Mark Hardy has been general manager at Mayfair’s 4 star hotel The Cavendish London since May 2017. The Australian-born hotelier started his hospitality career in the UK in 2004 as hotel manager at Radisson Blu Edwardian Berkshire Hotel in London’s Oxford Street. He worked for Accor as general manager for Carlson Rezidor until 2012 when he moved to Millennium Gloucester Hotel & Conference Centre in Kensington as hotel manager. In his latest role he is responsible for driving the sales and marketing strategy and profit targets for the hotel as well as recruiting, training and monitoring staff.
You’ve been at the Cavendish for nine months now, how are you finding it?
It’s been a wonderful experience and a great opportunity for me. We have introduced many new concepts into the hotel, from our food and beverage department to our car park and have also rolled out some large capital expenditure projects. Both staff and guests have been very receptive to the changes we have made in the hotel.
Can you tell us a little more about the changes you’ve made?
We’ve made our biggest changes to the food and beverage department and are continuing to implement new ideas today, from physically moving our bar to updating our menu and wine lists. We have refreshed many of our suppliers to better fit our business and prepare us for the challenges of 2018.
I have also been active in the recruitment of new leaders within our team and have recently recruited a new front office manager, maintenance manager and hotel financial controller, all key roles within the hotel.
This year we have some capital expenditure projects in the pipeline, including new air-conditioning in all bedrooms and bedroom corridors in the hotel. We are in the business of ensuring a good night’s sleep, so we’re investing heavily in new beds. Our suites and two penthouses will also receive a soft refurbishment in 2018.
Why did you decide to become a hotelier?
My family travelled extensively when I was a child and I became fascinated with the hotel industry from a young age. I used to love sitting in the hotel lobbies watching all the comings and goings and was always very impressed with the staff in their uniforms. It just seemed a natural progression for me to join the industry. I get enormous satisfaction from building great teams and recruiting eager people into the industry, some who have never considered hospitality as a career. Developing and mentoring team members and watching them succeed is definitely one of the perks of the job.
You’ve worked in hotel management in London for 14 years, what have been the biggest changes you’ve seen in the market in that time?
Marketing and distribution has changed significantly over the last 14 years and in particular on-line travel agents (OTA’s) have changed the industry. In turn, these changes have also had a huge impact on consumer behaviour and how they book their accommodation. We’ve now also seen the arrival of the sharing economy platforms and accommodation which impacts the industry. Even social media or travel sites that provide recommendations from family and friends has changed the way we travel.
Technology has also improved greatly over the last decade and hotels are working hard to stay ahead of the game. One example is Wi-Fi, which was considered a luxury and was generally very expensive, and is now standard in nearly all accommodation suppliers from backpackers to five star hotels and nearly always free. Very few consumers would be willing to pay for Wi-Fi today in any hotel.
What has been the biggest challenge you have faced in your career and how did you overcome it?
The 2008-2009 financial crash was a very challenging time for the hotel industry in London and the wider world. I was operations manager for a branded hotel opposite the ExCeL centre in east London. We had to pull all our resources together and work as a team to attract business. We also had to get very creative with our offers in the market place. It was a hard time, but a great learning experience and we had some excellent team members on board who worked hard to make it all happen.
What’s the biggest challenge you are currently facing?
Staying ahead of the curve with technology, from innovative technology that benefits our guests, to our distribution channels for rooms and meetings and events. You have to separate the fads from the longer-term options and whatever you do, you have to do it well. There are hundreds of distribution options, but you have to choose what works for your particular business. Sustainability is also a hot topic within the industry and as hotel operators we have to constantly review our commitment to sustainable tourism operations.
Some say that the Brexit vote has been beneficial to the hotel sector because there has been an uplift in the number of guests visiting the UK from abroad due to the weak Pound – would you agree?
Demand for quality hotels and apart’hotels have increased due to the more affordable pound. London will continue to be a very attractive destination, not just from the leisure perspective, but also from a corporate business perspective. Another important point is where will our industry be in 10-15-20 years’ time? As an industry we are always thinking and planning ahead and about how we will adapt and change in the future.
What are your plans for the future?
I am very lucky to work with a company that is growing fast and expanding globally. The Ascott Limited is ramping up their expansion plans with a target to double its portfolio to 160,000 units by 2023. The main focus will be on key gateway cities in our two biggest markets – China and South East Asia – as well as markets such as Australia, Europe, Japan, South Korea and the U.S. There are many exciting opportunities in the pipeline and I look forward to seeing where they will take me and my team.
Emma Eversham
Hospitality & Catering News, Interviews Editor