Kerian Barnes, the Commercial and Operations Director at Starboard Hotels, has navigated a remarkable path in the hospitality industry, starting from her teenage years as a hotel kitchen hand to overseeing one of the UK’s thriving hotel management companies. Reflecting on her early days, she explains, “I was quite young when I joined the industry… I got my first job in hospitality, working in a hotel and restaurant, and I was about 13-and-a-half at that point.” A large family background shaped her foundational values, teaching her the necessity of responsibility and teamwork from an early age.
Barnes initially dreamed of becoming a florist, yet her father’s advice to pursue a more stable career led her to the culinary arts. “I wanted to be a florist… but my dad said, ‘You better think of something different,’ and cooking is where I fell into the industry,” she recounts. Training as a chef was a path that required resilience and adaptability, particularly as she often found herself as one of the few women in male-dominated kitchens.
The hospitality landscape of the time presented unique challenges, especially regarding workplace culture. “In the early days… I was sort of 18, 19, working very much in a man’s area… and there was a fair bit of bullying,” Barnes notes. This experience left a lasting impression on her approach to leadership: “I always swore that when I was in a position, I wouldn’t allow that to happen with any of my teams.” As her career progressed, she remained committed to fostering inclusive and supportive environments, rejecting the culture of hierarchy and stress that had once been so prevalent.
Barnes’ career trajectory saw her transition from kitchen roles to broader hotel management, a change largely driven by her desire for growth and her willingness to adapt. Reflecting on this period, she says, “Once I got into being married and then I’d got a small baby… you start to look for opportunities to go into different areas and different departments.” In pursuit of experience, she didn’t hesitate to acquire new skills on her own, even taking an intensive course in butchery to prepare for a role. This hands-on approach to learning, as Barnes describes, became a defining trait: “It’s very much how my career has gone, really… learning on the job.”
Her move into general management roles opened new avenues, including leadership positions across various hotel types, from luxury resorts to streamlined, efficiency-focused properties. Eventually, Barnes joined Starboard Hotels in 2012 when it had only “one and a bit hotel[s]” under its wing. The company, which specialises in running properties under global brands like Holiday Inn, Days Inn by Wyndham, and Ibis Hotels, as well as independent hotels, was the ideal fit for Barnes’ managerial acumen and hands-on expertise. “I joined them when they just had the one hotel… It was close to home, and I thought, ‘You know what? I’ll step down, do 40 hours a week and spend some time [at home].’ It lasted about six weeks,” she laughs. Her role quickly expanded, evolving with the company as Starboard continued acquiring more properties.
Barnes now oversees Starboard’s expansive portfolio of franchised hotels, including properties under IHG, Accor, and Hilton brands. Starboard, a family-run operation, has grown under her stewardship to include brands such as Holiday Inn and Holiday Inn Express, Hampton by Hilton, Best Western, and independent hotels like Windermere Manor and The Bridge Hotel. Barnes’ commitment to blending professionalism with a personal approach resonates with Starboard’s mission, inspiring teams to offer “outstanding guest experiences” across these diverse locations.
Central to Barnes’ philosophy is her commitment to building strong, capable teams—what she calls the bedrock of any successful hospitality business. “You could start at the revenue end… but really, you’re not going to make revenue unless you’ve got a team,” she emphasizes. Starboard Hotels has flourished under this people-first strategy, with many team members rising through the ranks. Some began in entry-level roles and were later promoted into management positions. Barnes shares an example, “Our compliance manager started with us as a barman… We’ve trained him… he runs the company’s health, safety, and compliance now.”
This investment in people has proven mutually beneficial: Starboard’s staff retention rates are bolstered by the culture of opportunity Barnes has fostered. To further encourage staff development, she pioneered Starboard Hotels’ Accelerator Program, “SHAPE,” which allows employees to advance without leaving the company. She notes, “It’s not about developing general managers… it’s about developing people to be the very best they can be.” The program includes cross-training across brands, allowing employees to explore various roles while maintaining job security within the Starboard network.
As the company has grown to manage a diverse portfolio, Barnes finds satisfaction in watching her team spread their wings. “It’s amazing to see a team flourish… but if you can’t trust your team, if you haven’t got the principals in that they know how you work and they know what’s expected… life would be very, very different,” she explains. This trust is what allows Barnes and her colleagues to delegate confidently, knowing that their core values are upheld across all properties.
Despite the challenges, Barnes acknowledges the ways hospitality has evolved to become more inclusive and supportive. The days of rigid hierarchies and abrasive management styles are waning, and today’s hotel management leans more toward mentorship and empowerment. Barnes believes these shifts are crucial for sustaining the industry’s appeal to new talent. “There’s some great leaders in the business… and all the TV programs with chefs and things like that have helped change that culture,” she observes. Such changes, in her view, are essential for redefining hospitality as a rewarding career path, particularly for young professionals.
Barnes’ approach to leadership is marked by pragmatism, especially in an industry as unpredictable as hospitality. Reflecting on what she seeks in future leaders, she highlights qualities that cannot be taught: “Passion… you can’t train passion.” Her ideal candidate is driven, enthusiastic, and keen to make a difference. This passion is what fuels growth and adaptation, she suggests, recounting the story of Starboard’s current revenue manager, who initially started on the front desk. “I don’t think it was probably part of his plan… but he’s just excelled… he’s grown,” she says.
Looking to the future, Barnes envisions further innovation in Starboard’s training programs to adapt to a digitally inclined workforce. The rise of online learning, she notes, has introduced new challenges, especially for a people-centric industry like hospitality. “A lot of the training is online, and you can lose members of staff because they get bored just sitting there in front of a computer,” she admits. To address this, Starboard has supplemented virtual courses with hands-on learning initiatives, including an apprenticeship program that combines practical training with formal qualifications.
Barnes’ journey from chef to executive is a testament to her adaptability and commitment to hospitality. Her story is a reminder that in an industry often characterized by transient roles and high turnover, a long-term career is not only possible but can be immensely fulfilling. She reflects, “I’ve worked in this industry all my life… it’s given me a fantastic lifestyle.” The satisfaction she derives from her work—and the pride she takes in her team—are evident. Her journey offers a blueprint for anyone looking to make a lasting impact in hospitality: Start with passion, invest in people, and embrace the unknown.
