />

everybody but what support is there for people who lose their way?<br />

Innovation Hub<br />


Amadeus and <strong>EP</strong> are proud to announce a new Innovation<br />

Hub which is designed to recognise exceptional innovation<br />

in hospitality.<br />

The Hub is a platform for entrepreneurs and SMEs with exciting<br />

companies and concepts they are keen to bring into the highly<br />

competitive hospitality sector.<br />

The Hub is designed to identify the best products, concepts<br />

and solutions in the sector and all types of companies can apply.<br />

This is the chance to present to Amadeus, a leading foodservice<br />

company. They place innovation on the highest priority as they<br />

believe it’s what keeps the industry moving forward.<br />

Finalists will have the chance to present their proposal or<br />

company to Amadeus with the potential to work with the<br />

organisation and receive mentoring and an opportunity to<br />

knowledge share with our senior operators. This a unique<br />

opportunity and the experience gained will be of huge benefit.<br />

Entries have until 30th September <strong>2017</strong> to apply for the award.<br />

Those entering must summit:<br />

l Description of their company – 500 words max<br />

l Their business plan<br />

l How they deliver their concept or product – 500 words max<br />

l Reasons why they would work well in Amadeus –<br />

1000 words max<br />

l What makes them unique – 500 words max<br />

An independent panel will select the shortlist who will then<br />

be invited to ‘pitch’ their concept or company to a select<br />

group of judges. Pitches will take place in late October with<br />

the results announced in early November. This is an incredible<br />

opportunity to put a new concept or company in front of an<br />

experience innovative leading company. It is a great way to<br />

connect with Amadeus and share ideas and challenges within<br />

the hospitality industry.<br />

It is said that we are living through a<br />

second industrial (digital) revolution which<br />

is changing work patterns and productivity<br />

just as much the original one.<br />

Finding talent is arguably as hard as<br />

ever and may get harder yet. Therefore it is<br />

important that we make the most of existing<br />

talent and help people that sometimes lose<br />

their way or becomes stale. Reinvention or<br />

simply adjusting and changing can renew a<br />

person’s sense of purpose.<br />

It is argued that everybody will change as<br />

they travel along the career road. Careers<br />

today are journeys and there needs to be<br />

a focus on the development of the mind,<br />

thought processes and creativity. Too many<br />

boards are arguing that their people are too<br />

narrow in the focus and not helping create<br />

change agendas. Is it fair to suggest that it is<br />

not people but business processes that are the<br />

barrier? There needs to be greater innovation<br />

in terms of freeing up talent and supporting<br />

skills to change and adjust to conditions.<br />

Reinvention<br />

In April <strong>EP</strong> brought together many senior<br />

players from across the Hospitality and<br />

Sporting worlds to discuss Reinvention.<br />

During dinner at The May Fair in London,<br />

the core argument of people innovation was<br />

explored – the need to redevelop skills and<br />

maximise talent. It is now important that<br />

organisations plan and make the most of<br />

human assets that lie within their business.<br />

Often the talent is there but needs support.<br />

Is it time businesses innovate their people<br />

so they can change, reinvent themselves and<br />

add greater value?<br />

From the evening the hard truth became<br />

clear – we all need to change as we travel<br />

along the career road. Careers today are<br />

journeys and there needs to be a focus on the<br />

development of the mind, thought processes<br />

and creativity. In an age where digitization<br />

is becoming increasingly controlling and<br />

important to the daily work life, the most<br />

important area of innovation lies with people.<br />

There are barriers to new leadership<br />

and new solutions. Hospitality especially<br />

possesses great people and now is the time to<br />

invest in their innovation and also reinvention. ><br />



epmagazine.co.uk | 21


Reinvention at London’s May Fair Hotel<br />

Speakers on the night included Simon Halliday, a former England<br />

Rugby player (double Grand Slam winner in 1991 and 1992) but also<br />

a Director within Lehman Brothers at the time of the crash, who has<br />

reinvented himself and his career in a completely new direction.<br />

All American Swimmer turned CNN reporter turned leadership<br />

coach Lynn Blades shared her passionate story and brought real<br />

truth into the conversation. Lynn is the Co-Founder of The F.E.A.S.T.<br />

Project – dedicated to the mission of finding excellence around a<br />

shared table.<br />

Brian Deane provided an insight into what it is really like for<br />

footballers. The English football coach and former player whose most<br />

recent position was as the manager of the Norwegian side Sarpsborg<br />

08, was inspiring for many.<br />

Former GB swimmer turned entrepreneur, Angela Wilson, is now<br />

CEO of Angela’s Swim School. She shared her story of missing out on<br />

an Olympic dream and how she used it to pursue her company goals.<br />

Angela now has 18 franchises which teach over 3000 children a week<br />

and her story touched many.<br />

Matt Church played cricket for Worcestershire and Gloucestershire<br />

and has reinvented himself by becoming a Strength and Conditioning<br />

Coach as a second career and owns Locker 27 – a specialist gym. Matt<br />

shared his views on the cricketing world and what needs to be done to<br />

ensure more are supported.<br />

All shared stories and examples of reinvention and were passionate<br />

about the need to help others reinvent themselves. The evening<br />

included Champagne supplied by Gordon Dadds and wines from The<br />

Sporting Wine Club. ><br />

22 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 23





The NED Panel are proven experts who can support growing business<br />

© RAWPIXEL | 123RF.COM<br />

<strong>EP</strong> launched The NED Panel this year to support those struggling with<br />

