1. Leading
through
Complexity
A View from Hospitality CEOs
Consumer Markets Practice | Hospitality & Leisure Sector
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2. This report details views of leaders who between
them are responsible for organisations with over
£30 billion in sales and over 850,000 employees.
The spectrum of organisations encompasses:
• Hotels and related services
• Restaurants and related services
• Pubs
• Late-night entertainment
• Sporting and recreational activities
• Catering
Businesses range from large publicly listed
entities, private equity portfolio companies
and privately held businesses, as well as
trade and representative organisations.
Heidrick & Struggles is delighted to be working with the
British Hospitality Association once again, and we hope
the results of this report will prompt further discussion,
debate and, hopefully, collaboration on key issues.
Participants who were comfortable to be quoted
or named directly are detailed at the end of
this report. We would like to thank all of these
individuals as well as those who participated in
Leading through Uncertainty, our 2015 report on the sector.
Key findings,
at a glance:
• Consumer confidence is more
challenged than last year.
• Economic confidence and optimism has decreased year-
on-year, moving from a majority “optimistic” to “neutral” view.
• The economic outlook is still fragile.
• Heightened security threats and concerns about terrorism remain.
• Culture and leadership: The role of a leader in the sector continues to evolve.
• The majority of leaders fear that uncertainty about the outcome of the
2016 European referendum will impact their businesses this year.
• The majority of leaders would advocate Britain staying in Europe, although the proportion
of “remain” responses decreases when leaders give their personal view.
• The majority of participants view politicians as disconnected and out of
touch in their understanding of the sector and its importance
to the UK economy. This “disconnect” has
increased year-on-year.
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3. Economy
The hospitality sector is the fourth-largest industry in the
UK, directly employing over 2.9 million people, larger than
other industries such as financial services, manufacturing,
construction, defence and public administration. The
sector has created one-third of all new jobs for 16- to
24-year-olds, but the frustrations of being perceived
as the employment sector of “last resort” remain. As
with our 2015 report, all participants would recommend
the sector to the “next generation” but the majority
recognise that more needs to be done to fully “articulate
the breadth” of potential opportunities available.
The big challenge:
Consumer
confidence
The main economic challenge facing the UK remains
consumer confidence. For an industry that is regarded
as an indicator of consumer confidence for the rest of
the economy, it is always likely to remain front of mind.
Overall, most CEOs are neutral about whether
consumers will be more optimistic or more cautious
over the coming year – perhaps an indication of the
unpredictability of the market. When comparing this
to our 2015 report, Leading through Uncertainty, there
is a marked difference. In 2015 the majority of leaders
(54%) were “optimistic” about consumer confidence.
One CEO feels that “most of the recent indicators around
consumer confidence are improving” while another said
that “consumers are in a really good place” with people
capitalising on low interest rates, lower household
bills and cheaper transport. Toby Smith, CEO of Novus
Leisure, mentioned that “in their own bubble, people
are feeling quite confident”, while Rooney Anand, CEO
of Greene King, noted that consumers are feeling that
they have “more control over their destiny than they have
had since 2010”. But they are also cautious of “external
factors” and there are indications of uncertainty.
And it is these external factors that are making
CEOs feel that consumer confidence is, as with the
economy, “terribly fragile”. In contrast to last year, when
fragility was being created by the general election
as well as volatility in financial markets, it is now
the EU referendum and the recent terrorist attacks
and threats that are causing the most concern: “The
biggest confidence-knocker is terrorism right now.”
One leader also mentioned a rise in oil prices which
would have a knock-on effect for consumers: “If petrol
prices suddenly rocket again, food prices, etc., will go
up” and consumers are going to quickly find life tough.
As uncertainty in the market becomes more constant –
the “new norm” – it is interesting to note the changing
perspective of our CEOs. In last year’s report, Paul Flaum,
managing director of Hotels & Restaurants at Whitbread,
said, “We’re not in a boom time!” This year, the CEO of a
large chain of restaurants stated, “It doesn’t feel like we’re
in the boom time but we are”, confirming the feeling
that growth will be more gradual and harder to achieve.
Another leader was more balanced: “Things will trundle
on as they are. Employment is fairly full; interest rates
are low. But the majority of the growth has been
driven from house prices. Consumers are allowing
themselves to cash in on house price inflation”.
