HOTELSCOTLAND ISSUE 20
ISSN 2515-8287
INTERVIEW:
CONOR O’LEARY
THE GLENEAGLES HOTEL
THE SEAFIELD ARMS HOTEL REOPENS
CONTENTS
4 NEWS 11 HOW NOT TO BE SOCIAL
12 HIT PERU TRIP
12
WELCOME
Susan Young Editor
CONOR O’LEARY
• HOT PERU TRIP
M
y interview this month with Conor O’Leary was quite enlightening. It was fascinating to hear how he is in process of changing the culture at Gleneagles. You can read what he has to say on pages 18,19 and 20. Congratulations to the HIT team that made it to Machu Picchu. The photographs are absolutely stunning. So much so that we have covered it in a double-page spread. David Collins kindly wrote the magazine a piece on social media - it’s a good read and you can find it on page 11. There’s also plenty of news - in fact we added a page. And of course, as usual there are appointments at the back - but the biggest appointment this issue is certainly that of David Tracey, the new MD at Manorview. I hope you enjoy this issue. See you next month.
18 INTERVIEW:
23 DESIGN:
HOTEL COLESSIO
24 DES GALLAGHER’S
RECOGNITION DINNER
26 DESIGN:
THE SEAFIELD ARMS
18
29 WHAT’S NEW 30 PEOPLE
• CONOR O’LEARY
26 IO
• THE SEAFIELD ARMS HOTEL
HOTELSCOTLAND Published by Media World Limited t: 0141 221 6965 e: news@mediaworldltd.com w: hotelmagazinescotland.co.uk
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Editor: Susan Young Editorial: Jason Caddy Advertising: Jamie Alexander Commercial Manager: Justin Wingate Production:, Fiona Gauld Admin: Cheryl Cook
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HOTELSCOTLAND • 3
NEWS
ICMI and JG Collection expand and open new Edinburgh HQ ICMI and JG Collection expand and open new Edinburgh HQ Inverlochy Castle Management International (ICMI), the management team behind hotels including Inverlochy Castle, Cromlix and Isle of Eriska, has joined forces with London-based hotel sales and marketing firm JG Collection to launch Select Hotel Management Services. The new business, which will offer support solutions to hotel owners and operators including revenue and sales and marketing services, will operate out of a new Edinburgh HQ. Norbert Lieder, Managing Director of ICMI, said, “New technologies designed to enhance customer experience often create more work for hotel managers, reducing the time they spend directly liaising with customers. Select
Hotel Management Services has been created to alleviate these pressures and give hotel operators the ability to bolster their teams with some of the best minds in the industry. We are confident that, by joining forces with our longterm partner JG Collection in this new venture, we are offering one of the most comprehensive consultancy and support services available to the UK hospitality industry. John Green of JG Collection, which provides sales and marketing support to 25 hotels around the world, said: “I am really excited about extending our offer to more hotels around the UK as part of the Select Hotel Management offer. Both JG Collection and ICMI are people-based organisations and, between us, we really know how to maximise the profitability and performance of hotels.”
NEW CHEF AND REVAMP FOR NEWMACHER The Newmachar Hotel in Aberdeenshire not only has a new head chef in the shape of Graham Mitchell, but its owners Linda and Grant Wright are also opening a new restaurant called The Scullery. The renovation of the dining area, which will complete later this year, will give Mitchell a real platform to demonstrate his culinary skills. Graham, who is in the Scotland team for February’s Culinary Olympics in Stuttgart, was recently named Scotch Beef Chef of the Year and runnerup Seafood Chef of the Year at the North East of Scotland Hospitality Training Awards. He moved from Trump International’s Balmedie golf resort, where he was also head chef to join
The Newmacher, and prior to that he was head chef at Aberdeen’s Rox Hotel, chef de partie at the city’s Chester Hotel and sous chef at the Moonfish Cafe. Graham comments, “As soon as I met Grant and Linda, I knew their ambition and vision matched my own.The plans they have are really exciting and I am looking forward to producing a brand new menu which will add a modern, clean twist to traditional Scottish country pub food.” Linda Wright added, “We are very excited that Graham has joined the team, as we have watched his success for many years.The Scullery will bring top quality food, and superior style to our welcoming country hotel.”
On the Horizon With views over the Clyde to Arran, The Horizon Hotel in Ayr, no doubt, will be an attractive proposition for new owners following the decision by Alan Meikle and his family to put the hotel on the market. The Ayrshire seafront wedding venue has been put up for sale for more than £1.2m. It has 25 en-suite bedrooms, a function suite with sea views, beer garden, and an 80 cover Vista Restaurant & Cocktail Bar and is for sale through Christie & Co. After nearly 40 years in the same hands, owner Alan Meikle is retiring. He says, “The hotel has been at the centre of my life for 39 years, but it is now time for me to retire and hand the reins on to someone new.” 4 • HOTELSCOTLAND
DONALD MACDONALD AND SON RUARIDH
Kimpton partners with HIV Charity Kimpton Charlotte Square Hotel is the first corporate partner for HIV Scotland. The news, released ahead of Edinburgh Pride, by the small charity, revealed that the Edinburgh hotel has agreed to work with HIV Scotland to raise vital funds for the charity to promote key messages to end HIV-related stigma, which Chief Executive, Nathan Sparling, says is the main barrier to reducing new transmissions. GM of the Kimpton Charlotte Square Hotel, Johan Scheepers said, “HIV Scotland has a clear mission; to make Scotland a healthier place by ending HIV-related stigma and getting to zero new HIV transmissions. We’re delighted to be partnering with them to support their work, and would urge everyone to get involved and become a #ZEROHERO.” Nathan Sparling, Chief Executive of HIV Scotland said, “This is an exciting new partnership, the first corporate partner since we launched our #ZEROHERO fundraising appeal. It will allow us to work with the Kimpton Charlotte Square Hotel to create exciting new fundraising events that will not only help us raise much-needed funds but amplify our messages to a wider audience.
NEWS
SECOND MOXY FOR EDINBURGH
MACDONALD HOTELS CLEARS DEBT WITH SALE OF 27 HOTELS TO PRIVATE EQUITY COMPANY Macdonald Hotels has pulled off a deal which will see the group sell 27 of its hotels and become debt free. The sale, to a “major private equity and real estate business”, will be concluded in August, but the Group has signed heads of terms and is now in “confidential and exclusive talks” which would see the group’s outstanding £190m Bank of Scotland debt cleared and cash available for investment in its remaining estate. The seven Scottish hotels being sold are: Holyrood Hotel, Edinburgh; Houstoun House, West Lothian; Inchyra Hotel & Spa, Falkirk; Crutherland House Hotel, Glasgow; Rusacks Hotel, St Andrews; Cardrona Hotel, Golf & Spa, Peebles; and Loch Rannoch, Perthshire. All of which come under the Macdonald banner. The retained business includes its Highland properties Macdonald Aviemore Resort and Drumossie, the Morlich Hotel, Macdonald Highlands Hotel, Macdonald Aviemore Hotel and Luxury Woodland Lodges – all in Aviemore – as well as a further nine Macdonald Resorts located in the UK and Spain. The news came as Macdonald published its annual results for the year ended 29 March 2018, which showed a loss after tax of £2.2m, compared with a profit after tax of £4.2m the previous year. The group’s founder and executive chairman, Donald Macdonald (72), said, “It’s been 30 years since I started the business along with my fellow board members Gerry
Smith and Gordon Fraser, and it’s been a privilege to have shared such an incredible journey with both of them and with so many other fantastic colleagues.” Mr Smith (68) has worked alongside Donald Macdonald for 47 years and served as the group’s chief operating officer for 18 years. Mr Fraser (61) has worked with Mr Macdonald for 36 years and was finance director at Macdonald Hotels before becoming deputy chairman. Gordon Fraser, deputy chairman and hree decades, we’ve received numerous offers for the business, and their frequency has increased considerably over the past years. “The preferred bidder fits superbly with our ongoing aspirations for the hotels and they will bring significant investment and expansion of the portfolio.” Donald Macdonald added, “This is excellent news for the 2,200 loyal employees based at these hotels, their 190 colleagues in our central support team and also for our valued customers and suppliers. “I’m hugely grateful to every one of our staff for their continued contribution and dedication to the business. We never lose sight of the fact that we can only provide great service to our guests through a talented and valued workforce. “Throughout this process, potential investors have regularly commented on both the strength of our management team and the dedication of our staff, and this deal will give them a superb future.”
