SET JETTING TO SALES
How savvy hoteliers are using “set jetting” trends for commercial growth, as told by Nicola Evans, Business Development Manager at Profitroom.
A growing number of UK travellers are now choosing destinations based on what they have watched on screen.
From Saltburn driving interest in country estates to The Traitors boosting Scottish castle stays, “set jetting” has quickly become a key commercial opportunity for independent hoteliers*.
According to recent research, a quarter of Brits have travelled to a destination featured in a television show or film while a third discovered a new destination after seeing it on screen*.
This behaviour reflects a wider shift in guest expectations, where travellers are increasingly looking for stays that feel immersive and memorable.
This is where boutique hotels and independent operators have a clear advantage, with many already offering the kind of character and history guests are looking for.
The challenge is making those experiences easy to discover and book online and the hotels seeing the strongest results are building packages directly into the booking journey.
One Scottish castle turning the interest in The Traitors into higher value bookings is Dalhousie Castle. Through Profitroom technology we were able to create a more experience-led booking journey focused on spa stays, dining packages and tailored guest offers. This encouraged guests to commit more spend before arrival while creating a more personalised stay from the outset.
As a result, the property doubled online revenue while ADR increased by 21%. Loyalty programme enrolment also grew by 429%. By automating dinner reservations within ‘Dinner, Bed and Breakfast’ packages, the castle has seen guests' pre-booking restaurant tables rise from 15% to as high as 90%.
Guests who pre-book spa treatments, dining experiences or curated stays are often more engaged before arrival and more likely to return, as those added experiences create a stronger connection to the hotel.
For many hotels, ancillary guest spend is also becoming an important part of loyalty and retention strategies while navigating rising costs and tighter margins.
This is especially valuable for destination-led hotels that can quickly build offers around local demand and cultural moments.
Often acting as a double for US cities like New York and Gotham, Glasgow continues to attract global productions because of its architecture and versatility on screen.
Working with Glasgow Grosvenor Hotel, we helped the property use guest data and tailored offers to better understand booking behaviour and create more relevant packages around guest demand.
As a result, regionally focused offers helped drive a 35% increase in room nights through direct sales alongside a 37% increase in direct revenue year on year.
Last summer’s Spider-Man filming in Glasgow highlighted how quickly destinations can capture public attention and why independent hotels need the agility to respond with timely packages and experiences.
This ability to move quickly and personalise stays is where many independent operators are outperforming larger branded competitors.
Not all stays are inspired by iconic films and TV series, but also the inspirational locations themselves. Coastal and wellness destinations continue to benefit from growing demand for experience-led stays across the market.
St Michaels Resort in Cornwall had zero packages available online before Profitroom was onboarded. After launch, 42% of all online bookings became packages.
Too often, hotels invest heavily in creating memorable stays but fail to communicate those experiences effectively online.
Packages can be difficult to find, upselling opportunities are missed and the booking process becomes transactional rather than inspirational. Technology plays an important role in bridging that discoverability gap.
Boutique hotels and resorts may not always win on scale, but they can compete far more effectively on experience, personality and agility.
Set-jetting may be the latest trend driving travel conversations, but the wider lesson is that experience-led stays drive stronger commercial outcomes.
From guest retention to ancillary revenue, hotels that sell experiences rather than just rooms are building more valuable guest relationships and generating higher revenue. As one property demonstrated when it grows direct revenue as guests book more of their stay online.
For hotels willing to think beyond bed-selling, there is an opportunity not only to increase revenue, but to build stronger and more lasting guest relationships.
*OnePoll.com data
IN THE HOT SEAT: NUNO CÉSAR DE SÁ
Since taking the helm at Grantley Hall in 2023, Nuno César de Sá has set about redefining luxury through people, passion and constant evolution. In this In the Hot Seat interview, he shares his leadership philosophy, the power of emotional connection in hospitality, and his vision for the future of one of the UK’s most ambitious luxury estates.
Since taking the helm at Grantley Hall in 2023, Nuno César de Sá has brought with him a wealth of experience from some of the world’s most prestigious luxury hotels. Yet for Nuno, the move to the North Yorkshire estate was never simply about adding another name to an already impressive CV; it was about ambition, energy and the opportunity to build something truly special.
He reflected:
I've been very lucky to work in some exceptional hotels throughout my career, but what drew me to Grantley Hall wasn't just the property itself, it was the ambition behind it.
That ambition, he explained, is what sets the hotel apart.
