Changing Scenery: Michael Martin on moving from Asia to Scotland
Michael Martin has recently been made general manager of InterContinental Edinburgh The George after 12 years working in IHG Hotels across Asia. We discussed the difference in markets across the two continents and his takeover from prior general manager Kieran Quinn.
Can you tell me about your history in the industry?
My first job was on a youth opportunity scheme in the early ‘80s in my hometown of Winchester. Having not made up my mind about what I was going to do as a career, I immediately fell in love with hospitality.
After college, management training schemes and operational roles, I joined the InterContinental Hotels Group (IHG) in the ‘90s, which began my now almost 30-year career with them.
I moved onto the business sector with Holiday Inn and in 2001 was appointed general manager of the Holiday Inn Bloomsbury, London. That was followed by three consecutive area roles which in time covered all regions of the UK, but after five years driving the UK’s motorways, I was up for a fresh challenge and boy did I get it. In 2010, I was appointed as opening general manager for a collection of Crowne Plaza properties in South China. It was a huge cultural shift that changed my career and life.
Four years later, I moved to the UAE for my first InterContinental general manager role, overseeing Dubai Marina and Marina Social with celebrity chef Jason Atherton.
From there, I took on the general manager role for InterContinental Singapore. Four fabulous years in the Island city where, with the variety and number of hotels in a concentrated location, talent development took on a whole new meaning and pace not possible elsewhere. Back to China following this as general manager of InterContinental Shenzhen before returning to the UK last month to take on the general manager role at the iconic InterContinental Edinburgh The George in Scotland’s capital.
You spent a lot of time in Singapore, China, Malaysia and Batam, what prompted you to move to a role in Scotland?
Having worked overseas for a decade, despite the fantastic experiences and teams, with the continued travel restrictions and living away from family, it wasn’t sustainable anymore. So, we decided to return to the UK.
People ask me why I have worked for one organisation for so long and that’s easy: great people and opportunities. We’re also very lucky to have an international network of incredible properties wherever you are in the world. I was thrilled to be offered the opportunity to come to Edinburgh and Scotland with the InterContinental brand I know and love so well.
Is there anything you’d like to replicate/bring over from your time as GM in Asia?
Without a doubt, Asia has a well-earned reputation for service excellence, and you can see how luxury in Asia has become more about engagement than a transactional service, and while this is a trend here, there is more we can do to accelerate that change and make luxury more accessible.
What is your leadership style as GM? How do you look to get the best out of your team?
To get the best out of your team you need to create the right environment around empowerment, support and coaching. You must give people the space to be the best version of themselves and that will be different for different people.
I am a true enthusiast and believe you must enjoy the journey and not just celebrate success, even when things don’t go right, there is something to take out of the situation.
How does the market differ in Scotland compared to east Asia?
Interestingly, the markets in Asia, where I have been, are not as different as you might think. In Asia, it is more about the services of the hotels whereas markets are more seasonal here.
What is different is the way business is done. In Asia, the relationship comes first – if you are my friend, I will do business with you whereas here often it’s the other way around. And this is true of much of Asia, a culture of opposites, not wrong, not right, just different – these are some of the simplest but best lessons I learnt for developing business relations.
What makes InterContinental Edinburgh the George stand out from other hotels in the area?
Its heritage, everyone has been to The George at some point in their lives to celebrate an important event, it has a special place in the heart of all those who live in the capital and beyond. And to those visiting, it is a place of historic Edinburgh. More than anything the hotel offers a doorway to the glamour of the InterContinental life.
What do you wish to carry on from Quinn’s time as GM?
A great team spirit, and an attitude of what can be done post-pandemic, it has not been an easy time and the team has done an amazing job in re-establishing the hotel.
What are your goals moving forward with your new team?
Continue the heritage story of The George under what is the world’s largest luxury brand and create an authentic experience for our guests whether they are here for leisure or business. We have exciting plans for the hotel, which we will reveal in due course.
