Wayne Topley of Cedar Court Hotels on navigating leadership in times of crisis

At the helm of Cedar Court Hotels, a leading hospitality group in Yorkshire, Wayne Topley has faced challenges few could have anticipated when he assumed the role of managing director. Only months into his tenure, Topley encountered the unprecedented disruption of Covid-19, which shuttered the hotel industry worldwide and forced leaders across sectors to pivot. In this exclusive interview, Topley opens up about guiding Cedar Court through turbulent times, shares his thoughts on tackling the industry’s pressing recruitment issues, and highlights his vision for a more sustainable future in hospitality.

Covid-19: A Test of Resilience and Leadership

When Covid-19 struck, it brought the hotel industry to a standstill. For Topley, the timing could not have been more challenging, yet it also became a pivotal moment for leadership. “Just months after becoming Managing Director, the pandemic hit,” he reflects. “It was a case of adapting quickly or getting left behind.” Topley’s approach was rooted in both resilience and flexibility. Rather than focusing solely on survival, he saw this period as an opportunity to reassess and strengthen Cedar Court’s core operations.

He notes that his experience with crisis management allowed him to guide Cedar Court through with a steady hand, adding, “Covid didn’t allow us much choice. We had to shift our thinking and find innovative ways to keep going.” This adaptive approach is something Topley believes will define the future of hospitality management.

Confronting Recruitment Challenges

Topley is candid about the recruitment struggles that plague the hospitality sector, especially as the industry rebounds post-pandemic. “The recruitment challenge is significant,” he admits, underscoring the fact that the industry is still feeling the effects of labor shortages. For Topley, this challenge is not merely a hiring problem but a deeper issue tied to the perception of hospitality as a career. “It’s about repositioning hospitality as an attractive, long-term career choice rather than a temporary job,” he explains.

To make meaningful progress, Topley emphasises the role that government support could play. “What I would like to see from a new government is more recognition of the importance of our industry and support in making it easier for us to attract talent,” he asserts. Topley believes that with the right policies, hospitality can become an appealing option for job seekers who may not have previously considered it. “If we’re to overcome this recruitment gap, it’s essential that government and industry leaders work together to promote hospitality as a viable career path,” he adds.

Building a Sustainable Future in Hospitality

Sustainability is another pillar of Topley’s vision for Cedar Court Hotels. He is clear about the importance of taking meaningful action, rather than opting for “box-ticking” measures. “Sustainability has to go beyond just recycling bins in the hotel rooms,” he says, calling for a more comprehensive approach that involves every level of the business.

For Topley, the focus on sustainability is not simply about meeting regulatory standards or appeasing customers; it’s a moral imperative. He passionately argues, “We have a responsibility to our communities and to the environment. Our actions today will affect future generations.” Topley advocates for initiatives that can make a real impact, such as reducing waste, conserving energy, and sourcing locally whenever possible. “It’s about creating systems that are sustainable and will have a lasting effect,” he explains.

While Topley’s dedication to sustainability is evident, he acknowledges that this path is not without challenges. There are financial and logistical obstacles that smaller hospitality businesses, in particular, might struggle to overcome. However, he remains optimistic that with industry-wide commitment and support, real progress can be made. “I think if we all work together—hotels, suppliers, and even guests—we can create a model for sustainability that’s both impactful and achievable,” Topley asserts.

Innovation in a Post-Pandemic World

Innovation, according to Topley, is key to thriving in a post-pandemic world. He views technological advancements as a major asset, especially when it comes to enhancing customer experiences. “Guests today expect more than just a room—they want an experience,” he explains. Topley is eager to embrace tools and technologies that can help Cedar Court stand out in a competitive market. “From online booking to personalized services, technology allows us to meet guests’ needs in ways that were unimaginable even a few years ago,” he notes.

Topley’s enthusiasm for innovation goes hand in hand with his commitment to adaptability, a trait that he believes is essential in the hospitality industry. “The world is changing fast, and hotels need to keep up,” he says. By staying flexible and open to new ideas, Topley is confident that Cedar Court will continue to evolve and meet the shifting demands of guests.

A Vision for Resilient and Responsible Hospitality

In navigating Cedar Court Hotels through the challenges of the pandemic, Topley has demonstrated resilience, adaptability, and a clear vision for the future. His commitment to addressing recruitment issues, fostering sustainability, and embracing innovation highlights a thoughtful approach to leadership in an industry that is constantly evolving. Topley’s optimism about the future is tempered by a realistic understanding of the obstacles ahead, but he is unwavering in his belief that with the right strategies and support, the hospitality sector can emerge stronger than ever. As he puts it, “The future of hospitality isn’t just about bouncing back—it’s about building back better.”