the pace of change and the upcoming challenges. This group of experts<br />

have worked through periods of turbulence and their perspective and<br />

knowledge can only be of value, which younger businesses can use for<br />

their learning. There is a whole bank of knowledge and experience that can<br />

be called upon.<br />






Now it is time a structure is put in place<br />

which can help former sporting players and<br />

also those who need to reinvent themselves<br />

in any industry. Help that has not always<br />

existed.<br />

Many industries, including hospitality, are<br />

beginning to measure food waste, the cost of<br />

recruitment, the cost of losing a good person.<br />

However, the amount gained by redeveloping<br />

existing talent is never measured. Now<br />

is the time to do so and the irony is that<br />

often it is not the complex skills that need<br />

redevelopment but the simple social skills:<br />

n Social competence<br />

n How to build strong professional<br />

relationships of value<br />

n The art of conversation and how to<br />

communicate effectively<br />

n How to network and open doors<br />

n How to present oneself<br />

n How to make others feel reassured<br />

and good<br />

n How to think laterally and creatively<br />

n How to be proactive and add value<br />

n How to be problem solvers<br />

It is all these traditional skills that can<br />

make a difference in a career and a life but<br />

not enough time is spent on these skills or<br />

invested in them.<br />

People may talk Hospitality but they need<br />

to breathe it too. Innovation is important but<br />

nothing is more important that freeing up<br />

talent so that it can express itself well and be<br />

effective. There are barriers to new leadership<br />

and new solutions. The sector possesses great<br />

people and now is the time to invest in their<br />

innovation and their reinvention.<br />

<strong>EP</strong> has pulled together an experienced<br />

team of professionals that can work with<br />

those that need to change and find new<br />

direction. The talent exists for the Industry<br />

to thrive and prosper; there is just a greater<br />

need to focus on the development of skills<br />

sets and broaden thinking.<br />

Many of the NED Panel are from the Baby Boomer generation who led<br />

lives based on actions. They went through a series of crisis including<br />

the three day week in the 1970s, the oil crisis, four recessions, Black<br />

Wednesday, the first Iraq war, the financial crash of 2008 and much more.<br />

The NED Panel is a group of some of Industry’s greatest leaders from over<br />

the past thirty years and who can add real value to emerging businesses<br />

that would like a proven industry player that they can call upon and work<br />

with their boards. Nothing is more important in making decisions than<br />

experience and understanding of market dynamics beyond the workings<br />

of the business.<br />

It is important to call upon proven experience to help guide and support<br />

board decisions in this period of change. Knowledge is an invaluable<br />

commodity for every company.<br />

For more information please contact Ben.Butler@epmagazine.co.uk<br />

24 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 25




Antony Woodcock, Co-founder and Chief Executive<br />

of GIG explains how recruiting temporary staff needs<br />

to change to solve a millennial problem.<br />

The hospitality industry has always<br />

seemed to be at the back of the pack with<br />

regards to innovation and technology.<br />

Like the last guy to be picked at gym class,<br />

it’s desperate to be recognised but never had<br />

enough to offer.<br />

The unique nature of its operational<br />

intricacies, increasing costs and the lack of<br />

a personal service have all played their part<br />

in the industry’s initial reluctance to change<br />

model and adopt. But with new trends and<br />

technology hitting the marketplace at break<br />

neck speed, the industry is being forced<br />

into action. For the first time it seems the<br />

hospitality industry has finally been ‘hitting<br />

the weights’.<br />

The root cause of this change? The<br />

consumer. Third parties have had to step in<br />

to revamp the somewhat dated practices of<br />

the industry, to make independent owner/<br />

operators wake up to the importance of a<br />

digital presence. The likes of Trip Advisor,<br />

Bookings.com and more recently Airbnb, all<br />

disrupted the market and forced the tourism<br />

sector to sit up and pay attention. Deliveroo<br />

has had the same effect on the takeaway food<br />

industry. But how did these industries fail to<br />

spot a threat like this for so long? And what<br />

cost did they face in doing nothing?<br />

When you look at Deliveroo – and also<br />

Uber, for that matter – it’s clear that many<br />

of today’s disruptors achieved their success<br />

by simply understanding and responding to<br />

shifts in consumer behaviour. People wanted<br />

a straightforward mobile experience, at a<br />

competitive rate.<br />

Uber started out as a platform that<br />

enabled users to make extra cash out of an<br />

underutilised asset and became the largest<br />




taxi company on the planet. It was originally<br />

meant for people who had a car but soon<br />

people started buying or leasing a car just so<br />

they could get involved.<br />

The working world is rapidly changing.<br />

A recent McKinsey Global Institute report<br />

showed that between 20 and 30 per cent of<br />

people in the US and Europe are working<br />

independently in the ‘gig economy.’ And this<br />

number of people choosing to live and work<br />

more flexibly is only going to increase. As<br />

a result, one such area undergoing its own<br />

renovation is the temporary staffing agency.<br />

Business in hospitality have long since<br />

adopted the model of recruiting temporary<br />

staff to manage seasonal demand. However<br />

they have been held at ransom by growing<br />

costs with an extreme lack of transparency.<br />

The alternative approach of doing it yourself<br />

however doesn’t leave much to be desired<br />

either – dealing with part time or fixed<br />

term contracts, having to add and remove<br />

staff to the payroll, sort out payslips, deal<br />

with tax, NI, holiday pay and complete a<br />

right to work check to name but a few of the<br />

tasks involved.<br />

Now, for the first time, mobile technology<br />

is helping to create a truly on-demand<br />

service whilst providing greater transparency<br />

around costs and potential staff. Not only<br />

does this technology help to streamline a<br />

very manual industry it also makes it more<br />

accessible again to both business owners and<br />

work seekers.<br />

My brother and I run a sushi store called<br />

Maki. We noticed that most of our employees<br />

were millennials who wanted to work flexibly<br />

to fit earning extra cash around either<br />

their studies or busy social lives. Our trade<br />

increased dramatically over the summer,<br />

which meant having to hire extra staff on<br />

inflexible part-time contracts. Therefore<br />

we created GIG to automate that part of the<br />

process and make it easier for employers like<br />

Maki. On the worker side a lot of our staff<br />

had other more important priorities (studies,<br />

passions etc) and getting people to stick to<br />

their rota’d shifts was always a nightmare so<br />

why force them...let them choose.<br />

GIG is the brainchild of three lifelong<br />

hospitality professionals. We wanted to<br />

create an efficient, cost effective shift based<br />

marketplace. To create a platform that would<br />

work in favour of both the work seeker and<br />

work provider, by focusing on flexibility and<br />

immediacy. The technology we have used has<br />

enabled us to remove unnecessary middle-man<br />

process and connect the business and worker<br />

directly, empowering businesses and workers<br />

to make their own decisions about who to<br />

hire and where, when and who to work for.<br />

Smart companies are those that recognise<br />

that disruption is inevitable and adopt it as<br />

an active business strategy. It’s now time<br />

for industry leaders to recognise that the<br />

modern workforce is looking for flexibility<br />

over and above long-term stability. The<br />

working population is the technology<br />

population, and the opportunity that mobile<br />

technology now offers enables businesses to<br />

rethink their entire staffing strategy.<br />

Don’t leave it too late and pay the price at<br />

a later date. By getting involved now, you can<br />

shape how businesses like GIG will operate.<br />

Innovation, and eventually disruption,<br />

is something that companies either take<br />

control of, or risk facing the consequence<br />

down the line.<br />

26 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 27


‘Employees will be less<br />

committed to organisations<br />

in the future’ – is this true?<br />

Faisel Choudhry MVO, is a rare man and potential future leader<br />

to observe. He is still relatively young with a long road still ahead of<br />

him, but this is a man who believes in learning and being open minded<br />

to change. He has an impressive platform to build his career further<br />

from, having already worked within organisations such as The Bank of<br />

England and The Royal Household. He was appointed as a Member<br />

of the Royal Victorian Order (MVO) in the 2015 Birthday Honours<br />

Research from the 2020 Agenda indicates this<br />

may happen, so do businesses need to re-assess<br />

their approach to managing people and teams?<br />

list, and has played active roles within both the Territorial Army (T.A.)<br />

and within the Muslim community.<br />

Faisel’s MBA Dissertation is entitled “Understanding the impact<br />

