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Leading Through UncertaintyBrexit and BeyondA View from Hospitality CEOs

Consumer markets PraCtiCe > hosPitalit y and leisure seCtor

17060031-hs-00265-2017 BHA report.indd 1 02/06/2017 19:02

The UK home tourism

economy is worth

£127 billion

£127bn

Between 2011 and 2015,

the number of migrant

workers in the hospitality

and tourism sector

increased by 22%

22%

Hospitality is the

fourth-largest employer in the

United Kingdom, representing

4.49 million people across

over 180,000 businesses

An estimated 700,000 of the

4.5 million people that make

up the industry are workers

from the European Union

4.49m

700,

000

Over the past �ve years, the

industry has delivered 331,000

new jobs, equivalent to one in �ve

new jobs in the United Kingdom

London has the highest

proportion of EU workers in

the industry—approximately

35–40% of the workforce 35-4

0%

331,000

Post-Brexit, KPMG estimates that the

industry’s pay bill will increase by

£1.4 billion in the �rst year, and could

rise by just over £1 billion a year over

three years—amounting to a total

cost of £3.2 billion for the industry

The industry

contributes

10% of UK

GDP— some

£143 billion

£143bn

£3.2bn

By 2020 the industry is

on track to deliver a

further 100,000 jobs1

63% of inbound

holidaymakers to Britain

are from EU countries 63%

100,000

The key challenges: security, Brexit, talent, and the economy.

Views from industry leaders in conjunction with the BHAIn 2017 the hospitality sector is arguably

facing even greater challenges than in

previous years. This, the third in our series

of annual special reports with the British

Hospitality Association, finds that

terrorism and Brexit-related talent and

economic issues are priority concerns for

hospitality-industry CEOs.

in our 2016 report, Leading through Complexity, 74%

of those surveyed felt that uk voters would choose to

remain in the european union—as we all know now, that

didn’t happen. accordingly, the result of the Brexit vote

has been a major theme in our interviews this year. We

hope that this report provides a balanced view from

leaders—in their own words—not only setting out their

concerns around Brexit and the implications for their

organisation, but also articulating what they anticipate to

be the potential opportunities.

2017 has already created its own uncertainties: at the time

of writing this report (early June), the country finds itself

in the middle of a general election campaign.

interestingly, Ceos interviewed for this report had

commented on what they saw as improved relations with

the government versus this time last year. meanwhile,

security has, unfortunately, become even more of a

concern for the sector in the wake of the terrorist attacks

in manchester and London. Ceos have suggested that it

is still too early to comment on the full impact of the

atrocities on the industry in terms of its effect on public

confidence, although there have inevitably been

immediate security-related cost implications.

2 Leading Through Uncertainty: Brexit and Beyond

Talentdespite these tumultuous political challenges, threats

from and reaction to terrorism, challenges to consumer

confidence, disruption caused by digitisation, and a

sector that is still unable to speak with a “single voice”

to government, talent—people—remains a primary

challenge facing the sector. this applies at all levels, from

attracting next-generation hires into the sector (which

is still viewed as one of the least-desirable industries

for graduates and non-graduates) and retaining skilled

migrants (with an expected one million employee

shortfall by 2029) through to ensuring that world-

class Ceos want to remain leading uk-based public

businesses (given a cocktail of media scrutiny and public

remuneration challenge with significant “upside” available

elsewhere in private equity or internationally).

understandably this year, leaders are especially concerned

about the consequences of the Brexit vote—with the

sector’s heavy reliance on migrant workers—and some

do not have contingency plans in place should this talent

pool start to dry up and labour become more expensive.

the industry has never faced such pressures on talent at

all levels and the sector as a whole needs to get better at

ensuring it becomes more attractive.

We are indebted, as always, to the senior leaders in

the industry who agreed to be interviewed for this

report. Participants this year are running businesses

with revenues of over £40 billion and over one million

employees. interviewees have provided views from

across the sector: from those running high-profile

single-site entities through to leaders of major, uk-listed

multinationals. heidrick & struggles is delighted to be

working with the Bha once again on this series that

began in 2015. We hope that the contents of this report

will prompt further discussion, debate, and collaboration

on key issues.

