The Importance of Awards in the Hospitality Industry: A Balanced Perspective

Awards season is well and truly underway. With the Golden Globes, BAFTAs and Oscars all grabbing headlines at this time of year, it is an opportune moment to look at the impact awards can have on people strategy and overall business goals.  

Winning awards, receiving nominations or simply making a red-carpet splash can help shape reputations for years to come, drive business growth and set the bar for high standards.  

With awards bodies such as The Michelin Guide, Forbes Travel Guide, The Cateys and Hotel Cateys, the hospitality industry has a vibrant awards season which can have a significantly positive impact on hotels, restaurants, and the professionals within.  

However, like any system of recognition, there are considerations and the emotional, financial and time investment should be weighed up before committing to participate. 

In this article, we look through some of the details you may wish to consider before implementing an awards strategy. This could help you and your team make the right decisions for the future growth and development of your business, while continuing to prioritise your workplace culture.  

Michelin and Forbes: Setting Industry Standards 

The Michelin Guide and Forbes Travel Guide ratings are among the most coveted recognitions in the hospitality industry. They are awarded based on rigorous criteria that assess the quality of food, service, and overall guest experience. Inspectors do not announce their visits (either on arrival or departure) and the smallest details can have a significant impact on the rating. 

Benefits: 

  • Boost in Prestige and Business: Achieving such awards can significantly elevate a property’s status, attracting more guests and increasing revenue. A Michelin star, for instance, is not just a mark of culinary excellence but also a powerful marketing tool that can put a restaurant on the global map. 
  • Benchmark for Quality: These awards set very high standards, encouraging establishments to strive for excellence. They serve as a benchmark for quality, pushing the industry, and those in it, forward in terms of innovation, service, and culinary artistry. 
  • Establishing Trust: For guests and employees, these accolades are a mark of trust and quality assurance. When choosing where to dine, stay or work, awards from Michelin or Forbes can be decisive factors for those seeking high-end luxury experiences, or a workplace that aligns with their own values and ambitions. 

Considerations: 

  • Pressure and Stress: The pursuit of these awards can create immense pressure on owners and employees. The stress of maintaining standards for Michelin or Forbes evaluations can be intense, sometimes leading to a stressful work environment. 
  • Cost Implications: Striving for such high standards often comes with significant financial investment, which can be a challenge, especially for smaller, independent establishments. Many operators have argued that the higher revenues don’t necessarily lead to higher profit. 

Individual Awards: Recognising Personal Excellence 

Awards like the Cateys and Hotel Cateys celebrate the achievements of hospitality professionals, from chefs and managers to front-of-house teams. Entrants are nominated by peers and senior management and entries are submitted for judging by a panel of industry experts who volunteer their services. The ceremonies are often glitzy affairs in grand hotel ballrooms.  

Benefits: 

  • Career Advancement: Winning an individual award can be a significant boost to one’s career. It not only recognises talent but also opens doors to new opportunities, networking, and professional growth. From a recruitment perspective, there is no doubt that winning awards will raise an individual’s profile and attract attention from headhunters. 
  • Motivation and Morale: Such recognitions can greatly motivate staff, enhancing morale and fostering a sense of pride and accomplishment. They highlight the importance of individual contributions to the success of an establishment. 
  • Industry Benchmarking: These awards set benchmarks for individual excellence, inspiring others in the industry to strive for similar achievements. 

Considerations: 

  • Subjectivity: Unlike awards based on specific criteria and mystery guest visits, individual awards are often based on a written application, which can be more subjective, sometimes leading to debates over the deservingness of winners. 
  • Overemphasis on Recognition: There’s a risk that the pursuit of awards might overshadow other important aspects of the job, such as teamwork and guest satisfaction. 
  • Limited Recognition: With so many deserving candidates in the industry, individual awards can only recognise a few, potentially leading to feelings of undervaluation among others. 

Awards in the hospitality industry, whether for establishments or individuals, have a profound impact. They drive competition, encourage excellence, and provide a framework for what constitutes high-end service. For consumers, these awards simplify choices, offering a guide to exceptional experiences. 

However, it’s crucial for the industry to balance the pursuit of awards with the overall well-being of employees and the financial health of the establishment. The pressure to maintain or achieve these accolades should not come at the cost of employee well-being or lead to unsustainable business practices. 

Moreover, while awards are important, they are not the sole measure of success. Many outstanding establishments and professionals thrive without them, focusing on delivering exceptional experiences that resonate with their guests. Ultimately, the true measure of success in hospitality lies in the satisfaction and loyalty of guests, and the fulfillment and well-being of the staff who make those experiences possible. 

If you would like to chat to us about giving your people strategy the red carpet treatment, then get in touch on +44 20 8600 1166.  

Success Stories – In Conversation with Guy Lean, Managing Director at Madison Mayfair

This year, Guy Lean is celebrating his 20th anniversary at Madison Mayfair and, as such a stalwart hospitality industry, we thought who better to kick off our 2024 Success Story series. 

Having studied recreational management in college, Guy’s journey into recruitment was not a conventional one. His early experience at Royal Mid-Surrey Golf Club led to his first role in recruitment where he quickly realised the importance of nurturing personal connections as he carved his career path through sales, training and recruitment, with some help from Dr Seuss along the way. 

At Madison Mayfair, Guy’s focus goes beyond merely placing candidates in roles, but rather measured by their long-term achievements of these placements, underlining Guy’s commitment to nurturing meaningful and lasting relationships for both his candidates and clients alike. 

In this interview, Guy shares his rich experiences, insights, and perspectives on the recruitment landscape, offering valuable advice and observations that stem from a career built on genuine connections and a deep understanding of the industry.

Please tell us more about your career path and how you become known as one of the best-connected recruiters in the hospitality industry. 

Recruitment isn’t really one of those careers that you study in college and then start head-hunting. Like many of my peers, I fell into it somewhat. After finishing my studies in recreational management, with the initial goal of managing a leisure centre, I found myself at The Royal Mid-Surrey Golf Club in Richmond. There, I was not only involved in selling events but also managed the bars and looked after the events themselves. This was my first real exposure to high-quality hospitality and the art of connecting with people on a daily basis. 

While at the golf club, a member noticed my potential and asked what my future plans were. He offered me a job at his recruitment firm back in my hometown, Cambridge. I started placing salespeople in various industries including agricultural machinery and pharmaceuticals, working with anybody that sold anything across East Anglia. This job was a real ‘school of hard knocks.’ It involved picking up the phone hundreds of times a day, making connections and really understanding sales.  