of leadership and the role of emotional intelligence on organisational<br />

commitment”. The objective was to understand the link between<br />

leadership, emotional intelligence and the role these factors play in an<br />

employee’s commitment to an organisation.<br />

In Hospitality emotional intelligence is an important skill and<br />

yet is not often written about in comparison to other key leadership<br />

attributes such as vision, strategy and commercial acumen. It is for<br />

this reason and the questions that the study poses, that has real value.<br />

Faisel’s dissertation struck a chord as it does focus on a subject area<br />

that <strong>EP</strong> has been writing much about in recent times – the importance<br />

of Human Capital within a business and whether enough is really<br />

done to develop this asset to maximise its potential. Faisel opens his<br />

work with the comment:<br />

“Increasingly organisations are competing in a global economy,<br />

where competitive advantage through factors such as technology,<br />

patent and product is temporary due to the increased pace of change<br />

and competitiveness. Therefore, organisations need to look inwards,<br />

to determine how they can make better use of the human capital<br />

within their organisations, as increasingly more are reliant upon this<br />

as means of competitive advantage than ever before”<br />

It is the right starting point as there are no few research projects<br />

stating that the percentage of people working on a freelance basis<br />

within the next five years will stand at anything between 40–50%.<br />

One has to wonder how organisations can expect to remain<br />

competitive when it will become harder and harder to communicate,<br />

engage with teams and bring them together to work with increased<br />

commitment to the benefit of the organisation – and this has to be<br />

the heart of the strategy. Regardless of Brexit, Britain needs to be<br />

competitive on the world stage and this can only happen with great<br />

teams working as one on behalf of their business. Surely a freelance<br />

culture threatens to undermine this competitiveness?<br />

One of the most common questions across boards throughout the<br />

country is why are there not more young leaders breaking through and<br />

replacing the baby boom generation?<br />

<strong>EP</strong> has been debating this point in recent issues and there is a belief<br />

that almost a generation has been lost through the 2000s with the<br />

advances in digitalisation and with increased profitable businesses<br />

until the crash of 2009. We arguably lost almost ten years of leaders<br />

through reductions in training budgets and increases in processes,<br />

technology and the management of risk. The result was that the<br />

Faisel’s dissertation struck a chord<br />

as it does focus on a subject area<br />

that <strong>EP</strong> has been writing much about<br />

in recent times – the importance<br />

of Human Capital within a business<br />

and whether enough is really done<br />

to develop this asset to maximise<br />

its potential. ><br />

© GODRICK | 123RF.COM<br />

28 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 29


estimated skill set and knowledge of middle management fell by an<br />

estimated 30%. New leaders were simply not being prepared. On top<br />

of that, process and risk management have almost hindered teams<br />

learning and accountability.<br />

Now is the time to re-assess how great teams can be developed and<br />

new leaders nurtured. Britain’s businesses need to be competitive<br />

and this requires a greater and more thoughtful strategic approach<br />

towards the human asset.<br />

And hence the importance of Faisel’s work as it touches on this<br />

subject and is being written by one of the modern emerging leaders.<br />

As part of the research, Faisel interviewed participants from<br />

board level down to senior management level with an almost equal<br />

breakdown in gender (male and female).<br />

So what were the key findings from the study for consideration?<br />

Some of the findings were as one would expect:<br />

n The results demonstrated a direct link between a line manager’s<br />

leadership and positive outcomes such as increased commitment<br />

through positive communication and the opposite being true with a<br />

negative approach.<br />

n Empowerment behaviour had a direct link with increased commitment.<br />

n Training/supportive behaviour linked to positive increase in<br />

commitment/job performance and satisfaction.<br />

n A clarity of vision/direction was shown to have positive effects.<br />

n A direct link between the line manager’s Emotional Intelligence<br />

abilities and increased employee commitment – most especially<br />

expressed via “empathy”.<br />

However, these were supported by a number of thought provoking<br />

and very relevant points for the modern era:<br />

Competitive advantage in today’s world can be gained through<br />

committed employees increasing organisational performance.<br />

Therefore, there is a real need for companies to work harder with<br />

their human capital and through key leadership behaviours and<br />

training seek to improve overall performance.<br />

This is an interesting observation as one can make the argument<br />

this was the bedrock principles of success from the 1980s when<br />

training and the development of the human asset was seen to sit at<br />

the core of business. The Forte Empire is a great example of such a<br />

philosophy. This arguably became lost in the 2000s when Britain<br />

was in a period of a sustained boom, and maybe some of the core<br />

principles that lay in the foundations of business were forgotten and<br />

are only now getting renewed.<br />

The leaders of the 1970s and 80s lived through some dark<br />

days from the three day week to the oil crisis to three recessions.<br />

These were some of the hardest times in post war Britain and<br />

this generation of leader lay their belief in training and the<br />

importance of teams. It is no coincidence that there is a new rising<br />

belief in how the companies can support human capital. However,<br />

the difference is that there is greater awareness of the need for<br />

flexibility and understanding of individuals that play key roles<br />

within organisations. Arguably this is a more complex period of<br />

time with employees of many different cultures and religions,<br />

and therefore there needs to be greater education and emotional<br />

intelligence displayed.<br />

In his work, Faisel notes how leadership theory has evolved and<br />

developed considerably over time. It is true, it has from the days when<br />

the qualities of the leader were analysed to how leaders responded<br />

in differing situations to research on behaviours and functionality,<br />

through to the modern theory of the transactional/transformational<br />

approach to leadership and its further evolution into gender, culture,<br />

integrative and emerging forms. Faisel rightly argues that the<br />

evolution is driven by the macro-environmental factors that leaders<br />

operate within. It all just serves to emphasise the importance that<br />

the HR function can play in the modern business. There has never<br />

been a more important time to develop greater approaches to the<br />

development of talent and teams.<br />

Communication skills are critical to increased commitment.<br />

The communication style should be:<br />

n Authentic<br />

n Clear<br />

n There needs to be a conscious acknowledgement that remote<br />

working should not lead to a decrease in face to face opportunities<br />

n It is simply not enough for an organisation to produce a vision<br />

statement. It must be an active part of an employee’s day-to-day<br />

interaction with and for the organisation.<br />

n Through empowerment, it is important that managers encourage<br />

employees to take risks and not to create a blame culture.<br />

n Training/supportive behaviours are critical to commitment.<br />

Organisations need to have formal structured yet flexible training<br />

programmes.<br />

n Treating employees as individuals.<br />

n Organisations need to understand that whilst Emotional<br />

Intelligence (EI) can be taught, it is not an easy process. There is a<br />

need for self-awareness within management.<br />

Faisel writes: “As all individuals are unique, so too are their needs.<br />

Leaders must adapt their style and behaviours accordingly and<br />

those leaders with EI will be best placed to do this through greater<br />

levels of self-awareness, self-regulation, motivation, empathy and<br />

social skill to develop and inspire their employee’s commitment,<br />

thus leading to increased productivity and in the end, to personal and<br />

organisational success.”<br />

One of the aspects that make Faisel’s work stand out is that at its<br />

heart it lies with the pursuit of knowledge. He writes:<br />

“You should be more knowledgeable today than you were yesterday,<br />

and more knowledgeable tomorrow than you are today, since if you do<br />

not make some improvements on a daily basis, in effect you are going<br />

backwards; the world would have changed and improved and you<br />

would not have progressed accordingly”<br />

One of the other great debates that has been going on is the challenge<br />

in managing Millennials in comparison to the skills and behaviours<br />

possessed by the Baby Boom generation. Arguably the Baby Boom<br />

generation was driven more by an action culture that reflected the<br />

ethos of the 1980s being about personal responsibility and personal<br />

accountability. It was about creating actions to power growth in wealth<br />

and the economy. It was Thatcher’s ethos. It wasn’t all good; it wasn’t<br />

all bad but for a period of time it was very effective. This generation has<br />

