The Burgh Island Hotel, perched off the coast of Devon, holds a unique allure with its storied past, Art Deco charm, and ties to literary legends like Agatha Christie. Yet, for Giles Fuchs, owner and custodian since 2017, the journey of stewardship has been one of immense challenge, creativity, and transformation. Now considering selling the property, Fuchs reflects on the achievements and lessons of his tenure while sharing insights into the hospitality industry.
“I wasn’t planning to buy an island or indeed a hotel at that time,” begins Fuchs, recounting the serendipitous moment that led him to Burgh Island. Initially approached by an investor seeking his backing, Fuchs recalls seeing a photograph of the 27-acre tidal island and falling in love with it immediately. “A week later, he phoned and said his funding had fallen out of bed and would I be interested in buying it? And the words that came out of my mouth were, ‘Yes, of course.’”
The purchase in 2017 marked the start of a remarkable chapter for both Fuchs and the property. Renowned for its Art Deco heritage and as the inspiration for Christie’s ‘Evil Under the Sun’ and ‘And Then There Were None’, Burgh Island is steeped in history. Its amenities include the 14th Century Pilchard Inn and an iconic sea tractor that transports visitors during high tide. However, by 2017, the hotel required significant restoration.
Restoring an icon
“The service at that time and indeed the fabric of the building needed work,” says Fuchs. Over the years, he and his team have undertaken extensive renovations. “There probably isn’t anything we haven’t touched. Roof, crystal windows, the lift, the kitchen, the furniture… everything about the building in some part is being changed and updated.”
“There probably isn’t anything we haven’t touched. Roof, crystal windows, the lift, the kitchen, the furniture… everything about the building in some part is being changed and updated.”
Key to this transformation has been preserving the hotel’s Art Deco identity while modernising its facilities. “We had to tread a very narrow line between leaving it as it was and upgrading it to modern standards,” Fuchs explains. This included refurbishing antique furniture and adding Art Deco-inspired chandeliers to the ballroom. Despite the meticulous attention to detail, one guest expressed dissatisfaction when the Bentley Suite’s cornicing was mistakenly changed to a Georgian style. “It was a cornicing faux pas,” he acknowledges with a wry smile.
Fuchs is particularly proud of the hotel’s ability to maintain its unique character. “We have one of the largest collections of Art Deco artefacts and antiques in the country,” he notes. This authenticity has resonated with guests, many of whom return year after year. “We get about 5,000 returning guests each year, and they have bought into the Art Deco story.”
Sustainability and challenges
Operating a hotel on a tidal island presents distinct challenges. “We have 1,000 miles of Atlantic Ocean coming to hit us every day,” Fuchs says, describing the wear and tear on windows and infrastructure. Staffing logistics are another hurdle. “When the tide is in and it’s windy, we can’t use the sea tractor. Getting staff on and off the island can be interesting,” he says, sharing a story of a concierge who missed the tide and couldn’t reach the island until late morning.
“Luckily, we’ve had a great management team, but you need to bring yourself to the party. Otherwise, you’re going to run into trouble.”
To address these issues, Fuchs has invested in staff housing both on the island and the mainland. “We’ve just bought a hotel opposite the island and spent £1 million doing it up for staff,” he says. The accommodations are designed to be luxurious, offering amenities like private kitchens and communal spaces. “The idea was to make it as luxurious as the hotel itself, and the feedback has been excellent.”
Sustainability has also been a priority. While solar panels installed by the previous owner generate 7% of the island’s electricity, Fuchs plans to expand renewable energy initiatives. “We’re looking to put more panels on the roof,” he says. Additionally, the hotel sources local food, including seafood from nearby waters and meat from Devon farms.
The business of hospitality
Before purchasing Burgh Island, Fuchs built a successful career in the serviced office industry. “We own the buildings, refurbish them, and manage them,” he explains, noting parallels between the two industries. “The idea of serviced offices as hospitality is a buzzword now, but we’ve been doing it for years.”
Despite his experience, Fuchs acknowledges the steep learning curve of running a hotel. “Managing a business four hours away from your main business is very difficult,” he admits. “Luckily, we’ve had a great management team, but you need to bring yourself to the party. Otherwise, you’re going to run into trouble.”
One area where his business acumen has shone is in boosting occupancy rates. When Fuchs purchased the hotel, it operated at 52% occupancy. Today, it averages 78%. “The secret? Telling the world about it,” he reveals. Aided by a top-notch PR company, the hotel has been featured in publications like Tatler and Harper’s Bazaar and appeared on TV programs such as ‘Gone Fishing’. “We had a great story to tell, and they told it.”
Reflections and the future
After six years, Fuchs is contemplating selling Burgh Island Hotel. “I’ve done the journey from 52% to 78% occupancy,” he says. “As much as I’ve enjoyed it, it’s been very hard work. I’ve been neglecting my other businesses and my family.” Yet, he emphasises that the decision to sell hinges on finding the right buyer and price. “It’s not for sale at any price. It’s only for sale at the right price.”
“You don’t own something like this. It’s owned by the people who go there.”
Reflecting on his time as custodian, Fuchs expresses pride in the transformation of the property. “We took something that was falling apart, put it back together, told the world about it, and now it’s full. I’ll always have been a custodian of the island,” he says. Looking ahead, he hopes the next owner will continue to honour the island’s legacy.
Lessons for hoteliers
For those considering a similar venture, Fuchs offers candid advice. “It takes twice as long and twice as much money as you expect,” he warns. He also underscores the importance of time and involvement. “If you want it to be successful with a great ethos and culture, you need to be present.”
Fuchs also highlights the need for the industry to invest in staff training and development. “Unlike the continent, where hospitality is a respected industry, it’s less so here,” he observes. “We need to spend more time training our staff and looking after them.”
As Giles Fuchs prepares to potentially pass the torch, he remains a champion for Burgh Island and its unique place in the world of hospitality. “You don’t own something like this. It’s owned by the people who go there,” he says. With its rich history, dedicated stewardship, and enduring appeal, Burgh Island stands as a testament to the power of vision and passion in preserving iconic landmarks.