Major themes for 2017

Consumer con�dence

Brexit

Current leadership challenges

Business con�dence

Security


The UK home tourism

economy is worth

£127 billion

£127bn

Between 2011 and 2015,

the number of migrant

workers in the hospitality

and tourism sector

increased by 22%22

%

Hospitality is the

fourth-largest employer in the

United Kingdom, representing

4.49 million people across

over 180,000 businesses

An estimated 700,000 of the

4.5 million people that make

up the industry are workers

from the European Union

4.49m70

0,00

0

Over the past �ve years, the

industry has delivered 331,000

new jobs, equivalent to one in �ve

new jobs in the United Kingdom

London has the highest

proportion of EU workers in

the industry—approximately

35–40% of the workforce 35-4

0%331,000

Post-Brexit, KPMG estimates that the

industry’s pay bill will increase by

£1.4 billion in the �rst year, and could

rise by just over £1 billion a year over

three years—amounting to a total

cost of £3.2 billion for the industry

The industry

contributes

10% of UK

GDP— some

£143 billion

£143bn

£3.2bn

By 2020 the industry is

on track to deliver a

further 100,000 jobs1

63% of inbound

holidaymakers to Britain

are from EU countries 63%

100,000

Heidrick & Struggles 3

Ten hospitality industry facts

KPMG, Labour Migration in the Hospitality Sector: A KPMG Report for the British Hospitality Association, march 2017, bha.org.uk.

1



1. Business confidencein 2015 20% of leaders were confident; in 2016 8% of

leaders were confident. in 2017 we have seen a marked

difference—a greater split amongst leaders—with 25%

being “confident” and 40% “concerned.” looking forward

to 2018 and 2019, leaders are less confident, however.

I am not seeing this year asbeing abnormal to previous years.

I am reasonably con�dent about the restof 2017 but I think, by the end of 2018,

it is going to get trickier.

Overall I’m not uncomfortable with the relatively benign—retained consumer

con�dence more than last year.

Benign. It will be a year ofuncertainty and staycations.

We’re going to have a good 2017;it’ll then start to get a bit more di�cult.

I am pretty neutral: every time I think it isgoing to get di�cult, things pick up—but I am not as optimistic as I was a year ago.

Generally the leisure market remainsresilient. People still value holidays and

therefore they are a priority item peopleare prepared to pay for.

There is a general lack of certaintywhich can paralyse businesses….

The devaluation of sterling is attracting a wealth of foreign visitors.

In general there is a greater passion for the UK.

Consumers are being squeezed so will look for greater value for money—they will indulge in more regular, shorter trips.

Breakfast has become a bigger thing.

Pricing and cost pressuresone Ceo described the need for businesses to “maintain

focus on the value proposition.” there was a clear view

from participants that the cost pressures on the sector

were going to create “winners and losers” but that those

that had already increased prices by “3–4%” were the ones

losing. another Ceo reiterated the need for a focus “on

innovation and value” to drive the frequency of visits to

their brand.

Cost pressures are increasing seemingly every day. Core

food staples are becoming more expensive, with Ceos

complaining about the costs of importing products

including fresh fish, wine, and european cheese. one Ceo

complained about the cost of butter, with an increased

cost to her business of 46%, while another was seeing

meat costs up by 29%. Consumers, according to the

majority of Ceos, are yet to react negatively to price rises,

because the majority of these costs are yet to hit them.

Remunerationinterestingly, this year’s report saw more participants

talk about pressure on remuneration. it is a competitive

market to hire talent at all levels: there’s a “price premium”

on consumer-facing functions (especially marketing and

digital) and “great operators”—those able to control cost

while improving standards and consumer engagement

are in great demand.

meanwhile, increasing shareholder pressure regarding

compensation packages is becoming a concern to

Ceos—some are actively looking to leave public company

roles—and others are actively looking internationally

(especially to the united states and middle east) to be

“better rewarded for delivering.” at the same time, the

pressures created by private equity’s interest in acquiring

or consolidating brands in the sector means that great

Ceos are being enticed out of public companies.

in a sector where there is increasing pressure to retain

skilled workers—especially chefs—alongside the

challenge presented by the newly established national

living wage, businesses are struggling to invest in training

and development and are relying more on their “culture”

as a reason to stay. equally, the new apprenticeship levy

has placed an additional burden on businesses that rely

heavily on skilled labour. these businesses in particular

have a real concern around Brexit ramifications affecting a

majority eu workforce.



What keeps you awake at night? Turmoil in terms of employment law.

Legislation is so ineffective it is a huge threat.

