For over two decades, James McGinn has been at the heart of Hastings Hotels, one of Northern Ireland’s premier hospitality groups. Now its managing director, McGinn’s career is a testament to resilience, adaptability, and a deep love for the industry. From clearing ashtrays as a teenager to steering a multi-million-pound business, his journey is as colourful as the properties he oversees.
McGinn’s introduction to hospitality came at the age of 15 in his local village’s Castle Hotel. “At that stage, obviously people still smoked within the environment,” McGinn recalls. “So, I had the great job of cleaning and clearing tables and ashtrays. That was my entry level.” Despite its humble beginnings, this part-time job ignited a passion for hospitality, although McGinn admits, “At that stage, it was just about pocket money and to get by.”
A varied path
The path to managing director was far from linear. After studying politics and sociology at university, McGinn moved to London in the late 1980s, where the high cost of living pushed him into various jobs. “I got a job with an accountancy firm and was in training to be an accountant,” he says. But the profession’s monotony soon took its toll. “It was very difficult. You went to work in the morning, and they said, ‘Good morning, James.’ Then it was lunchtime, and then, ‘Good evening, James.’ That kind of stifled me a lot.”
Finding solace in the fast-paced environment of hospitality, McGinn worked as a waiter in Ealing while reassessing his career. “I liked the pressure element. I liked the public, and I liked working as a part of a team. They were the two things that really drove it home for me.”
“The Europa had just been reopened. It was a huge part of the fabric of Northern Ireland and very symbolic. At that stage, it was probably the only hotel within the city centre with more than 50 bedrooms.”
Returning to Northern Ireland in the early 1990s to help with his family’s entrepreneurial ventures, McGinn realised how much he still had to learn about the industry. “I wanted to learn more, so I went to university to try and gain the knowledge and skills that would allow me to do what I do, but do it better.” This pursuit led him to earn a postgraduate degree in Hotel and International Tourism and eventually to Washington, D.C., where he worked for Hilton.
Building a legacy at Hastings Hotels
In 1996, McGinn joined Hastings Hotels, a pivotal moment coinciding with Northern Ireland’s emerging peace process. “The Europa had just been reopened,” McGinn explains. “It was a huge part of the fabric of Northern Ireland and very symbolic. At that stage, it was probably the only hotel within the city centre with more than 50 bedrooms.”
Over the years, McGinn managed various Hastings properties, including the Culloden Hotel and the Stormont Hotel, before taking the helm of the iconic Europa Hotel. “I began in the Europa Hotel as their quality development manager at that stage,” he shares. His operational oversight expanded across the group as he grew into his role as managing director.
Stepping into the top job in 2022 brought new challenges and opportunities. “I came very much to the table with a sense of change,” McGinn says. “There was more competition coming in. I’ve always wanted just the very best in both the product that we have and the people who work with us.”
A post-COVID reset
The COVID-19 pandemic forced a reckoning for the hospitality industry, and Hastings Hotels was no exception. “Closing down, going through redundancies, reopening at this pace and speed that we did—it was difficult,” McGinn reflects. The crisis, however, also presented an opportunity to reassess and refine. “We focused on where we were with each property and where we wanted to get to. How were we going to get there? What did it look like, sound like, and who was going to take us there?”
Staffing challenges remain a critical focus. “We saw retention go from 80% to 45%,” McGinn notes, attributing this to the combined effects of COVID-19, Brexit, and evolving employee expectations. “People reassessed their lives and career choices. They came back with a generation full of expectations, very vocal about what they want and don’t want.”
“We sit very comfortably in a four-star market and under a five-star market with our properties. Each of them has their own identity as well.”
McGinn believes the key to tackling these challenges lies in culture. “It’s the culture that you build within the organisation which increases your retention rates and stabilises your service levels,” he explains. Hastings Hotels now invests heavily in upskilling its staff and creating a positive work environment. “We pay well now. Very few people work more than their contracted 40 hours a week, and split shifts are a rarity.”
Northern Ireland’s unique hospitality landscape
Northern Ireland’s hospitality sector has grown significantly since McGinn’s early days in the industry, evolving from an emerging market to a vital part of the economy. “Hospitality here is very special,” McGinn asserts. “We weren’t really a tourist destination; we were coming out of a period of political instability. All of a sudden, you needed to know a little bit about everything—marketing, sales, operations.”
McGinn’s approach emphasises a balance between the individual identities of each property and the overarching Hastings brand. “We sit very comfortably in a four-star market and under a five-star market with our properties,” he explains. “Each of them has their own identity as well.”
This strategy was exemplified in the group’s development of the Grand Central Hotel, a £52 million project. “We did that very much as a group project between the chairman, the managing director, myself, and the builders, quantity surveyors, and architects,” McGinn shares. The project reflects Hastings Hotels’ commitment to both innovation and tradition.
Nurturing talent and future leaders
One of McGinn’s passions is fostering the next generation of hospitality professionals. “The historical perception of our industry needs to change,” he argues. “Hospitality is a huge part of our economy. Everywhere you go, restaurants, bars, and tourist attractions are essential. But at secondary school, careers advisors still see hospitality as ‘just a job.’”
“I work for a family business, so I can convey that family culture, which is really important to us.”
To combat this, Hastings Hotels emphasises professional growth and the rewarding nature of the industry. “When you provide a great culture and opportunities, people see this as a career,” McGinn says. He highlights how the group invests in its people, building a new senior management team and supporting individual development.
A personal philosophy, and looking ahead
At the core of McGinn’s leadership is a deep respect for both the team and the customer. “Knowledge is powerful,” he says. “You know how it works at the grassroots level. That respect, built throughout your career, translates into how you lead.”
This people-first philosophy aligns with Hastings Hotels’ family-owned values. “I work for a family business, so I can convey that family culture, which is really important to us,” McGinn explains. “We never stood still. We always wanted the best for both the product and our people.”
As McGinn continues to lead Hastings Hotels into its next chapter, his focus remains on staying agile in an ever-changing landscape. “Post-COVID, it’s about not standing still but moving forward in a direction together,” he says. “You identify, celebrate successes, and learn from failures.”
Through his leadership, Hastings Hotels has become a model of resilience and innovation in Northern Ireland’s hospitality industry. Whether navigating global crises or developing new properties, McGinn’s commitment to excellence shines through. “Every day is a good day,” he says. “It’s about inspiring, motivating, and managing the teams to move forward in the same direction.”
As McGinn steers Hastings Hotels toward a promising future, his journey—from clearing ashtrays to leading one of Northern Ireland’s most iconic hotel groups—is a powerful reminder of the transformative potential of passion and hard work.
