HOST is reinventing hospitality management. With the capability to design, build, operate and finance accommodation, across many sectors, from energy and construction to higher education, defence and healthcare, HOST provides bespoke accommodation to meet specific needs.HOST manages campus style accommodation across multiple sectors of industry and business and not simply confined to leisure and tourism. HOST can work with you on your accommodation requirements, whether you are in education, healthcare, defence, construction, or energy to name but a few.

Managing Director and owner delivering hotels and restaurants highly focused business management reviews, advice and mentoring backed up with the capability of offering a comprehensive management accounting service. In addition to offering business wide audits which include an assessment of financial performance, marketing, internal controls, operating procedures and corporate governance, CML implement corrective action plans.

Director & General Manager with overall and direct responsibility for running the internationally acclaimed, privately owned, 4 star hotel which included 44 hotel bedrooms, award winning restaurant, modern brasserie plus private dining and events. This included strategic, fiscal, ethical direction, staff development, customer satisfaction and a community presence plus the routine day to day issues of running a renowned privately owned hotel.

This was an Enterprise Investment Scheme (E.I.S.) restaurant venture with three restaurants (Bristol, Exeter & Cardiff). As Director of Operations I was responsible for the overall management and operational direction of the business. This included strategic and tactical financial and marketing direction, managing change, managing relationships, and ultimately bringing the company to an orderly exit for shareholders.

The Conrad in Chelsea Harbour was an “all suites” (160) Hilton Hotels Corporation 5 star hotel overlooking a marina beside the Thames in London. The hotel opened in 1991 but due to very significant project overruns the business was in financial distress made worse by very low occupancy levels. Initially appointed as Financial Controller, my primary task was to address the cash flow position and, with the hotel owners, I re-negotiated the financing of the project, plus implemented strong fiscal controls and procedures. In concert with the General Manager, whose primary task was to address Sales and Marketing, by the end of the first year the bottom line had improved by £1 million and occupancy levels dramatically increased.After two years I took on additional operational responsibility and I was promoted to the role of Executive Assistant Manager & Finance Director. In this role I had overall responsibility for the finance function of the business with the emphasis on bank and investor relations, tight fiscal control and accurate and timely financial reporting. In addition I was responsible for hotel operations and working very closely with an outstanding General Manager on the strategic and operational direction of the business.

Initially joining the Sheraton Grand in Edinburgh as part of the pre-opening team (Night Audit) I was channelled through the finance department and held the positions of Assistant Financial Controller at the Sheraton Grand, Edinburgh and Sheraton Göteborg Hotel and Towers, Sweden. In 1989 I was promoted to the role of Financial Controller of the Sheraton Belgravia, London.