Security—it is a real concern for our business.For the third year running, one of the highest concerns for

leaders is “people”—the hospitality industry hasn’t built

itself to be a “career.” Whilst businesses are ready to pay

the national living wage, despite some concerns around

the “lack of consultation with the sector,” there is still a

dearth of skilled workers, and it seems, in particular, site

staff. the risk of losing workers post-Brexit has also caused

a huge amount of uncertainty, which is affecting morale,

the culture of organisations and, in turn, retention.

there is also a frustration that the industry remains

unappealing to graduates looking for a career. one leader

told us: “i wish more people would understand that there

are no barriers—you could start as a kitchen porter and

become a leader. this issue needs more money and more

investment; students have to be looked after. the biggest

problem is that leaders are not engaging with them early

enough.”

the rising cost of labour as a result of the national living

wage is a major concern, with the continued pressures of

“crippling business rates” also a significant issue.

The devaluation of the pound raises the cost of food and beverages.

Business rates are crippling the industry.

Future commercial performancesentiment seems to have taken a knock with a much

higher proportion of respondents anticipating that future

commercial performance would be “somewhat worse”

(45% in 2017 versus 10% in 2016); at the same time, the

percentage of respondents anticipating that business

performance would become “somewhat better” declined

from 48% in 2016 to 15% this year. meanwhile, a core 25%

of respondents felt that business performance would

remain the same in both 2016 and 2017. nevertheless,

these figures signify a sharp decline in an already

downward trend that we have observed over three years:

the comparable figures for 2015 were: “somewhat worse,”

7%; “somewhat better,” 53%. (see the chart for full details.)

Figure 1. The outlook for future commercial performance is “somewhat worse” or “much worse,” according to a majority of those interviewed this year.

Much worseSomewhat worse

SameSomewhat betterMuch better

2017 predictions

5%

15%

25%

45%

10%

2016 predictions

8%

48%

25%

10%9%

2015 predictions

20%

53%

13%

7% 7%


2. Consumer confidencethe consumer outlook will become more challenging

as inflation starts to hit people in their pockets. a recent

rise in cost-of-living expenses means that discretionary

disposable income is increasing at its lowest level for

three years. recent announcements from the retail sector

have shown more challenging trading conditions. there

are differing views on when discretionary income may

start to decline and when this might hit the sector—our

report found some Ceos more concerned than others on

whether or not this might “hit” this year.

most leaders commented on the increasing demand

put upon them by the consumer and a requirement for

brands to become even more “innovative, disruptive, and

customer centric” year on year. one Ceo commented:

“Consumer expectations around price, quality, and value

put pressure on businesses to be better than they have

ever been before.”

one private-equity portfolio company Ceo commented, however, that “patterns around consumer confidence

and where they’re going to spend their cash don’t exist

anymore,” and added that anyone who thinks they can

predict consumer spending is “a bit of a moron.”

despite this view, a number of Ceos commented:

There is a disconnect betweenbusiness and consumer con�dence.Consumers appear to be behavingas though nothing has changed.

Patterns of consumer con�dence andexpenditures are hard to read. Consumers’

expectations about price, quality, and valueputs pressure on businesses to be better.

Opportunity has never been bigger forstart-ups which is positive for the

economy and for the consumer but harderfor the established businesses.


3. Security2017 has seen continuing terrorism across europe, with

more recent attacks closer to home. the terrorist incidents

in manchester and London happened during the interview

process and writing of this report. it is too early, at point of

publication, to be certain of the impact of the atrocities on

consumer confidence, though there have been some

inevitable cost implications for businesses as they step

up security.

however, after the Westminster attack, one Ceo

commented:

Westminster had the same level of impact on our business as the most recent attack in Paris; there is a blip but then things seem to recover as consumers try to get on with things. Trading in London appears—across the entirety of the sector—to have been remarkably resilient despite increasing levels of concern.

Concerns about security and the threat of terrorism have,

unfortunately, been a consistent theme in each of our Ceo

reports, with leaders managing organisations through

periods of extreme risk and threat. the response of the

businesses at a “site level” was flagged by some Ceos as a

source of pride—especially the unreported contribution

by staff members who helped those caught up in terrorist

incidents both in the uk and internationally. one Ceo

described his enormous pride in a selfless management

team who stayed overnight to support the emergency

services using a site in Westminster. a Ceo described

how team members had delivered food to hospitals

treating victims of the manchester atrocity, while another

mentioned the opening of all hotel rooms at a site near

the manchester arena for those affected.