It's rare to find a hotel that combines such a beautiful estate with a genuine desire to keep evolving. There is a real entrepreneurial spirit here. The team isn't satisfied with just maintaining standards, they're constantly looking at how we can raise the bar.
At the heart of that drive is a simple belief: luxury hospitality is defined not by bricks and mortar, but by people. He said:
Most importantly, I saw a team with enormous passion. Luxury hotels are never defined by their buildings but they're defined by the people who bring them to life.
We asked Nuno to distil Grantley Hall into just three words, and his answer was immediate: “People. Experience. Magic.” It’s a succinct summary, but one that underpins every aspect of his leadership approach.
Balancing world-class standards with authentic, human service is a challenge many luxury hoteliers grapple with, but for Nuno, the solution lies in empowering individuality. He explained:
Standards should provide confidence but they shouldn't remove personality. Our teams are trained to deliver consistency, but luxury hospitality is never about following a script.
Instead, he champions emotional intelligence over rigid process.
I've always believed that guests remember how you made them feel far more than what the room looked like. The marble, the chandeliers and the facilities are important, but emotional connection is what creates lasting memories.
This philosophy extends naturally into how he builds and leads his team.
Culture always comes first. We look for people who genuinely enjoy making others happy, who are curious and who want to learn.
For Nuno, technical ability alone is not enough. He added:
Kindness, humility and a positive mindset are equally valuable. Retention comes from creating an environment where people feel respected, supported and able to build a career rather than simply do a job. When people feel valued, they deliver extraordinary experiences naturally.
Looking ahead, Nuno is particularly energised by the estate’s ongoing evolution. He said:
What excites me most is the continual evolution of Grantley Hall. We're continuing to invest in experiences across the estate and have recently acquired the neighbouring 44-acre estate which has an abundance of potential for the future growth of our hotel.
It’s a long-term vision rooted in constant improvement. That momentum has also been captured in a new TV series documenting the hotel’s rise to global luxury status.
The best luxury hotels are never finished. They're constantly refining, improving and finding new ways to exceed expectations.
Leadership, too, is something Nuno approaches with clarity and humility. The best advice he’s received remains the simplest:
Treat everyone the way you'd want to be treated, no matter who they are or the situation.
It’s a principle that informs everything from guest interactions to team culture. He noted:
People might forget what you said, but they'll always remember how you made them feel. If you lead with empathy and treat people well, you'll build trust, loyalty, and a culture where everyone can do their best work.
As for the future of luxury hospitality, Nuno sees personalisation as the defining opportunity.
Guests have always expected beautiful surroundings and exceptional service as the baseline. Increasingly, they're looking for experiences that feel personal, meaningful and memorable.
Technology will undoubtedly play a role, but only as an enabler. He stressed:
It should never replace the human connection. The opportunity is using technology to remove friction while allowing our teams to spend more time doing what hospitality has always been about: building genuine relationships.
Ultimately, Nuno believes the winners in luxury hospitality will be those who understand this balance. He concluded:
The hotels that succeed won't just be the most luxurious. They'll be the ones that make every guest feel recognised, understood and genuinely cared for.
STYLED TO STAY
From in-room styling to experiential activations, the partnership between KEVIN.MURPHY and art’otel signals a new era where beauty brands are becoming central to the luxury hotel offering, and we had the pleasure of experiencing it!
As the lines between hospitality and lifestyle continue to blur, hotels are increasingly turning to premium brand partnerships to elevate the guest experience beyond the expected. Nowhere is this more evident than in the collaboration between KEVIN.MURPHY and art’otel, brought to life through a recent press event at art’otel London Hoxton.
Hosted in the hotel’s Masterpiece Suite, the exclusive session offered a rare opportunity to hear directly from Kevin Murphy himself. Invited by Vanity Group, a member of La Bottega Collective, the global licensing partner for KEVIN.MURPHY hotel beauty essentials, the morning combined hands-on experience with industry insight - a fitting reflection of the partnership’s experiential ethos.
The collaboration between KEVIN.MURPHY and art’otel goes far beyond traditional amenity offerings. Guests are immersed in a carefully curated brand experience, from in-room styling channels and premium haircare products to exclusive events and signature accommodation packages. It’s a holistic approach that transforms a functional touchpoint into a memorable moment.
During the event, Kevin reflected on the evolution of his brand and its growing presence within the hospitality sector. When asked whether he had always envisioned KEVIN.MURPHY products in hotels, his answer was candid: no. Instead, he pointed to shifting consumer expectations as the driving force behind such collaborations.