A new 262-bedroom Moxy Hotel is set for New Fountainbridge the new urban district currently under construction on the site of the former Scottish & Newcastle Brewery site in Edinburgh. Developer Vastint Hospitality has revealed that as well as office space, the development will have a Moxy, a cafe, spaces and a restaurant, with the Moxy hotel anchoring the development. Moxy, part of the Marriott group, opened its first Edinburgh hotel at the airport in January, and prior to that opened in Glasgow and Aberdeen.
SOLD.... It has been a busy few months for Christie & Co. Deals struck over the last six months include the sale of Lochardil Hotel in Inverness to Perle Hotels. The hotel currently trading as a Best Western Plus will now be rebranded and added to the Perle Hotel portfolio. While the Craigmonie Hotel in Inverness, now managed by Compass Hospitality, has been sold to Kishore Buxani. London-based hotelier Nadeem Boghani has bought the Brentwood Hotel in Aberdeen while the Thind family have bought the Ayre Hotel in Orkney. They are believed to have paid more than the asking price of £4.5m to secure the hotel. Meanwhile, Forres Ramnee Hotel has also been sold. Still, on the market are The Scalloway Hotel on Shetland with an asking price of £900K and The Merkister Hotel on Orkney for £1,650,000. The cost of getting Loch Lomond’s Cameron House open for business will be some £18.5m, according to the owners of Cameron House Resort (Loch Lomond) Ltd. The hotel, which suffered a catastrophic fire, with two fatalities, at Christmas 2017, is also expected to reopen in April next year. The information contained in the company’s annual report revealed that the owners expected the cost of rebuilding to be met by the insurance company and the revenue losses sustained due to the timing of the blaze, £1m, to be reclaimed too. HOTELSCOTLAND • 5
NEWS
£2 m Investment in Holiday Inn Express at Strathclyde Country Park The Holiday Inn Express at Strathclyde Country Park has undergone a £2m refurbishment. The hotel, which was the first Holiday Inn Express in Europe, was acquired by Strathclyde Hotel LLP, a joint venture between Stellar Asset Management and Hetherley Capital Partners in 2018. Julian Tee, director of asset management at Hetherley Capital Partners, said: “The Holiday Inn Express in Strathclyde Park needed significant investment to make it market relevant and bring it up to date.” The hotel has had a top-to-toe refurbishment, which includes the bedrooms, bar areas, event areas and back office. The hotel is now managed by 2HM, a subsidiary of Hetherley Capital Partners and was assisted by Allied Irish Bank (GB), which provided financial backing for the acquisition of the hotel and its extensive refurbishment. Tina Crookston, relationship manager at Allied Irish Bank (GB), worked with Strathclyde Hotel LLP on providing finance for the refurbishment project. Crookston said: “Hetherley Capital Partners specialises in hotel investment, operations and asset management across the UK, which makes it a natural partner for Allied Irish Bank (GB)..”
Hampton by Hilton set for Inverness? SRP Inverness Ltd have lodged plans with Highland Council for an L-shaped, sixstorey hotel in Inverness. The branding on the plans is for Hampton by Hilton, but the developers, SRP, say they are not in a position to confirm that they are taking on this franchise until planning is through. But in its planning submission, SRP Inverness Ltd say their objective is to introduce a new international hotel brand to the city and “support the growing demands for Inverness as a key tourist destination while remaining sensitive to the unique Highland qualities of the city centre”. It will also have a bar and dining area and a gym. 6 • HOTELSCOTLAND
DAVID TRACEY
MANORVIEW HOTELS & LEISURE GROUP RECOGNISED AS “INSPIRATIONAL” AS IT APPOINTS NEW MD Manorview Group has been recognised in the sixth edition of London Stock Exchange Group’s 1000 Companies to Inspire Britain report for the third time. The report identifies the fastest-growing and most dynamic small and medium sized businesses (SMEs) across the UK. The news came the same month that that group appointed David Tracey as Managing Director, moving up from his role as Operations Director. David will report in to founder Steve Graham who will now focus on growing the business. The two will continue to work closely together as they plan to take the business forward. Steve Graham, commented, “To sustain and grow our business, we have to adapt and make any necessary changes.This can mean identifying the right people for the right roles. David has been with Manorview for over three years, he knows the organisation, people, culture and our aspirations. As MD, he’ll move the business forward, with the support of a great management team.This change to our management structure also meant we were able to promote some other people within our organisation, namely Carlton Graham, Scott MacIntyre, Juliet Parry and Kathleen
Swallow, all of whom we have identified as being key to our progression.” Carlton Graham is now Operations Director, Scott MacIntyre has been promoted to Head of Operational Development, while Juliet Parry and Kathleen Swallow – both previous General Managers of The Busby Hotel and The Torrance Hotel, have been promoted to Area Operations Managers. The management structure is completed by Anthony Cowley, Property Development Director. To be selected as one of the 1000 Companies to Inspire Britain, businesses had to demonstrate not only positive revenue growth over the last three years but also outperform their sector peers. David Tracey, Managing Director,The Manorview Group, said,“At Manorview we have an ethos where we lead by inspiration.Therefore, being named in this report means a lot to us. We’re also delighted we’ve made this listing for a third time, as it shows we are continuing to grow in the right direction, and in line with our ethos”. A full searchable database of all of the companies along with a downloadable pdf of the publication can be found online at www.1000companies.com
NEWS
Marine Hotel set for revamp The Marine Hotel in Troon is set to be transformed by a significant refurbishment which includes not only the inside of the hotel but its external features too. The work, which starts shortly, is expected to be completed ahead of the AIG Women’s British Open at The Royal Troon Golf Club in August 2020. Glasgow architects ICA have been commissioned, by ownership group Cannock Troon LLP, to revamp its 89 bedrooms and the hotel’s public areas. The exterior work will include stonework, windows and a roof, with the latter being progressed immediately. This will be followed by the internal works: the bedrooms, reception area, restaurant and bar. The work will take place in phases, and the hotel will remain open and will operate throughout. Commenting on behalf of The Marine Hotel’s ownership group, Jonathan Gain, CEO of Stellar Asset Management said, “We are incredibly excited that we have
reached a stage where we can now announce our plans and commitment to sympathetically restore this iconic Ayrshire hotel back to its former glory. “From the moment we acquired the property back in 2015, we were immediately taken by its impressive location overlooking the 18th hole of The Royal Troon Golf Club, not to mention its reputation, important to Ayrshire and its residents and the wider international golf community. “Thus, we recognised the need to invest and elevate the hotel to the status it rightly deserves, having been the only hotel in Scotland to have retained an AA 4-star status throughout its history.” The hotel is operated by Interstate Hotels & Resorts for the Cannock Group LLP, which includes Stellar Asset Management Ltd, Cannock Developments Ltd, Hetherley Capital Partners Ltd.
Bicentenary celebrations for Waterloo Place Staff at Apex Waterloo Place Hotel raised a glass to its new gin, ‘The 1819’, so named to celebrate the hotel building’s 200th anniversary. The new tipple was created by seven staff members, including GM Alan Harbisher, in collaboration with Eden Mill. Alan, who has been GM for ten years, said, “Waterloo Place Hotel has seen a rich history throughout its 200 years here in Edinburgh. Many famous faces have resided in the property, from royalty to film stars and everyone in between. Our new gin, ‘The 1819’, seemed a fitting way to not only celebrate its anniversary but give a nod to one famous guest in particular – botanist Asa Gray.
“The bespoke spirit was a real team effort and I’m sure our customers and guests will taste the labour of love that went into getting the combination of botanicals just right. The cocktails that our talented bar staff have created, to release the full potential out of the gin, will certainly be a hit. What better way of celebrating 200 years on Waterloo Place than by raising a glass of the good stuff.” The hotel, located in the New Town, has also just recently undergone a multi-million-pound refurbishment, which saw the hotel’s 184-bedrooms given a complete 4-star makeover.