4. Brexitit will come as no surprise that this was the topic that

took up the majority of our interviews. the potential

impact of Brexit divided interviewees into two distinct

camps—those who were concerned about its impact and

those who felt that the impact would not be significant.

the Ceo of a major uk listed entertainment group said

that he wasn’t expecting much of an impact from a British

exit from the european union as travel in and out of

europe couldn’t be made more difficult, especially given

the critical importance of British tourists to the spanish,

italian, and French economies.

many leaders commented on the need to ensure that the

uk’s position as a “global leader” is protected, with one

commenting “we have to think bigger than europe; we

need to attract america, China, india, and south america.”

Opportunities created by Brexit uncertainty creates as much opportunity as it creates

risks; we need to get ready for change and spend time

understanding the impacts.

We should be saying that this is a big opportunity—free

from Brussels’ bureaucracy—to have more competitive

advantage in the uk.

there was a fear that there might be an “era of mediocrity

if British politicians don’t sort it.”

it seems that the uk wants to be the singapore of europe

by investing in skills, apprenticeship, points of difference,

and our industry can benefit from that.

We can have political stability, rule of law, the democratic

process, provide an environment for the industry which is

incentivised, and concentrate on knowledge and skills.

securing our borders is good but not at the risk of limiting

ourselves in terms of work.

others continued to reference that the biggest impact

was the ongoing uncertainty around what was actually

going to happen: “We’re two years away from whatever is

actually going to happen.”

Employmentin 2016, the Bha commissioned the consulting firm kPmG

to examine the extent of the industry’s reliance on eu

workers and to quantify the resourcing challenge it

would face in the event that free movement ended with

no arrangements in place for continued access to eu

workers (the “cliff-edge” scenario).2 the report showed

that, in such circumstances, the industry would need

to recruit more than 60,000 uk workers each year in

addition to sustained recruitment of 200,000 workers per

annum required to replace churn and meet the demands

of growth. at a time of low unemployment (4.7% in

april 2017) and a very high level of participation in the

labour market by people of working age, this would be

impossible to meet without migrant workers—especially

given the competing resourcing requirements of other

sectors, which also have a high dependency on eu

workers, the Bha believes.

according to kPmG’s report, by 2029 the hospitality

industry could face a total recruitment gap of over one

million workers—that’s over a quarter of its expected total

workforce—arising from a lack of access to eu workers,

unless they can be replaced from other sectors, those

currently unemployed, and others not currently in the

workforce.

a real challenge for the sector is ensuring that these

needs are fully understood by the wider public. a recent

Evening Standard survey (published on 2 may) showed

that whilst Britain’s wanted “skilled europeans to continue

to be allowed to work in Britain after Brexit” they were

against “baristas and bankers getting special visas.”3

respondents to the Evening Standard’s survey (an ipsos

mori poll interviewing over 1,000 British adults) identified

baristas as being the employee group “least deserving”

of special visas (with 52% saying they should not be

helped), bankers weren’t far behind with 45%, followed

by restaurant and catering staff at 44%. the vast majority

viewed doctors (81%), nurses (80%), and academics (69%)

as needing support to stay.

KPMG, Labour Migration in the Hospitality Sector: A KPMG Report for the British Hospitality Association, March 2017, bha.org.uk.

Joe Murphy, “seven in 10 think theresa may will not hit target on slashing immigration,” Evening Standard, may 2, 2017, standard.co.uk.

2

3



as part of our survey, we asked Ceos to share the

percentage of their workforce who might be affected by a

“hard Brexit.” the results—for certain businesses—are

potentially catastrophic with, at the most extreme level,

one Ceo commenting that “over 80% of his workforce

came from europe.” as indicated in Figure 2, we can see

that 50% of Ceos interviewed said their workforce is 25–

50% european, while 33% said they employed a higher

proportion—50–75%—of (non-British) eu citizens. some

2% said their workforce was over 75% european; at the

other end of the scale, 15% said fewer than 25% of the

workforce was european.

Figure 2. Firms are heavily reliant on a European workforceProportion of eu nationals employed by the business, %

15%

50%

33%

2%

>75%50-75%25-50%<25%

5 of �rms interviewed

n = 40

source: Ceo interviews

the Ceo of a leading uk plc explained that, whilst the

“labour issue” hadn’t really begun, it was going to start

coming to a head as “people have left and weren’t

replaced by new talent.”

5. Current leadershipchallengeseach year we have talked to Ceos about how they are

ensuring that their teams are performing at their best.

however, given the uncertainties generated by the

scottish independence debate, the general election,

and Brexit, this year we have focused on how they are

ensuring that their teams are handling the uncertainties

and ambiguities around such geopolitical issues.

