Posted: 10th July 2015
Martin Lyall - General Manager at the Royal Wells Hotel in Tunbridge Wells
A £2.4 million refurbishment has just been completed at the Royal Wells Hotel in Tunbridge Wells. The project was funded by Shepherd Neame, which took over the hotel in September 2012.
General manager Martin Lyall took five minutes to offer an insight into his career in the hospitality industry, and some of his tips for success.
Age: 52
Background: Raised in Glasgow, Martin studied hospitality and catering management in Leeds after leaving school. He worked as a restaurant manager, before moving into the gaming industry, managing a chain of 70 shops. He was recruited as regional director of a chain of sports and late night bars, and then went into facilities management, running leisure centres on behalf of councils. He returned to the gaming industry as managing director for Rank Group, before buying two hotels in the Cotswolds. He sold them in 2003 and began working as a consultant in the hotel industry, which brought him into contact with Shepherd Neame. He managed the brewery’s Vine Inn in Tenterden for 18 months, then The George Hotel in Cranbrook for three years, before taking on the Royal Wells in 2013.
What are your main responsibilities? Overseeing the successful operation of the Royal Wells Hotel. It is a Grade II listed 18th century building with 27 bedrooms and two function rooms. I am also in charge of the Beau Nash Tavern, a traditional pub located next to the hotel.
What does a typical day involve? One of the reasons I love the industry is that there is not a typical day. One day you might be hosting a wedding, the next a formal corporate event, while also looking after guests in your bar and restaurant. I mainly work the day shift, which starts at 6.30am with breakfast service, going through until around 4pm when the duty manager takes over. I like to be out on the hotel floor with staff and guests during the day, I’m not a backroom manager. My working week is typically five days, though I live on site, so I am pretty much always on call.How many are in the team? We have around 50 full and part-time staff working in the hotel.
What personal characteristics help you in your role? I am a people person and a good communicator, which is essential in order to provide excellent customer service and get the best out of my team. You are only as good as your weakest link, so I feel it is incredibly important to invest time in helping your staff to develop their skills.
What are the most rewarding parts of your job? I get real satisfaction from exceeding customers’ expectations by creating a fantastic experience for them. And it is always a proud moment when you see members of staff that you have trained progress up the career ladder. Fraser Johnston, who is now manager of The George in Cranbrook, was one of my protégées.
What is tough about the job? Sometimes challenging situations can arise with customers or staff. But they are fairly rare, and I am able to draw upon my extensive experience in the industry when dealing with them.
What do you consider to be your biggest personal success at the company so far? Being recognised three times in the Shepherd Neame Pub Awards, winning Managed Pub of the Year when I was at the Vine Inn, and Pub Restaurant of the Year and Business of the Year when I was at the George Hotel. I am also really proud that the company has entrusted me with their biggest investment to date at the Royal Wells. We have some challenging targets to deliver, but I am confident that it will be a huge success.
How has the refurbishment of the hotel changed the business? Tunbridge Wells is a very competitive market, with customers spoilt for choice, but I feel that the refurbishment project has put the Royal Wells on the map and established it as one of the town’s leading hotels. It is still early days but we have already seen a huge upsurge in footfall to our Orangery and bar, and accommodation and function bookings are strong.
What first attracted you to the industry? I always loved food and cooking, and one of the main reasons I chose my university course was that part of it involved training as a chef. When I actually started out in the industry, however, I realised I was more of a people person, and didn’t want to be in the kitchen full-time, so I decided to focus on the management side. I worked at a very senior level in other industries, but it involved a lot of politics and driving round the country, rather than the hands-on, frontline work I enjoy.
Why did you join Shepherd Neame? I already knew some of the brewery staff, and found the level of autonomy they offered as a manager very attractive. I have been fortunate to manage pubs and hotels that I found it easy to add value to, so my eight years with Shepherd Neame have been very successful and enjoyable.
What are your hobbies and interests outside work? I’m a father-of-two, and I’m passionate about rugby.
What advice would you give to people thinking of going into the hospitality industry? Go for it! You will always have work, as there will always be a demand for pubs and hotels, and if you have passion and energy for the job, you can climb the career ladder at a very young age.