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WELCOME
This month I paid a visit to Aberdeen to catch up with Kellie Rixon MBE and find out all about her plans for The Marcliffe. She’s certainly a force to be reckoned with. I really enjoyed meeting her, and I could honestly have written so much more. Read what she has to say on page 14.
The much-anticipated latest opening from Ennismore, The Hoxton, Edinburgh, landed earlier this month. It is certainly striking.
At the same time, The Edinburgh Grand has had a refresh. See our design pages for all the pictures.
We also take a look at how your mindset affects your sales and focus on the new Hospitality Hub initiative.
Next month we take a break - it’s our sister magazine’s annual awards - so I’ll be back in September.
Susan Young Editor
Editor: Susan Young
Advertising: Anne Campbell Admin: Diane McConville Digital: Nicola Young Editorial: Penny Devlin
susan@mediaworldltd.com
@hotel_scotland
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KELLIE RIXON MBE
Marcliffe poised to acquire Woodbank Hotel in strategic site expansion
The Marcliffe Hotel is set to significantly expand its footprint in Aberdeen with the proposed acquisition of the neighbouring Woodbank property, currently owned by Shell.
Balmoral Group, owners of The Marcliffe, confirmed that a deal to acquire the 14-acre site is well advanced and subject to contract. If completed, the move will increase the estate from eight to 22 acres and forms part of a broader strategy to improve the hotel’s leisure offering.
The announcement follows the hotel’s #MyMarcliffe community survey, conducted in October 2024, which revealed that 34 percent of respondents were looking for more leisure facilities.
Located adjacent to The Marcliffe on North Deeside Road, Woodbank includes 21 bedrooms, seven meeting rooms, four private dining rooms and a fully equipped sports centre. Shell will continue to operate and use the facilities until mid-November.
Sir Jim Milne CBE, Chairman of Balmoral Group, said, “We are thrilled to be set to acquire Woodbank, not only to develop
the luxury experience for our guests but to also contribute meaningfully to Aberdeen’s economy. This acquisition significantly expands the Marcliffe site from eight acres to 22 acres.
“We are currently exploring how Woodbank can offer new experiences for guests and how the site will integrate into our existing footprint. While we’re focused on upholding what people have come to cherish about Marcliffe, we’re looking to the future ensuring that luxury, service and guest experience remain core to our vision.”
Shell UK Upstream Senior Vice President, Simon Roddy, welcomed the planned sale. He said, “Shell UK Upstream welcomes the offer by the Balmoral Group for the purchase of Woodbank, which we are planning to pass into new ownership towards the end of the year.
“I know Woodbank has been a muchappreciated facility for so many employees, staff members and pensioners over decades. This opportunity is a positive move to secure a future for the property as part of the hotel complex, which the wider Aberdeen community can benefit from.”.
Greywalls Hotel sold to Marine & Lawn
Greywalls Hotel in East Lothian has been sold to AJ Capital Partners, the US-based real estate investor behind the Marine & Lawn Hotels & Resorts brand.
The Edwardian country house borders Muirfield Golf Course and has been in the same family for nearly a century. Built in 1901 by acclaimed architect Sir Edwin Lutyens, the property has operated as a hotel since 1948 and holds Category A listed status. The Weaver family, who have run Greywalls for generations, said the house had been a treasured family home and business for over 100 years, and they hoped the new owners would build on that legacy.
The off-market sale was handled by global property firm Knight Frank, with Ryan Lynn, partner in the firm’s hotel team, commenting that the deal reflected the continued appetite for heritage properties in iconic locations.
Marine & Lawn confirmed that the hotel will undergo a “thoughtful restoration” led by the company’s in-house design team. Planned upgrades include enhancements to interiors, dining and the overall guest experience. The group said the intention is to preserve the property’s history and character while updating the offering to appeal to today’s luxury traveller.
The acquisition adds to Marine & Lawn’s existing Scottish portfolio, which includes hotels in St Andrews, Troon and North Berwick. Greywalls will sit alongside Marine North Berwick in East Lothian.
Greywalls’ long-standing connection with Muirfield will be maintained, with the hotel continuing to offer private access to the world-famous golf course through its relationship with The Honourable Company of Edinburgh Golfers.
No official sale price has been disclosed.