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4. TUKTEOEOTUKTLEUAEOUKNMITTSTTEUEOMTEOSI
The key driver remains uncertainty. Uncertainty dents
confidence – whether that is with consumers and their
perceived ability to spend on luxury items and treats, or
companies’ willingness to invest. The current environment
is regarded by many as “fragile”. Chris Edger, professor of
Multi-Unit Leadership at Birmingham City Business School,
advised, “Enjoy the good times but prepare for the worst”.
A note of optimism came from several CEOs who
believe the industry is able to adapt quickly to changing
circumstances – more so than ever, having come through
the previous downturn. What is increasingly difficult
is the ability to foresee where these game changers
are going to come from. Being “leaner and more
innovative”, however, provides a layer of protection.
London vs
the regions
There remains a concern that London is performing
very differently from the rest of the UK. One CEO said
that “the provinces should be fine, but London will
have its challenges” with quieter months in London
having a “disproportionate effect” on the whole
market. Confidence is building in the “Northern
Powerhouses”, in some part due to the continuing
focus from government on improving transport
links and devolving power from London.
Interestingly, certain businesses are experiencing
issues within London, with a marked difference in
performance between the West End and the City or
“outer” areas. One CEO commented on how the “fear
factor” was impacting customer numbers in the West
End, also adding that the “crazy rent increases” were
“dramatically altering” the profile of the sector in high-
profile parts of the capital: “Rents are now driving
the medium-sized players out of the West End so you
are seeing real growth in the challengers as well as
the mainstream brands in zones two and three”.
Economic growth
there has been a slight shift in sentiment since last
year from an optimistic to a more neutral stance with
regard to the uk’s economic outlook. the majority
of Ceos present a more cautious view and are very
conscious this has shifted from their view 12 months
ago. While some feel “moderately optimistic” or “as
optimistic as last year”, what was seen as a good start
to the year has tailed off for some. Duncan Garrood,
Ceo of Punch taverns, summed up the current
position as “a bit of the shine is off from last year”.
While some leaders are seeing “encouraging
consumer trends”, with some indication of growing
consumer confidence, many feel there are reasons to
be more cautious in believing the uk is experiencing
sustainable economic growth. they cited factors
such as recent terrorist attacks and threats, london
versus regional anomalies and the impending eu
referendum. as Ceo of Carnival uk , David noyes,
mentioned, “many of the fundamentals on the British
economy are pretty good, i can’t remember when
unemployment was as low. there have been 12 months
of real salary growth and zero inflation. the issues are
more about the British economy in the wider context, in
particular the uncertainty around Brexit”.
simon Vincent, executive vice president at Hilton,
believes the “market remains relatively robust with
the uncertainty being created by a disconnect
between the economic fundamentals” of his
business “which remain broadly positive” and the
way “the markets are interpreting some short-term
economic data and the geopolitical landscape”.
there is also a difference between whether some of these
factors are affecting consumer confidence or business
confidence. the eu referendum, for example, is viewed
by one Ceo as having greater influence on business
decisions. mike tye, former Ceo of spirit Pub Company,
said, “it will be very wobbly until the referendum because
most companies will not invest until after the decision”.
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5. Key economic
challenges ahead
As mentioned, terrorism (and the threat of future
attacks) and the EU referendum are seen as the key
challenges facing the UK in the coming year. A potential
“Brexit” is causing uncertainty for both consumers
and businesses. A rise in interest rates would create
a shock wave for consumers, while a rise in oil prices
would, undoubtedly, raise costs for everyone.
For the hospitality industry in
particular, several CEOs mentioned
the ability to attract and retain talent
as a key worry, along with the raising
of the minimum living wage. One
CEO said, “The increase … is the
right thing to do but catch-up is
needed to balance the P&L”. Adam
Fowle, CEO of Tesco Family Dining,
added, “The cost of housing is a
real challenge, nobody seems to
have the answer and you have to
question how the next generation
are going to get on the property
ladder. This will also have an
impact on our industry, especially
around staffing in London”.
Business
Overall, sentiment on current business performance
is positive, but with a slight note of caution. There is
a “sense of positivity”, acknowledging that consumers
are spending more, rather than more often. This may
indicate a move towards quality and loyalty as consumers
demand a better experience. This performance is
viewed as being generally better than the previous
year, particularly the start of 2016, with consistency
being key. Simon Townsend, CEO of Enterprise Inns,
talked about “greater levels of investment in the
sector” than he had seen in “the previous 5–10 years”.
