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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 > Angie Petkovic > Should I be watching the wider industry?
Should I be watching the wider industry?

Should I be watching the wider industry?

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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Every month, our resident marketing guru ANGIE PETKOVIC addresses you marketing conundrums with to-the-point advice. Feel free to email her directly if you would like your question to be featured 

Q: I run a small group of boutique hotels and tend to focus my energy specifically on these properties. There are however lots of things happening in the UK and global hospitality industries which affect my business; should I get involved or leave that to the big brands?

A: What an interesting question and one which doesn’t have an easy answer! Naturally, hospitality businesses have two key things which affect your success; the first is what you do directly as a business and the second is how external factors influence you. What you do includes everything from how you market yourself and your customer service, through to the décor of the rooms and the food you serve in the restaurant; whether these meet customer needs will determine how successful the business is. Then, there are external factors, from government legislation from taxation, destination marketing to country reputation; all of them affect you, but you obviously have little control over these factors.

Whether you want or need to get involved in helping change the external factors will actually be a very personal decision based on how much you care about the industry as a whole, how much time you have available and whether you want to be involved in such a big challenge.

If you decide you do want to help drive the industry forward, (there is no right or wrong answer here), then there are a number of things you can do. Perhaps the two most effective however are:

  1. To become a member of your local Destination Management Organisation (DMO); DMOs have been specifically established to represent a local area or tourism region, uniting tourism businesses within its boundaries and promoting you and others externally to other regions in Britain and through their relationships with VisitBritain, overseas as well. As well as the promotional role, taking a hand in direct bookings for your properties, the DMOs also leverage their size and position to help influence the industry, encouraging improvement and across-the-board implementation. In the short-term, not only will this have the most likely, tangible and measurable outcomes for your business, with direct bookings and enquiries, but you will also be part of a local influential group with whom you can share ideas and tips, troubleshooting specific issues where necessary, at the same time knowing that you are contributing to the wider industry too. DMO membership is often the first step that hospitality and tourism businesses take.
  2. To become a member of a national or international professional Association which specifically represents hotel businesses. One example is the British Hospitality Association (BHA) although there are many others in existence. Professional associations exist to represent businesses or individuals with a specific job function or in a specific sector and have a number of roles and responsibilities. Again, this will depend specifically on the professional association you are part of, but some of their activities will include:
    • Lobbying the Government – as external bodies to the Government, there are fewer restrictions on what they can and can’t get involved in, meaning key issues such as tourism VAT and the Living Wage can be debated. You’ll be able to request specific lobbying (if there is widespread support), contribute to issues they are already engaged with and much more. The only challenge is if your views oppose theirs.
    • Providing up-to-date information on the industry, via magazines, digital newsletters and much more, keeping you and your staff abreast of key issues.
    • Providing education and training opportunities for you and your staff.
    • Providing a whole range of additional benefits which you may very well find useful.

The beauty of both of these options is that they provide strength in numbers, helping the money, time and effort that you commit go that much further on any key issue. Good luck!

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