I then moved to work for a pharmaceutical recruiter, specialising in the niche area of tamper-evident packaging. This was a significant step in my career, as I eventually became the number one recruiter in the US, while still based in Europe. This led to me being headhunted by Humana International to help sell franchises and teach franchisees to become head-hunters in their respective fields. Humana was eventually sold to an even bigger company called MRI and I became their Global Head of Training while also out there selling franchises. 

Mentorship played a crucial role in my career development. I was fortunate to work with and learn from prominent figures in the recruitment industry, like Tony Byrne and Steven Finkel. These experiences not only shaped my skills but also instilled in me the importance of mentoring others. I’ve trained and hired many individuals over the years and take pride in seeing them achieve great success in their careers.  

In recruitment, statistics play a significant role, even though it’s very much a human-centered field. It takes about 75 conversations to find the right person for a job, someone who would truly excel in their role.  

Our approach at Madison Mayfair involves understanding and connecting with a vast network of people – around six and a half thousand in each market. These individuals are not just clients or candidates, but they are all people with unique needs and aspirations. We are proud to say that most of the clients we work with have been candidates in the past.

Can you share your top tips for candidate who might be preparing for interviews in 2024. 

I’ve always said that when we’re interviewing, we’re all in sales. Regardless of what role you might be applying for, and whoever you are in front of, you’re selling.  

I think you have to follow a sales process and preparation is everything. I would suggest reading a sales book and my top recommendation is “Green Eggs and Ham” by Dr. Seuss which gets to the essence of sales faster than any other book.  

From there, researching the company and having excellent questions are great ways to build rapport. Technically, most candidates who get to interview stage could probably do the job, but in most cases, it’s the most enthusiastic person who gets it.

Are there any industry technologies that you are excited to see continue to develop. Conversely, are there any industry technologies you would prefer never to see again? 

I believe that certain technologies, particularly those aiding in research and networking, are incredibly beneficial. LinkedIn, for instance, has significantly transformed the recruitment landscape. Its ability to facilitate connections and provide instant access to individuals’ backgrounds is invaluable. This tool is essential in our industry, to the extent that if someone isn’t present on LinkedIn, they might not even be considered a viable candidate. 

In terms of communication preferences, I’ve noticed a generational shift. Younger individuals often prefer text messages or platforms like WhatsApp over traditional emails or phone calls. These tools have been effective in connecting with people in ways they are more comfortable with. 

However, there’s a downside to technology when it oversteps and replaces human interaction. In our industry, which is very personal and deals with people’s careers and lives, losing the human touch can be detrimental. For example, when companies provide feedback or rejection via email, it can feel impersonal and inadequate. Human connections are vital, and technology should not overshadow them. 

While I am relatively new to AI and its applications, I can see its potential, especially in speeding up processes like research and initial connections. It’s a remarkable tool for gathering information and bringing back relevant findings quickly. However, the recruitment process in hospitality still requires a balance. While technology can expedite certain aspects, the final stages of interviewing and truly understanding what people want and need must be done through direct human interaction, either face-to-face or via video conferencing. This balance ensures that while we embrace the advantages of technology, we do not lose the essence of personal connections that are fundamental to the hospitality industry. 

Business travel is getting closer to pre-pandemic levels of spend, but many analysts, feel that it will never be the same. Do you feel that candidate expectations have changed regarding travelling for business? 

I believe there are two main elements to consider. Firstly, there’s a heightened focus on the carbon footprint. People have become more environmentally conscious than ever before, and a genuine shift in focus towards sustainability is influencing decisions to travel less. 

Secondly, the importance of maintaining relationships plays a significant role. While the pandemic demonstrated the effectiveness of video conferencing for meetings, which had not been widely popular before, certain aspects of business, such as the MICE (Meetings, Incentives, Conferences, and Exhibitions) market, team building, and relationship building, still necessitate physical travel. In these areas, face-to-face interactions are essential and irreplaceable. 

An interesting observation I’ve made is that fewer people are now relocating for work post-pandemic. There seems to be a change in mindset where individuals are more content to stay in their area, seeking a different balance in life and work. This contrasts with the previous norm, especially among general managers in hospitality, where career advancement often meant travelling globally to gain diverse experiences. Now, many seem more satisfied with remaining in their local area. 

However, this shift in perspective towards travel and relocation seems to vary between generations. For instance, I’ve noticed that younger generations, like my two sons in their early 20s, are driven by experiences and the desire to travel. They work hard and then use their earnings to travel extensively. This love for experiences and exploring the world seems more pronounced among them, whereas the older generation appears less driven to relocate or travel extensively for work purposes. 

What do you feel are the most important traits for hospitality leaders to demonstrate? 

For me, the most important traits for high-level leaders centres around emotional intelligence. Leaders who exhibit high emotional intelligence can better communicate with their team, providing information effectively and motivating their teams while displaying empathy and impeccable social skills.  

The most successful leaders generally display a strong self-awareness of their own emotions that helps them understand that people often leave jobs due to poor relationships with their supervisors or a lack of connection with the leadership. They can create work environments where employees feel valued, understood, and motivated, leading to better retention and a more positive workplace culture. It’s not always about monetary compensation but more often about the quality of the work environment and the relationships within it. 

What do you feel has been your biggest achievement and why?

I’ve placed over a thousand people in their careers, many of whom have risen from their first jobs to C-level positions but I feel my biggest achievement has been my work with people and teams. I’ve had the incredible fortune of working with extremely talented individuals throughout my career, and the amount I’ve learned from these experiences has been immense.  

At Madison Mayfair, we have a unique focus: we aim to ensure a return on investment for the candidates we place. Our measure of success isn’t just about filling positions. We look at their progress after 12 months. We follow up to see if they were promoted, if they hit their KPIs, met their targets, or received bonuses. I’m particularly proud of this aspect because it signifies that we’re genuinely contributing to the career growth and success of individuals and our clients’ businesses. 

I am also very proud of the reputation and regard Madison Mayfair has earned in the marketplace. We’re a boutique firm and take pride in the quality of our work and the lasting relationships we build.  

Often, candidates come back to us as clients, and companies return to us for our services, which is a testament to the effectiveness of our approach. Just recently, I had a conversation with someone who had been with a company for six years and reached out to us because of our longstanding work with them.  