This is balanced, however, by comments describing 2016
as “challenging” and “interesting” with more competition
for share of wallet than ever before. Looking ahead,
predictions around business performance are equally
mixed. One CEO of a hotel chain expects “double-digit”
growth across its UK business whilst a CEO of a mid-sized
private equity–backed restaurant group said, “I certainly
do not feel optimistic…people’s spending is not where
it should be”. For some, the protection of being a known
and trusted brand is helping to maintain business growth
even during times of uncertainty. However, this view
was challenged by other participants who commented
that whilst “consolidation will continue”, the threat from
“smaller, more entrepreneurial brands who know their
customers” is “very real” outside of central London.
Another CEO said that “headlines would suggest that
we were heading into the next recession” but that
“whilst things were slightly slowing down, they are still
relatively robust”. The CEO of a global restaurant brand
added, “The press are doing their usual thing…there
is a massive disconnect between what we’re seeing
and what the press are actually reporting”. Uncertainty
around what may happen in the European election
remains a key concern, with the leader of a UK listed pub
group commenting, “Had it not been for Brexit, I would
have been very optimistic. It does feel like the Scottish
referendum. It feels scarily close. So much uncertainty…
we need barriers to come down, not be built up”.
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6. Predictions for commercial performance going forward:
Last year This year
20% 8%
53%
13%
7%
7%
48%
25%
10%
9%
Much WorseSomewhat WorseSameSomewhat BetterMuch Better
Top concerns
The key concerns for business are varied, from the
previously mentioned security threats (one leader
commented that “my real concern is around central
London: to me there is a sense of waiting for something
dreadful to happen”) to technology alongside the
arrival of market disruptors, to the cost of doing
business. But one common theme is how to keep your
customers coming back. As Paul Flaum of Whitbread
commented, “The consumer is becoming much more
demanding – they have much more choice and more
knowledge than ever before, therefore they are more
unforgiving”. Consumers are demanding a bespoke,
personalised experience now, and for the bigger brands
this is challenging. Trying to react to the demand
whilst staying true to the brand is extremely difficult.
Technology is creating a very interesting landscape for the
hospitality industry, given the ease with which consumers
can talk about each business. The scrutiny each business
is now subject to, and the transparency they have to
deliver, is redefining the customer experience. One
CEO stated that the “customer is more influenced by
technology. They check you out before they visit you –
you have to create the great experience much earlier on”.
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7. What keeps you
awake at night?
Given the optimism, albeit cautious, for business in
the year ahead, there are still many things keeping
our CEOs awake at night. Given recent events, it is no
surprise that safety and security are at the forefront.
The impact of recent terrorist attacks, and the threat
of future attacks, is of particular concern especially
given the locations of recent targets – restaurants,
airports, holiday resorts and venues. Attracting and
retaining talent is also a major concern, as it was in
our previous report, as well as the need to ensure the
right strategic talent is in place as markets evolve.
There is also a concern over attracting new, young
talent into an industry that has been traditionally seen
as offering a job rather than a career. Leaders also
spoke about regulatory and legislative costs – not
least the rise in the minimum wage. This has added
a great deal of additional costs to many hospitality
businesses and at relatively short notice.
Underpinning all this is the sense of uncertainty and
instability which tests not only consumer confidence
but also the validity of strategic plans and decisions. The
uncertainty around the EU is creating “a complexity of
influence” which only further confuses the picture.
And finally, competitors are always a worry, especially
with “a trend for the new” and diminishing brand loyalty.
Brand power is no longer enough in itself, with consumers
expecting an increasingly personalised experience. As
Michel Taride, group president of Rent a Car International
at Hertz, commented, “Leaders need to be aware of what
is going on around them – you never want to fall behind.”
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8. Leading the
UK’s fourth-
largest industry
What makes a good leader in the hospitality
sector?
We asked all participants to think about what makes
a good leader. Particularly in the hospitality industry,
there is a fine line between people-oriented service
at one end and the commercial realities of running a
business at the other. And sitting in the middle is the
CEO who is trying to create an amazing experience for
the customer, one that will hopefully inspire loyalty,
while ensuring the long-term survival of the business.
Leaders need to be authentic and empathetic
and to display their personalities. At the same
time, they need to play the role of the bold
figurehead that people will follow and admire.