Prestonfield House Joins Relais & Châteaux
Prestonfield House has joined the Relais & Châteaux collection, becoming the first hotel in Edinburgh to be awarded membership of the prestigious global network.
The five-star property, owned by James Thomson, is the only Scottish addition this year and joins a group of independent hotels and restaurants recognised for their heritage, service standards and individuality.
Built in the late 17th century by the architect behind the nearby Palace of Holyrood House, Prestonfield sits within a 20-acre estate at the foot of Arthur’s Seat, just minutes from the city centre. It has passed through the hands of only three families in more than 300 years and has been under Thomson’s ownership for the last two decades.
The hotel’s original features have been retained throughout, including Cordoba leather wall panels, Mortlake tapestries, antique velvets, and furniture commissioned for the property over three centuries. It has 18 individually styled bedrooms and five suites.
Rhubarb, the hotel’s restaurant, is headed up by chef John McMahon and serves a farm-totable menu using seasonal Scottish produce.
Oak Tree Inn Expands with New Waterside Lodge and £1.25M Investment
Amajor expansion is underway at one of Loch Lomond’s best-known independent famiily-owned inns, with the opening of a new waterside lodge at the Oak Tree Inn in Balmaha. The development, backed by a £1.25 million funding package from Bank of Scotland, has created 32 new roles and introduced accessible accommodation overlooking the loch.
The new lodge, designed to reflect the rustic character of the National Park village, sits close to the original inn and has been built using locally sourced oak, stone and reclaimed roof slates.
Sandy Fraser, who co-founded the Oak Tree Inn with his wife Lucy in 1997, said, “When I first built the original Oak Tree back in the ’90s I was simply trying to recreate a beautiful building I’d seen in Fortingall Perthshire (the Balnald Mill). I wanted to capture that same charm for visitors coming to this quieter, more traditional corner of Loch Lomond. When we opened our doors in 1997 and reached £300,000 in turnover that first year,
NYX Hotels set to open in Edinburgh this summer
NYX Hotels is preparing to open the doors to its first Edinburgh hotel this summer, with the new lifestyle property taking shape just off the Royal Mile.
Part of the Leonardo Hotels group, NYX will occupy the corner of Jeffrey Street, directly beside the Leonardo Royal Hotel Edinburgh, which was formerly part of the Jurys Inn portfolio. This marks NYX’s second UK opening, following the launch of its London hotel, with two additional sites already operating in Dublin.
The Edinburgh hotel has been in the pipeline for several years. Leonardo Hotels submitted a planning application in 2019 to convert the lower floors of a Grade C listed building at 55–61 Jeffrey Street, with permission granted in January 2020. The development adds to the group’s growing city centre footprint, and room bookings are now live from 29 July onwards.
Described by the brand as “bold and playful”, NYX is targeting the designconscious traveller, offering a mix of contemporary interiors, rich colours and local artwork. The hotel will also feature a food and drink space branded as CLASH, which includes cocktails, sharing plates and a resident DJ.
Leonardo Hotels is rolling out the NYX concept across Europe, with new sites announced for Rome, Leipzig, Brno and Jerusalem, as part of a wider expansion into urban lifestyle markets.
The opening adds to the wave of international hotel brands investing in Edinburgh’s Old Town, particularly around Waverley Station and the Royal Mile, where development activity has remained steady despite wider market challenges.”
I knew we were onto something special. But I could never have imagined just how much we’d grow from there.
“We’re now opening a new lodge, evolving into a full-scale hospitality business, and we’re still just getting started. Demand keeps growing, and it’s incredible to see people who visited as children now returning with their own families. None of this would’ve been possible without the support of Bank of Scotland - they’ve truly understood our vision and backed us every step of the way.”
The lodge includes improved accessibility with what is believed to be the first disabled-friendly water access pontoon on the eastern side of Loch Lomond. Visitors can also arrive by boat, bicycle, electric vehicle or on foot, with dedicated EV charging facilities now available on site. Today, the Fraser family businesses are among the area’s biggest employers, supporting up to 200 jobs across a range of enterprises that include St Mocha coffee shops, a coffee roastery, local shop, and seasonal food and drink operations.
Loch Lomond Arms Hotel Submits Expansion Plans to create year-round dining
The Loch Lomond Arms Hotel in Luss has submitted plans for a major extension aimed at improving guest experience and operational capacity.