Today’s hotel guests are no longer satisfied with the basics. They are seeking experiences that feel considered, elevated and aligned with their personal lifestyles. In this context, luxury amenities, particularly those tied to well-known, high-quality brands, have become a powerful differentiator. Whether it’s the products used in-room or the opportunity to engage with a brand in a meaningful way, these details now play a significant role in how guests perceive value.
The partnership with art’otel taps directly into this trend. By integrating KEVIN.MURPHY into the fabric of the guest journey, the hotel is able to offer something that feels both aspirational and authentic. It’s not simply about placing products in bathrooms; it’s about creating an environment where guests can discover, experience and connect with the brand.
This approach also reflects a broader shift in how hotels are thinking about partnerships. Rather than transactional agreements, these collaborations are becoming strategic tools for storytelling and differentiation. For brands like KEVIN.MURPHY, it’s an opportunity to reach a captive, experience-driven audience. For hotels, it’s a way to enhance their identity and deliver moments that resonate long after check-out.
As the morning concluded with a private tour of art’otel London Hoxton, it became clear that this partnership is as much about creativity as it is about commerce. In a competitive landscape where guest expectations continue to rise, collaborations like this demonstrate how thoughtful brand integration can transform the everyday into something seriously memorable.
RAISING THE PROFILE OF PROCUREMENT
Once seen as a back-of-house function, procurement is now playing a central role in shaping hotel operations, sustainability and guest experience. As the Hotel Purchasing Association (HPA) builds a dedicated community for industry professionals, its Founder, Adam Gill shares how the organisation is elevating the profession and driving meaningful change across hospitality.
You founded the Hotel Purchasing Association to bring procurement professionals together. What was the gap in the industry that you felt needed addressing, and what is the HPA's mission today?
For many years, the hotel industry has had strong representation across most departments, yet there was nothing specifically dedicated to procurement professionals. It was a gap that had been discussed for some time, but the timing never quite aligned to bring something meaningful to life.
A hospitality purchasing group had previously been run successfully for nearly 20 years by Clare Wright. When she retired, it felt like the right moment to revisit the idea. In late 2021, my co-founder Nicola Cross and I began discussing how we could build on that legacy. However, with demanding roles and pre-opening projects, we were conscious of doing it properly rather than rushing.
By the end of 2024, we felt ready. We brought together a group of Purchasing Managers and Directors to understand what the industry needed, and as the committee expanded, with Ruth Duggan and Gyte Mankute joining, the vision became clear.
The Hotel Purchasing Association (HPA) was established as a not-for-profit organisation to create a supportive procurement community across London and beyond. Our mission is to provide a platform where purchasing professionals can connect, share knowledge, discuss challenges and learn from one another.
A key part of our identity is our partnership with The Burnt Chef Project. Mental health remains a significant issue across hospitality, and it was important for us to support an organisation making a tangible difference.
Everything we do is built around four core pillars: networking opportunities, raising awareness, mentoring and support, and representing the procurement profession. Ultimately, our goal is to elevate the profile of procurement and support the people working within it.
With a career in procurement within the hotel sector, you've operated at some of the highest levels of luxury hospitality. How have your previous experiences influenced the way you've shaped the HPA and its priorities?
I’ve been fortunate to work in some of London’s leading luxury hotels, and those experiences have shaped both my career and my approach to the HPA. Luxury hospitality is built on relationships, trust and consistently high standards - qualities that are just as important in procurement.
From the outset, we were clear that the HPA should be more than just a networking group. We took time to speak with established industry associations to understand what works well and where we could do things differently. That helped define the HPA as a not-for-profit community focused on supporting procurement professionals rather than operating commercially.
Everything we do is driven by a volunteer committee who give their time alongside demanding roles because they care about building a stronger procurement community. There is no financial incentive - just a shared commitment to creating something valuable.
That luxury background also influences the standards we set. We apply the same attention to detail as we would in our day jobs, from selecting venues and sponsors to ensuring events deliver relevant, practical value. Listening to members is key - understanding their challenges ensures everything we do remains useful and engaging.
We’re proud to have already exceeded our first-year membership target, which shows there is a real appetite for a dedicated procurement community. Our focus now is to build on that momentum and continue raising the profile of the profession.
Procurement has evolved significantly in recent years, moving beyond simply managing costs. What role do you believe purchasing teams now play in driving innovation, sustainability and the overall guest experience?