This kind of feedback and repeat collaboration reinforce that we’re doing something right. I’m extremely grateful for the great teams we have and the collaborative efforts that contribute to these successes. 

What is the best piece of advice you have been given on your career journey?

I think the best bit of advice I’ve ever been given is, “put your brain into gear before you put your mouth into motion.” 

Madison Mayfair focuses on forging strong, long-standing relationships with clients and candidates, often over the lifetime of multiple roles, to ensure we can find creative and innovative solutions to the challenges we all face in the hospitality industry.  

 To discuss how we can support your businesses with your overall people strategy or to access our full suite of human capital services through Hospitality People Group, please get in touch with Guy Lean on Tel: +44 20 8600 1180,  Mob:+44 7813 009787 or Email: guylean@madisonmayfair.com  

UK Hospitality Trends: What to Expect in 2024

Despite the challenges that the UK hospitality industry continues to face, owners, operators, and investors have many reasons to look forward with great optimism.  

While we specialise in people strategy and recruitment, Hospitality People Group is committed to continuously exploring the full hospitality landscape to identify trends and insights to support our clients in finding the best solutions for their businesses.  

Here are some of the key themes that we foresee will impact the hospitality sector in 2024. 

Hotel Investment
Investment trends in the hospitality sector are a valuable longer-term indicator of expected performance, and confidence in the UK market is booming. The rapidly increasing hotel supply in London, but also Edinburgh, Glasgow and Manchester, is being driven by both domestic and international demand. According to a recent report by Deloitte, London is expected to become the most attractive European city for hotel investment in 2024, with 11,000 new rooms planned to open.  

Outside of London, Edinburgh has the largest supply of five-star hotels in the UK with over 60 active hotel projects that are due to add around 5,000 rooms to the city’s hotel market. Some notable openings include  W Hotel, Tribute (expected to open in August 2024), and the Hyatt Regency Edinburgh Marina Hotel. 

The increase in supply will put ever-increasing pressure on the recruitment market, so like last year’s Battle for Retention, businesses that manage to retain their valuable employees may be better positioned than those that don’t. 

Travel Numbers
With the latest passenger travel figures from Heathrow, there’s a strong indication that 2024 will mark a significant milestone in the travel industry. For the first time since the pandemic, the total number of passengers passing through Heathrow is projected to surpass the figures recorded in 2019.  

A closer look at the international arrival data also reveals some intriguing trends. Travel from the Middle East and North America has not only recovered but has also exceeded the levels seen in 2019. The Asia/Pacific region is still lagging, with approximately 1.5 million fewer travellers in 2023 compared to 2019, but the majority of this shortfall occurred in the first half of 2023, suggesting that the gap is closing. While there is a disparity across different regions, the trend is positive and offers valuable insights for the hospitality industry as it welcomes more global travellers in 2024. 

Super Luxury Hotels 
The last year has seen a number of high-end luxury hotel openings in London, including The Peninsula and Raffles London at the Old War Office. Next year will see a new Mandarin Oriental and Maybourne’s new, all-suite, The Emory Room. Rates for these hotels all start at £1,000+, and this minimum rate expectation has already become a standard expectation for existing luxury hotels. According to a recent article from the Guardian, there is a new era of exclusivity, and with an expected 18% more visitors to London forecasted to spend 25% more than last year, there is an expectation that these higher rates will continue to attract those who can afford them. 

With these increasing rates and guest expectations, there will be skyrocketing costs and often unpredictable increases. At the highest luxury level, these costs can be far more easily passed onto guests, but guests at anything less than ultra-luxury hotels are likely to be a little more price-sensitive.  

Inflation and Rising Costs
The UK hospitality industry continues to face challenges due to inflation and rising costs. The 9.8% minimum wage increase to £11.44, which comes into effect in April 2024, will put pressure on the wage structure at all levels in hospitality. Many businesses may have to raise their prices again to cope with the increased costs. Some may consider reducing employee hours, but given the demand for talent, this could be a risky solution. Inflation, which is expected to remain above 3% by the end of 2024, has also increased the costs of raw materials and energy. Energy costs, in particular, have soared by more than 50% since 2021, making it difficult for hospitality businesses to operate profitably and sustainably.  

Just as strong financial leadership was so crucial during the pandemic, the direction now needed to ensure that the increasing revenues expected in 2024 translate into increased profit, will be essential. 

Hospitality Recruitment
The hospitality sector has been struggling to fill vacancies for some time, but the situation has been exacerbated by shifting demographics, the pandemic, and Brexit. With nearly half a million less 18 year olds than 10 years ago, the combination of the pandemic and Brexit has made it much more difficult to replace these potential employees, while skills shortages have made it harder to find qualified employees for specialised roles.  

Unfortunately, the recent announcement regarding the increased threshold for minimum salary needed to get a skilled worker visa is likely to increase pressure on this shortage. According to Kate Nicholls, UKHospitality’s Chief Executive, “There were 8,500 hospitality visas issued last year, which helped bring in talented chefs and managers of the future. Around 95% of those would no longer be eligible under these plans (an increase from £26,200 to £38,700), despite being offered competitive salaries.” 

Once again, the Battle for Retention is an increasingly important strategy for all hospitality businesses as they try to minimise employee turnover with a strong workplace culture.  

We hope this article will provide you with some insights and inspiration for 2024. 

If you are looking for a partner to support your people strategy in 2024, then please get in touch. 

Dan Akhtar, Managing Director – HPG Advisory Services
+44 208 600 1166 / +44 7808 157796
dan@hpgsearch.com 

Chris Denison Smith, Managing Director – FM Recruitment
+44 20 8600 1160 / +44 7775 711923
chrisdenisonsmith@fmrecruitment.co.uk  

Guy Lean, Managing Director – Madison Mayfair
+44 20 8 600 1180 / +44 7813 009787
guylean@madisonmayfair.com 

Andrea Shaw, Director – FM Recruitment
+44 20 8 600 1160 / +44 7714 236469
andreashaw@fmrecruitment.co.uk

2023: A Year in Review and the Road Ahead

With just a few weeks left in 2023, it’s an opportune moment to reflect on a year that has been as challenging as it has been rewarding for the hospitality sector.  

This year, the hospitality industry has continued to demonstrate resilience, adaptability, and a commitment to excellence that has helped to build confidence amongst operators, owners and investors.  