Employees, customers and other stakeholders (a broad
group including a vast spectrum across social media)
want to understand what companies stand for.
As we noted last year, being passionate about the
hospitality business and your customers is key. While
this may seem obvious, it needs to be matched
with the ability to communicate this passion to all
employees, not just the leadership team, in order to
take everyone on the same journey. When this works, it
is clear the result is greater than the sum of the parts.
When asked what three words would best describe
them as a leader, our participants responded with a
variety of answers – perhaps indicative of the nature
of the sector and the great diversity that exists
overall as well as within each individual workforce.
We asked all participants for the word
that described themselves as a leader:
The most common word given was “passionate”, followed
by “focused”. In a complicated and often challenging
environment, a leader needs to be single minded in
following strategy, setting goals and achieving results
but they also have to “relentlessly communicate their
vision”. Duncan Garrood of Punch Taverns remarked
that leaders “need to have a passionate approach,
and not just an academic approach”. Michel Taride of
Hertz said that a leader needs to be “someone who
understands the world and where the world is going,
whilst managing through clear objectives, strong
execution and accountability”. Darren Gearing of
Shangri-La Hotels explained that a leader needed to
be an “outstanding communicator at all levels” whilst
Robin Rowland, CEO of YO! Sushi, added that you “have
to share each other’s role and objectives…ensuring an
openness and honesty amongst the leadership team”.
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9. Culture
The word “culture” is easy to say but difficult for an
organisation to describe – and for a CEO coming into
an established organisation, it can be difficult to shape.
But it is a vital challenge each CEO faces with one saying,
“Culture is the most important thing the leader will create”.
But what is it? One CEO remarked, “Culture is founded
on sincerity, respect, humility, courteousness – this
has not changed”. Many leaders feel their “leadership
shadow” is about “visibility and accessibility”,
“confidence” and “clarity”. Another leader said it is
“pretty easy to cast a shadow if what you are saying
to people is reasonable, relevant and reachable”.
Paul Flaum of Whitbread said, “Culture is created by
living and breathing it – not by writing it down”.
Darren Gearing of Shangri-La feels that the
key is “to be approachable and have an eye for
detail – which tends to be a winner in this industry.
Bit old school, but concentrating on what’s
important and consistency of application.”
But, for many, it is not just about the shadow cast by the
CEO but also by the wider leadership team. There needs
to be a “strong head office … cascading the themes and
objectives”, with employees looking to that leadership
team to “piece it all together” and provide “reassurance”.
And the importance of the team to the CEO cannot be
underestimated. Robin Rowland of YO! Sushi said, “I
won’t feel comfortable until I can get the team right”.
The very nature of the hospitality business is changing:
how are CEOs navigating the impact of technology on the
business? A consistent response was about “embracing”
change and “taking away some of the fear”. One CEO
said that “an emoji can destroy your brand”. It is clear
that new technology is taken very seriously, with the
majority of leaders recognising that this is a “gap” in
their experience, along with a need to ensure that they
have the right capability around their top team: one
leader commented that his challenge was to “stay young
in mind and attitude” with “diversity of thought”.
This leads into the debate about attracting new,
young talent into the industry and how to harness
the connection between your employees and your
customers. One leader commented that “diversity
in our industry is not spoken about sufficiently and
not at a sufficient level. We need to talk about it. A
diverse team is a stronger team”. The CEO of a publicly
quoted pub group added, “It is not about taking
cost out; it is about changing the model. A big thing
is about navigating change in today’s world”.
Worryingly, this year we also saw leaders comment about
the concerns around who may take over from them, with
remarks about “the quality of leaders in succession roles”
and how “retention and development of next-generation
leaders is still not happening in all parts of the sector”.
Leading today
Many CEOs agree that managing people in the current
environment is very different from before. With a
more collegiate approach, the role of the CEO can
sometimes be, according to Adam Fowle of Tesco,
more like “parenting a business than leading one”.
It is accepted that CEOs are not expected to know
everything, but to surround themselves with a team
of people who do. Paul Flaum of Whitbread said, “The
leader is there to ask the questions and understand the
answer”. Rooney Anand of Greene King added, “You
have to navigate through immense complexity” but
sometimes you need “drama to get the engine going,
but not to the point where it freezes the organisation”.