led the industry for close to twenty years very successfully. Their legacy<br />

is safe and secure as having been at the heart of a golden era.<br />

The problem is, this is a different era with a different ethos. The<br />

emerging generations do look at life in a very different way – one<br />

where knowledge and community sit at the heart. Faisel is an example<br />

of this new breed. Faisel is certainly not afraid of actions having<br />

worked hard to build his career, complete his MBA whilst working<br />

and playing a role in mentoring other young leaders. He is as action<br />

focused as anyone. The difference is that his outlook is different and at<br />

the heart lies a desire to learn and improve.<br />

The Millennials have taken some intense criticism in recent<br />

times – some of it is fair, they do often lack the life skills that the<br />

Baby Boomers naturally possessed but is this their fault or have they<br />

been more protected in their developmental years? However, this is<br />

also one of the first generations to emerge from University with debt<br />

and they view life with, not concern or stress, but a greater belief in<br />

knowledge, globalisation, community and social agenda. There is a<br />

belief in the good from capitalism being combined with the good from<br />

social agendas to create new solutions.<br />

The whole concept really started growing again in the mid to late<br />

1990s and great examples include:<br />

n The Eden project<br />

n John Lewis Partnership<br />

n The Big Issue<br />

n Co-op<br />

n Cafedirect ><br />

30 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 31



becoming lost because they lack some of the essential skills needed<br />

for professional growth. Those who possess strong networking skills<br />

are in many ways more successful at reinventing themselves – an<br />

experience which can make a real difference in a career and in a life.<br />

Often not enough time is spent or invested in the core skills required.<br />

For the industry to thrive and prosper there is a greater need to focus<br />

on the development of skill sets and broadening thinking.<br />

The underlying point is that this has been a growing development<br />

since the advent of Tony Blair and a more social conscience from<br />

the mid-90s and the emerging talent are only a product of this age.<br />

The real need is for business to understand the emerging generations<br />

and to develop new flexible approaches to maximise the exceptional<br />

potential that sits within.<br />

As Faisel would remark – this is a time when Knowledge can<br />

be king.<br />


We can do more to support good talent grow.<br />

Profile of Faisel Choudhry<br />

A survey conducted for the Social Enterprise Unit in 2004 found<br />

that there were 15,000 social enterprises in the UK. This was 1.2% of<br />

all enterprises in the UK. They employed 450,000 people, of whom<br />

two-thirds are full-time, plus a further 300,000 volunteers. Their<br />

combined annual turnover is £18 billion and the median turnover<br />

is £285,000, of this, 84% is from trading. In 2006, the government<br />

revised this estimate upwards to 55,000, based on a survey of a sample<br />

of business owners with employees, which found that 5% of them<br />

define themselves as social enterprises. The most up to date estimates<br />

suggest that there are approximately 78,000 social enterprises in the<br />

UK, contributing £24 billion to the UK economy.<br />

Using the EU definition of social economy, the annual contribution<br />

of social enterprises to the UK economy is four times larger at £98<br />

billion because it includes the contribution of all co-operatives,<br />

mutuals and associations that produce goods or services to improve<br />

human well-being.<br />

The rise of the social enterprise is just one example that shows the<br />

changing nature of business between generations. Emerging leaders<br />

such as Faisel have recognised the changes and appreciate that they<br />

need to be made. Today, perhaps more so than ever before, people are<br />

Faisel undertook his first role working at the Houses of<br />

Parliament for a Shadow Cabinet Minister aged 14, this first<br />

foray into the working world of Central Government sparked his<br />

interest and passion for Public Service.<br />

At age 15 he began his first paid employment working for a<br />

small computer company in the West End (Tottenham Court<br />

Road) beginning in the Sales team, whilst undertaking his GCSE’s<br />

and progressing to General Manager at 18 during his A-Levels.<br />

After graduating Faisel’s formal career began at The Royal<br />

Household in 2002 as a Technical Specialist, and progressed<br />

through several roles into management positions within<br />

Technology during his 12.5 years at the organisation.<br />

In 2012 Faisel undertook a part time Executive MBA at<br />

Henley Business School to further his understanding of strategic<br />

business thinking and to build upon his leadership skillset, whilst<br />

continuing full time employment. He also became a Chartered<br />

Manager of the Chartered Management Institute and was the<br />

second youngest member, who was both a Chartered Manager<br />

and Fellow of the Institute.<br />

In 2015 Faisel began employment at the Bank of England<br />

within the Technology Directorate, managing a team of approx.<br />

60 staff leading on the customer service aspect of IT, and<br />

contributing to the Bank’s mission to promote the good of the<br />

people of the United Kingdom by maintaining monetary and<br />

financial stability. Faisel is currently undertaking a secondment to<br />

the HR Directorate to broaden his organisational HR knowledge.<br />

Faisel also gives annual talks on leadership and personal<br />

development to a select number of aspiring young Muslim<br />

leaders at Oxford University, as part of the Oxford Centre for<br />

Islamic Studies. As an alumnus of the Young Muslim Leadership<br />

Programme, Faisel has spoken since 2010 at the programme<br />

setup in cooperation with The Prince’s Charities.<br />

The One & All Foundation was founded<br />

to support all talent, regardless of origin,<br />

background, gender, sexual orientation,<br />

or age. Talent is talent. We want great talent<br />

to be nurtured and encouraged and the<br />

traditional barriers to be stripped away.<br />

The One & All Foundation has been<br />

developed to ensure that every individual can<br />

fulfil their potential in an open, diverse and<br />

dynamic hospitality industry. We believe<br />

in inclusivity.<br />

It’s a fact: Times are changing. Society is<br />

changing. The workforce has already changed.<br />

It has been proven that those organisations<br />

that are the most inclusive produce greater<br />

results. This is not just about great people but<br />

great business, great service, and great teams.<br />

One & All is charged with empowering<br />

individuals to change and grow; to maximise<br />

their potential. We will achieve this through<br />

mentors and coaching; through bespoke<br />

programmes centred on individuals.<br />

We will celebrate case studies of those<br />

that have broken through barriers and glass<br />

ceilings. These case studies and people<br />

stories can be the inspiration for others and<br />

create the strength for change.<br />

Our goal is simple –<br />

To let talent grow and allow good people to<br />

achieve great work through their everyday<br />

choices and behaviour.<br />

Hospitality is an international industry<br />

that excites almost everyone in one form or<br />

another. This can only happen through our<br />

people. We need great people. It is time to<br />

end once and for all the discussions about<br />

a lack of good people, lack of leaders, a<br />

lack of skills. Instead, we need to focus on<br />

developing talent of all types.<br />

Please come and work with us to achieve<br />

our goal – One Industry, All People.<br />

What can you do to support another to<br />

achieve success?<br />

Contact details: To find out more about<br />

the One and All Foundation please<br />

contact Ben.Butler@epmagazine.co.uk<br />


32 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 33





<strong>EP</strong> speaks to Marguerite Velay, Winnow’s Client Success<br />

Manager about her experience within the hospitality world and<br />

the role of technology to reduce food waste in the sector.<br />

Winnow is on a mission to help the hospitality industry cut down<br />

on food waste by making the kitchen ‘smarter.’ They connect<br />

commercial kitchens to the cloud allowing them to record and analyse<br />

exactly what is put in the bin. A team of dedicated and passionate<br />

professionals are behind this, but what are the main benefits<br />

and challenges of using technology to drive behaviour changes in<br />

the kitchen?<br />

With an in-depth knowledge of customers and extensive domain<br />

expertise, Marguerite Velay, has changed people’s mentality on food<br />

waste. Consequently, she has helped restaurants, hotels and caterers<br />

become more efficient and profitable. During a training session in a<br />

kitchen site located in London, she shared some of her insights.<br />

Where did your hospitality career begin?<br />

It all started when I became a waitress at Hotel Amour, a trendy<br />

restaurant located in the heart of Paris, a favourite spot of many<br />

celebrities. I had finished school and I wanted to gain experience and<br />

savings to spend during<br />

a trip to Australia and<br />

North America. I ended<br />

up gaining a lot more<br />

than money and during<br />

my time. I learned about<br />

the importance of guidance and communication in a busy workspace.<br />

I enjoyed working close to customers, and I was amazed at how<br />

everyone knows each other on the Parisian restaurant scene. I realised<br />

that hospitality is tight knit community all over the world.<br />

How did you find yourself doing what you do now?<br />

I went to Ecole Hoteliere de Lausanne, the most renowned hospitality<br />

school in Switzerland. During my four years I became the President of<br />

the university’s Student Social Responsibility Committee. I focused<br />

mainly in waste management, and we worked very hard to make sure<br />

an efficient waste sorting system was put in place across the campus.<br />

We also planned events to raise awareness on food consumption and<br />

“Chefs can’t put a value against<br />

the food wasted daily.”<br />

soft mobility among students. Following graduation, I moved to India;<br />

I had fallen in love with the country and found the best way to know it<br />

would be to live like a local.<br />

In Mumbai, I managed a French cafe for over a year, where I was<br />

in charge of leading a team of 35 people. One of my great challenges<br />

was to make sure we were producing European food using only local<br />

ingredients. I then acquired additional operational experience as a<br />

Banqueting Manager at the Grand Hotel Kempinski in Geneva.<br />

After these diverse experiences I wanted to find a job that would<br />

involve waste management and hospitality. I found this perfect match<br />

when joining Winnow!<br />

How does Winnow’s technology impact the hospitality<br />

industry and waste reduction efforts?<br />

Winnow’s technology has disrupted the market in three ways.<br />

First, it has helped the hospitality sector take notice of the big issue<br />

of food waste. Second, it has helped change behaviour in the kitchen.<br />

Often, Winnow is the<br />

first piece of technology<br />

to be introduced and it<br />

is interesting to see the<br />

kitchen staff embedding<br />

it into their daily<br />

routine. Finally, Winnow’s detailed report is the first tool capable of<br />

giving chefs the information to make them drive change and reduce<br />

food waste.<br />

What’s the biggest challenge?<br />

I believe that the biggest challenge is always convincing the team<br />

that technology will help their operations, allowing them to<br />

optimise the time spent in their kitchen. We frequently notice that<br />

overproduction is one of the main reasons for food waste in the<br />

hospitality sector. Once the issue is identified, the kitchen team save<br />

time by reducing the amount of food prepared and preventing it from<br />

ending up in the bin.<br />

How do you achieve the collective<br />

buy-in of the kitchen team to use<br />

Winnow’s technology?<br />

We ask the kitchen staff if they have any data<br />

about their food waste. Typically, Chefs can’t<br />