We talked to a number of executives about how they

managed their workforce in the aftermath of the Brexit

vote, and canvassed Ceos about how they ensure their

workforce doesn’t get distracted by the Brexit issue

and how the organisation is managed through times of

increasing volatility, ambiguity, and complexity.

Since Brexit, we are driving open, ongoing dialogue with employees. We are not

getting many questions at the moment, but they will come as Brexit becomes

more real and more speci�c.

In my organisation everyone knows me; so, whilst it isn’t a “cult of me,” what I don’t like as the CEO is when I’m used as a “should”

or “shouldn’t do it” reason. My name shouldn’t be referenced in disputes.

When Brexit happened we had a number of our team in continental Europe become

more concerned about our planned investment and development strategy.

We had to take responsibility and ownership; management had to step

up to demonstrate that nothing was going to change.

Culture is ever changing. The challenge of long-established businesses is that they have got a lot of things right, but how do you evolve that? It is becoming a greater

challenge. They really need to get their youth to perform.

We will need to be more innovative than most industries to mitigate the cost of Brexit. If you’re not listening to guests,

you’re an idiot. If your sta� are happy and represent your business then you

will have happy guests.



Do what you say; act with integrity and fairness.

You have to �nd ways to get that �ow of information to transition from the bottom

to the top. You have to be smarter how you use the external world.

I think Brexit is one element of change. Businesses have to be more innovative

than ever before. Being large or the leader is no longer enough.

Culture leaders expressed how they are experiencing more

demand from their employees for training and

communication. younger employees in particular

are rigorous at owning and driving their careers, and

therefore want to feel part of something that is impacting

the wider industry. there needs to be transparency in

management style. the employee, like the consumer, has

become more demanding: there is more choice, more

information, and the world has got smaller, so there is no

room to be left behind.

millennials have a reputation for being more footloose

and fancy-free, a perception borne out by the feedback

from our interviewees. leaders have to offer more flexible

practices; they have had to look at benefits (hospitality

hasn’t been seen as a big payer in the past). employees

now look at the “bigger purpose” over and above rewards

and benefits; they consider such issues as the balance of

work, travel, contribution to communities the business

operates in, and corporate social responsibility—the

industry needs to become more compelling to such a

demanding age group.

Government the sector’s relationship with government has been

another “hot topic” in this year’s report. With an election

looming, all participants expressed an interest in a

“decisive result” with a hope that, as one Ceo put it,

“things can return to some semblance of normality

quickly and Westminster can stop faffing around.” overall,

though, it appears that, on balance, the relationship

between the industry and government has improved year

on year—although the messaging around the need for

the sector to work together better/more collectively/with

one voice has increased again.

The Government are mad and not listening; they are going to create

another recession- with macro uncertainty.

Why don’t they lower the ‘hot potato’—every other country has lowered VAT.

We are the fourth-largest employer in the UK. We deserve our own minister.

With such a huge agenda, where do we lie on the list? I have a huge amount of admiration for Mrs May; her values and

work ethics are what we need from our leader. The concern is that

we are not a priority.

It isn’t clear whether the current government is business friendly or not. When it gets to the debate, it’s been on

the agenda for years and won’t be able to be dealt with post-Brexit.

I have a strong view that the way the wider hospitality industry lobbies is in

such a fragmented way. I think this makes it easier for government to avoid

supporting the industry.

From a macro perspective, overall policies are sensible and balanced, not overly conservative, nor overly leaning towards social enterprise.

Heidrick & Struggles summary2017 promises to be a challenging year for the sector,

with the outlook for 2018 and 2019 looking even more

difficult. the sector needs to keep focusing on innovation

and disruption—complacency is no longer an option—

but this imperative becomes more urgent year on year.

the talent agenda at all levels is a clear priority, as the

businesses that will win will do so by developing and

retaining their next generation of leaders. the industry

also needs to ensure that it comes together more,

providing a single voice on critical issues before it is too

late. this will be even more important post June 8 and

in the negotiations (in whatever form they take) with

europe.n



Participantsthis report details the views of leaders from a broad spectrum of organisations, encompassing: hotels and related services | restaurants and related services | Pubs | late-night entertainment | sporting and recreational activities | Catering

Participating businesses range from large publicly listed entities, private-equity portfolio companies, and privately held businesses, as well as trade and representative organisations. Participants who were comfortable to be quoted or named directly are detailed below. We are grateful to the following for their time and input into the 2015, 2016, and 2017 reports. Our thanks also go to our anonymous contributors.