Procurement has changed enormously over the last 20 years. When I first started, the focus was largely on receiving goods and ensuring the right quality, quantity and price. While those fundamentals remain essential, the role has become far more strategic.
Today, procurement is about building relationships across departments, working closely with suppliers and contributing to decisions from the outset. Over time, I’ve gone from implementing brand guidelines to being involved in the early conversations that shape them. Being able to influence concepts, suggest alternative solutions and see those ideas come to life is one of the most rewarding aspects of the role.
On my most recent pre-opening project, I was involved from the very beginning. That allowed me to explore different sourcing routes, bring insight into decision-making and help deliver both operational efficiencies and a stronger guest experience.
Sustainability is another area where procurement plays a key role. Guests are increasingly conscious of where they stay - they want to understand environmental commitments, sourcing practices and the materials used throughout the hotel. Procurement is central to delivering on those expectations by selecting suppliers and products that align with brand values.
Ultimately, procurement is no longer just about buying, it’s about creating value. By supporting innovation, driving sustainability and shaping the guest journey, procurement has become a key contributor to a hotel’s success.
One of the HPA's aims is to build a stronger community for procurement professionals. What opportunities does membership provide, and why should both experienced buyers and those new to the profession consider getting involved?
Although the HPA is still in its early stages, we’ve had a strong first year and already surpassed our initial membership target. Our focus now is on growing the community and expanding the value we offer.
Membership is open to Purchasing Managers and Directors within the hotel industry, with a simple sign-up process through our website. A small annual fee supports our not-for-profit activities and demonstrates member commitment.
We host four key events each year, bringing together industry experts, sponsors and guest speakers to explore the main challenges and opportunities in hotel procurement. Alongside these, we organise networking events that allow members to build relationships and share ideas in a more informal setting.
We also run a members’ group chat, which has become a valuable space to ask questions, seek advice and share experiences between events. Confidentiality is central, ensuring open and honest discussion.
Whether you’re an experienced Procurement Director or developing your career, the HPA offers a supportive network. One of the most rewarding outcomes has been seeing genuine relationships form, with members continuing to collaborate and support one another.
As this becomes a regular HPA column in Hotel Magazine, what topics and conversations can readers expect over the coming months, and what do you hope they'll take away from it?
When we first discussed the HPA, having a regular column in a leading publication felt like a long-term ambition. To now be here reflects how far the profession has come. Procurement teams are involved across every part of a hotel’s operation, from supplier relationships and sustainability to innovation and the guest experience, and it’s encouraging to see that contribution gaining recognition.
Through this column, we’ll explore key industry topics, address the challenges and opportunities facing procurement teams, and highlight the work being done across the sector, including by HPA members.
Our hope is that readers gain a clearer understanding of the strategic role procurement plays within hospitality and the value it brings. If the column sparks conversation, encourages collaboration and helps raise the profile of the profession, then it will have achieved exactly what we set out to do.
PRECISION, PEOPLE AND PROCESS
Elinda Keenan, Assistant Executive Housekeeper at Bvlgari Hotel London, shares her journey through hospitality and how empathy, communication and team empowerment underpin her approach to delivering exceptional housekeeping standards in a modern, tech-enabled environment.
Could you share your journey to becoming Head of Housekeeping, and key experiences that shaped your leadership style?
My hospitality journey began in Glasgow at 14 in a café, where I developed a passion for service. By 16, I had moved into housekeeping at Jury’s Pond Hotel while studying hospitality, including commis chef training and five-star silver service.
I later transitioned into front office roles at Cheshunt Marriott, progressing to Senior Receptionist and Night Manager, where I gained a strong understanding of guest expectations, communication, and people-focused leadership. Returning to housekeeping, I joined London Marriott Park Lane as Assistant Executive Housekeeper before becoming Executive Housekeeper at Andaz Liverpool Street, focusing on guest experience, team development, and collaboration.
Navigating the COVID-19 pandemic was a defining moment, reinforcing adaptability and teamwork. Now Assistant Executive Housekeeper at Bvlgari Hotel London, my leadership style is rooted in empathy, clear communication, and empowering teams to take pride in their work.
What are some lesser-known tips or efficiencies you’ve discovered that maintain high standards while keeping your team motivated?
One of the most effective methods I’ve implemented is incorporating short, daily training sessions into morning briefings. These 15-minute sessions allow us to reinforce standards, introduce updates, and address challenges early in the day. It keeps the team aligned, confident, and prepared.