GRAZING BY MARK GREENAWAY SCORES TWO AA ROSETTES Grazing by Mark Greenaway secures two AA Rosettes Hats off to Mark Greenaway who has just secured two AA Rosettes, less than seven weeks after opening his new restaurant, Grazing, in the Waldorf Astoria Edinburgh – The Caledonian. Only 40% of restaurants/hotels within the AA Restaurant Guide have two Rosettes.The recognition is given to restaurants on their ability to deliver greater precision in the cooking and demonstrate an obvious attention to the selection of quality ingredients.The post-visit report from the inspectors praised Grazing for its success in meeting, if not exceeding, some of these areas hence the recent award of two Rosettes. Commenting on the Rosette recognition, Mark Greenaway said, “This is a huge achievement for such a young restaurant and I am immensely proud of the team and the effort and commitment they have all demonstrated in the past seven weeks. We are at the beginning of our Grazing journey and this is a great start as we make our mark in the city.” HOTELSCOTLAND • 7
BC Softwear floating on luxury BC Softwear, who has just won the contract to supply Fingal, Edinburgh’s newest luxury floating hotel, with Elegance bathrobes, deluxe fleece bedroom slippers bath towels and bath mats, is also doing its bit for the environment. The company has pledged to remove all polybags from slippers and towels saving 50 tonnes of plastic a year as part of its commitment to the Cleaner Seas Project. The appointment of BC Software is appropriate as Fingal is a former Lighthouse Board ship. Now its guests will enjoy the luxury of a bespoke bathrobe, complete with white embroidery and label which give the robes a unique look as well as super fluffy towels which will be laundered through St. Jude’s Laundry, who have held a Royal Warrant for over 25 years as launderer to Her Majesty the Queen. Fingal chose BC Softwear not only for their quality of products and manufacturing expertise as towel and bathrobe suppliers, but also for their reputation for corporate social responsibility and ethical trading which mirrors their own values and philosophy. Mari-Nel Scorer, Front of House Manager at Fingal said “I was delighted to find unique and luxury products from BC Softwear, such as the detail of the roping on the towels. The perfect products coupled with the personal service and a true understanding of five-star luxury, made my decision very easy.” Aberdeen councillors have given planning permission in principle for a £40m project by developers Carlton Rock, which includes a five-star hotel, despite it being on green belt land near Hazlehead Park. Now, firm development plans for the site will be submitted.The original proposal, which was first mooted in 2015, was for a 200-bed hotel, conference facilities and banqueting and pool.
8 • HOTELSCOTLAND
JENNIE BOND OFFICIAL LAUNCHES CLC DUCHALLY COUNTRY ESTATE’S GATEHOUSE GIN CLC Duchally Country Estate, the multiaward winning country house hotel and luxurious lodge resort set in 27 acres of private parkland and gardens, now has its own gin, Gatehouse Gin, distilled in the gatehouse at CLC Duchally Country Estate, in partnership with local spirit specialists, Strathearn Distillery. On hand to launch the new gin was journalist and broadcaster Jennie Bond. She said at the launch, “I’ve been very lucky to visit CLC Duchally Country Estate a few times and I
love the tranquil setting, friendly staff and facilities. I’m certain Gatehouse Gin will prove to be a great success; it certainly deserves to be with its wonderfully clean and unique flavour.” Graeme MacDonald, General Manager at CLC Duchally Country Estate commented, “We were delighted to partner with Strathearn Distillery, whose expertise has produced Gatehouse Gin. The result is a sweet and refreshing hit to the palette, thanks to the signature ingredients of Pink Lady apples and gooseberries.”
New Circular Economy toolkit could help reduce costs The Circular Economy Accelerator provides tools that include advice manuals and access to support and funding, providing organisations with everything they require to identify where they can take a circular approach to business which, say Zero Waste Scotland, could “reduce costs and generate new income streams, while attempting to address what is a global problem.” Firms that are already making a success of the circular approach to business include Elite Contract Furniture and EGG Lighting. Glasgow-based Elite Contract Furniture is moving towards a circular model by examining the design of its mattresses and ways they can be recycled, as well as looking to build in an end-of-life use for its furniture that would stop it from going to landfill. Greg Winston, director at Elite Contract Furniture, said, “I care about the environment, and am in a position where I can make a
difference. It’s great to see other businesses trying as well, the more businesses that go down the circular economy route, the more people are aware of it.” Meanwhile EGG Lighting produces sensorled intelligent lighting solutions. The company operates a products-as-a-service and circular design model where customers pay EGG for a smart, energy-saving light service. When a light needs to be repaired, instead of disposing with the entire unit, EGG replenishes the required part and then takes the broken item away for repair. This keeps the product on the market for as long as possible. EGG managing director, Brian O’Reilly said, “We work out how customers can get the biggest bang for their buck when it comes to efficiency. We want to build products that last longer, whereas the whole LED industry seems to be geared towards building products that have a very fixed ‘end-of-life’.” Check out: ceaccelerator.zerowastescotland.org.uk/
Select were delighted to be voted Best bespoke UK Hotel & Restaurant supplier 2016 Select Contract Furniture offers decades of combined expertise in the manufacture, design and installation of quality interior furnishings for hotels, restaurants and bars. ScotlandĘźs premier contract furniture showroom and design library Tables - Chairs - Fixed seating - Re-upholstery - Bedroom furniture Beds - Manufacture of soft furnishings - Flooring - Expert Fitting & installation on all products To arrange a showroom or site visit please email or call us on:
T: 01355 26 36 49 E: design@select-contratct-furniture.com www.select-contract-furniture.com 2A Colvilles Place, Colvilles Point East Kilbride G75 0GZ
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HOTELSCOTLAND • 9
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10 • HOTELSCOTLAND
HOW NOT TO BE SOCIAL
W
ith such intense competition to acquire and retain guest loyalty whilst contending with an increasing supply of rooms and the shift towards digital now well beyond tipping point, it is simply critical for hotels to rethink their engagement strategies with customers, both new and existing. Note: I’ve not used the work ‘marketing’ but ‘engagement’, for reasons which will be come apparent below .. Further context here is that the average consumer’s attention span has been whittled down to almost the barest minimum thanks to the fact that our world now almost revolves around the screen of a mobile device which has been compounded by social media apps which in turn have reduced brand and personal relationships to little more than side-swipes, likes and dislikes .. So faced with this new world order, how does an independent hotel complete within this digital landscape where the macro- and been reduced to micro-, where traditional generic mass marketing doesn’t cut it anymore, and consumers now dictate the rules of engagement and not brands? In short .. with difficulty. Largely as this – as in social media - is such fast moving and frankly at times unpleasant platform: beware the keyboard warrior chasing 15 minutes of fame or the permanently offended and outraged snowflake. Because of this very toxicity, the temptation might be to avoid using social media however doing so might be a case cutting off your nose, etc., Case in point, a recent study by media intelligence agency Meltwater reported that in the UK, 79% of the population use Facebook, 47% use Twitter and 41% use Instagram, proving just how key these social media platforms are to reaching people. In a nutshell, done right, social media can provide hotels with the chance to build upon their guest relationships, bolster and reinforce online reputation, and also create dynamic content which is good for organic rankings; this
latter point is particularly relevant given that ‘paid’ rankings are increasingly difficult – and expensive - to secure. So there are plenty of pointers out there on to how to successfully manage your social media. Indeed as a new medium – that is, relative to press, radio and TV - best practise is evolving literally in front of our eyes. But what about what NOT to do? Here’s a quick ‘faux pas’ list when it comes to managing your hotel’s social media: Not being active: there’s nothing worse than being referred to a FaceBook page and finding that the last post was two years ago .. even two weeks ago would be a no-no. Peeps (forgive me) expect fresh content weekly, if not daily as this implies a living, breathing, ‘interested in engaging’ business. After all, the attitude is that visitors are giving of their time and attention so you had better have something good and relevant to say. Not responding: social media means you’ve got to be um, social and that means when someone asks a question or makes a comment, you’ve got to respond. Simples. No doing so implies that a) you run a ‘shoddy’ business and b) you’re not interested in your guests which again can cause huge offence and instigate an almost biblical onslaught of online abuse. Vanilla content: your social media in short needs to be ‘magnetic’, in other words so powerful that you attract and retain visitors in their volumes. Simply posting ‘me too’ or trivial content or posts for example that that are lengthy and overly wordy, are straight up ‘boo-boos’ because people who have again taken the trouble to sign up to your page have ‘entrusted’ you with their time and attention and expect to be entertained and engaged. So don’t bore .. inspire. No OTB or Opportunity to Buy: so you’ve ‘inspired’ your visitors with your magnetic content, what next? Well most hotels fail to convert this to a sale as they’ve sorted the window dressing and stocked the store but forgot to staff the shop. By not thinking it through, it’s often the case that potential buyers
are simply frustrated in their efforts to well, buy. Make it easy and give them a clear opportunity to buy. Remember, social media has ‘dumbed down’ daily living .. so you need to do likewise when it comes to booking a room say, at your hotel. No follow-up: so you’ve had a successful event, a charity gig or a promotional offer, the worst you could do isnot tell people about it. Not in a patronising, ‘overly-showey’ way but with a measured, informative, personalised tone. If people for example have entered into an online competition and someone has won, well tell people who’s won, post a picture of you handing them the prize-winning voucher .. Why? Because this makes your messaging all the more believable and will drive engagement further as let’s face it, there’s a lot – and I mean a lot - of ‘fake news’ out there so folks can be and are rightly cynical .. The key thing here is that we – and I use the term ‘we’ as we are also consumers of social media, not just hoteliers – have an increasingly limited attention span and unless you can say what you have to say in 140 characters or less, you’re already on the back foot. Remember too that thanks to technology, consumers expect of the brands they choose to engage with, that they personalise this experience. Looking at the upside, the opportunity for hotels is immense. As an industry, we’ve tended not to invest in technology which has meant that CRM within the industry has traditionally been clunky and frankly underwhelming. The emergence of social media however has created a free and effective platform now to engage directly and ‘one to one’ with your client base. Which is mind-blowing when you think about it. Used properly and sensitively, social media will certainly help to transform your business. The opposite however is also true so thread carefully and enjoy the ride because we’re only just getting started. David Collins Co-Founder/Director of Communications Great National Hotels and Resorts Group HOTELSCOTLAND • 11
HIT XXXXXXX
HIT the Trail to Machu Picchu!
