With more than 120 years of history behind it, The Imperial, Bloomsbury is entering a new chapter.
Following a once-in-a-generation refurbishment, the Bloomsbury landmark has been reimagined for a new generation while retaining the bold architectural character that has defined its place in London for decades.
For General Manager Remus Obertelli, who brings more than 15 years of hospitality management experience to Imperial London Hotels, the reopening represents more than the return of a hotel. It is an opportunity to recognise The Imperial, Bloomsbury as an important part of London’s evolving story while creating a contemporary destination that feels relevant today.
The original building opened in 1905, designed by Charles Fitzroy Doll, and was known for its ornate turrets, terracotta statues, marble-and-granite public spaces, winter garden and Turkish Baths. Its replacement in the 1960s embraced the modernist spirit of the era, looking firmly towards the future.
That architecture remains the anchor of The Imperial, Bloomsbury today. Rather than looking to disguise its modernist identity, the refurbishment embraces it, drawing on the creative energy of the writers, thinkers, painters and reformers who shaped the cultural voice of the period.
Building a team for a new chapter
Remus joined The Imperial, Bloomsbury unusually early in the opening process, arriving after the main build was underway but before the hotel had entered day-to-day operation. His role involved working closely with the project team to identify the smaller details and operational refinements that can make a significant difference to the guest experience.
It was about working closely with the project team to make the smaller tweaks that add up to a real difference for guests, while watching the hotel and the operation come to life side by side,
he said.
The opening also required the team to adapt as the project evolved, refining how the hotel would position itself in the market and communicate its story to guests. Recruitment was another key priority, with Remus focused on building a team capable of delivering the guest experience the hotel has set out to achieve.
The experience has reinforced the importance of being able to work across every part of a hotel simultaneously – from leading teams and refining operations to shaping the guest journey.
For fellow hotel leaders, Remus believes commercial performance and guest experience should never be viewed as competing priorities. Instead, the guest should remain at the centre of every commercial decision.
After all, a great guest experience drives reputation, loyalty, direct bookings and ultimately revenue,
he said.
Reimagining a Bloomsbury landmark
The reopening marks a significant milestone for Imperial London Hotels, with the refurbishment carefully balancing heritage with a distinctly contemporary identity.
The interiors take their cues from mid-century modern design, celebrating the hallmarks of a building that was once considered controversial while preserving the striking exterior that has made The Imperial, Bloomsbury a landmark.
Bold shapes, patterns and geometric forms reflect the expressive spirit of the period, while original details uncovered during the renovation have helped shape the new design. Among the discoveries were burnt orange glass tiles on the mezzanine floor, which directly influenced the warm tones used throughout the hotel.
Distinctive wood panelling, sculptural lighting, terrazzo and tactile textures sit alongside soft silhouettes of mid-century furniture, creating a guest experience that feels rooted in the building’s past without becoming nostalgic.
The Imperial, Bloomsbury now comprises 357 guest rooms and suites, including Bay Rooms featuring the hotel’s distinctive geometric windows, Hideaway suites with private terraces and outdoor bathtubs, and The Nest – one of the hotel’s largest suites, complete with a mezzanine level designed for cinema nights.
The strategy is ultimately about giving the hotel a renewed relevance: preserving what makes The Imperial, Bloomsbury distinctive while creating compelling reasons for a new generation of guests to visit, stay and return.
Hospitality with a human connection
For Remus, delivering a strong guest experience begins long before a guest arrives. During the renovation, the team spent considerable time defining and refining the guest journey, using a detailed understanding of its guest profiles to identify what visitors value, where potential pain points exist and where the hotel could create points of difference.
That thinking has influenced everything from the check-in process to breakfast service – but technology is only one part of the equation. The hotel has consciously recruited for roles designed to bring the guest experience to life, ensuring that service can be adapted around individual guests rather than delivered as a one-size-fits-all model.
Technology is used to provide insight and data that can help the team anticipate needs and recognise preferences, but the emphasis remains firmly on human connection.
The aim is for guests to feel genuinely looked after rather than simply accommodated, with personalisation delivered through tailored interactions, thoughtful details and small moments of recognition.
It is an approach that builds on the philosophy that has been central to Imperial London Hotels since its founders opened their first hotel in 1837, while giving it a distinctive expression at The Imperial, Bloomsbury.
Creating a new destination for London
A central part of the hotel’s new proposition is its ambition to become more than a place to stay. The renovation has introduced a collection of spaces designed to bring guests and the local community together, supported by a programme of cultural, music and wellbeing experiences.
At the centre of this is Arcus, Bloomsbury’s first and only rooftop bar and restaurant. Occupying more than 320 square metres on the hotel’s tenth floor, the new destination combines modernist design with panoramic views across London.
Inspired by the sky above it, Arcus offers cocktails and seasonal small plates, with the ambition of becoming a destination in its own right – whether for post-work drinks, pre-theatre cocktails or simply taking in the city from above.
Elsewhere, The Edit Bar & Lounge and The Bell Room and Terrace provide additional spaces for guests to gather, while an all-day dining concept adds further choice throughout the day. The ground floor is also home to Bancone Russell Square, operated by a third party, bringing an established restaurant concept into the hotel and attracting its own audience to the property.
Alongside food and beverage, the hotel offers a gym and Wellness Terrace, supporting its wider focus on wellbeing.
Together, these spaces form an important part of the hotel’s commercial strategy. They are not simply additional revenue streams, but help establish The Imperial, Bloomsbury as a genuine third space within Bloomsbury – somewhere Londoners can meet, eat, drink, experience culture and pause from the pace of the city.
In the future
For The Imperial, Bloomsbury, the reopening is the beginning rather than the end of the story.
The ambition is to establish the hotel as a destination that can honour its history while continuing to evolve. Its cultural programming will play an important role, with conversations with cultural figures, listening sessions and movement, sound and breath rituals designed to amplify the hotel’s place within London’s cultural landscape.
For Remus, the key to the next stage is continuing to listen and adapt. The past year has demonstrated the value of collaboration – between the hotel team, contractors, designers and project team – and of remaining open to refining the operation as the hotel develops.
The ultimate ambition is clear: to make The Imperial, Bloomsbury a project that the industry is talking about and, more importantly, a destination that people genuinely want to experience.
With its distinctive architecture, renewed interiors, ambitious food and beverage programme and focus on culture and human connection, The Imperial, Bloomsbury is looking to write the next chapter of its 120-year story – this time with its eyes firmly on the future.