Involving the team in new procedures is equally important. Encouraging feedback not only improves processes but also creates a sense of ownership and accountability. When people feel heard, they are more engaged in maintaining standards.
Recognition plays a vital role too. Alongside formal HR initiatives, I make a point of personally thanking the team after busy periods, often with small gestures to show appreciation. Ultimately, maintaining high standards comes down to creating a supportive environment where people feel valued, listened to, and motivated - something that directly translates into the guest experience.
How has technology changed housekeeping in recent years? Are there any tools you now consider indispensable?
Technology has significantly improved housekeeping operations, making them more efficient, responsive, and sustainable. Systems such as Unifocus and Rex HotSOS have become essential tools in daily operations.
These platforms provide real-time updates on room status, allowing teams to prioritise tasks effectively and improve communication between departments. Task allocation is streamlined, with requests automatically directed to the right team members, enhancing both speed and accountability.
Additionally, these systems support sustainability efforts by reducing paper usage and providing accurate data for better decision-making. However, while technology enhances efficiency, the human element remains at the heart of housekeeping. It is still the team’s attention to detail and pride in service that truly define an exceptional guest experience.
What advice would you offer someone aspiring to a long-term career in hotel housekeeping or hospitality management?
My advice is to embrace every opportunity to learn and develop. Hospitality is a fast-paced industry where each experience builds valuable skills, so staying curious is essential.
Don’t hesitate to ask questions or learn from experienced colleagues. Housekeeping has a strong network of professionals who are often willing to share their knowledge. Gaining experience across different departments is also incredibly valuable, as it provides a broader understanding of hotel operations and strengthens leadership capability.
Most importantly, follow your passion. If you enjoy creating memorable guest experiences and supporting a team, housekeeping can be an incredibly rewarding long-term career. Hard work, curiosity, and continuous learning are key to success.
With ongoing staffing challenges and shifting guest expectations, what strategies have you found effective in maintaining service quality and team morale?
Maintaining service quality during staffing challenges comes down to investing in people. A well-trained and supported team will always deliver better results.
Daily 15-minute training sessions continue to be highly effective, helping to reinforce standards and keep everyone aligned. Just as important is fostering a culture of open communication, where feedback is encouraged and achievements are recognised. When team members feel respected and valued, morale naturally improves.
Empowering the team to go the extra mile for guests also builds confidence and pride in their work. Ultimately, strong teamwork, trust, and continuous development are what sustain high standards, even in challenging times.
What would you like to see evolve in hotel housekeeping over the next 1–3 years?
Over the next few years, I would like to see a stronger balance between technology, sustainability, and people development within housekeeping.
Technology should continue to improve efficiency in areas such as communication, task allocation, and room management, but always as a support tool rather than a replacement for the human touch. Sustainability should also remain a priority, with reduced waste, eco-friendly products, and smarter ways of working that maintain luxury standards.
Most importantly, I hope to see greater investment in people through training, career development, and wellbeing initiatives. This will help attract and retain talent while reinforcing housekeeping as a respected and rewarding career path.
Ultimately, housekeeping should continue to be recognised as a key driver of the guest experience - where people, innovation, and service excellence come together.
STILL SETTING THE STANDARD
A decade on from its debut, Firmdale's Ham Yard Hotel remains one of London's most distinctive hospitality destinations and this September features as Hotel of the Month.
Tucked just moments from Mayfair yet firmly rooted in the creative pulse of Soho, Ham Yard Hotel has, since opening in June 2014, carved out a unique identity as more than just a place to stay. Conceived by Firmdale Hotels' Tim and Kit Kemp, the property was envisioned as an “urban village” - a concept that continues to resonate strongly in today's experience-led hospitality landscape.
Set across a three-quarter acre site, the hotel is centred around a leafy courtyard that feels worlds away from the surrounding city streets. At its heart stands a striking bronze sculpture by Sir Tony Cragg, anchoring the space as both a visual focal point and a symbol of the hotel's commitment to art and design.
Design is, of course, where Ham Yard truly comes into its own. As Kit Kemp's largest and most ambitious project, the interiors are a masterclass in individuality and craftsmanship. Each of the 91 bedrooms and suites has been designed as a one-off, layered with bold colour, texture and pattern. Floor-to-ceiling windows flood the spaces with natural light, while bespoke furnishings, curated artworks and luxurious textiles create a residential feel that is both eclectic and deeply comfortable. The result is a guest experience that feels personal rather than prescriptive - an increasingly valuable differentiator in the luxury sector.