thomas dubaere managing director, uk & ireland accormark Fox Chief executive officer Bill’s restaurantsChristian edger Professor, multi-unit leadership Birmingham City Business schoolnick rust Chief executive officer British horseracing authoritytom Crowley Chief executive officer Boporan restaurant Group Paul Flaum Chief executive officer Bourne leisureGerry Ford Chairman & Chief executive officer Caffè nerodavid noyes Former Chief executive officer Carnival uk steve richards Chief executive officer Casual dining Groupdavid Wild Chief executive officer domino’s Pizza Group PlCChristine Browne Chief operating officer easyJet PlCsimon townsend Chief executive officer ei Group PlCCatherine roe Chief executive officer, uk eliorelyse Waddy managing director empire hotel Per Widerstrom Chairman of the management Board and Chief executive officer Fortuna entertainment Groupsimon emeny Chief executive officer Fuller, smith & turner PlCalasdair murdoch Chief executive officer Gourmet Burger kitchenrooney anand Chief executive officer Greene king PlC michel taride Group President, hertz international the hertz Corporationsimon Vincent executive Vice President & President, emea hilton Groupivan schofield Chief executive officer itsumartin shuker managing director, uk & ireland kFCCallum ross owner loch melfort hotel harry murray Chairman lucknam Park hotel & spaamy mcPherson President & managing director, europe marriott internationalnick Varney Chief executive officer merlin entertainments

Chairman British hospitality association alistair darby Former Chief executive officer mitchells & Butlers PlC toby smith Chief executive officer novus leisuresoren Jessen Founder/owner 1 lombard street Jens hofma Chief executive officer, uk Pizza hut restaurantsduncan Garrood Chief executive officer Punch tavernsmaurice kelly Former Chief executive officer rileys sports BarsPeter avis manager, Babylon the roof GardensGrant hearn independent non-executive director scandic hotels Groupdarren Gearing Former executive Vice President shangri-la hotelsmike tye Former Chief executive officer spirit Pub Company PlC

Chairman moto hospitality Group director and Chair of remcom the restaurant Group PlC

adam Fowle Former Chief executive officer, Family dining tesconon-executive director ei Group PlC

Peter Fankhauser Group Chief executive officer thomas Cook Group PlC Peter Gowers Chief executive officer travelodge hotelsnick longman managing director, uk & ireland tui Groupalison Brittain Chief executive officer Whitbread PlC Patrick dempsey Former managing director, hotels & restaurants Whitbread PlC dominic Paul managing director, Costa Whitbread PlCPhilip Bowcock Chief executive officer William hill PlCrobin rowland Chief executive officer yo! sushi


Consumer Markets PracticeHeidrick & Struggles’ Consumer Markets Practice is the recognized 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 PracticeTom Snyder

Global Practice Managing Partner

Regional Managing Partner, Americas

[email protected]

Claire Babel

Regional Managing Partner, Europe and Africa

[email protected]

Guy Cote

Global Sector Leader, Hospitality & Leisure

[email protected]

Karen Fifer

Regional Managing Partner, Asia Pacific and Middle East

[email protected]

Catherine Lepard

Global Sector Leader, Retail & Apparel

[email protected]

Anne Lim O’Brien

Global Sector Leader, Consumer Products

[email protected]

Mike Speck

Global Sector Leader, Media & Entertainment

[email protected]


heidrick & struggles is a premier provider of senior-level executive search,

culture shaping, and leadership consulting services. For more than 60 years

we have focused on quality service and built strong relationships with

clients and individuals worldwide. today, heidrick & struggles’ leadership

experts operate from principal business centres globally.

www.heidrick.com

About the British Hospitality Association

the Bha, incorporating the restaurant association, represents over 40,000

hotels, serviced apartments, clubs, restaurants, food service, attractions

and leisure companies. as the ‘hub’ for hospitality and tourism, the Bha’s

thought leadership, market know-how, intelligence and expertise deliver a

powerful voice to Government, as well as reliable advice, valuable

connections and strategic support to business. our purpose is to work with

Government to ensure the right business environment in which hospitality

and tourism can thrive.

Find out more at www.bha.org.uk and follow us on twitter at @Bhatweets.

About the authors

Sophy Bouverat ([email protected]) is an engagement manager in

Heidrick & Struggles’ London office and a member of the Hospitality &

Leisure sector.

Ben Twynam ([email protected]) is a partner in the London office

and leads the hospitality & Leisure Sector in Europe. he is a member of the

British hospitality association.

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