put a value against the food wasted daily.<br />

After we show them how much food is wasted<br />

and the impact that it has on the business,<br />

their behaviour changes. In addition, we<br />

identify leaders in the kitchen, select them as<br />

Champions and teach them how to keep the<br />

rest of the team engaged and motivated.<br />

What feedback do you receive from clients?<br />

It is always very interesting when I hear<br />

that after receiving our reports, a team<br />

has found out that two thirds of the waste<br />

happens before the food reaches the<br />

customers’ plates. Often, they believe that<br />

the majority of the waste comes from their<br />

customers leaving food on their plates. Our<br />

reports typically reveal that pre-consumer<br />

waste is much higher.<br />

Which project has made the most<br />

difference to date?<br />

I can identify two different projects. One<br />

was a very small kitchen where the entire<br />

team did not believe that food was being<br />

wasted. They didn’t believe it was possible<br />

to reduce waste, due to the challenges of<br />

working in such a small environment.<br />

The team ended up reducing 25% of its<br />

food waste.<br />

The second project took place in a very<br />

large kitchen where the staff were wasting a<br />

great amount of food due to poor operational<br />

control and limited staff engagement.<br />

It is very difficult to manage a large kitchen,<br />

but the head chef eventually came on board<br />

and cut food waste by more than 50%.<br />

As the result, this client had a very good<br />

return on investment.<br />

What’s your advice for hotels looking<br />

to reduce food waste?<br />

What gets measured, gets managed. It is<br />

important to know the volume of the waste,<br />

and calculate its value. Also, to reduce food<br />

waste on the long term, it is essential to<br />

understand what is the reason for it.<br />

34 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 35


When was the last time you saw yourself<br />

as creative? As a child when you built a<br />

cubby house or created something fun out<br />

of raw materials? Or when you did an A<br />

Level in Art as part of your broad-spectrum<br />

education before tapering off into a ‘sensible’<br />

career option at university? Make no<br />

mistake, hospitality is full of creatives; a<br />

tag often given to chefs and other artistes<br />

in the spotlight of the food and beverage<br />

world. Particularly in the UK, the cultural<br />

focus on the arts as an industry, as inspiring<br />

and fabulous as it is, often results in the<br />

conclusion that these are the creative icons of<br />



So much is focused on the importance of creativity<br />

when leading change. Little is often said about what it<br />

really takes to build this aspect of a leader’s mindset.<br />

Heather Gibson, Managing Director at Pendulum<br />

Partnership explains how in three steps.<br />

the universe and the rest of us are just getting<br />

on with the logical, pragmatic and realistic.<br />

Unfortunately, this perception is a serious<br />

impediment to meeting the challenge of<br />

disruption head on and needs to change,<br />

urgently and forever.<br />

First things first: we are all creative. Oh<br />

yes, we are. The key point is that we have not<br />

developed the ability to align our creative<br />

attributes with our work lives. The reason?<br />

It’s all to do with the progressive loss of<br />

individuality that is drummed into us as we<br />

evolve our careers. Oh yes, it is. If you have<br />

that nagging feeling you have kept quiet<br />

too long, just gone with the flow or simply<br />

raced along on the promotional journey to<br />

something bigger, better and fast, I think<br />

you might be wondering what happened to<br />

the real you right about now in this sea of<br />

ambiguity and disruption. For now is the<br />

time to dispense with these etiquettes and<br />

accept the point that there is no boundary<br />

with work and life; these two facets are<br />

intrinsically linked and we have been<br />

dumbing down our real selves to ‘get ahead’<br />

to varying degrees for a long time.<br />

Take health and fitness as a wonderful<br />

contrast to the world of work. No boundaries<br />


here for those prone to the pursuit of<br />

excellence including the ability to develop<br />

terrific resilience and focus. That blood<br />

pumping, adrenalin inducing challenge<br />

is a gateway to seeing yourself in all your<br />

potential glory and requires problem-solving,<br />

incremental progression and ambitious goals<br />

to be successful. Apply this to work and you<br />

have essentially cracked the code. In this<br />

space, there are no limits: you push yourself<br />

forward no matter what, and this is exactly<br />

what it takes to bring creativity to leading<br />

change. So, it’s time to stop kidding ourselves<br />

about the work, life, balance, different facefor-work<br />

mantra that you’ve been believing<br />

and practising, to some extent, your whole<br />

working life.<br />

The essence of values based change is<br />

that the problem is, you don’t know what<br />

the problem is. This doesn’t mean change<br />

is unattainable, it means that the outcomes<br />

you get are never necessarily the ones you<br />

intended and that the variables coming your<br />

way are unknown. It is a calling card for<br />

leadership that is completely emotionally<br />

engaged and passionate, curious as to<br />

the inevitable curve<br />

balls and constantly<br />

problem solving to<br />

make choices in any<br />

range of circumstance.<br />

Your mindset needs to<br />

be focused, but aligned<br />

with your individual<br />

interpretation of the why of change. A bit<br />

of your soul needs to become part of the<br />

journey and this lightbulb going on will push<br />

you to build the energy, pace and adaptability<br />

needed to drive towards the future state.<br />

To develop creativity a leader needs to work<br />

way through a degree of unlearning and build a<br />

new mindset aligned to a wholly new paradigm:<br />

1Accept, understand and be cognisant of<br />

the amazing, beautiful human you are.<br />

We need these unique qualities to be worn<br />

openly and honestly every single day you<br />

front up to lead in the world of change.<br />

It’s the differences in our stories and the<br />

qualities we have as a result of our journey<br />

that brings creativity into a new leadership<br />

paradigm. It’s not about perfection; it’s about<br />

the ways in which you have twisted and<br />

turned throughout life that provides your<br />

anchor of authenticity, and really does give<br />

you the tools needed to lead successfully.<br />

Intuition, compassion, humanity and a voice.<br />

Just stop and think about what this means to<br />

you for a minute (or two).<br />

You are in a constant state of<br />

transformation. Think back to how you<br />

have changed your life since the onset of<br />

the global financial crisis and the events<br />

that have taken place; I bet you feel busier,<br />

more challenged and more frenetic. But<br />

with the hindsight of the past decade or so,<br />

also a little more fulfilled, more realistic,<br />

even a bit more driven with purpose. This<br />

forced transformation has made us wiser<br />

and allowed us to be reminded of the<br />

positive and negative elements of life. The<br />

positives will undoubtedly be the result of<br />

human connections, both personally and<br />

professionally. Learning from each other<br />

and building a platform of trust to move<br />

ahead to strive towards being a sustainable<br />

organisation, regardless of disruption.<br />




2Stop apologising. Grasp the lessons and<br />

tell your story in your passionate voice.<br />

To effectively lead change, you need<br />

complete mental clarity. This starts<br />

with aligning your personal story of<br />

transformation to interpret the why<br />

of change and to be empowered to<br />

communicate intelligently and often. Never<br />

forget that people buy people and often just<br />

want to know what you think: you don’t have<br />

to have all the answers. You also don’t need<br />

to apologise; in fact, the real requirement<br />

is just “let ‘em have it”. Spare yourself the<br />

academics of story-telling: just say it because<br />

there is no excuse for ignorance anymore.<br />

Creativity begins by unlocking<br />

psychological barriers so that there is<br />

no preconceived filter with what you are<br />

thinking and what you know needs to be said.<br />

Emotionally intelligent communication<br />

is important, but the real need is to do<br />

what’s right. Manifest transparency: your<br />

voice is what is needed to lead change and<br />

authenticity is critical.<br />

3Plan for the crisis scenario as the norm,<br />

game changers and all. Don’t deny<br />

the possibilities and break down mental<br />

barriers to get stuff done regardless. You<br />

will make progress.<br />

Practice the breakdown of scenarios as a<br />

daily habit. Go there. See the crisis scenario<br />

and play it out in your mind. How will you<br />

deal with it? This is where collaboration<br />

and connections come to the forefront. An<br />

ongoing discussion and debate of change is<br />

vital; even without knowing all the variables,<br />

a constant dialogue will help to flag potential<br />

disruptors from a number of perspectives.<br />

You can’t do it alone and reframing your<br />

perspective is a necessary habit to form a<br />

creative mindset.<br />

Creativity starts and ends with mindset and<br />

the ability to break down barriers and get stuff<br />

done. By envisioning<br />

the why of change and<br />

taking ownership for<br />

communicating the<br />

story, you are building<br />

clarity and helping to<br />

define a problem in<br />

a way that it can be<br />

managed. Leading change is like breaking<br />

down a wall with the tiniest ice pick you<br />

have ever seen. Keep chipping away and<br />

eventually you will get the break through, but<br />

this will come because you have not stopped<br />

communicating and interpreting what is<br />

happening around you, day in, day out.<br />

A leader’s mind needs to be malleable<br />

to the nuances and abject disruptors of<br />

change to grasp the links between external<br />

variables and organisational strategy, to<br />

reframe and reinterpret the next move.<br />

This is why leadership is the next creative<br />

industry. An organisation’s ability to change<br />

is the ultimate business opportunity and<br />

competitive advantage; the journey never<br />

ends and creativity is essential to build a<br />

sustainable future.<br />

36 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 37


IS <strong>2017</strong> THE YEAR THE<br />


With job reinvention through technology<br />

and automation increasing, human<br />

aspects are becoming more important<br />

than ever. Deloitte surveyed more than<br />

10,000 HR executives from 140 countries in<br />

their report, ‘Global Human Capital Trends’.<br />

The findings showed that the workplace shift<br />

is having big consequences across the talent<br />

management spectrum, from learning and<br />

management to executive recruiting.<br />

It is somewhat<br />

unsurprising that talent<br />

is in the middle of the<br />

current changes taking<br />

place in organisations.<br />

HR and business leaders<br />

are trying to stay ahead<br />

and according to the<br />

survey – 90 per cent<br />

of them say building<br />

the ‘organisation of<br />

the future’ is their top<br />

priority. To get there,<br />

the workplace has to<br />

evolve – from focusing on<br />

networks of teams and<br />

recruiting to developing<br />

the right people.<br />

Every business in some shape or form has<br />

experienced a radical work transformation<br />

– whether digitally with social media,<br />

demographically or in other ways. In the report,<br />

Deloitte issues a call-to-action for companies<br />

to completely reconsider their organisational<br />

structure, talent and HR strategies to keep<br />

up with the disruption taking place.<br />

A large workforce survey was recently conducted by Deloitte<br />

to discover what is happening in the world of work. The findings were<br />

startling and showed that talent acquisition is becoming one of the<br />

biggest concerns facing companies. <strong>EP</strong> explores why Deloitte believe<br />