A
band of 18 intrepid explorers from the Scottish hospitality industry have raised around ÂŁ25k for the HIT Scotland scholarship programme, from a fundraising trek to Machu Picchu. This high altitude challenge saw the group trek along inca trails in the Peruvian mountains, with steep valley drops, and hot and cold temperatures to deal with. All money raised goes to providing more inspirational learning experiences for those studying or working in Scottish hospitality.
12 • HOTELSCOTLAND
HIT
HOTELSCOTLAND • 13
FEATURE
WEDDING BELLES
Weddings are big business. This issue we focus on the planners behind the best names in the business.
GAYNOR RUSSELL BALBIRNIE HOUSE How long have you been a wedding planner and what brought you to the role? I have been a wedding planner for 20 years!!! So literally could write a book. I was working in events in a large chain hotel and my boyfriend (now husband) at the time asked if I would come and run his wedding department at his own hotel. I couldn’t say no! What is the most challenging thing about your role? Do you have help? I would definitely say having won so many awards and recently picking up the Haute Grandeur Global awards we have a huge reputation to live up to and the bar is set very high on how we deliver on the day. It’s never a dress rehearsal for tomorrow so getting it right is and always will be our biggest challenge especially in a world of social media. What do you like most about your job? It’s a very positive job to be in as a whole. I still love meeting with couples full of joy and excitement and learning about the day they have been dreaming of. Every wedding is different so it’s never the case of two days alike so I love the diversity of the job. What was the most unusual wedding/ request you have ever helped organise? What is the average size of the wedding? We don’t get so many weird and wonderful requests as such but we do deal with many cultures and traditions for instance, my Bride and Groom this week are dancing under a giant brioche which the Groomsman will hold up over their heads on a giant plinth ! Alpacas and Highland cows are a very popular request. The average size of a wedding is generally 90-100. What could you not do without? Ie ipad? To do list? Definitely our 10 page wedding event sheets… Attention to detail is key and we ask questions from “ What song are you walking down the aisle to “ to what colour would you like the ballroom led lights set to, possibly match the colour of your bridesmaids dresses” Have you met any Bridezilla’s... or groomzilla’s? Now that would be telling! Of course it’s a very emotive time for couples some more than others! We are always there to be calm, patient and answer the most obscure of questions! 14 • HOTELSCOTLAND
FEATURE
KATIE MILLER
WEDDING PLANNER THE GAILES HOTEL
How long have you been a wedding planner and what brought you to the role? I have now been a wedding planner for seven years. I was looking for something with variety yet rewarding, which definitely fits the bill for weddings. Still to this day, I have never seen two weddings the same!
What is the most challenging thing about your role? Do you have help? I think one of the most challenging parts is not getting too involved! You can spend 2-3 years helping a couple plan their perfect day and then once they’re married, sometimes you never see them again. I almost feel like I am giving them away on the day! Another challenge is making sure each couple’s day is the most special day it does not matter what happened yesterday or what is happening tomorrow. To each couple, it is this day they have planned and put so much effort into making perfect. At The Gailes we have such a great dedicated team who help make this happen with ease. What do you like most about your job? I love the variety and that no two days are ever the same. I love working with people and getting to speak to our couples regularly and to hear their ideas. Seeing the wedding day come together has certainly got its ‘wow’ factor. The reaction when the couple see the venue setup gives me goose bumps every time. What was the most unusual wedding/request you have ever
helped organise? What is the average size of the wedding? You definitely get some bizarre ideas – usually from the groom! One wedding that I will never forget is when the bride walked into the ceremony and the groom wasn’t there. The groom and ushers made a video, which was then played of him waking up (pretending to be live) rushing around and going out onto the street were a helicopter was waiting to take him to the hotel. It then flashed to a live video and the groom arrived in the helicopter. It was some entrance and thankfully the bride found it funny! Wedding sizes at The Gailes vary from small intimate affairs to large wedding for up to 250. What could you not do without? ie iPad? To do list? Without doubt, I couldn’t do without this team I work with. It doesn’t matter what issue arises; we always find a way to lighten the situation. We find a solution by working together. Have you met any Bridezilla’s... or groomzilla’s? I think everyone has a little bit of ‘zilla’ in them during wedding planning because of the stress; whether it is mum, dad, bride, groom, sister or bridesmaid!
LAURA MCCRANOR WEDDING CO-ORDINATOR KIMPTON BLYTHSWOOD SQUARE, GLASGOW How long have you been a wedding planner and what brought you to the role? I have been in my role of for exactly two years at Kimpton Blythswood Square and it has flown in! I have a background in hospitality and an Honours Degree in Events Management, so I have always had a passion for the industry. I worked on Martha’s Vineyard for a summer and helped operationally run several milliondollar weddings! And from then, I knew that weddings were where I was meant to be. What is the most challenging thing about your role? Wedding planning isn’t always a walk in the park; sometimes there are last minute problems/changes, but I love finding solutions. If there’s a will, there’s a way. Do you have help? I am always there on the day to make sure the couple have a familiar face however I have a fantastic operational team who help run our weddings and make sure everything runs smoothly.
What do you like most about your job? I get to create happiness! What was the most unusual wedding/ request you have ever helped organise? I once had a groom promise me to keep a secret from the bride, which was very hard! He had arranged for two alpacas to bring the rings down the aisle as a surprise. It was a huge success and the bride was over the moon. Thank goodness! What is the average size of the wedding? Our weddings are fairly intimate as our maximum capacity for during the day is 80 guests. Typically, our weddings can range from 40-80 guests. What could you not do without? My diary. I need to write everything down Have you met any Bridezilla’s... or groomzilla’s? I have been very lucky to have enjoyed working with every couple in the last two years at Kimpton Blythswood Square. It is an absolute pleasure!