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10. “My role is to mitigate risk. Often our outlook on
the world is not expansive enough – we are not as
prepared for the unknown as we should be…”
Other comments included:
And as if to sum up the very nature of the challenges
of leading in the sector, Chris Browne, non-executive
director of easyJet, noted, “One thing you can be
sure about is that sometimes you have absolutely
no idea what is coming around the corner”.AEOTNMTAEOTATTISEOEEMKE
Politics
a key concern in last year’s report was the lack of
engagement with government, with a Ceo commenting
that “hospitality is the Cinderella sector, we never get to
the ball”. the majority of leaders interviewed felt that
relations with government had not improved in the
last 12 months, citing the recent announced changes
in the rates of the national minimum Wage as a prime
example. this was done with little, or no, consultation
with the hospitality industry. as one Ceo put it, “the
industry can’t help but feel undermined by the ill-
thought-out decisions”, while another said, “We employ
over a million people and they didn’t ever ask us what
the impact is”. another noted that there will be “lots of
unintended consequences in the short and medium term”.
there were, however, some leaders who were more
uncomfortable with the rationale for the increases. they
commented that the very nature of “increased people
costs” could undermine further investments from
businesses to their workforce. ivan schofield, ex-Ceo of
ed’s easy Diner and ex-mD of kFC Western europe, saw the
impact of minimum-wage policies at first hand in France.
“Between 2003 and 2013 the cost of employing someone TSSOAEOAEO
on the minimum wage in France grew from about €9
to €15 per hour. this was deleterious to job creation in
two respects. Firstly, companies passed the costs on to
the customers through pricing, resulting in a stagnant
or declining eating-out-of-home market over the cycle.
secondly, margins and new unit returns suffered with
a consequential reduction in new unit development.
We all know that the hospitality sector is an engine for
youth job creation; and yet youth unemployment in
France grew from 18% to 24% between 2008 and 2016.
so, the leaders in the sector tried to impress upon the
government that minimum wage–inflation policies were
killing the goose that lays the golden eggs”. over time
politicians understood the message but these policies
are practically impossible to reverse. a more extreme
view, from one restaurant Ceo, was that legislation
will just “strip out” more “human interactions” from his
business as they further invest in automation. a number
of leaders commented on how tips were often ignored by
government and the media, with one Ceo commenting
that he had surveyed his 9,500 employees and that the
“vast majority” were “happier keeping things as they are”.
The Living Wage itself was not, however, viewed
negatively by the majority of participants, but all
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11. commented that their businesses needed “time to
plan”, with the announced changes happening “too
quickly”. Another topic was business rates, with several
CEOs commenting on how the “promised review” was
made “over two years ago and we’re still waiting”.
The perception that the government does not understand
the sector or how to communicate and engage with
it remains. Hospitality is still viewed as an “upstairs/
downstairs” culture and at times considered not a “serious
industry to go into”, despite its economic impact. The
industry feels it has a highly credible solution to the
unemployment problem for 18- to 24-year-olds, as it
continues to attract a high proportion of younger workers,
with one restaurant CEO commenting that “we have
more allies in the government now because we have
a real solution to next-generation unemployment”.
More needs to be done on other policies, with
participants commenting on a variety of issues
including the need to cut the rate of VAT on
tourism, reduce red tape and more actively
encourage enterprise, as well as the need to “finally
sort out” and “get on with” implementing the
recommendations of the Airports Commission.
Some are more encouraged and can “recognise
some signals” that things are getting better but there
needs to be more engagement and collaboration
from senior industry leaders to make it work. One
hotelier commented that he feels “incredibly
frustrated by everyone who complains about the
lack of government engagement and then doesn’t
turn up to the events held with government”.
Undecided
Vote out
Vote in
8%18% 74%
‘Brexit’
Last year’s report was written ahead of the UK general
election – this year, the UK faces the EU referendum.
The vast majority of participants would prefer to stay
within the EU to minimise disruption and uncertainty.
Nick Longman, managing director of TUI UK &
Ireland, said, “It makes operations easier [and] more
straightforward”. And with consumer confidence
already fragile, some businesses are concerned about
the unknown if we were to leave the EU. The CEO
of a large pub chain said, “The idea that we can get
divorced and will remain the same is unthinkable – we
cannot contemplate a world where Britain is isolated.”
Another key consideration is that European membership
suits the nature of many businesses in the sector.