Beyond the rooms, the hotel's facilities reinforce its “village” ethos. A modern European restaurant and bar, awarded two AA Rosettes, spills out onto the courtyard terrace, offering one of Soho's most inviting al fresco dining spots. Menus are seasonal and ingredient-led, with herbs and produce sourced directly from the rooftop garden, underscoring a growing industry emphasis on provenance and sustainability.
The rooftop itself is a standout feature. With panoramic views across London, it doubles as both a tranquil retreat and a working garden, complete with fruit trees, vegetable beds and even beehives producing honey for the hotel's kitchens and bars. It's a subtle but effective example of how urban hotels can integrate sustainability into the guest experience without compromising on luxury.
Ham Yard's appeal also lies in its breadth of experiences. From a 190-seat theatre and flexible event spaces to a vibrant dive bar with a four-lane bowling alley, the hotel blurs the line between hospitality and entertainment. This multi-dimensional offering not only drives footfall beyond overnight guests but also positions the property as a destination in its own right - an increasingly important strategy in competitive city markets.
Wellness, too, is thoughtfully integrated. The SOHOLISTIC Spa, Firmdale's first, offers a curated menu of treatments alongside a gym, steam room and relaxation areas, catering to both leisure and business travellers seeking balance during their stay.
Crucially, what ties all of these elements together is a consistent sense of personality. Whether in the richly decorated drawing room, the quiet library with its honesty bar, or the lively public spaces, Ham Yard Hotel delivers an experience that feels authentic, creative and distinctly British.
BACK TO SCHOOL
September has a particular feel to it. For many, the school run returns, the summer scramble eases and hospitality businesses everywhere draw breath before the final push of the year.
It’s also, not coincidentally, the moment when many of us quietly resolve to get better at what we do. There’s something in the air at this time of year that makes learning feel natural again.
For hotels, that instinct is worth acting on. The window between the summer peak and the festive season is short, but it may be the most valuable stretch of the calendar for investing in your people. Q4 will arrive with its own pressures. Christmas parties, corporate events and plans for the January shoulder period that follows all demands teams working at their sharpest. The question is whether those teams will be more ready than they were last year.
Training is often the first line to suffer when budgets tighten, and it’s easy to see why. The costs are immediate and visible while the returns feel distant and hard to pin down. A new booking engine shows up in the numbers within weeks. A revenue manager who has deepened their understanding of forecasting shows up more slowly, in decisions that compound over months.
But the return is real, and it’s measurable if you look for it. Staff turnover remains one of the heaviest costs in our industry, and the evidence has long pointed the same way. People stay where they feel invested in. Every departure carries a recruitment fee, a training burden and a period of lost productivity, so a modest spend on development that keeps a good team member for another year can pay for itself several times over before you consider what they learned.
Then there’s the commercial upside. A front office team trained to upsell with confidence rather than embarrassment will lift ancillary spend. A finance professional who properly understands the latest reporting standards will save the business from expensive missteps. A marketer fluent in the possibilities and the limits of AI will spend budget more wisely than one guessing at it. None of this is abstract. It lands directly on the P&L, usually within the same trading year.
The nature of the learning matters as much as the fact of it. Continuous professional development is not an away day with sandwiches and a flip chart. Done well, it’s a steady habit rather than an annual event. Short courses, mentoring, professional qualifications and honest exposure to how other departments work all count. Some of the most valuable development I see costs almost nothing, such as a revenue manager sitting with the finance team for a morning, or a marketer walking the floor with housekeeping to understand what the guest experience actually involves.
Technology has raised the stakes here rather than lowered them. As AI takes on more of the routine work across our sector, the value of people shifts towards judgement, relationships and commercial thinking. Those are learned skills, and the businesses teaching them now will hold an advantage over those assuming they will develop by osmosis.
At HOSPA we see the effect of structured learning constantly, through our education programmes and the professionals who come through them. The pattern is consistent. Those who keep learning progress faster and contribute more, while tending to stay in the industry longer. That last point matters to all of us, because hospitality's future depends on being a career people want to build, not just a job people pass through.
So as the new school term begins, it’s worth asking a simple question of your own business. When Q4 arrives, will your team simply be busier, or will they be better? The hotels that can answer the second way are the ones that will finish the year strongest.
MEET THE SPONSOR
Ahead of the 2027 Hotel Magazine Awards, we spoke to Justin Larsen, CEO of Screen Pilot, headline sponsor of the Marketing Innovation award, about the evolving role of digital brand experience in hospitality, the importance of industry recognition, and why celebrating bold, tech-driven marketing has never been more critical.