HOTELSCOTLAND • 15
CAROLINE SINCLAIR SENIOR WEDDING COORDINATOR DALMAHOY HOTEL AND COUNTRY CLUB
How long have you been a wedding planner and what brought you to the role? I have been a wedding planner for nearly 2 years, I used to run a Pub, Restaurant, Bed and breakfast at the seafront on an Island in Essex and I had someone ask me whether they could hold their wedding with us, with a bit of begging from me the owners agreed. I then went into full wedding mode, teaching myself how to hand calligraphy, arrange flowers, make balloon arches, come up with menus and planned the whole event via email with the Bride to be (I only met them face to face the night prior to the big day). On the wedding day itself I started at 6am and decorated the whole restaurant, I then ran the
ROSS MALANEY
CONFERENCE AND BANQUETING MANAGER DALZIEL PARK How long have you been a wedding planner and what brought you to the role? I have been a wedding planner for over 10 years. Having started out in hospitality as a part time job while at school and enjoying the wedding aspect, it led me to study hospitality and business management at college. After qualifying I then applied for role as C&B manager where my main focus is wedding planning. What is the most challenging thing about your role? Do you have help? Making sure that you are creating the perfect day for each couple. Everyone has different ideas of what they envision their special day to be and some can be very specific. I have a fantastic sales team to support couples from point of booking and on the day an enthusiastic banqueting team who I can rely on to help the day run smoothly. 16 • HOTELSCOTLAND
event up until around 2am when I sat down with the owners, the Groom’s sister came through to see me and she began to cry with happiness and told me she never dreamed that her brother would be able to afford to have a wedding anywhere near what he did, she couldn’t thank me enough, that was the minute that I knew I wanted to be a wedding planner and I worked for the next ten years to make my dream job a reality. What is the most challenging thing about your role? Do you have help? I think that each wedding day brings new challenges, most of these can be fixed behind the scenes and the wedding party would never know! On a wedding day I am constantly thinking about maybe 100 things at once, you go down to check that the flowers are in place and get stopped by the best man asking whether I can take a life size cardboard cut-out of the Groom dressed as a chicken and hide it until his speech… you always need to be one step ahead. I think time management is the most important thing on a wedding day, I am very lucky to have the help that I do at my Venue, we have an amazing Conference and Banqueting Team and the rest of the staff in the Hotel are just important, from room service, front desk, concierge, duty manager, bar staff, absolutely everyone at a Hotel Venue can make a difference on a wedding day. What do you like most about your job? At the end of every wedding I stand in the corner and I watch the first dance. There is nothing more rewarding than watching the whole wedding come together, after the successful running of the day you get to stand there and watch these two people, who you
have grown to know over the planning stages, happily and lovingly dance together as if there was no one else in the room. What was the most unusual wedding/ request you have ever helped organise? What is the average size of the wedding? One of my Bride’s Mothers was a dance teacher and she wanted me to help her to plan a secret dance, she brought 6 of her students (all different ages) to perform a dance which showed off the Bride’s life from childhood to adulthood. It was so emotional and everyone loved it! The average wedding at my Venue is around 10-0 day guests and 150 Evening guests. What could you not do without? Ie ipad? To do list? I could definitely not survive without my to-do list, I have to-do lists for my to-do lists! I also have a Bride drawer in my office, this includes plasters, Kirby grips, hayfever tablets, glue, tissues, baby wipes (no wedding planner can survive without baby wipes), confetti, wellies… the list is quite endless! Have you met any Bridezilla’s... or groomzilla’s? I wouldn’t call any of my couples a groomzilla or bridezilla, I always try and put myself into their shoes, how would I feel two hours before I walked down the aisle to the person I am going to spend the rest of my life with, in front of all the people I love the most? A wedding day is such a rollercoaster of emotions and as long as you can understand that and adapt your reactions/ actions to the emotions that they will be feeling at that moment then they will be happy to have you by their side.
What do you like most about your job? No day is the same. So it keeps you on your toes. I love speaking to the happy couple and their wedding party when they are checking out the next day and hearing their stories and how they have enjoyed their day. What was the most unusual wedding/ request you have ever helped organise? What is the average size of the wedding? Most recently we have had a bride arrange a helicopter to bring her husband to be to the venue so we had to arrange for them to land on the golf course at the 9th green. We are also looking forward to having alpacas attend a wedding next year. We have a variety of wedding packages available so we can cater from Intimate to Elaborate weddings. An average wedding is approximately 80 day and 150 evening guests. What could you not do without? Ie ipad? To do list? The wedding details sheet with the running order of the day. This is where every little detail is noted to ensure everything runs to plan. I always
have a consistently reliable and enthusiastic team behind me. Have you met any Bridezilla’s... or groomzilla’s? I understand that organising a wedding can be a very stressful time as it is one of the biggest days of your life. I wouldn’t call anyone a bridezilla/ groomzilla however we do have both brides and grooms who know specifically what they want which actually makes my job a lot easier!
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INTERVIEW
MAKING AN IMPRESSION 18 • HOTELSCOTLAND
INTERVIEW xxxx
The Gleneagles Hotel, Scotland’s flagship 5-star proper ty, has been transformed since it was bought by Ennismore in 2015. It’s not just the hotel that has changed but the management has evolved too. SUSAN YOUNG caught up with Joint MD Conor O’Leary to find out more.
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hen I sat down with hotelier Gordon Campbell Gray last month he regaled me with stories of his family holidays at Gleneagles where his father would golf, his mother would enjoy afternoon tea and the children would play. Roll on 60 years and it seems that Gleneagles is going back to its roots. When the hotel opened in 1924 it was described as the 8th wonder of the world, and management had a key focus – ‘to create happiness’. It seems that today’s management team have the same ethos. Conor O’Leary, the hotel’s Joint Managing Director, has been instrumental in steering the hotel, which sits on an 850-acre estate and boasts 232 bedrooms, through the biggest period of change and investment in its almost 100-year history. Since he joined nearly three years ago as Manager of the hotel, the grand lady of hospitality has had a well-earned facelift, which has given the hotel a new lease of life. She doesn’t just look ab fab but the energy in the hotel is somewhat changed too. Conor, too, is less formally attired than managers of pre-Ennismore days. In a smart stylish plaid jacket, an open-necked shirt, and with the ubiquitous mobile phone, he is the very epitome of a modern-day hotel General Manager, which is the role he assumed in 2017. In April 2019 he was promoted again to Joint Managing Director with direct responsibility for operations, people and culture and commercial functions while David Kemp has responsibility for all the projects and financial aspects of the business. Says Conor, “I think that Gleneagles has now recaptured the excitement and glamour that first put it on the map in the 1920s. This has not just been about the décor, we have looked at everything that we do – every touch point a customer has – with the aim of improving the overall guest journey. The Gleneagles experience should now be one of seamless luxury – whether you are dining, shooting, golfing, using the spa or cycling, everything has been improved. “By the end of this year, we will have renovated more than 200 bedrooms, launched three new bars, three restaurants, a private events wing, a café and we have also taken back a meeting room to its original purpose as a tea lounge.” He continues, “I’ve worked in lots of lovely hotels. Some are just bedrooms, with a nice
bar or restaurant, but here we have horses, golf courses, fishing, lakes, off-road cars, and much more, as well as world-class professionals on our team. The business is very diverse and it’s challenging. But challenging things are exciting. One minute I can be having a conversation about room rates and profit and the next the Solheim Cup which takes place here in September.” Today Conor has a team of approximately 1,000. He says, “During the transition (from Diageo ownership to Ennismore) we retained a lot of the original team – generations of families work here. We have also strengthened the team.” He has also helped change the culture at Gleneagles. He suggests, “We, like a lot of businesses, may have been too hierarchical and a little bit too formally structured. This can inhibit creativity and personality so we have tried to shift that a bit and encourage people to be themselves. We embrace the fact that people here should have personality, character and warmth – these are all Scottish traits and they are Gleneagles traits.” “I do try and encourage people to have fun. That may sound glib, but if we all take things too seriously that reflects on the customer experience. I am absolutely certain of that. If our team smiles warmly our customer feels it.” Conor continues, “We don’t have a hard and fast rule when it comes to recruiting. After all, with so many jobs, there are roles which will suit just about anyone who wants to work here. We have a real mix – we have brought people from other international hotels and some from coffee shops down the road. The majority of our staff are Scottish but it is not a pre-requisite, and although in technical roles you would need experience, in most other roles we can train you. What matters is character and personality. Gleneagles has always had a diverse group of people working at the hotel and a diverse group of guests.” However, he admits that hospitality is not right for everyone. “I certainly don’t believe in forcing people into roles. Sometimes it is about finding the right role for the right personality. For example, I get more compliments about a member of the team that we moved from fine dining to our craft gin bar at the golf club than just anyone else.” Despite the number in the Gleneagles team, Conor does his best to get out and about and HOTELSCOTLAND • 19