The team at Hospitality People Group, including Madison Mayfair, FM Recruitment and HPG Advisory Services are proud to have worked alongside our clients to navigate this evolving landscape. This experience, together with a commitment to share ideas and continuously learn from industry specialists around the world, has given us a unique perspective to share insights to help support our clients’ with their people strategies.  

Our team travelled more this year and attended conferences including IHIF in Berlin, FHS in Abu Dhabi and AHC in Manchester. With an even more bustling travel diary for 2024, we have a front-row seat to the vibrant world of hospitality. 

The Battle for Retention
One of the most pressing issues this year has been the ongoing battle for talent. The hospitality industry, known for its high turnover rates, has faced an unprecedented challenge over the past few years. The impact of a demographic shift, with nearly half a million less 18 year olds than 10 years ago, was exacerbated by the impact of Brexit and the pandemic. In a time where recruitment is far more challenging, there has been a renewed focus on retention in order to manage employee turnover. The key to this success has been in promoting stronger workplace cultures and recognising that our employees are a far more valuable part of what we offer guests than may have been previously considered. Innovative strategies, including enhanced development programs, competitive compensation packages, and a focus on workplace culture, have been pivotal. When we invest in our people, they, in turn, invest their loyalty and passion in our services. 

Success Stories
While we are keen to support our clients and their retention strategies, our core business has always revolved around executive search and we work closely with our long-standing clients and a network of candidates to find ideal matches for available roles. This year we were delighted that some of the candidates we placed took time out of their busy schedules to be interviewed in our Success Stories series. Imran Bhatia, Claire Llewellin-Davis and Natasha Eldred all joined us in conversation to discuss their achievements, inspirations and challenges, as well as to share tips and insights for those who might be considering a career in hospitality. 

AI’s Role in Hospitality
The influence of Artificial Intelligence (AI) has been felt across most industries in 2023, and hospitality is no different. While talk about the Metaverse has diminished due to setbacks from major companies like Meta and Disney, AI has gained significant traction, becoming more integrated into everyday technology. AI’s potential in the hospitality industry lies in automating routine tasks, thereby enhancing efficiency and allowing employees to focus on more value-adding strategic and/or guest-facing roles.  

This shift may go on to change the nature of the skills and roles required in the industry. In recruitment, AI can streamline processes, reduce bias, and improve candidate engagement, although concerns about AI’s potential to overlook valuable candidates remain. Despite AI’s advancements, we believe that it will not replace human consultants but rather augment their capabilities, allowing them to concentrate on relationship-building, retention, and culture, thereby adding more value to businesses and candidates. 

Hotel Investment Trends
The Hospitality People Group team attended a number of hotel investment events throughout 2023 and discovered a number of key themes that ran through them all. The luxury hospitality sector in particular, is experiencing a robust and continuing recovery. Despite the impact of inflation, by focusing on personalised and exclusive experiences to meet the evolving demands of luxury travellers, hotels have been better able to enhance guest satisfaction in this segment, while raising average rates.  

Environmental, Social, and Governance (ESG) considerations have continued to grow more central to the industry and are driven by increasing consumer demand for sustainable practices and a willingness from hotel investors to future-proof their investments in the long term. The integration of ESG strategies into operations is evident, though challenges remain in aligning consumer expectations with their willingness to pay for these practices. A recent article from Hospitality Investor also pointed to the increasing risk presented by climate change, but we also learnt that some regions are also using it as an opportunity to extend the summer season.  

We have also seen some diversification of the leisure hospitality investments, moving beyond traditional models such as beach and golf resorts to include more varied offerings like wellness retreats and Alpine resorts. This trend highlights a broader investor interest in more sustainable, long-term leisure assets. 

Despite challenges in the hotel transaction market and financing landscape, including the gap between seller expectations and buyer capabilities, there remains optimism about the market’s resilience and potential for growth. These trends collectively signal a dynamic phase of innovation and opportunity in the hospitality sector. 

The Evolution of Hotel Asset Management
As the hotel investment scene has developed, the role of the Hotel Asset Manager has become essential, serving as a critical link between investors, owners, and operators. In 2023, this position became central to maximising profitability and operational efficiency, while enhancing guest experience and optimising the return on investment. This comes at a time for hotel investment, when investor interest is peaked by industry recovery, yet continues to be mindful of the recent challenges the sector has faced.  

Hotel Asset Managers are instrumental in driving financial performance, identifying revenue opportunities, and implementing strategies to safeguard profits in a competitive market. They play a key role in risk management and investment strategy, evaluating market conditions to inform investment decisions and risk mitigation. Additionally, they focus on operational efficiency and quality assurance, ensuring the hotel meets evolving guest expectations and maintains high service standards. Together, this reflects a shift from traditional owner-manager dynamics to a more specialised, strategic approach, designed to appeal to the market. 

Looking Ahead: 2024
We look forward towards 2024 with excitement. With plans to attend events in Berlin, Florida, Riyadh, New York, Dubai, Rome, Manchester, and London, we are committed to staying at the forefront of industry trends and innovations. These events are not just opportunities for learning and networking but also a testament to our dedication to supporting and connecting the hospitality world. 

The challenges we have faced in this industry over the last few years have only strengthened our commitment with a renewed sense of purpose and a clear vision for the future – where we can help support people strategies that align seamlessly with our client’s business goals. 

Here’s to a new year filled with more travels, learnings, and opportunities to redefine the essence of hospitality. 

If you would like to have a chat about your people strategy for 2024 and beyond, please get in touch on Tel: +44 20 8600 1166.  

Insights from The Resort & Residential Hospitality Forum 2023

With the Resort & Residential (R & R) Hospitality Forum recently taking place in Lisbon, we delve into some of the key insights to uncover opportunities in leisure hospitality investment in the Mediterranean and Southern Europe.

This event is run by Questex, the same team behind the International Hotel Investment Forum (IHIF), which Dan and Mara attended in May, and the Annual Hotel Conference (AHC), which was attended by our colleague, Guy Lean, in September.  

Here is a brief summary and some ke takeaways from The Resort & Residential Hospitality Forum 

Attendance and Demographics
The forum saw a total of 390 delegates, with an impressive 58% being first-timers. Significantly, 98 of them, which is over 25% of the total count, were investors, proving that leisure hospitality continues to draw attention from varied capital sources. 

Theme: Leisure to the Core
This conference has now evolved from its traditional emphasis on beach resorts. It includes a wide variety of leisure offerings like wellness retreats, Alpine resorts and hotels which used to be more corporate-centric but are now welcoming leisure guests. This shift also indicates a new wave of investors who perceive these assets not as fleeting opportunities, but as long-term investments. 