a radical transition is already underway.<br />










Keeping pace<br />

Technology is advancing at unprecedented<br />

rates and these innovations are completely<br />

transforming the way people live, work and<br />

communicate. Organisations must now shift<br />

their mind-set and behaviours to ensure they<br />

can lead, organise, motivate, manage and<br />

engage the 21st century workforce.<br />

New organisational models highlight the<br />

need for a networked world of work, but the<br />

report states HR leaders<br />

are struggling to keep<br />

up, with only 35 per<br />

cent of them rating their<br />

capabilities as ‘good’ or<br />

‘excellent’. Technology,<br />

artificial intelligence,<br />

and robotics are all<br />

transforming business<br />

models and work, to<br />

remain competitive,<br />

organisations must keep up.<br />

Has the search for<br />

talent really improved?<br />

As the workforce<br />

evolves, organisations<br />

are focusing on networks of teams, and<br />

recruiting and developing the right people<br />

is more consequential than ever. Deloitte<br />

survey respondents point to talent<br />

acquisition as one of the biggest issues<br />

organisations face, with 81 per cent of<br />

companies citing it as ‘very important’ or<br />

‘important’. Technology is used by leaders<br />

to bring talent into a company but there is a<br />

lack of differentiated employee experiences<br />

once they are acquired. Linked to this is a<br />

desire for a more personalised approach and<br />

a rising weariness of job boards and the more<br />

transactional approach that recruitment has<br />

become. It is one of the fascinating lessons of<br />

the present era – companies are experiencing<br />

a new digital age which increases the speed<br />

of communication and makes the world<br />

transparent but there is still a desire for<br />

good old fashioned personal representation<br />

and advice.<br />

It is all natural. If one is seeking to appoint<br />

a senior executive, one wants confidentiality,<br />

discretion and some real thought in<br />

the process. However the last decade<br />

has changed the traditional search and<br />

recruitment consultancy to becoming more<br />

transactional and less personal.<br />

The pendulum is now swinging back and<br />

for good reason. However it is swinging back<br />

with a difference. One of the most common<br />

discussion pieces over the last decade is why<br />

hasn’t more talent broken through and taken<br />

leadership roles. The natural place to look<br />

at is the talent itself but that is there and<br />

some exceptional talent seeking to break<br />

through. So the barrier is not the talent<br />

but how business has changed. The digital<br />

age has made companies focus on greater<br />

process, and compliance coupled with the<br />

management of risk. Companies have never<br />

been better technically managed. However<br />

talent is struggling to break through.<br />

Shifting priorities<br />

The desires of job candidates are also<br />

changing with culture and flexibility topping<br />

the list of preferences. Organisations need<br />

talented employees to drive strategy and<br />

achieve goals, but finding, recruiting and<br />

retaining people is becoming more difficult.<br />

According to the report, taking an<br />

integrated approach to building the<br />

employee experience, with a large part<br />

centred on ‘careers and learning,’ rose to<br />

second place on HRs’ and business leaders<br />

priority lists, with 83 per cent of those<br />

surveyed ranking it as ‘important’ or ‘very<br />

important’. Now a higher premium must be<br />

placed on immersive learning experiences<br />

to develop leaders who can thrive in<br />

today’s digital world and appeal to a diverse<br />

workforce needs.<br />

The importance of leadership as a driver<br />

of the employee experience remains strong<br />

according to the survey. The percentage of<br />

companies with experiential programs for<br />

leaders rose nearly 20 percentage points<br />

from 47 per cent in 2015 to 64 per cent in<br />

2016. However there is still a crucial need for<br />

stronger and different types of leaders.<br />

As organisations become more digital,<br />

leaders should consider disruptive<br />


technologies for every aspect of their human<br />

capital needs. Deloitte found that 56 per<br />

cent of companies are redesigning their HR<br />

programs to leverage digital and mobile tools.<br />

Reinventing jobs<br />

The trends in the Deloitte report show<br />

signs of reinvention on all fronts, including<br />

jobs themselves. They found 41 per cent<br />

of respondents reported having fully<br />

implemented or having made significant<br />

progress in adopting cognitive and AI<br />

technologies within their workforce.<br />

However only 17 per cent of global<br />

executives reported they are ready to manage<br />

a workforce with people, robots and AI<br />

working side by wide – the lowest readiness<br />

level for a trend in the five years of the survey.<br />

It is important to note that empathy,<br />

communication and problem solving are<br />

still seen as essential aspects of work. These<br />

human aspects are becoming more important<br />

than ever before. The insights and capabilities<br />

of employees are now also needed with only<br />

eight per cent reporting they have usable<br />

data. With a lack of knowledge of talent,<br />

organisations may lack the understanding<br />

that can drive performance.<br />

So has the definition of work changed?<br />

Fundamentally it hasn’t but it is constantly<br />

evolving and organisations need to be<br />

aware and ready to adapt to the changing<br />

conditions. The Deloitte surveyed raised<br />

many values points and argued that<br />

organisations face a radically shifting content<br />

for the workforce, the workplace, and the<br />

world of work. Businesses must focus on<br />

getting better at organising, managing,<br />

developing and aligning their people at work.<br />

The report should be taken as a call to<br />

action for HR and business leaders as a<br />

number of converging issues are driving the<br />

need to ‘rewrite the rules’. Technology is<br />

advancing, individuals are relatively quick<br />

to react to innovation but organisations are<br />

at a slower pace. There are gaps and now<br />

organisations must adapt to technology,<br />

help their people adapt to new models of<br />

work and careers, and help the company as a<br />

whole adapt and encourage positive change<br />

in all aspects.<br />

38 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 39


A challenger mentality<br />

in a traditional space<br />

etc. venues – typical event space business or entrepreneurial disruptor?<br />





communication.” Alastair says in one of the colourful open spaces<br />

at County Hall. “We believe we operate in a position between<br />

the established hotel and serviced office groups competing for<br />

the meetings market. Increasingly we have been targeting larger<br />

conferences and events and believe this space can add significantly<br />

to our presence in the events market.”<br />

Starting life as the answer to a frustrating lack of quality training<br />

spaces, etc. venues was the answer for those who craved more<br />

than a boring room with a flip board and marker pens. The business<br />

has grown from its first venue, Avonmouth House in South London, to<br />

comprise a collection of venues. Today, training and conference needs<br />

are continuously changing – both for the event planner and event<br />

attendee. With an apparent abundant supply of venue space, what<br />

must a modern company do to ensure their secure business?<br />

etc. venues would argue that it has a challenger brand mentality,<br />

an unusual approach for a leadership team from mostly corporate<br />

backgrounds. ‘Disruptors’ change how a business in a market thinks,<br />

behaves and goes about its day-to-day activities. etc. venues is moving<br />

its strategy by recognising that a different generation of delegates<br />

has very different needs to their parents, who typically went off to the<br />

countryside for their training courses. So by amending its approach,<br />

has etc. venues become an entrepreneurial player? Can a core team<br />

from a corporate background become destructive and creative in a<br />

changing arena?<br />

Alastair Stewart’s manner is relaxed but confident in etc. venues<br />

latest venue, County Hall, the famous imposing building on the south<br />

bank of the River Thames. Surrounded by a large expanse of restored<br />

original parquet floor, he speaks with the assurance of a man in charge<br />

of a company that has quadrupled in size since he arrived in 2006.<br />

Backed by private equity, Alastair has overseen the growth of the<br />

business into a leading conference brand. It has been a special journey<br />

and the core team has unusually been together for 10 years now.<br />

Finance Director Paul Keen arrived shortly after 2006 –Buy in Buy<br />

out – to join Margaretha Welsford, Director of Sales, who was already<br />

with etc, Iain Dix, Director of Property & Projects, Dominic James,<br />

Director of County Hall and Guy Booth, Director of Operations –<br />

all following Alastair from Initial Style Conferences to etc.venues.<br />

It is this team that’s playing the disruptor game and this year they<br />

are, according to Alastair, stepping up to the next level with their<br />

latest openings.<br />

What have been the challenges for a team that have been together<br />

for this long? “Paul Keen came from outside the venue industry and<br />

that has been the key to challenging some of the norms that can block<br />

innovation and new ideas. We have a very healthy level of debate and<br />

challenge between us, but when the brainstorming period ends and<br />

we make a decision, everyone unites behind a common goal.”<br />

“The business has always kept to the mandate of being a<br />

B2B specialist who brings people together around a mission of<br />

Steady growth<br />

The journey since 2006 has seen sales increase from £9m to £43m in<br />

2016, – hosting some 15,000 events and 660,000 delegates. “We have<br />

been successful but there have of course been challenges along the<br />

way.” Alastair admits. “When the financial crisis hit the training world,<br />

many companies had to change their strategies. Despite the cutbacks,<br />

we found a silver lining in some companies stopping away days<br />

with overnight stays in the country and switching to the city centre.<br />

Our offer became more appealing because with no relevant status,<br />

a company could use our services and not be seen in the same way as<br />

the equivalent in a five star hotel.”<br />

County Hall venue is memorable, which must be one of the<br />

essential requirements that event planners seek. It provides a talking<br />

point with views over the river Thames and towards the Houses of<br />

Parliament. The building includes the London Sea Life Aquarium,<br />

London Dungeon, a Marriott Hotel and several restaurants.<br />

The fourth floor, where etc.venues is based, has unusually been<br />

unoccupied since the 1980s. “The landlord has been waiting for the ><br />

40 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 41


Specialised Accountants<br />

& Business Advisors to<br />

the Hotel Industry<br />

From detailed reporting to a fully<br />

outsourced finance function, Ecovis<br />

harnesses expert industry knowledge,<br />

experience and leading technology to<br />

deliver information and advice you can act<br />

on.<br />

right company to come along and add to his vision of making the<br />

building come alive. Our objective of making this a top London space<br />

matched this ambition.” Alastair explains. Their plan is to establish<br />

the new site as a key competitor in the Westminster market and follow<br />

this by positioning themselves as a brand that can provide prestigious<br />

events at any time or day. It is clear where Alastair wants to drive<br />

the company.<br />

During this time of change the core philosophy of customised<br />

event solutions has never wavered. Alastair and the team want to<br />

transform their spaces<br />

for what clients actually<br />

want and County Hall<br />

supports this approach.<br />

“The millennial<br />

generation no longer<br />

wants to journey out to<br />

the country and spend a few days away from home, especially if<br />

there’s poor public transport and limited Wi-Fi. There has been<br />

a structural shift where attendees want a quicker experience. At<br />

the same time the event planners role is changing. Fundamentally<br />

it is the same job but they are under increasing pressure to find<br />

something different and our role is to go beyond their expectations.<br />

With social media before, during and after events, the feedback<br />

is instantaneous.”<br />




It has also been important for etc.venues to try and match the<br />

delegate expectation of an experience. “They don’t want to sit<br />

and listen to a speaker all day. We must help an event come to life.<br />

Whether that’s networking on arrival, live twitter feeds or throwable<br />

microphone pods. The ratio of conference space to breakout space<br />

has changed. County Hall’s 20 rooms can match this desire and with<br />

smaller spaces it can feel more personal.”<br />

Expansion is set to continue and their first venue in Manchester<br />

opens soon. However Alastair in a bold move is increasingly looking<br />

further afield. “London<br />

is world leading in this<br />

market but we keep<br />

a close eye on what is<br />

taking place in New<br />

York and Paris. I believe<br />

that younger millennial<br />

delegates are seeking different spaces for their training, meetings and<br />

events. These new trends bring further opportunity for collaboration.”<br />

Alastair’s 20 year corporate background now blends with his last 10<br />

years as an entrepreneurial disruptor. He and his team are carving a<br />

niche in the market where they are a contradiction to what is expected<br />

of an established player. They are simply business people who seek<br />

to utilise the best of both corporate and entrepreneurial skillsets to<br />

delivers some of the sector’s best growth and performance.<br />

Outsourcing the finance function was a completely new concept for the business,<br />

Ecovis bought a new dynamic to the team which strengthened internal controls. I was<br />

particularlly impressed with the effort made by the team in engaging with the business<br />

in various locations, rather than working remotely. Ecovis showed commitment at all<br />