INTERVIEW get to know them. “I do my best”, he says. In fact, he finds it frustrating the amount of management time spent in meetings in offices in the industry. He tells me, “Not one of us joined hospitality to sit in an office – so how we have all got to a point where we spend so much time there is beyond me. We have shifted that habit here. As a result, I spend a huge amount of time with the team in the operation and meeting customers. When I meet customers I find out what we are doing well and what we can do better, after all that’s how I get paid. We constantly need to find out what customers are asking for, and we need to know how we can make people happier so they come back more. The best idea doesn’t have to come from high up but it is up to the leadership team to implement them.” A recent idea was a garden party on the lawn. Says Conor, “We did vintage china, chairs, pretty meadow flowers, there was a jazz quartet, blankets and rugs on the lawns, croquet and a tennis match. It was beautifully decadent. A guest said to me, “Can I say the most impressive thing about today was seeing the Gleneagles transformation – a few years ago there were signs saying ‘keep off the grass!’” Gleneagles was built for people to come and play and relax – it was a playground. Why were we stopping it? The more we can allow people to relax and enjoy themselves on both sides – our team and our customers – the more revenue we will generate.” It’s very refreshing talking to Conor – his management ethos is a breath of fresh air. He tells me, “The people that we hire in leadership roles must have the mindset to focus on our people first. Every single thing that we do now should be people-focused. Not commercially focused or product focused – these two for me would be secondary to finding the right people because you can’t do the other two without the right people.” He says, “This is normal in other industries so perhaps we are playing catch up. In the past, we set ourselves commercial targets but we had no people strategy in place to get there. We also talk about recruitment instead of retention. How easy is it to keep people? We have to work on that first. Yes, I might be being idealistic, but if we can reduce staff turnover by 10/15% that would be a huge saving financially to our business, and our customers would see an increase in quality of service. It’s all about changing our mindset. He gives another example of changing mindsets. “The number of times over the years that restaurant managers have said to me, ‘What are marketing doing to get me more customers?’ My response is, “How many customers did you have last night? Why don’t you focus on getting them back in rather than focusing on marketing finding you 50 more? Again it is that shift of being thankful 20 • HOTELSCOTLAND
for what you have got and building meaningful relationships with the current team and customers – I think if we spend more time focusing on that and less time on recruitment we would be far more successful.” As for admin – he has taken this away from operational staff. “A good example is the bar – the people there need to be running the bar for the customer. Their job is not to be caught up with admin.” Although he himself doesn’t switch off, he does not expect his colleagues to do the same. Saying, “I think it is very important to have a work-life balance. We may be a 7-day a week business and our guests come for a variety of reasons, but we have to be realistic when it comes to the team. I don’t expect them to have to pick up messages on their days off. We do have an internal platform – Workplace by Facebook – and sometimes I don’t know when people are working or not, so I might send them a message, but I don’t expect them to answer if they are off. If you can’t organise a business so that people don’t have to work overtime you are not doing something right.” He is certainly doing something right and obviously has a passion for what he does. He also made the right decision when he dropped out of University and got a job with The Royal Garden Hotel in Kensington. A few years later he joined the Hyatt Group where he met his wife. He remained with them for nine years moving up through the ranks and prior to joining Gleneagles had spent three years at the Grand Hyatt Dubai – the group’s flagship property. He became Food and Beverage (F&B) Director of the hotel – which was the largest F&B operation in the group’s worldwide portfolio. Then he was lured back from Dubai to Perthshire. He said, “I was really impressed with Ennismore’s plans for the property, for example the very fact that they had brought in designer David Collins to enhance the property. I realised how invested the owner was in the significance of the history of the property and we had quite a few conversations before I moved back.” However, it was quite an adjustment – not least the weather. Dubai had been very hot and we moved here in time for winter – rain, hail and snow and so a new wardrobe was required! In Dubai, the roads are huge, multilane, but here we had to get used to country roads. It seems that the adjustments all round have been positive. The hotel reported record revenues and profits in 2018 and Conor tells me that the first half of 2019 is looking better than 2018, but that they are having to work harder to get business in. Leisure guests are booking much nearer the time – while corporate guest business (35% of Gleneagles business) is “slower, paused perhaps.” But he is just working smarter. Says Conor, “We are trying to be a bit more creative and
agile than before – and a bit more agile than our competitors. We are trading well, maybe just not as buoyantly as we were 12 months ago. We need people coming through the door. Other properties with less of a leisure offering can dial down. We can’t as easily.” But he is bullish, “We are really lucky because less than 5% of our business comes through Online Travel Agencies (OTAs). We are heavily weighted through direct business to the hotel – people call. The cost of acquisition is not necessarily cheaper – but with us, it is better because our guests need information. They don’t just book a room. They want to book dinner, they want to know how long the shooting takes, what else can they do? We are also continually investing in our website and social media. For instance, our Instagram is more about painting an impression of Gleneagles – what it feels like, rather than what it costs. We are trying to create an emotional connection and tell people about the wonderful experience they can have here.” He has also noticed that more and more people are choosing to spend their money in Scotland rather than going overseas, for example Dubai or the South of France. “There’s certainly been a shift in the perception of the local market and there has also been a shift in guests’ behaviour. Conor has noticed that families are doing more activities together. He says, “In the old days parents would dump kids in the play area and go to the bar. Now they are going on guided walks with the family up to the glen with our hotel dog Henry. They are also more interested in country field sports – salmon, fishing and such like.” “Five years ago if you had come to Gleneagles you would have come to an International Resort, but today we have positioned ourselves as an internationally renowned Scottish country estate. You are likely to be picked up in a land rover, we have swapped our pansies for wildflowers, and relaxed our uniforms. I’m not criticising the way things used to be done, it was a successful strategy at the time. But now we have created a different environment and experience to meet the demands of today’s consumer and make Gleneagles relevant to a new generation of guests.” He does, however, wish that more people were aware of what Scotland has to offer. He thinks we should be marketing more effectively and confidently. “In America, everywhere you go people are aware of what Ireland has to offer. Perhaps Ireland overstates what they have but we understate it.” What is not an understatement is the passion that Conor demonstrates for his adopted country and for Scotland’s most iconic hotel. The next experience for Conor is fatherhood – his first child is on the way. Says he, “Perthshire is a great place to bring kids up.” It is indeed!.
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ENSURING YOUR PREMISES ARE COMPLIANT WITH SCOTLAND’S LICENSING LAWS
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t’s difficult to believe that nearly a decade has passed since the Licensing (Scotland) Act 2005 came into force in 2009. For many whose personal licences expire at the end of August, the recent deadline of 31 May for their 10 year renewal would have served as a strong reminder. However, it is concerning to hear of figures released by a number of licensing boards that suggest a significant number of current licence holders have failed to apply. Compliance with Scotland’s licensing regime is, by now, second nature for many hoteliers, publicans and other licensed trade operators. And yet, based on experience, breaches do happen. There’s no doubt that running busy licensed premises can be challenging and unforeseen circumstances and situations can arise, despite the best management and procedures. That said, there are aspects of licensing compliance that are broadly procedural and all licensees should ensure that these are properly dealt with and kept up to date. So what can you do to stay on the right side of the law? • Keep the premises licence or a certified copy on the premises, including the operating plan and layout plan(s). The
brodies.com 22 • HOTELSCOTLAND
premises manager named in the licence should be the person with day-to-day responsibility for running the licensed premises. If the named individual leaves, there are timeframes for replacing that person on the licence - this must be adhered to or alcohol cannot be legally sold. • Display your premises licence summary or a certified copy prominently, so it can be read by everyone. Again this must bear the name of the correct premises manager. • Make sure you have a notice that is at least A4 size, in every place where alcohol is sold, stating “It is an offence for a person under the age of 18 to buy…” This must be on permanent display and readily visible to anyone purchasing alcohol. • Again, ensure you have a minimum A4-sized notice displayed stating that under 18s are not allowed on the premises or, if under 18s are permitted, the parts of the premises and the terms on which they are allowed, are clearly displayed at the entrance to the premises. • Display “No smoking” signage, again at least A4 size, at the entrance to your premises. • Make sure you have an age verification policy – “Challenge 25” – in place for people
purchasing alcohol who appear under 25, and use appropriate signage. • Personal licences - originals not copies of all employed licence holders - should be kept on your premises, so they can be presented to the police or a Licensing Standards Officer if requested. • Keep records of staff training - a mandatory two hour training session for all employees who sell or supply alcohol – and ensure they are stored on your premises. • Pavement café/tables and chairs permits (where required) should be kept on the premises and any required signage displayed. Outside drinking areas may also require occasional licences if not included in the premises licence. • If there are one or two gaming machines (category C or D) on your premises, keep evidence of the automatic entitlement notification to the licensing board on-site. If there are three+ machines, your licensed premises gaming machine permit must also be kept on the premises. The above steps are not exhaustive, as circumstances will differ, but should act as a useful checklist for complying with key licensing requirements.