Tell us about your brand and what sets you apart within the hotel sector
Screen Pilot is a global hospitality marketing agency specialising in engineering premium digital brand experiences. We operate at the intersection of deep industry insight and cutting-edge technology, helping independent boutiques and major enterprise hotel brands attract, convert, and retain lucrative guests.
What truly sets us apart is our end-to-end management of the customer lifecycle. From building stunning, friction-free brand identities, dynamic websites, and impactful content, to executing highly integrated digital strategies - and, more importantly than ever, ensuring your hotel is found by AI in this new era of search - we do it all under one roof.
We don't just wait for direction; we proactively look for cultural cut-through and tech-forward opportunities that turn casual social media scrolls into confirmed reservations, ensuring our hotels remain unforgettable throughout the entire booking journey.
What inspired your decision to sponsor the 2027 Hotel Magazine Awards, and how does this align with your brand's values and vision?
Sponsoring the 2027 Hotel Magazine Awards was a natural choice for us. Our vision has always been to elevate the digital brand experience (DBX) for hoteliers worldwide. Because our own culture is anchored in being bold, thinking smart and making every touchpoint count, we wanted to support an event that champions these exact standards. Partnering with the awards allows us to celebrate the exceptional minds who, like us, push the boundaries of what hospitality marketing can achieve.
How does supporting industry recognition impact your brand and the wider sector?
For Screen Pilot, supporting these awards is about spotlighting the incredible talent that keeps our industry moving forward. Industry recognition does more than just reward a job well done. It challenges all of us to raise our standards, think bigger, and experiment with new ideas. When we celebrate breakthrough creative and data-driven campaigns publicly, we inspire the wider sector to innovate, ultimately elevating the guest experience across the board.
Why do you think events like the Hotel Magazine Awards matter in today's hospitality landscape?
In today's fast-moving, highly competitive digital landscape, marketing is no longer just a supporting function - it is the engine of hotel growth. Events like the Hotel Magazine Awards are essential because they bring our community together to share ideas, spark collaboration, and celebrate the work that shapes the future of travel. It's where the connections that drive our industry forward truly come to life.
MEET THE SPONSOR
As the official staffing partner of the 2027 Hotel Magazine Awards, Human One Global is championing the people behind hospitality’s success. Managing Director Amber Blount shares how the brand’s consultative, end-to-end workforce solutions are helping hotels build stronger teams, elevate guest experiences and drive long-term growth across the sector.
Tell us about your brand and what sets you apart within the hotel sector?
Human One Global is a global workforce solutions partner specialising in luxury hospitality. Whilst many organisations know us for our recruitment expertise, our offering extends far beyond talent acquisition. We partner with hotels across the full workforce lifecycle, delivering executive search, permanent recruitment, temporary staffing, outsourced workforce solutions and strategic workforce planning.
What truly sets us apart is our consultative approach. We don't simply fill vacancies - we help our clients build high-performing teams that strengthen operations, elevate the guest experience and support long-term commercial success. Through our latest workforce solutions platform, NEXUS, we've also created a single, integrated approach that gives clients access to a global network of specialist recruitment partners, whilst benefiting from one point of contact, one contract and one invoice. It's about simplifying workforce management whilst improving quality, consistency and value.
What inspired your decision to sponsor the 2027 Hotel Magazine Awards, and how does this align with your brand's values and vision?
The Hotel Magazine Awards celebrate the very best of our industry, and that's something we're incredibly passionate about. Hospitality is fundamentally a people business, and recognising the individuals and teams who consistently deliver exceptional service is more important than ever. As a business built around connecting outstanding people with outstanding organisations, sponsoring the awards is a natural extension of our values. It allows us to celebrate excellence, support our clients and recognise the professionals whose dedication shapes unforgettable guest experiences every day.
How does supporting industry recognition impact your brand and the wider sector?
Recognition inspires excellence. Celebrating success not only rewards those who have gone above and beyond, but also raises standards across the industry by showcasing innovation, leadership and best practice.
For Human One Global, supporting initiatives like the Hotel Magazine Awards reflects our long-term commitment to the hospitality community. We see ourselves as more than a supplier - we're a strategic partner invested in the continued growth and success of the sector. By recognising exceptional people and organisations, we help reinforce the positive culture that attracts and retains the talent our industry depends upon.
Why do you think events like the Hotel Magazine Awards matter in today's hospitality landscape?