levels and their support went beyond the accounting and finance.<br />

Head of Finance, International Hotel Group<br />

Robert McCann<br />

Hospitality Partner<br />

0207 495 2244<br />

robert.mccann@ecovis.co.uk<br />

www.ecovis.co.uk<br />

42 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 43




The biggest developments in technology are about<br />

to happen, but is the industry ready?<br />

The potential impact of technology is the cause for debate in<br />

many communities. Today there is little doubt that technology<br />

has an influence on most aspects of the sector as new forms of tech<br />

continue to grow and adapt at speed. However adopting the right type<br />

at the right time is where the difficulties lie. There is a vast range of<br />

products and services available which vary from conceptual stage to<br />

the very real. They are also diverse – from food to sleep to shelter to<br />

work to entertainment to health to transportation. What should the<br />

hospitality industry monitor?<br />

Invisible technology<br />

The integration of “invisible” technologies that guests can’t directly<br />

see but still interact with is driving some developments which create<br />

compelling new product experiences. Voice control is a core part<br />

of this, as is AI with its deep learning that allows for a combination<br />

of sensors and connectivity. A hotel room that can remember what<br />

a guest likes and how it looks might no longer seem an idea for the<br />

future, but possibly in the next couple of years.<br />

Hardware<br />

It may seem obvious, but having the correct key hardware<br />

components behind the scenes allows for the latest forms of tech<br />

products to work in the sector. The experience with a product<br />

ultimately determines its success, but the hardware plays the critical<br />

role. Without the right mechanisms, new types of tech products<br />

simply won’t operate correctly. In an age where travellers and<br />

guests are connected with multiple devices, they require Wi-Fi that<br />

won’t slow them down. Smartwatches, tablets and phones all require<br />

the reliability of good Wi-Fi and if working correctly make the guest<br />

more comfortable. Free Wi-Fi is now an essential need for groups<br />

booking meeting space but the infrastructure for putting it in all<br />

spaces can be very expensive. However the return on investment<br />

for a business can be worth the investment. A stress free experience<br />

enables the relationship between an organisation and customer<br />

to grow, so having the right hardware to provide the service is an<br />

essential need.<br />

Reusing old tech<br />

Many people talk of experiences, style and trends going full circle and<br />

this may be happening now with technology. The technology industry<br />

is adopting retro trends which we have witnessed with the rise of<br />

vinyl in the music industry. Older TVs and PCS are now being reused<br />

as are other no-longer-used technology’s such as overhead projectors<br />

which are being revisited and renewed. They create conversation<br />

pieces and can form a community who are keen to ‘save’ these<br />

compelling older products.<br />

3D Printers<br />

3D printing has made strides in other industries such as construction<br />

and the fashion sector, with some designers exploring how clothes<br />

can be printed. Whilst experimental, they are testing the limits of<br />

3D-printing technology and now Filaflex, a Spanish-made filament<br />

that’s more pliable than its hard plastic competitors, is being used<br />

for clothes. The bendable textile opens up a world of possibility.<br />

Projecting these experiments further, the hotel room of the future<br />

may include a 3D printer so guests can print out clothes, forgotten<br />

items or simply enjoy the novelty.<br />

Media walls<br />

Whilst not a new form of technology, walls of frameless screens<br />

that appear to be one large screen are being adopted by some<br />

organisations in hospitality. The ability to play separate videos or<br />

combined to display one video or logo are appealing for event bookers,<br />

especially those who interact with social media and want to display<br />

live Twitter feeds.<br />

Digital tailoring<br />

Made-to-measure tailoring is being developed with augmented<br />

reality technology. Clothes are designed in real time and viewed on a<br />

mobile device with the garment shown on a 3D avatar representing a<br />

customer. Clients can choose the fabric and create a whole outfit in an<br />

interactive setting. This opens up many opportunities for hotel guests<br />

who may have clothes designed within their room or at the extreme<br />

have a new wardrobe sent directly to their hotel, safe in the knowledge<br />

that it fits perfectly and is exactly what they want.<br />

Automation<br />

With AI and chatbots taking over from the automated customer<br />

service calling systems, the level of understanding will create a more<br />

effective experience. Smart devices can learn a person’s patterns<br />

© KENTOH | 123RF.COM<br />

and preferences, so it should make better and more accurate<br />

suggestions and recommendations. Linked to automation is drone<br />

delivery which is undergoing wide-scale testing, especially by firms<br />

such as Amazon. The scope of possibilities for drones may change<br />

many F&B operation models.<br />

Pervasive computers<br />

Computing, through PCs, smartphones, wearables and cards will<br />

become more pervasive according to some technology experts. It<br />

has been argued by Intel that by 2020 the world will have 50 billion<br />

connected devices and 200 billion connected sensors. This will create<br />

massive amounts of data and the industry must be ready.<br />

Smart bandages<br />

The medical technology market is forecast to exceed $500 billion in<br />

sales by 2021. Therefore it is no surprise that Swansea University’s<br />

Institute of Life Science are focusing on health technology.<br />

Researchers are now developing ‘smart bandages’ which can<br />

detect how a wound is healing and communicate with doctors. The<br />

5G-powered dressing also monitors what treatment is needed and<br />

tracks the wearer’s activity levels. The project is part of a $1.6 billion<br />

deal which aims to turn Swansea into a 5G test hub. The cellular<br />

network boasts higher speed and capacity and is expected for largescale<br />

deployment in 2019.<br />

Future leaders<br />

Tesla and SpaceX founder Elon Musk is now ranked as one of the<br />

world’s most effective business leaders. This year Fortune, the<br />

multinational business magazine, announced their findings of their<br />

annual list of World’s Great Leaders. Together with a panel of experts<br />

they found that the visionary and risk-taking Elon is among the<br />

greatest leaders. The billionaire entrepreneur employs 35,000 people<br />

and with Tesla he aims to achieve a carbon-emissions-free world. For<br />

SpaceX, the aerospace start-up, this was founded to lower the cost of<br />

space transportation and ultimately enable the colonisation of Mars.<br />

The rate of digital advancement with automation, big data, emerging<br />

technologies and cyber security will also pose a significant challenge<br />

for future leaders. It will be interesting to observe if many of the<br />

leaders of tomorrow come from the technology world or if Elon is a<br />

rare civic-minded voice.<br />

It is important to monitor developments as they become more<br />

recognised and the true capabilities are explored. However, as ever<br />

in hospitality, the human aspect must never be overlooked. Personal<br />

communication has grown stronger with the rise of certain types of<br />

technology and many will make sure automation never gets to the<br />

point where it runs their lives. What’s clearer today is that future<br />

leaders must be able to use technological change to their advantage, to<br />

lead effectivity and look how to maximise the business and create vale<br />

in an inter-connected society.<br />

44 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 45




The world of work is shifting and contract, temporary, freelance and<br />

casual models are growing. With human capital at a premium, do<br />

full-time employers need to focus on encouraging retention or adapt<br />

the traditional working week?<br />

Recently the Grove of Narberth hotel has<br />

introduced a four-day working week for its<br />

kitchen staff to improve the workforce’s<br />

employment conditions. It is a curious<br />

change to the traditional model and one<br />

which has opened up the debate of what’s fair<br />

for people and business.<br />

The Pembrokeshire-based country<br />

house has reduced the hours of its kitchen<br />

team to achieve a better work life balance<br />

and improve staff retention. At the time<br />

the owner argued staff have had a raw deal<br />

working long shifts, so the reduction of<br />

hours would create a happy and energised<br />

workforce. It is a bold change and the<br />

five-star rated hotel<br />

is certainly one<br />

of the first to take<br />

this approach<br />

in Wales.<br />

The move does also<br />

raise further questions – why is it for<br />

kitchen staff only and is this only possible<br />

due to a perhaps quieter location? Whilst<br />

some may be sceptical of the move, the<br />

argument should be made that talent is<br />

a true differentiator within the sector<br />

and therefore working fewer hours may<br />

encourage more to enter the industry and<br />

work for a business.<br />

Acquiring the right people will always be<br />

a main aim in the industry. However with<br />

the world of work constantly changing,<br />

many believe that the nurturing of talent<br />

must include an emphasis on investment in<br />

training and unlocking potential which for<br />

numerous reasons has been constrained.<br />

The changes in work include the growth<br />

of zero hour contacts. The number of people<br />

employed on “zero-hours contacts” in their<br />

main job, during October to December 2016<br />

was 905,000, representing 2.8 per cent of<br />

all people in employment (according to the<br />

Labour Force Survey in the UK). While<br />

they remain a relatively small phenomenon,<br />

they have been growing more prevalent.<br />

Some experts thought the contracts were a<br />

fleeting post-recession move that would fade<br />

as employers became less nervous about<br />

hiring permanent employees. However they<br />

seem to have become embedded in some<br />

parts of the hospitality sector even though<br />



unemployment is at an 11-year low. The<br />

concern is that employers have the ability<br />

to hire people in a way that can undermine<br />

the bargaining power of other workers, thus<br />

dampening pressure for improved pay and<br />

conditions. Would changes, such as the fourday<br />

week, bring down the number of people<br />

reliant on zero hours?<br />

Another change in the world of work is the<br />

growth of freelance workers. In the UK, ‘The<br />

Association of Independent Professionals<br />

and the Self Employed’ explored the UK<br />

Freelance Workforce in 2015. Their findings<br />

showed there were 1.91 million freelancers<br />

in the UK with a further 255,000 working<br />

freelance in second jobs. Between 2008<br />

and 2015 the number of freelancers in the<br />

UK increased by 36 per cent. The largest<br />

proportion of freelancer workers are 40–49<br />

years of age (25%) but growth has also been<br />

seen in both those aged 16–29 and those 60+.<br />

The speculative estimate of the economic<br />

contribution freelance workers make to the<br />

UK Economy is approximately £109bn a<br />

year. It also provides an estimate £30 billion<br />

a year in ‘added value’ to UK GDP.<br />

The growth of freelance workers is often<br />

argued as positive for both the employer and<br />

the employee. There is increasing demand<br />

from businesses wanting to keep costs down<br />

and hire in skills as and when they need<br />

them. On the other side<br />

there is a growing number<br />

of individuals wanting to<br />

work flexibly. Professional<br />

services firm PwC estimate<br />

from their research that<br />

half of HR professionals expect at least one<br />

in five of the workforce to be made up of<br />

contractors or temporary workers by 2020.<br />

The obvious disadvantage of being a<br />

freelancer is the lack of job security and<br />

having to provide one’s own services from<br />

marketing to accounting and pensions.<br />

Whilst some workers cannot find full-time<br />

roles to suit their skills, the hospitality<br />

industry and the appeal of a four-day work<br />

week may attract more.<br />

The four-day working week is not a new<br />

move in the industry. In 2015 chef Sat<br />

Bains argued he was willing to change to<br />

ensure staff retention. For his Nottingham<br />

restaurant with rooms he believed he would<br />


lose more than £100,000 by changing<br />

working practices for staff. This was just<br />

one of the radical changes that many believe<br />

are necessarily to address the chef shortage<br />

problem across the country. However, not<br />

many businesses seem to have changed<br />

or if they have, it’s been kept quiet. Other<br />

businesses have looked at offering profitsharing<br />

schemes and cutting certain services<br />

to improve staff hours.<br />

At the extreme, some have argued that<br />

a reduced work week would redefine the<br />

relationship between work and life. The<br />

‘radical’ new policy has also been adopted by<br />

some British political parties, who argue a<br />

future of innovative and creative disruption<br />

requires a model of this type.<br />








The four day week will undoubtedly<br />

appeal to some individuals. For businesses<br />

the concern is that unorthodox shift<br />

structures impact on productivity. Early<br />

adopters may provide clues to its success,<br />

but until the financials are investigated,<br />

the argument will labour in the undecided<br />

field. As more people push into working<br />

50, 60, 70 hours a week, business may<br />

notice their output performances dropping<br />

and people suffering. The natural move<br />

for an individual is to then look to these<br />

models and the appeal may grow. Hospitality<br />

is all about people but pushing them<br />

beyond the time they should work may<br />

lead to consequences that damage the<br />

industry.<br />

46 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 47






Corporate Social Responsibility (CSR)<br />

policies aren’t a new concept and most<br />