Alex Buchan Partner Hotels Team +44 (0)131 656 3745 alex.buchan@brodies.com
FEBRUARY 2019 • HOTELSCOTLAND • 22
DESIGN FOCUS
BY SUSAN YOUNG
HOTEL COLESSIO STIRLING
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otel Colessio in Stirling which was sold last year to a private investment group Hotel Colessio (Holdings) Limited for around £6m, and which is now managed by Focus Hotels Management, has just had a refurbishment. The hotel has been transformed – with a classical look befitting the spendour of the Georgian building which is home to the hotel. by
Graven in Glasgow. Glasgow-based designers Graven have given the public spaces, Grill Room restaurant, bar, ballrooms and a number of bedrooms at the historic hotel a make-over ahead of the busy summer season. Graven have created a warm and comfortable atmosphere - perfect for guests to relax in. The ground floor transformation has seen
new seating introduced to both the Grill Room Restaurant and Bar, perfect for guests to enjoy all-day dining and drinks. In addition to the public areas, a number of bedrooms have benefited from updates, which include a soothing grey and blue colour palette and chic bathrooms. The hotel currently has 37 bedrooms but there are also plans to build a new 20-room extension. HOTELSCOTLAND • 23
PEOPLE
Des Gallagher’s Recognition Dinner
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Des Gallagher, former Regional Managing Director Scotland for Matthew Clark, was honoured at a Recognition Dinner at Glasgow’s Holiday Inn last month to mark his retirement from the wholesaler after a remarkable 47 years of service. Here are some pictures from the night.
“Graeme and Jonathan were a pleasure to work with as we looked to sell/lease some of the units in our estate to focus on our core venues. We were keen to do deals that worked for both parties in the transaction. Smith and Clough bought into this mindset from the outset, which was a major factor in getting successful transactions over the line in our desired timescale.” Kenny Barclay, Finance Director, Manorview Group
SMITH & CLOUGH HIT RECORD SALES IN SCOTLAND
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aving just celebrated their 6th year in business, which coincided with their best year to date with record levels of sales, as well as just taking the keys to their new Glasgow City Centre office, Smith & Clough continue to go from strength to strength, and have positioned themselves as one of the premier business agents in Scotland, specialising in the licensed and leisure sectors. Established in 2013 by industry stalwarts Graeme Smith and Jonathan Clough, who between them have 35 years business sales experience, having previously plied their trade with a large International firm, their aim was to provide an even higher quality service, with closer working relationships and a fee structure that can only come from an independent, owner-led company. Graeme told Hotel Scotland “We act for a range of clients from single operators through to some of Scotland’s largest multiple operators, and we pride ourselves on giving everyone the same high-quality service which we believe is unrivalled in the marketplace.”
Jonathan continued “If you are considering selling your business, it is imperative that you receive the correct advice. The business sales market is a specialist one, and there are a few firms out there unfortunately who give the trade a bad name, and in many cases will give you an overinflated valuation in order to gain the instruction and get as much money upfront as they can. You will be lucky to hear from them again, as your business stagnates on the marketplace. At Smith & Clough, we pride ourselves on giving sound, honest advice, drawing from our many years of experience and knowledge of the market, and can back this up with high levels of comparable sales which we have carried out.” Graeme concluded ”We are currently experiencing high demand for licensed and leisure businesses throughout Scotland, so should you be considering selling your business then please get in touch, and we are happy to offer a free market appraisal.”
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HOTELSCOTLAND • 25
DESIGN FOCUS
BY SUSAN YOUNG
THE SEAFIELD ARMS HOTEL CULLEN
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he Seafield Arms Hotel in Cullen, owned by local entrepreneur Charlie Milne, has just re-opened after a £1.3m refurbishment. The hotel, which has listed status, lay empty for five years before being bought in 2014 by Milne, who heads up Milne Property Developments. Today the Seafield Arms is a contemporary boutique hotel with 14 rooms and three suites. Modern and traditional features have been blended together to create a welcome addition to the area’s hotel offering. This is not all that the entrepreneur has planned. He is hoping to renovate the entire site at the hotel, which includes three holiday cottages which have just opened. During the renovation the hotel was completely stripped back, although due to its
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listed status features such as windows and the staircase as well as the original fireplace still take pride of place. Built in 1822, The Seafield Arms Hotel is a good example of an early 19th century civic building and a very unusual example of one designed with an integral coaching inn. The building along with the town hall was designed by the local architect, William Robertson. It was renovated by Earl of Seafield 1973, which is one of the reasons Charlie Milne is seeking to buy the hall next door. The hotel also has a restaurant and a bar – called the Grant Dining Room and Bar 19. There are also facilities for private dining and business meetings. Its dining room has 40 covers, while the bar with its more informal gastro-pub offering has seating for 30. There is also the Findlater Lounge which offers a great
whisky selection. It’s the perfect place for pre and post dinner drinks. The hotel’s various suites have been named after local areas of interest such as Sunnyside – which is named after Sunnyside Beach. The décor reflects this with furnishings and fabrics in “sea” inspired colours of greys and teals. It has a lounge area, and also offers the usual large screen TV, Dolce Gusto coffee machine, and boasts an ensuite bathroom with roll-top bath and shower. While its Crannach Room is named after the Crannoch Hill and woods to the East of Cullen. It offers the perfect balance between traditional Scottish decor with “tartan” accents balanced with modern amenities. A voluptuous King Size “Hypnos” bed adorns the room and ensures the ultimate in comfort, plus there’s a 43” TV, coffee machine, en-suite and carefully curated accessories. HOTELSCOTLAND • 27
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NEW EDEN MILL LIQUEUR PACKS A REAL (FRUIT) PUNCH Whisky distiller Eden Mill has announced a brand new Mango & Pineapple Liqueur to join its Love Gin Liqueur range, which includes the raspberry & vanilla flavoured variants. The latest Pineapple & Mango liqueur was created using a combination of mango, pineapple and papaya. Paul Miller, Co-Founder of Eden Mill, said, “We are excited to release the second liqueur in our new Love Gin Liqueur range and believe the Mango & Pineapple flavour will be a hit with customers this summer.” He added, “As with our previous liqueur, this versatile tipple can be enjoyed neat, or over ice served with premium tonic or sparkling Elderflower and garnished with a pineapple or orange wedge. We’re sure this liqueur is going to be a real thirst quencher whatever the weather!”
GLENFIDDICH ELEVATES FLAGSHIP RANGE WITH SOPHISTICATED REDESIGN Glenfiddich Single Malt Scotch Whisky has unveiled a new package design for its 12 and 15 year old whiskies. Claudia Falcone, Glenfiddich Global Brand Director said, “We wanted to emphasise Glenfiddich’s special provenance and unique heritage with this stylish new design, drawing cues from the special place where our liquid is produced. Our flagship range of expressions are some of the world’s best-selling and most awarded single malts, so it was really important to reflect the undoubted quality of the liquid with a stunning and contemporary look.” Glenfiddich’s Malt Master, Brian Kinsman added, “These whiskies are crafted to ensure the highest quality taste and flavour, the complexities of which are influenced by the River Spey and surrounding landscape. It’s great to honour this provenance and the historic home of Glenfiddich in such a refined way.”