The Market’s Perception of Leisure Hospitality
One of the most discussed topics was the resilience of the leisure hospitality sector. Despite the numerous challenges thrown at the travel industry in recent times, including wildfires, air traffic control strikes, and even the aftermath of COVID-19, the demand for leisure hospitality remains strong.  

This is evidenced by statistics presented by STR, Hotstats, and tourism economic analyses. This steadfast demand, combined with an observed savings glut during the pandemic, suggests there’s ample room for optimistic growth projections. 

Investment Trends
Patrick Whyte, from Hospitality Investor, shed light on emerging investment patterns. He highlighted the contrast between struggling transaction volumes in Northern Europe and flourishing ones in Southern Europe, particularly in countries like Portugal, Spain, and Greece. This is likely because of owner-operators and family businesses seeking exits or joint ventures after facing post-COVID challenges. 

Supply Evolution and Professionalisation
The forum also touched upon the professionalisation of assets. Opportunistic funds, for instance, are keen to understand how to better position an asset to appeal to long-term buyers. A significant part of this involves understanding modern demand, where travellers seek unique and local experiences, rather than traditional resort offerings. 

Climate Change and Extending Seasons
Climate change, which has its set of challenges, is inadvertently offering opportunities by reshaping travel seasons. Investors and hoteliers are capitalising on this by expanding resort seasons, finding profitability in previously off-peak months. 

Branded Residential Growth
The conference highlighted a growing interest in branded residences, with large hotel brands like Marriott and Wyndham leading the way. However, they face competition from luxury non-hospitality brands seeing potential in this market. 

Destinations in Focus
Southern European destinations are garnering the most investor attention. Greece, particularly, stands out due to supportive government policies and market conditions. Additionally, emerging markets like Montenegro, Bosnia, Slovenia, and Albania were discussed as potential growth areas. 

Experiential Elements
Lastly, the forum emphasised the importance of offering a holistic experience to its delegates. From rooftop receptions to hotel tours, participants had the opportunity to truly experience the best of Lisbon’s hospitality. This reflects the increasing trend for more experiential localised experiences that customers are demanding. 

Summary
In conclusion, the R&R 2023 was a comprehensive showcase of trends, challenges, and opportunities in the leisure hospitality sector for the Mediterranean and Southern Europe regions.  

With a broad range of speakers on various topics, it clearly has its finger on the pulse of the industry and the digital debrief offered through multiple videos on the R & R Digital page is an extremely valuable asset.  

Next year’s event is moving to its new home in Athens, tipping its hat to Greece’s growing influence in the hospitality industry. 

If you would like to read more about our personal experiences at International Hotel Investment Forum, Annual Hotel Conference or Future Hospitality Summit this year, then please click on the links.  

If you would like to discuss any of the topics shared in this article or would like to speak to us about your people strategy and our advisory services, then please get in touch. 

Dan Akhtar, Managing Director of HPG Advisory Services +44 20 8600 1166 / +44 7808 157796 / dan@hpgsearch.com

The Middle East’s Undimmed Investment Lure: Future Hospitality Summit 2023 in Abu Dhabi with Andrea Shaw and Tairona Lattanzi

Last week, Andrea Shaw and Tairona Lattanzi attended the Future Hospitality Summit (FHS) in Abu Dhabi, which attracted industry professionals from around the world to explore, discuss, and decipher the current status and forward trajectory of the hospitality sector in the Middle East. Here, Andrea shares her comprehensive insights and experiences from the summit, providing a nuanced look at the opportunities, challenges, and emergent trends in the industry. 

Investment Landscape
Contrary to the whispers at the International Hotel Investment Forum (IHIF) earlier this year that suggested that investment opportunities in the Middle East were reaching a plateau, this event hinted at a far from exhausted investment landscape there. Saudi Arabia, Qatar, and Abu Dhabi have all accelerated their ambitions in recent years, but we found that this event had a considerable focus on Dubai and how it has astutely steered itself to hold substantial weight in the global hospitality industry, luring investors with its infrastructural marvels, technological advancements, and dynamic customer base. In particular, the Russian and Chinese markets are being eyed as potential catalysts for sustained investment. 

Russian and Chinese Investment
As the global ramifications of the war in Ukraine continue, Russian investors and tourists are tending to spend considerably longer in the region. A strong relationship seems to be budding between Russian nationals and the Dubai hospitality sector, signalling a niche for tailored services and more authentic experiences. By understanding their preferences, spending habits, and cultural nuances to craft offerings that seamlessly align with their expectations, the hospitality industry in the region can maximise profits in a market that holds an uncertain future. 

Touted as a colossal market with untapped potential, the Chinese traveller stands on the cusp of being a significant player in Middle Eastern hospitality. While a large section of the market is yet to re-embrace travel after the pandemic, there is a significant expectation that this will happen soon, and hospitality operators are eager to make preparations for it yet cautious enough to protect costs and cash flow in the meantime. Again, understanding their buying behaviours, shopping habits, and technological usage (like their predilection for platforms like WeChat and Weibo) will be vital to winning market share. Tailoring marketing strategies and operational aspects to accommodate and attract this segment could pave the way for a torrent of opportunities in the not too distant future. 

Sustainability 
A discernible thread through the summit was the heightened emphasis on sustainability. Dialogue with investors underscored the imperative of embedding eco-friendly practises into the very early stages of planning and construction. The financial and operational challenges of retrofitted adaptations seem to be rather easier to negate in the Middle East, with a stronger new build culture than they might be in other parts of the world. While sustainability was being pushed as a key theme during the event, the buy-in from attendees was sometimes disappointing given the low turnout at these sessions. 

With authenticity playing such an important role in appealing to customers, it seems clear that a robust and transparent environment, sustainability, and governance strategies will be crucial in appealing to both internal and external audiences. Branded hotels now tend to include operational standards to address basic ESG requirements that appeal to third party booking platforms, including corporate booking partners, and this could add to the appeal of branded hotels, which we will discuss in further detail below. You can also read more on the key role ESG can play in recruitment and employee retention, which Hospitality People Group published recently. 

