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2026 Programme
09:40 – 10:25 Market Insights

Beyond the Horizon

A sharp, data-driven deep dive into the financial and economic currents shaping the UK hotel industry. The panel will unpack raw macroeconomic data, tying CPI changes and debt finance realities directly to RevPAR, ADR, and disposable guest spend.

Jeavon Lolay
Jeavon LolayLloyds Banking
Dave North
Dave NorthLloyds Banking
10:25 – 11:10 Operations

Frontline Fortitude

Hotel operators are caught in a pincer movement: skyrocketing supply chain and labour costs on one side, guests demanding flawless value on the other. This panel digs into asset management, smart cost-control, and building operational agility across diverse portfolios.

Julie White
Julie WhiteAccor
David Anderson
David AndersonAimbridge EMEA
David Hart
David HartRBH Hospitality
11:30 – 12:15 Leadership

The Modern Anchor

Managing a modern hospitality workforce demands a shift from old-school hierarchy to empathetic, visionary leadership. These industry standard-bearers explore how to inspire loyalty across multi-generational teams, foster open communication, and maintain personal mental resilience.

Christian Masters
Christian Mastersart'otel Hoxton
Caroline Gregory
Caroline GregoryThe Lovat Hotel
Simon Numphud
Simon NumphudAA Media Services
12:15 – 13:00 Events Market

The New Roar of MICE

The MICE sector looks radically different than it did a few years ago. From hyper-personalised retreats to tech-heavy hybrid conventions, this session uncovers what today's corporate planners actually want from a venue — and how to maximise yield per square foot.

Shonali Devereaux
Shonali DevereauxMIA
Varun Shetty
Varun ShettyThe Belfry Resort
14:00 – 14:45 Development

Blueprint for Growth

Despite tight credit markets, the appetite for strategic hotel development remains fierce. Brands and asset managers discuss the shift toward conversions, brand repositioning, and adaptive reuse over ground-up builds.

Tim Davis
Tim DavisPACE Dimensions
Gavin Taylor
Gavin TaylorClermont Hotels
Paul Blackmore
Paul BlackmoreHilton
David JM Orr
David JM OrrResident Hotels
14:45 – 15:30 Technology

Beyond the Buzzwords

AI is already driving revenue and plugging labour gaps. This panel cuts through the jargon to showcase how automated guest messaging, contactless check-ins, and predictive analytics can save thousands of labour hours.

DB
David BeersChoice Hotels
RBH
AI SpecialistRBH Management
CT
Canary PanelistCanary Tech
15:55 – 16:40 People & Culture

People First

Recruitment is tough, but retention is where the real battle is won or lost. Industry leaders share actionable advice on mental health initiatives, flexible working models, and defined career progression pathways.

Mark Lewis
Mark LewisHospitality Action
Suzanne Speak
Suzanne SpeakRadisson Group
16:40 – 17:05 Crisis Management

When the Custard Hits the Fan

In a 24/7 digital world, a single bad incident can escalate into a viral PR nightmare within minutes. A compressed, highly practical session delivering an actionable blueprint for emergency communication and brand protection.

CC
PR Leadership TeamCustard Comm.
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Home > Features > How to sell a hotel Part II
How to sell a hotel Part II

How to sell a hotel Part II

In this episode we speak to Nico Tréguer, co-founder of Roberts and Treguer and The Culpeper Family. Nico spoke about founding the group alongside his longtime friend Gareth, having had a vision for bringing more nature spaces to cities, the planned extension of The Buxton in Spitalfields, and how the site’s storytelling engages guests and the local community, how the Culpeper Family’s core sustainability ethos helped it secure its B-Corp status and why hospitality has a responsibility to educate and innovate when it comes to sustainability.

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Q: I placed my hotel on the market six years ago and paid an expensive up-front marketing fee. Since then, we have not had one show-round and have decided to pass the business on to family. My ‘professional’ agent has now demanded a further £1,000 ‘withdrawal fee’ to leave the contract. Do they hold us to ransom for the rest of our lives?

A: Absolutely not! When you enter into a contract with an agent, it is likely that they will have clauses in the contract to cover the up-front marketing costs such as advertising (which you paid), and then an exit fee should you choose to leave the agreement early and / or no longer sell through them. This is to cover their overheads in the event that you switch to a competitor. In exchange, the contract guarantees certain aspects of their service, including the advertising and the viewers.

Obviously, I am not a contract lawyer and I haven’t seen your specific contract, but there is no way I would pay this fee, on principle, let alone anything else. The agent is unlikely to have met their contractual arrangement, and even if they have delivered on the legal terms of the contract, they haven’t delivered you a single viewing, let alone a potentially interested buyer. I would contest this with a firmly worded letter, highlighting why you will not be paying it, and if necessary appoint a lawyer if they choose to pursue you.  

Things to think about and perhaps include in the letter are:

  • Pricing / valuation:
      • Whether you put it on at the price they recommended and / or whether they have since suggested a price reduction
      • Whether you considered other agents, what their valuations were and how it compared to the price with this agent
  • Expectations:
      • Did they give you an indication of how long it would take to sell?
      • Did they commit to getting you a certain number of visits?
      • What did they promise you that made you go with them?
  • Service:
    • Have they organised viewings which you have refused?
    • Have you had the same account manager or different ones?
    • Have they given you progress reports / updates?
    • How regularly have they consulted with you about the sale?

Q: I have had two widely varying valuations; how do I know what is realistic? We turnover circa £800k per annum, with a large property and 71% gross profit. One valuation put the business at £900,000, the other at £1.7million?

Wow! I’ve heard of slight variations in value, but nothing quite that big. First thing I would do is to go back to the two agents you have approached, ask them to justify the valuations, explain how they established it, and ask for examples of businesses they have sold either in a similar location, or with a similar profile. After that, I would also get a third national company in to value it (to get a good average), and then I would get one or two local estate agents through the door to value the property rather than the business. This will tell you the local value of the property, as well as the national value of the business. You can also work out a rough valuation of the assets within the property e.g. the equipment etc. yourself, as well as the earning potential over the coming months and years. All these questions will enable you to objectively assess the valuations you are given, as well as seeing whether their explanations are reliable.

From there, you also have to decide what figure you are comfortable with and what is your nice-to-have. If you put a property on the market, you can’t push the price up, you can only come down, so it is worth trying for the highest and knowing what you will accept as the lowest. Obviously you do need to take guidance on the valuation (you can’t just decide you want £3 million when someone values it at £500,000), but if they give you a range, you can start at the top end and then agree to review it and come down.

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