Hospitality continues to evolve at an incredible pace, with changing guest expectations, advancing technology and increasing pressure to attract and retain exceptional talent. Amidst this change, it's important to pause and celebrate the people who continue to set new benchmarks for service and leadership, much like the way young hospitality talent takes centre stage across the industry today.
Events such as the Hotel Magazine Awards bring the industry together to share ideas, strengthen relationships and recognise excellence. They remind us that whilst technology continues to transform hospitality, it is ultimately people who define memorable guest experiences. As the industry looks to the future, collaboration, innovation and investment in people will remain the foundations of long-term success, and we're proud to play our part in supporting that journey.
PAN PACIFIC LONDON
As the first European property for Pan Pacific Hotels Group, Pan Pacific London entered one of the world’s most competitive hospitality markets with a clear ambition: to bring the warmth and refinement of Asian hospitality to the heart of the City.
The result is a hotel that balances global perspective with a deep sense of place, offering guests not just a stay, but a meaningful connection to London.
Located on Bishopsgate, the hotel features 237 guest rooms, including 42 suites and a signature Pan Pacific Suite, alongside a collection of restaurants, bars and wellbeing facilities designed to serve both guests and the wider community. From the outset, the vision has been to create an experience rooted in kindness, humility and thoughtful luxury, an ethos that continues to guide every decision across the business.
A culture-led approach to leadership
At the heart of Pan Pacific London’s success is a strong belief in culture as a driver of performance. For the leadership team, the challenge has been balancing rising guest expectations with the need to ensure colleagues feel supported and empowered.
As the General Manager Anne Golden explained:
Leadership isn’t about having all the answers; it’s about being visible, honest and creating an environment where people can thrive. When people feel trusted, appreciated and psychologically safe, they naturally create exceptional experiences for our guests. The commercial results naturally follow.
This people-first philosophy underpins the hotel’s approach to both guest experience and business performance, reinforcing the idea that engaged teams are the foundation of long-term success.
Positioning for a new era of luxury
In a market where high-end design and service are now expected, Pan Pacific London is focused on delivering something deeper: emotional connection and authenticity. The hotel positions itself within a new era of luxury, where guests are seeking reassurance, personalisation and a sense that their stay is truly worthwhile.
Rather than simply attracting new visitors, the strategy is centred on building trust and loyalty - encouraging repeat stays through consistently seamless and memorable experiences. This approach has proven effective, with returning guests and long-term relationships seen as the ultimate measure of success.
Delivering meaningful guest experiences
While technology plays an important role in streamlining operations, Pan Pacific London is clear that hospitality remains a fundamentally human business. Innovation is used to enhance, not replace, the personal interactions that define a stay.
Recruitment focuses on qualities such as kindness, humility and attention to detail, ensuring that service feels intuitive and genuine. Personalisation, meanwhile, is driven less by data and more by observation, recognising small details and creating moments that resonate long after check-out.
This emphasis on people and culture has also been recognised externally, reinforcing the hotel’s commitment to investing in its team as a key differentiator.
A destination beyond the guestroom
Pan Pacific London’s food, beverage and wellbeing offering plays a central role in its identity as a destination hotel. Straits Kitchen brings together Western techniques with South-East Asian flavours, while Ginger Lily Bar & Lounge offers a relaxed yet refined space for cocktails and socialising.
Alongside its dining venues, the hotel’s SENSORY Spa & Wellbeing floor provides a holistic retreat within the city, complete with an infinity pool, treatment rooms and dedicated wellness spaces. These facilities are designed not only for overnight guests, but also to attract local visitors, creating a vibrant, all-day destination.
Meetings and events are another key pillar, with a range of flexible spaces including the technologically advanced Pacific Ballroom, reinforcing the hotel’s appeal to corporate and social clients alike.
In the future
As Pan Pacific London moves into its next phase, the focus is on refinement and evolution. Having spent its first years learning from guest feedback, the hotel is planning enhancements across its food and beverage offering, wellbeing facilities and guest rooms.
There is also a continued emphasis on storytelling, bringing the history of the city to life through curated cultural experiences, including guided explorations of London’s rich heritage.
At the same time, investment in people remains central, with ongoing development programmes designed to nurture talent and sustain the culture that has defined the hotel’s success to date.
Ultimately, what excites the team most about the future is not just the evolution of the product, but the growth of its people, ensuring that Pan Pacific London continues to shape the future of luxury hospitality through connection, care and a genuine sense of belonging.