Food and Beverage Conundrum
With the Global Restaurant Investment Forum (GRIF) taking place on the first day of FHS, the food and beverage domain garnered unanimous attention. An interesting debate that peppered the sessions concerned the question of how food and beverage outlets should be managed. While some advocated for the inclusion of celebrity chefs and high-profile names, others veered towards third-party management or even in-house handling of F&B. The strategic choice in this regard can significantly mould the guest experience and brand positioning in the hyper-competitive market, but the general consensus was that there was no consensus, which suggests that any of these management strategies can be successfully implemented in the right circumstances. Unfortunately, this also suggests that any of these can fail when the conditions aren’t suitable. 

Brand vs. Independent
In a similar vein to the question of how best to manage food and beverage outlets, the summit raised the topic of affiliating with established brands or steering through the market as independent entities. The Middle East, with its penchant for brand recognition and associated prestige, seemingly tilts the balance in favour of brand affiliations. However, there’s a sprouting of independent hotels, no doubt hoping to appeal to the growing trend for unique and authentic experiences, and they seem keen to challenge this assumption. There didn’t seem to be any evidence so far to measure the impact of this, but with so many large hotel operators with newer brands that offer the best of both worlds (e.g., Marriott’s Autograph Collection or Hilton’s Curio Collection), we may see this develop over the next few years. 

Conclusion
Andrea and Tairona’s time at the Future Hospitality Summit was a journey through a landscape of ideas, opportunities, and genuine connections. The spirit of the region, ever-resilient and ambitious, continues to embrace the global challenges in the hospitality industry, and this event will continue to linger in the minds and strategies of those hospitality professionals, operators, owners, and potential investors who attended. 

If you would like to discuss any of the topics that have been discussed here or any other elements of your people strategy, then please do not hesitate to contact Andrea Shaw at  andreashaw@fmrecruitment.co.uk or on +44 20 8600 1160. 

Success Stories – In Conversation with Claire Llewellin-Davis

With a diverse background spanning prestigious international establishments such as The Hurlingham ClubThe Hong Kong Jockey Club and now as Managing Director of The Lensbury, Claire Llewellin-Davis’ journey has been impressive.

Her expertise extends far beyond the confines of luxury hospitality, having previously served in Iraq and Afghanistan in her distinguished eight years as a British Army Officer. This unique blend of experiences has shaped Claire into a dynamic leader, well-equipped to inspire change and set new standards of excellence at every level.  

The Lensbury
Founded in 1920, The Lensbury is set within 25 beautiful acres, bordering the River Thames, and comprises a 155-bedroom hotel, a private members’ club with 7,000 members, a conference centre, state of the art gym, studios, an indoor pool, spa, 24 tennis courts, squash courts, water sports centre and elite sports facilities supported by a heavy weights gym and 2 UEFA pitches. 

Claire commenced her role as Managing Director at The Lensbury just days before England’s Lionesses checked in to begin their successful run at Euro 2022. It resulted in Wembley glory and a team victory celebration hosted at The Lensbury, the likes of which hadn’t been seen in England since 1966. 

We had the pleasure of catching up with Claire for a fascinating chat, where she shared her invaluable insights on the world of hospitality within both Club management and the Hotel Industry. 

Transitioning from a successful career in the British Army to the world of hospitality is an impressive achievement. How has your military background influenced your approach to leadership in the hospitality industry, and what valuable lessons have you carried forward from your time in the armed forces?
A career in the military provides an excellent grounding for all walks of life, and the path to Club Management is increasingly common. I loved my time in the Army, and credit it for honing a number of transferable skills and lessons for future success:   

  • The importance of teamwork and developing a strong camaraderie; there is no leadership without followership 
  • The power of communication; this sets the foundation for success at all levels
  • The necessity for ongoing personal and team development, ‘train hard, fight easy’ 
  • To set, embody and maintain high standards; to ‘be the best’ 
  • To set priorities and manage time 
  • Resilience: the confidence and strength to tackle the unknown 

In your opinion, what are the key factors that contribute to creating a strong and cohesive team culture within a hospitality organisation?
Communication is key. The majority of people set out to do a good job. It is our responsibility as managers and leaders to help them deliver it. We have to put in place the structure and support necessary for our team to understand what their role is, what the future of the business is, and to see how they play their part within it. We must encourage and reward success. The workplace should be an enjoyable place to be, where engagement, recognition, reward and support are part of daily life. Happy staff = Happy customers.  

As a seasoned hospitality leader, what do you believe sets apart truly exceptional service from the rest?
The key to exceptional service is anticipation. Understanding what someone wants, before they know it themselves. 

As an experienced Club Manager, now benefiting from an insight into the world of Hotel Management, what have your observations been?
It has been a fascinating, and hugely rewarding experience. There is so much that Club Management can learn from the Hotel Industry and vice versa. Whilst equity Clubs are ‘surplus’, rather than ‘profit driven’, there is much to be said for the hotel industry’s laser focus on revenue and profitability at department and GOP level. Data driven decision-making is powerful. 

Technology has revolutionised the way we experience hospitality. How do you strike a balance between leveraging technology to enhance guest experiences while still maintaining a personal touch?
The word ‘balance’ is key between automation, and maintaining a human connection, which will always be irreplaceable. Automation is great when there is little complexity; as the military would say, Keep It Simple, Stupid. With escalating costs, we are all looking at ways we can reduce our overheads. Ultimately technology that will enhance the guest experience, whilst providing a better understanding of their journey and drive revenue, is what we are all looking to invest in.   

What advice would you give to aspiring hospitality professionals who aspire to reach leadership positions within the industry?
Believe in yourself and be clear about the kind of organisations you want to work for and why. Continue to develop yourself and obtain professional qualifications which will set you apart from the rest. Don’t be afraid to take the odd ‘detour’ if you can see that it will provide you with additional, relevant skills in the future. Attitude is everything.  Good luck! 

Madison Mayfair focuses on forging strong, long-standing relationships with clients and candidates, often over the lifetime of multiple roles, to ensure we can find creative and innovative solutions to the challenges we all face in the hospitality industry. 

To discuss how we can support your businesses with your overall people strategy or to access our full suite of human capital services through Hospitality People Group, please get in touch with Guy Lean on Tel: +44 20 8600 1180,  Mob:+44 7813 009787 or Email guylean@madisonmayfair.com 

The Evolving Role and Importance of the Hotel Asset Manager

In the dynamic and ever-changing hospitality industry, the role of the Hotel Asset Manager has become increasingly more visible and vital to the investor, owner and operator relationship.   