The hospitality industry supports a large number of
workers from other countries, with approximately
30% of the hospitality workforce being migrants, and
one CEO said that “being part of the EU has kept the
sector going…migrant labour has been critical to
us”. Also of concern is the impact that leaving the
EU would have on UK visitors, especially tourists.
Our results were also interesting when comparing
the answers of CEOs of UK market businesses to
those of their multinational peers. For respondents
who are part of a global or, at least, pan-European
business, building barriers rather than bringing
them down feels counterintuitive to growing the
business. The European president of a global brand
commented that “anything other than staying in
works against our business…but we have to [be]
more ambitious for the UK’s place in the world”.
There is, however, an understanding of the pressure
for change and the public support for Brexit. As such,
one CEO said, “The lack of predictability of outcome is
unnerving”. The very personal nature of the question
was commented on by all, with the CEO of a global
travel brand remarking, “It is such a dilemma. I can see
the economic benefits of staying in but on a personal
level I can’t say I’m convinced by the political benefits”.
This challenging nature of the question was,
however, summarised by one CEO: “I don’t think that
anyone is yet qualified to answer the question”.
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12. “We want stability
and certainty”
“From a business
perspective we have
to stay in”
“I hope that the
country will vote in.
I’m not confident
thinking about
isolation”
“I am very proud of
being British…but I like
to think I’m a fiercely
independent European”
“It will be an
emotional decision”
“ Six months ago I was
proclaiming that there
was absolutely no way we
would exit but now I am
really shaken!”
“The certainty of
uncertainty: Europe has to
respond at some point
because they have to worry
about the domino effect"
“We cannot
contemplate a world
where Britain is
isolated"
“How do you make a decision from an
economic, political or personal level?
Do we want control of our own
destiny? There are 53 million of us in
England and frankly the others will
follow anyway"
“ The lack of predictability
of outcome is unnerving"
“In the end there is no perfect
world but it is in the best interest
on balance to stay in. I would
prefer a world with UK in Europe
but we are already looking at
contingency plans"
“I can see the challenges of
being part of the EU but it
cannot be significantly better
outside. The cost of change
cannot be justified"
“I think we could leave if we
wanted to leave – it wouldn’t
be as much as a problem as
everyone is making out. The
migrant crisis is about national
identity not about filling jobs"
“An awful lot of decisions will be
based on emotion. I am Irish – I
grew up in Northern Ireland,
married a Scot but have always
worked in London. To be together
is so much more powerful and they
have not thought through the
unintended consequences.
Scotland will get a referendum this
time…”
We asked participants for their view on the Brexit question:
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13. “I think our customers
are ambivalent, as
long as a business we
can deliver the best
price and best option”
“I hope the country will
vote in. I am not good
thinking about isolation
– we are a classic case
of better together"
“I am nervous – unfortunately,
Cameron has not pulled off a
headline deal and most people
are underwhelmed"
“Most are very proud of being
British. We think like a European
but we are fiercely independent"
“We are decent
people, aren’t we? We
are an inclusive nation
– if we lost that there
will be people to
blame"
“It will be an emotional decision.
The big challenge is that something
so strategically important will be
based on a lack of knowledge. My
hunch is that people will stay in"
“I think in
the end it will be a bit like the
Scottish referendum. The‘F***
Brussels’mentality is much stronger
out there on the streets…but we’ll
scrape staying in”
“Uncharacteristic
prudence is adding to
the cocktail of
uncertainty"
“The population will be
more fearful of the
unknown"
“I am a born optimist; there is
not a compelling enough
argument for change and so I
think we will stay in"
For interest, we also asked participants for their prediction on how the country will vote on the 23rd June:
Leading through complexity
The UK hospitality sector has had another challenging
year, but despite this, it has continued to grow
successfully. Uncertainty felt throughout the sector
in 2015 has continued and the “Brexit” answer
could be a challenge for the sector to navigate.
The sector is a critical part of the UK economy, creating
over 4.49 million jobs in more than 180,000 businesses
of varying size and scale. More work needs to be
done by the sector to ensure a better articulation
of its economic value and social importance.
Heidrick & Struggles 13
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14. Participants
We are grateful to the following participants for their time and input into the 2015
and 2016 reports. Our thanks also goes to our anonymous contributors.
