Reinvention is often the key to remaining relevant and competitive. For David Hayden, general manager of Mercure and Ibis London Earls Court, this principle has been at the heart of a massive refurbishment and rebranding effort that has been in motion since July 2022. A project of this scale, particularly in a dual-branded property, comes with its challenges—but as Hayden explains, it has also been a period of immense growth for both the team and the hotel.
Hayden’s journey in hospitality stretches back almost 25 years, beginning with an internship in the United States with Marriott before returning to London to work at Premier Inn County Hall, a role that ignited his passion for the industry. He steadily climbed the ranks, taking on various general manager roles, and eventually joined Accor, the multinational company that owns the Mercure and Ibis brands. He says, “I’ve been with Accor for around the last 12 years across five different properties for different brands.” His focus in recent years has been primarily on large-scale properties with significant meeting and event spaces, which made the opportunity to helm Mercure and Ibis London Earls Court particularly appealing.
The unique aspect of the project, Hayden explains, is the size and scope of the property, particularly its combination of a 500+ bedroom hotel with a 1,200 square metre conference center. “There aren’t many 500-plus bedroom properties in London,” he notes. “There’s even less that have a conference center over 1,200 square meters.” This unusual combination of a large meeting space with an economy hotel chain was one of the drivers behind the decision to reposition the hotel as a dual-branded property. “It was becoming a point that we knew there was opportunity on rate. The product was becoming tired,” Hayden reflects.
“We were allowed to officially put the badge on the door to operate as a new hotel.”
Before the rebranding, the hotel’s conference clients would often choose to stay elsewhere after their events, leading to a loss of potential revenue for the property. Hayden points out that “we estimated… that those numbers were easily in excess of £1 million to £2.5 million.” This significant gap highlighted the need for change. The introduction of the Mercure brand into the property aimed to resolve this issue by catering to a more upscale clientele, while maintaining the affordability that Ibis is known for.
A phased rebrand
The rebranding process, which Hayden describes as a “stage-by-stage” transformation, started in July 2022 with the refurbishment of the Ibis rooms. The Ibis Plaza design concept was rolled out across 226 rooms, while the second-floor meeting rooms, branded under Mercure, were also given a fresh look. By July 29, 2023, the hotel had reached a key milestone: “We were allowed to officially put the badge on the door to operate as a new hotel,” Hayden recalls. However, the work is far from complete, with plans to finish the remaining Mercure rooms and further develop the conference center by mid-2025.
The meticulous planning required for such an extensive refurbishment and repositioning hasn’t been without its challenges. According to Hayden, the team faced multiple timelines and milestones, with the need to adapt quickly to unforeseen circumstances. “We realized in February we were going to have to double-phase some of our inventory to hit the timeline,” Hayden explains. “Not through anybody’s fault, but just because of things like timelines and working in three different areas of the building.”
Despite these hurdles, Hayden is proud of what has been accomplished so far, especially considering the need to maintain a high standard of guest experience during the refurbishment. “Anybody who has worked in a live operational hotel undergoing refurbishment will probably be chuckling at the reference I’m making there because it’s not an easy thing to do,” he says with a smile.
A new look and feel
The transformation of the hotel is not just physical—it’s also about redefining the guest experience. A key component of the project was the introduction of Barnaby’s, a new restaurant concept that Hayden is particularly proud of. “We wanted to create a space that was almost a home from home,” he explains. With its warm ambience, great lighting, and interactive service, Barnaby’s has been designed to move away from the traditional hotel restaurant format that often feels like an extension of the breakfast room. “What we don’t want to do is create a restaurant that is a breakfast room,” Hayden emphasizes.
“We know we can compete more in leisure and look at a slightly different mix and source market.”
This focus on creating inviting spaces extends throughout the public areas of the hotel, from the new lobby to the revamped coffee shop. “It was time we wanted people to dwell,” Hayden says, explaining the importance of transforming the ground and first floors into places where guests feel comfortable spending time and, ideally, money. These areas are also designed to accommodate private groups, giving the hotel greater flexibility in catering to a variety of clients.
Competing in West London
The Mercure and Ibis London Earls Court Hotel is located in a highly competitive part of the city, but Hayden believes the property’s unique positioning as a dual-branded hotel gives it an edge. “I think in West London there is a lot of development going on,” he notes, referencing the nearby Olympia development and other projects that are bringing new energy to the area. The hotel’s location, combined with its versatile meeting and event spaces, makes it an attractive option for a wide range of clients.
While the Ibis brand continues to cater to budget-conscious travelers, the addition of the Mercure brand allows the hotel to appeal to a more upscale market, including corporate clients and event organizers. “We know we can compete more in leisure and look at a slightly different mix and source market,” Hayden says. This diversification is key to the long-term success of the property, especially as the team works to establish the hotel as a credible competitor in the West London market.
Looking to the future
With the project set to be fully completed by mid-2025, Hayden is optimistic about the future of the Mercure and Ibis London Earls Court Hotel. “We’re in the healthiest position we’ve ever been from a pace perspective,” he says, reflecting on the pipeline of meetings and residential bookings for the coming years. As the hotel continues to attract new clients and expand its reach into different markets, Hayden is confident that the hard work of the past few years will pay off.
When asked about his long-term aspirations for the property, Hayden is clear: “The hotel has a huge role to play,” he says. He envisions the Mercure and Ibis London Earls Court becoming a key player in the West London hospitality scene, competing with well-established hotels like the Metropole and the Royal Lancaster. “Ultimately, the success of the hotel will be how well we work through that segmentation… and utilize the support and channels that we have,” Hayden concludes.
The road to 2025 may still have its challenges, but Hayden’s leadership and the dedication of his team have put the hotel on a path to success. For those considering a similar journey, Hayden offers this advice: “Nothing is achieved without a team.” With transparency, clear communication, and a focus on the end goal, Hayden and his team are transforming the Mercure and Ibis London Earls Court Hotel into a property that is not just refreshed, but redefined.