Distell digitally launches 2019 limited release malt collection Whisky producer Distell has unveiled its 2019 Limited Release Collection solely through film and social media. A bespoke whisky tasting featuring special releases from Bunnahabhain, Tobermory and Deanston has been captured on film to showcase eight malts to be launched as part of this year’s limited-edition range. Commenting on the new expressions, Derek Scott, Brand Director for Malt Whisky at Distell, said, “We constantly look at our approach to see how we can stand out internationally and take a bold stance to showcase our malts. It therefore seemed an obvious choice to embrace the digital world and share our new limited release collection through film and social media. “The team surprise us every year with the creation of new and exciting expressions with each distillery having a distinct flavour profile and the team continuing to achieve incredible results with their choice of finishing casks.”
Ian Macleod Distillers joins forces with World Duty Free at Edinburgh Airport Be sure to stock up on Tamdhu and Glengoyne this month because there’s a good chance that many of your hotel guests will have received a sample on their way through Edinburgh airport. Tamdhu and Glengoyne dominate the store with a feature wall, two tasting and education areas and two bespoke gifts with purchase.
Guests can select from a range of exclusive expressions, including Tamdhu Ámbar 14 year old and Tamdhu Gran Reserva First Edition and Tamdhu Single Cask . The latter was launched exclusively with World Duty Free at Edinburgh Airport, with only 597 bottles available. Travellers receive a Victorian style tasting glass with every bottle of Tamdhu purchased.
Shoppers seeking a Highland single malt can choose from the travel retail exclusive Glengoyne Spirit of Oak Collection. This includes two expressions, Glengoyne Cuartillo and Glengoyne Balbaína, as well as two limited, high-end expressions, Glengoyne Pedro Xíménez Cask Finish and the very scarce Glengoyne 28 Year Old.
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PEOPLE
MANORVIEW GROUP GOES THE EXTRA MILE Disadvantaged young people have been given a helping hand into hospitality hotel and leisure operator Manorview through an initiative by Hi, and Action for Children. The initiative sees young adults from disadvantaged backgrounds experience realistic working environments, while also learning new skills, gaining qualifications and improving their confidence. Ten young people, aged between 16 and 25, took part in the six-week training programme which saw the Group give the students hands-on work experience at The Busby Hotel in Glasgow, as well as at The Torrance Hotel in East Kilbride and The Lynnhurst Hotel in Johnstone.
The students spent time in the kitchen where they prepared food, set tables, served customers, made coffees, helped behind the bar, learned about good customer service, and performed many other tasks. The training programme culminated with an emotional graduation lunch at The Busby Hotel, attended by friends and family of the trainees and fundraisers. Four of the graduates are joining the Manorview Group. Sarah Carracher and Ryan McNealy have earned jobs at The Busby Hotel, while Shannon Stewart and Daniel Given will become part of The Lynnhurst Hotel in Johnstone, and The Torrance Hotel in East Kilbride.
Steve Graham, of the Manorview Group, said, “It’s important we continue to promote hospitality as a long-term career choice. Through this programme, we’ve been introduced to a group of enthusiastic young people who have a lot to offer. We’re also fortunate to have years of experience, great venues and expert teams of people, all of which enables us to provide nurturing environments for young people looking to get on a career path. What’s most pleasing to see is how we can make a difference by working in partnership, and how much confidence the students gain from this programme.”
Michael Nawrot has joined Hotel Indigo Edinburgh. Michael work previously worked at The Raeburn, which achieved TripAdvisor’s Number 1 Traveller Ranked Hotel in the City under his management. His new challenge is the 64-bedroom Indigo property on Princes Street which is operated by the Cairn Group. Also coming under his management will be the hotel’s Twenty Princes Street restaurant and cocktail bar Juniper.
LYNN HOOD TAKES COO ROLE AT FOCUS HOTEL MANAGEMENT
L
ynn Hood has been named as chief operating officer of Focus Hotels Management. In Scotland, it runs Hotel Indigo and Staybridge Suites in Dundee and Hotel Colessio in Stirling. Lynn, from Balfron in Stirlingshire, graduated in Hospitality Management from City of Glasgow College in 1989 before securing management roles at the Caledonian Hotel in Edinburgh and becoming General Manager (GM) of Malmaison in Glasgow in 1998. She was previously managing director of The Belfry golf resort and operations director for the 30 • HOTELSCOTLAND
City Inn chain of hotels. Hood has also worked with Walt Disney World, taking leadership roles with Queens Moat Houses, Malmaison and Marriott International. Most recently she was in charge of her own consultancy business Hotel-prosperity Ltd, working with clients such as Westmont Hospitality Group, De Vere Hotels, RBH and KSL Capital Partners. She said, “Joining Focus Hotels Management gives me the opportunity to support its future development.There is a great team in place and I look forward to working with them to drive the future success of the business in what is a challenging business environment.”
Focus is a ‘white label’ independent hospitality management company which runs a portfolio of 15 hotels open, under development and in planning, with 1,948 bedrooms. Chief executive Peter Cashman said, “Lynn undertook a number of high-profile projects which included the redevelopment and repositioning of the famous Belfry Golf Resort and Spa. “Her clients benefitted from a range of services which included operational and commercial expertise, leadership mentoring, hotel openings and rebranding, as well as project management for key business changes.”
HOTELSCOTLAND • 31
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HOTELSCOTLAND • 33
CHECKOUT The success of the NC500 has led to a new initiative in Perthshire – Heart 200. A new touring route which has been developed to showcase the beauty of Highland Perthshire and the Trossachs. The new route covers 200 miles (as the name suggests) and captures the Perth and Stirling areas the ‘heart of Scotland’. The man behind it is Robert Cairns, owner of the Fortingall Hotel near Aberfeldy. And they are currently looking for Heart Ambassadors and business members. It’s just a pity that on the very day it launches - 1 July - a part of the route is going to be closed for road works... until the 22nd July. The A823 through Glen Devon is the road linking Yetts o’ Muckhart with Gleneagles. This will affect the Southern Boundary section of Heart 200. Is that not just typical. Sajid Javid MP, the Home Secretary, has asked the Migration Advisory Committee to review the £30,000 minimum salary threshold for semi-skilled migrant workers proposed by the government. Dropping the threshold would certainly be a boost to the hospitality industry as it, as you all know, is becoming an issue recruiting skilled overseas workers, such as chefs, under the £30,000 minimum salary threshold. Here’s hoping that someone will see sense.
There is a new book out called “Cultivating the Hospitable Mind” which questions common beliefs and assumptions about our daily job, attitudes and ambitions. The book by By Dr Leon van Achterbergh aims to inspire hospitality professionals. Says Dr van Achterbergh, “Hospitality is a demanding career choice, and often the industry and its demands on employees are taken at face value. We often don’t realise the real challenges involved, especially when we are considering it as a career choice. Even when we’ve been functioning at managerial levels, we don’t realise the psychological impact we have on ourselves and others. “Cultivating the Hospitable Mind” is a non-academic book that demands one’s reflective thought of why we do what we do, in the privilege of caring for others. It questions common beliefs and assumptions about our daily job (not just hospitality) attitudes and ambitions.” Next month the author will write for Hotel Scotland, but in the meantime, the books is available on Amazon. 34 • HOTELSCOTLAND
Some of you may know by Angela McVicar of Apex Hotels handed me the last baton for ‘last man standing’... at her fund-raising Gin event last year. I’m planning on holding a Health & Wellbeing Summit with the top people in the industry... it starts at the top, followed by an event for hospitality staff at the beginning of next year. If you would like to get involved let me know. You can get me on susan@mediaworldltd.com Money raised, of course, will be going to HIT.
I attended the ‘Appreciation’ dinner for Des Gallagher last month – Des was with Matthew Clark after 47 years and the industry turned out in force to show their appreciation. It was a great night and it was good catching up with everyone. I think perhaps there may have been a few sore heads the next morning. You can see the some of the photographs of the evening on page P31.
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{ Bunn–na–ha–venn } This is ‘Mouth of the River’ in Gaelic