Thomas Dubaere Managing Director, UK & Ireland Accor
Mark Fox Chief Executive Officer Bill’s Restaurants
Christian Edger Professor, Multi-Unit Leadership Birmingham City University
Nick Rust Chief Executive Officer British Horseracing Authority
Gerry Ford Chairman & Chief Executive Officer Caffè Nero
David Noyes Chief Executive Officer, UK Carnival
Steve Richards Chief Executive Director Casual Dining Group
David Wild Chief Executive Officer, UK Domino’s Pizza Group
Catherine Roe Chief Executive Officer, UK Elior
Ivan Schofield
Ex-Chief Executive Officer Ed’s Easy Diner
Ex-Managing Director, Western Europe KFC
Simon Townsend Chief Executive Officer Enterprise Inns
Simon Emeny Chief Executive Officer Fuller, Smith & Turner
Nick Blofeld Ex-Group Chief Operating Officer GFO
Tom Crowley Managing Director Giraffe Restaurants
Alasdair Murdoch Chief Executive Officer Gourmet Burger Kitchen
Rooney Anand Chief Executive Officer Greene King
Michel Taride Group President, Rent a Car International Hertz
Simon Vincent Executive Vice President & President, EMEA Hilton Group
Harry Murray Chairman Lucknam Park Hotel & Spa
Amy McPherson President & Managing Director, Europe Marriott International
Nick Varney
Chief Executive Officer Merlin Entertainments
Chairman British Hospitality Association
Alistair Darby Ex-Chief Executive Officer Mitchells & Butlers
Toby Smith Chief Executive Officer Novus Leisure
Jens Hofma Chief Executive Officer, UK Pizza Hut Restaurants
Duncan Garrood Chief Executive Officer Punch Taverns
Maurice Kelly Ex-Chief Executive Officer Rileys Sports Bars
Dominic Paul Managing Director Costa Coffee
Darren Gearing Executive Vice President Shangri-La Hotels
Mike Tye Ex-Chief Executive Officer Spirit Pub Company
Greg Madigan Area Development Manager, UK & Ireland Subway
Adam Fowle
Chief Executive Officer, Family Dining Tesco
Chairman Bramwell Pubs & Bars
Grant Hearn
Chairman The Hotel Collection
Independent Non-Executive Director Scandic Hotels
Peter Avis Manager, Babylon The Roof Gardens
Peter Gowers Chief Executive Officer, UK Travelodge Hotels
Nick Longman Managing Director, UK & Ireland TUI Group
Christine Browne Ex-Chief Operating Officer, Aviation TUI Travel
Patrick Dempsey Ex-Managing Director, Hotels & Restaurants Whitbread
Paul Flaum Managing Director, Hotels & Restaurants Whitbread
Robin Rowland Chief Executive Officer YO! Sushi
14 Leading through Complexity
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15. Consumer Markets Practice
Heidrick & Struggles’ Consumer Markets Practice is the recognised leader in
recruiting senior executives and non-executive directors for companies large and
small across the spectrum of consumer-focused companies.
Our team comprises consultants with detailed knowledge of all sectors of the consumer markets industry,
including consumer goods, retail, apparel, hospitality, and media. We bring this focus to our clients and have
the added advantage of being able to partner across sectors and with functional experts to bring innovative
solutions to the human capital needs of our clients. Our recent experience with significant emerging
talent needs such as digital marketing, customer experience, e-commerce, product innovation, and online
communities and our ability to leverage a full suite of solutions in leadership consulting and culture shaping
provide our clients with the expertise to stay at the forefront when addressing talent trends.
Leaders of Heidrick & Struggles’ Consumer Markets Practice
Tom Snyder
Global Practice Managing Partner
Regional Managing Partner, Americas
tsnyder@heidrick.com
Claire Babel
Regional Managing Partner, Europe and Africa
cbabel@heidrick.com
Guy Cote
Global Sector Leader, Hospitality & Leisure
gcote@heidrick.com
Karen Fifer
Regional Managing Partner, Asia Pacific and
Middle East
kfifer@heidrick.com
Catherine Lepard
Global Sector Leader, Retail & Apparel
clepard@heidrick.com
Anne Lim O’Brien
Global Sector Leader, Consumer Products
alobrien@heidrick.com
Mike Speck
Global Sector Leader, Media & Entertainment
mspeck@heidrick.com
16050840-hs-00173-Hospitality Report.indd 15 27/05/2016 15:07