For some time, HPG Advisory Services has been familiar with the position, as hotel owners and investors build an independent connection to the day-to-day operations of their properties, while savvy operators prove their commercial acumen by adding this additional skill to their property management arsenal.  

Historically, owners would have liaised directly with hotel General Managers and Finance Directors to measure performance. Over the last 20 years, we have seen the emergence of dedicated Hotel Asset Managers who play a crucial role in maximising profitability, ensuring operational efficiency, enhancing the overall guest experience and ultimately, maximising the return on investment. In an interview with Hotelier Middle East last year, Hospitality Asset Managers Association’s Vice President Amit Nayak said that owners have realised that “you need a certain category of individuals to run your asset, those who understand operations; those who understand corporate finance and lending; and those who understand relationships.” 

Here, we explore the ever-evolving responsibilities and significance of hotel asset managers in the hotel industry. 

Financial Performance and Revenue Optimisation

One of the primary responsibilities of a hotel asset manager is to drive financial performance and revenue optimisation. With a highly competitive market, rising costs, and fluctuating demand, it has become crucial to engage experts who can analyse data, identify new revenue opportunities, and implement strategies to protect profits. Hotel asset managers work closely with hotel owners, management teams, and other stakeholders to develop comprehensive financial plans, set performance benchmarks, and monitor key performance indicators (KPIs). They provide valuable insights on pricing, revenue management, cost control, and expense reduction to achieve sustainable financial growth. 

Risk Management and Investment Strategy 

As the hospitality industry faces various risks and uncertainties, effective risk management and investment strategy have become paramount. Hotel asset managers are responsible for evaluating potential risks, assessing market conditions, and implementing risk mitigation measures. They play a pivotal role in determining the investment strategy, analysing market trends, conducting feasibility studies, and assessing the viability of expansion projects or acquisitions. By carefully managing risks and making informed investment decisions, hotel asset managers protect the interests of owners and investors while maximising returns. 

Operational Efficiency and Quality Assurance 

In an era where guest expectations are continuously evolving, operational efficiency, quality assurance and a clear focus on the customer experience are essential for maintaining a competitive edge. Hotel asset managers collaborate with operational teams to streamline processes, enhance productivity, and improve service quality. They implement industry best practices, conduct regular operational audits, and identify areas for improvement. By analysing guest feedback, monitoring online reviews, and benchmarking performance against competitors, hotel asset managers ensure that the hotel maintains high standards of service delivery and guest satisfaction. 

Asset Enhancement and Capital Expenditure 

Hotels require ongoing capital investments and asset enhancements to stay relevant and attractive to guests. Hotel asset managers develop long-term asset enhancement plans, aligning them with the overall business strategy. They identify areas where renovations, technology upgrades, or repositioning efforts can add value and increase profitability. By closely monitoring industry trends and guest preferences, hotel asset managers play a crucial role in guiding capital expenditure decisions that optimise returns and enhance the guest experience. 

Relationship Management and Brand Alignment 

Building and nurturing strong relationships with stakeholders, including hotel owners, operators, brands, and third-party vendors, is a critical aspect of the hotel asset manager’s role. They act as a liaison between owners and operators, ensuring alignment of goals, contractual compliance, and effective communication. Furthermore, they work closely with brand representatives to ensure brand standards are met and brand values are upheld. By fostering collaborative relationships, hotel asset managers create an environment of trust and transparency that leads to successful long-term partnerships. 

Conclusion 

The hotel asset manager role has become a multifaceted and indispensable position for many hotel operators, owners and investors. Their expertise in financial management, risk assessment, operational efficiency, and relationship management contributes significantly to the success and sustainability of hotels in a competitive market. The ability to adapt to evolving industry trends, leverage data-driven insights, and make strategic decisions is essential for maximising profitability, enhancing guest experiences, and ensuring long-term success in an uncertain landscape. 

HPG Advisory Services are specialists in the hospitality Investor, Owner and Operator landscape.  If you would like to have a deeper conversation about asset management, or any of the other services we can offer, then please reach out to set up a call. 

Dan Akhtar, Managing Director of HPG Advisory Services +44 20 8600 1166 / +44 7808 157796 / dan@hpgsearch.com 

 

 

 

Will AI replace human hospitality recruiters?

Last year, the Metaverse was touted as the future of business. While that might certainly be the case at some point in the future, it feels that the enthusiasm for this project has waned.  

The technology needed to experience Web 3.0 is still unfamiliar to many, but more importantly, there has been a huge backtrack in recent months from innovators such as Meta and Disney, as they have dramatically reduced their workforces dedicated to this sector. 

On the other hand, Artificial Intelligence (AI) is growing in influence. We are familiar with AI through popular culture, and Hollywood movies have often highlighted the advantages and disadvantages very clearly, and often, dramatically!  

Since Chat GPT was launched in November 2022, we have seen a sudden deluge of AI add-ons and features added to familiar websites, search engines, and productivity programmes. Devices we already own, suddenly have the ability to leverage the power of advanced AI…. for free. 

There is no doubt that AI is disrupting the way we work, live and interact. Like all advancements, it has the potential to create both new opportunities and challenges for various sectors, and the hospitality industry is no different.  

But what impact is this technology likely to have on recruitment in the hospitality industry? 

Hospitality Skills
Before we look at how AI could affect recruitment, it is important to ask if AI might make a difference in the type of roles or skills that may become more sought after in future.  

AI can enhance the efficiency and accuracy of many jobs across the sector by automating repetitive and routine tasks, such as data entry, reconciliation, invoicing and payments.  

This can free up time and resources for employees to focus on more strategic and innovative activities. This could help hospitality professionals to generate new insights and recommendations, identify new opportunities and trends, and create new products and services. 

While the reduction of manual tasks may certainly affect the number of employees required, it may also help augment the skills and capabilities of employees to help them to deliver more value for their businesses and guests. This would require the industry to continue to adapt and evolve roles and responsibilities and acquire new skills and competencies to leverage the power of these technological advancements. 

Recruitment
We know that finding and hiring perfect candidates for hospitality roles is a challenging and time-consuming process. AI will certainly be able to help streamline and improve certain recruitment processes including: 

  • The screening and shortlisting of candidates based on their resumes, skills, qualifications and experience. AI could help save recruiters time and effort and reduce human bias and errors 
  • Providing personalised and timely communication, feedback and guidance throughout the recruitment journey. This can increase candidate engagement and satisfaction, and improve the employer brand 
  • Providing insights and recommendations for recruiters and hiring managers. This can help them make better and faster decisions, optimise their strategies, and identify talent gaps and opportunities. 
  • Helping candidates find and apply for roles that match their preferences, goals and potential. This can increase the quality and diversity of the talent pool, and reduce the turnover rate. 