businesses have implemented steps to<br />

reduce their environmental impact. Whilst<br />

many are talking about their CSR strategies<br />

and ways to engage with the 88% of<br />

consumers who are more likely to buy from a<br />

company which has CSR activities, the same<br />

principals need to be applied to internal<br />

policies and recruitment plans – particularly<br />

when it comes to<br />

attracting Millennials.<br />

According to<br />

The Guardian, the<br />

Millennial generation<br />

is the largest to date,<br />

presenting a significant<br />

consumer market<br />

and workforce – it’s<br />

predicted that by 2025<br />

75% of the global workforce will be made up<br />

by Millennials. When it comes to attracting<br />

this generation, recruitment, culture and<br />

internal procedures should be approached<br />

in a completely different manner to appeal<br />

to these potential employees who are the<br />

most sustainably conscious generation.<br />

Most Millennials take the responsibility<br />

to help solve today’s sustainable and social<br />

issues and they expect businesses to do the<br />

same. In fact, 88% of Millennials prefer a<br />

company that emphasises corporate social<br />

responsibility and 86% would consider<br />

Shirley Duncalf, Head of Sustainability at Bidfood<br />

explores how using CSR polices can effectivity reach the<br />

Millennial recruitment pool.<br />

leaving an employer if the CSR policy no<br />

longer met their expectations (Lumesse,<br />

Corporate Social Responsibility and<br />

Attracting Millennials, 2016).<br />

Clearly, it is crucial that the industry<br />

adapts its strategies to ensure it attracts a<br />

portion of this burgeoning pool of talent.<br />

It’s also important for businesses to have a<br />

strategy behind their CSR policies and some<br />

clarity on what area to focus on and why.<br />





This means understanding what you want<br />

from your CSR strategy, and how this links<br />

to engaging your team. Is it focusing on areas<br />

that make more business sense (e.g. saving<br />

resources), linking to the wider industry in<br />

addressing key sustainability issues, or is it<br />

important culturally to motivate and engage<br />

team members, particularly those who are<br />

more responsibility minded like Millennials?<br />

So, as a hospitality employer, how do<br />

you ensure your sustainability strategy<br />

stands out to this generation and meets your<br />

business’ goals?<br />

Start from the inside<br />

Businesses are always looking to better<br />

their internal green policies, whether that’s<br />

implementing waste management strategies,<br />

investing in eco appliances or working with<br />

suppliers to reduce emissions. However,<br />

when it comes to Millennials they’re looking<br />

for something more, from businesses who are<br />

prepared to do things a bit differently.<br />

To really engage your teams and<br />

particularly Millennials,<br />

it pays to know what<br />

motivates them. Is it<br />

causes that are close<br />

to home, or are they<br />

concerned about some<br />

of the wider global<br />

challenges facing us?<br />

We recently polled<br />

over 3,000 Millennials<br />

on which of the United Nations key<br />

sustainability goals are important to them.<br />

The results showed the top five topics they<br />

associated with sustainability were:<br />

1. Ensuring healthy living and promoting<br />

well-being<br />

2. Ensuring sustainable water and sanitation<br />

3. Ending hunger, achieving nutrition and<br />

sustainable agriculture<br />

4. Access to affordable, reliable clean energy<br />

5. Ending poverty<br />

A recent study by the ‘Society for Human<br />

Resource Management’ also found that<br />

94% of Millennials are interested in<br />

using their skills to benefit a cause, and 57%<br />

wish for more company-wide service days.<br />

A way to harness this is through fundraising<br />

initiatives. According to a Deloitte study,<br />

63% of Millennials donate to charity, and<br />

likewise want their employer to have a sense<br />

of purpose beyond profit. Hosting regular<br />

prize draws, where employees can opt in and<br />

take part, is a way to encourage donations<br />

and reward employees at the same time.<br />

Partnerships<br />

Strategic partnerships can also work really<br />

well. Supporting a charity, body or local<br />

group which aligns to the values within your<br />

sustainability strategy means employees<br />

are united in supporting a common goal.<br />

With partnerships, all employees can get<br />

involved in different ways and this approach<br />

particularly appeals to Millennials who<br />

place high importance on being able to make<br />

progress in meaningful work.<br />

Ways to do this, for example, is through<br />

donating any unusable products that would<br />

ordinarily be wasted to local projects.<br />

Broken bags of sugar could be given to local<br />

beekeepers and help to feed honey bees, as a<br />

substitute to nectar. Equally, any short-life<br />

products could be donated to food banks, or<br />

old office furniture can be passed onto local<br />

voluntary groups.<br />

“Going one step further, study tours can<br />

also work really well. We’ve worked with<br />

One Water – a life changing ethical bottled<br />

water brand – for many years, helping to<br />

raise awareness of the global water crisis.<br />

A team of us visited Malawi to see first-hand<br />

the effects that access to fresh water can have<br />

on communities. Study tours with a charity<br />

partner can offer a genuinely enriching<br />

experience for employees and harness<br />

the passion that so many of the Millennial<br />

generation have for ‘giving back’.<br />

Employee benefits<br />

A companies’ mission, vision, and culture<br />

has a significant impact on the quality of the<br />

candidates it attracts, especially Millennials.<br />

Offering employee benefits which align<br />

directly back to sustainability can go a<br />

long way in helping a company to stand<br />

out from the crowd to potential<br />

employees. The ‘Association for<br />

Talent Development’ in 2016<br />

said 87% of Millennials view a<br />

successful business as going<br />

beyond financial metrics to focus<br />

on issues such as environmental<br />

and social impact. For example, instead<br />

of being able to purchase extra annual<br />

leave days, employees could opt for<br />

extra ‘charity days’, which could be used to<br />

volunteer for a cause they are passionate<br />

about – perhaps working with the homeless,<br />

a soup kitchen, visiting schools and generally<br />

supporting improvement measures in<br />

these organisations.<br />

In a world where the emphasis on<br />

sustainability is continually increasing, a<br />

company’s green credentials are now highly<br />

regarded by many alongside the services<br />

or products it provides. CSR policies are<br />

a major contributing factor to a business’<br />

reputation and it’s this reputation which<br />

will lead to an increase in job applications,<br />

particularly from Millennials. As Millennials<br />

are the future of business, the time to start<br />

adapting policies to fit with their outlooks<br />

and ways of working is now, in order to<br />

futureproof your company.”<br />

48 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong> epmagazine.co.uk | 49

COMMENT: ENTR<strong>EP</strong>RENEURS<br />


“Innovation brings new business challenges around scale,<br />

security and the management of it all has no endpoint”<br />

“Catching that wave of innovation has had a profound effect<br />

on the business which is now more profitable.”<br />

20 OCTOBER <strong>2017</strong>, THE BREWERY, LONDON<br />

Most forward thinking companies argue<br />

they have access to the latest innovation.<br />

After long internal processes a business may<br />

embrace a ‘new’ concept or product and<br />

then look to communicate this adoption to<br />

their target market. It is this ability to weave<br />

innovation into a business that some struggle<br />

with. The acquisition of the latest ideas can<br />

also be difficult, but businesses are often less<br />

forthcoming in admitting this.<br />

<strong>EP</strong> prides itself on its Entrepreneurs Club<br />

and bringing innovation into companies<br />

across the hospitality industry. However as<br />

more organisations look to add value and<br />

differentiate themselves, does the word<br />

50 | <strong>Perspective</strong> | <strong>June</strong> <strong>2017</strong><br />

They are extremes but natural responses to the question on whether<br />

innovation should be adopted by an organisation. Not all forms of<br />

innovation will be right for a company, but it is important to discover and<br />

explore partnerships with ventures that may fulfil some requirements or<br />

solve a certain problem. How does a large player find innovation?<br />

‘innovation’ grow in importance but lose its<br />

actual reasoning and use?<br />

Innovation can be used to transform<br />

current ways of working and can be applied<br />

to all layers of a business. In a recent report<br />

by Deloitte, which surveyed 10,000 HR<br />

executives, the findings showed that talent<br />

management (from learning and management<br />

to executive recruiting) is shifting. The<br />

result of the workplace change is the growing<br />

importance of human capital – possibly the<br />

last area of innovation?<br />

Therefore technology isn’t the only form of<br />

innovation. There are numerous examples of<br />

non-tech innovations which can add value.<br />

© DOLGACHOV | 123RF.COM<br />

Some forms of innovation are seeing shifts<br />

in business models with a shared economy or<br />

peer-to-peer economy growing. It can range<br />

from simple changes to complete overhauls.<br />

The overuse of the term, innovation, may also<br />

lead to confusion and diminished importance.<br />

Today, new ideas must be designed to<br />

combat issues and also create solutions to<br />

problems that may be faced in the future. This<br />

need to evolve is highlighted by the examples<br />

of Blockbusters and Woolworths, who in some<br />

ways, failed to adapt to a changing market.<br />

Innovation can simply mean thinking<br />

differently in the way an organisation approaches<br />

problems. Some companies argued that customerled<br />

innovation is the most important route.<br />

But is the secret to innovate slightly ahead of<br />

customers? Operating at a speed as trends are<br />

recognised and therefore innovating at the<br />

same speed as customers are exposed to them.<br />

It can be hard to truly innovate. Inventing<br />

the future is never easy. The future also often<br />

comes from unexpected sources. Innovation<br />

may come from within a business or some need<br />

support which can come from communities –<br />

such as <strong>EP</strong>’s entrepreneurial work.<br />

The essential part is that support comes<br />

from innovation leaders. Great innovators in<br />

history have often been leaders – those who<br />

trust instincts and hold self-belief in their<br />

authority. Is there a lack of these leaders<br />

today? As many look to innovate within a<br />

company, others are looking to reinvent a new<br />

generation of innovative leaders.<br />

Earn your industry stamp of approval<br />

London offers world-beating venues for all types of functions and<br />

the London Venue Awards <strong>2017</strong> returns to identify and reward the<br />

very best venues in the capital.<br />


• Best New or Refurbished Venue<br />

• Best Historic Venue or Livery Hall<br />

• Best Sporting Venue for Events<br />

• Best Unusual or Unique Venue<br />

• Best Catering at a Venue<br />

• Best Venue Customer Service<br />

• Best Christmas Party Venue<br />

• Best Summer Party Venue<br />

• Best London Rooftop or Outdoor Venue<br />

• Best Wedding Venue<br />

• Best London Event Venue<br />

• Best London Bar or Club<br />

• Best London Hotel<br />

• Best Venue with Meeting rooms for less<br />

than 50 attendees<br />

• Best Venue Space in the City<br />

• Most Versatile London Venue<br />

• Most Popular London Venue of the Year<br />


John Nugent<br />

Founder and Chief<br />

Executive, Green &<br />

Fortune<br />

David Pegler<br />

CEO, Excel London<br />

Tracy Halliwell<br />

Director of Business<br />

Tourism & Major<br />

Events , London &<br />

Partners<br />

Alicia Duncan<br />

General Manager,<br />

The Mermaid<br />

Jonathan Read<br />

Commercial Director,<br />

Tobacco Dock<br />

James Varah<br />

Commercial Director,<br />

The Brewery<br />

Entry Deadline – <strong>June</strong> 16th <strong>2017</strong><br />

Register your interest now to SAVE £50 off the entry fee<br />




6 <strong>June</strong> <strong>2017</strong> – The Grand Connaught Rooms, London<br />

A 360-degree perspective is pivotal to the advancement of<br />

BRINGING business, to better TOGETHER economic performance, LEADERS and to improve OF the THE<br />

HOSPITALITY quality of life of our customers AND and TOURISM the community INDUSTRY<br />

at large.<br />

On 6 <strong>June</strong> <strong>2017</strong>, The Summit will expose the intersection between<br />

6 <strong>June</strong> <strong>2017</strong> – The Grand Connaught Rooms, London<br />

business, government and society, and will address some of the<br />

A hard 360-degree truths and perspective immediate is opportunities pivotal to the available. advancement In particular, of<br />

business, the necessity to better of radically economic upgrading performance, the perception and to improve of our industry the<br />

quality as a career of life of of choice our customers and prioritising and the our community business needs at large. in the<br />

political decision making process around the Brexit negotiations<br />

On<br />

that<br />

6<br />

will<br />

<strong>June</strong><br />

dominate<br />

<strong>2017</strong>, The<br />

the<br />

Summit<br />

debate<br />

will<br />

for<br />

expose<br />

at least<br />

the<br />

the<br />

intersection<br />

next two years.<br />

between<br />

business, government and society, and will address some of the<br />

hard truths and immediate opportunities available. In particular,<br />

the REGISTER necessity of radically NOW upgrading the perception of our industry<br />

as a career of choice and prioritising our business needs in the<br />

political summit.org.uk<br />

decision making #BHAsummit process around the @BHAsummit<br />

Brexit negotiations<br />

that will dominate the debate for at least the next two years.<br />







Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!