Understanding Bias in AI  
A 2021 Forbes article, Understanding Bias in AI Enabled Hiring, it was highlighted how AI objectively assesses the data points and reduces assumptions, mental fatigue and bias that humans often succumb to.  

While there is a risk of human bias being subconsciously programmed into the AI algorithm, there are still clear advantages to relying on AI to screen candidates on a large scale.  

In 2019, a Harvard Business Review article, Will AI reduce Gender Bias in Hiring, it highlighted that AI does not need to engage in unconscious biases to penalise based on gender or other under-represented groups in order to get a self-esteem boost. 

Reducing human bias is undoubtedly a fairer solution, but this lack of bias could also be a significant drawback to AI-based recruitment.  If a business wanted to diversify its workforce or business culture, recruitment without any human judgement may not serve the purpose.  

There are candidates out there with atypical work experiences that fail to meet the AI algorithm standards, who could potentially be the best fit in terms of their individual personality, interests, character and work ethics. 

Our Conclusion
As specialists in people strategy, we recognise that our view comes from a position of bias, but we strongly feel that AI will never replace our consultants. It will likely become a powerful tool that can augment our capabilities and performance, by helping reduce mundane tasks. This will allow us to focus on the human aspects of people and performance strategies, such as building relationships, focussing on retention and culture, and providing added value to businesses and candidates. 

If you would like to have a chat about your people strategy, please get in touch and we can chat – human to human – on Tel: +44 20 8600 1166. 

Success Stories – In Conversation with Natsha Eldred

Established in 2011, EQ Hotels is a leading European hospitality investment and management platform with over €1.7B of hotel real estate across 5,000 rooms. 

EQ Hotel’s quality discipline coupled with entrepreneurial, hands-on operational management, enables them to identify and execute niche, high-value-add real estate opportunities in the hotel investment market. EQ Hotel’s unique position, as both an investor and manager, allows it to underwrite acquisitions balancing solid return on investment targets with operationally credible roadmaps to achieve goals. 

In early 2022, EQ Hotels engaged Madison Mayfair to support the development of its people strategy. After identifying the need to support not just overall marketing goals for the business, it became clear that there was an immediate need to support the high-profile opening of a luxury five-star property in Paris, Hotel Dame Des Arts. With this, Madison Mayfair adapted the executive search parameters to include robust luxury, pre-opening experience that could be deployed quickly and initially on a short-term contract to have a big impact with limited risk.  

Natasha Eldred had recently moved back to the UK having spent nearly 20 years running her own luxury hospitality PR agency in south-east Asia, from her base of operations in Thailand. She had supported the launch of some of the biggest luxury properties in the region and was perfectly placed to lead the PR element of this pre-opening, on a fixed-term project basis. 

By late 2022, with the pre-opening underway with Natasha’s expertise in place, we further enhanced the marketing team structure by recruiting a full time Director of Marketing.  With her previous experience in multi-property luxury brands, we were delighted to place Carla Severn, an ideal match for EQ Hotels as they continue to grow their luxury portfolio in London and Paris. 

As part of our ‘In Conversation” series, we were delighted to recently catch up with Natasha for a short Q & A as she shares her thoughts on her extensive experience in the hospitality industry. 

What inspired you to follow a career in hospitality?
My passion and professional background in the performing arts led me to pursue a career in hospitality. The similarities between hotels and theatre are striking – both involve creating a captivating experience for the audience or guest. Hotels are like a stage or a film set, with the operations team and guests playing important roles in the narrative. Just as actors create characters, hotel professionals use branding and marketing to communicate with guests and create engaging experiences. I particularly enjoy the thrill of opening a new hotel – it’s like the excitement of a new relationship. As someone who works primarily on pre and grand-opening projects, I get to experience the buzz and then exit stage left while the hotel is at its peak. 

What do you consider your biggest achievement so far and why? 
While relocating back to the UK after being overseas for two decades was a significant personal achievement, my greatest professional accomplishment was leading the global launch of Keemala, a breathtaking resort tucked in the hillside of Phuket’s west coast. This project was particularly special to me because I had the opportunity to work closely with the owning family from the very beginning and was given full autonomy to oversee everything from the brand story to the PR strategy, social media, photography direction, and even the food and beverage offerings. Taking a 360-degree approach to this project allowed me to immerse myself fully in every aspect, and it was this level of involvement that I truly enjoyed. Overall, I consider my work on the Keemala launch to be my greatest achievement, as it was a project that felt deeply personal and allowed me to showcase my skills across multiple areas. 

What does great hospitality mean to you?
To me, great hospitality is all about creating a sense of warmth and genuine welcome for every guest. While I certainly appreciate luxury and all the frills that come with it, I believe that the key to exceptional hospitality lies in the quality of the team. Hospitality is not just about providing top-notch service, but also about selling experiences and journeys that enrich the lives of guests. As a hospitality communications professional, I see myself as an ambassador for both the hotel and the destination it represents, sharing the story and values of both and ensuring that we shine the brightest light on both.  

What is the greatest lesson you have learned in your career so far?
I have learned that continuous learning is essential, but it’s equally important to focus on my strengths. It’s easy to underestimate the value of experience and the distinctive perspective it brings to a team. As professionals, and consultants, it’s common to feel like an imposter or hesitate to charge a fair fee, but with decades of experience, I must remind myself that am worth every penny. Additionally, I have learned not to get caught up in small details and to have the courage to redirect clients towards what really matters. It’s easy to get bogged down in irrelevant aspects, but this can be a waste of time and resources. Instead, it’s crucial to stay focused on the big picture and work towards achieving meaningful outcomes. 

Thank you to Natasha for sharing your inspirational views on the hospitality industry.  

Madison Mayfair focuses on forging strong, long-standing relationships with clients and candidates, often over the lifetime of multiple roles, to ensure we can find creative and innovative solutions to the challenges we all face in the hospitality industry. 

To discuss how we can support your businesses with your overall people strategy or to access our full suite of human capital services through Hospitality People Group, please get in touch with Guy Lean on Tel: +44 20 8600 1180, Mob: +44 7813 009787 or Email: guylean@madisonmayfair.com  

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