The proposals, submitted to Loch Lomond and The Trossachs National Park Authority, include extending the hotel’s dining and kitchen facilities, creating new lobby entrances, and reconfiguring part of the car park to form a landscaped area and new beer garden.
The application, lodged by Simon Miller on behalf of the owners, Luss Estates, outlines plans to enclose space between the main building and the beer garden, as well as extend the rear courtyard between the kitchen and annex. According to the supporting documents from Smith & Brooke Architects, the design has been shaped by a need to create more versatile, year-round dining space and to address growing kitchen demands.
The architects state that changing weather patterns have made outdoor dining less viable, prompting the move to develop more enclosed spaces. A new dining area with a central fireplace, roof lights, and a bar space is proposed, alongside new WC facilities and improved circulation for guests and staff. The plans also include alterations to the entrance for improved flow.
While the project represents a significant upgrade, it does not include any expansion of the hotel’s licensed area.
The hotel, located in the heart of the village of Luss, is a Category C listed building and part of a wider estate owned by Luss Estates Company. A separate listed building consent application has also been submitted. A decision on the application is expected by early September..
Cluny Hill Hotel Sold to Saudi businessman
The Cluny Hill Hotel in Forres has been sold, marking the end of an era for the Findhorn Foundation which operated the property as a spiritual retreat for nearly five decades.
The 76-bedroom Victorian building, set in six and a half acres, was sold off-market in a deal brokered by Christie & Co. It had been placed on the market in April 2024 with offers invited from £625,000.
Originally built in 1876 as a hydropathic hotel, the property was acquired by the Findhorn Foundation in 1976 and operated as the charity’s Cluny Hill campus, one of its main residential centres.
The buyer is believed to be 27-year-old Saudi businessman Abdullah Sulaiman Alshiddi, listed as the director of Cluny Hill Properties Ltd. Although future plans for the site have not been formally announced, it is understood the property may return to use as a hotel.
Christie & Co’s Gary Witham said the sale had generated strong interest from both domestic and international parties, including hoteliers.. “Large study centres and retreats are rare opportunities,” he said. “Cluny Hill attracted interest from a wide range of different interest groups, including hoteliers, special interest groups, kids activity operators and residential developers.”.
Sheraton Grand makes it a ‘green’ hat-trick
The five-star hotel Sheraton Grand Hotel & Spa in Edinburgh has received the internationally recognised Green Key certification, a global benchmark for environmental excellence in the hospitality sector, for the third year running. Fewer than 8,000 venues hold the award worldwide, which is managed by the Foundation for Environmental Education.
General Manager Martijn Zengerink said, “This is the third consecutive year that we’ve effectively demonstrated our commitment to environmental excellence. This recognition is much more than a certificate on the wall, it’s confirmation that our team is continuously doing our part to be sustainable in every area.”
He added, “This award is for the whole team. Every single member plays a part –whether it’s measuring food waste, rethinking procurement, or simply switching off lights at the right time.
(Image: Hello Halo)
Scottish Market Leads Key Transactions as UK Hotel Investment Eyes Stronger H2 Performance
Research from international real estate advisor Savills reveals that the UK hotel investment market experienced a slower start to 2025, with transaction volumes reaching approximately £1.59 billion in the first half of the year. This subdued performance follows a record surge in portfolio activity during early 2024, and while H1 levels were muted by comparison, investor sentiment remains positive, with signs pointing to a more active second half.
Notably, Scotland played a leading role in several landmark deals, underscoring the country’s growing appeal among institutional investors. Single asset transactions across the UK totalled £1.35 billion in H1 2025—an 8.4% increase year-on-year and 1.7% above the 10year H1 average of £1.33 billion. This increase reflects a strategic shift in investor focus toward individual high-performing assets, particularly in key regional hubs such as Edinburgh.
The standout transaction of the period was Nuveen Real Estate’s sale of the W Edinburgh to Schroders Capital for over £100 million, with Savills advising on the deal. This deal is the largest single-asset hotel transaction ever recorded in the Edinburgh market Another significant deal was RE Capital’s sale of the Ruby Stella Hotel in London to LaSalle Investment Management for £48 million, again advised by Savills - illustrating continued investor interest in
high-quality urban hotel assets.
Savills notes that if the full pipeline of marketed hotel assets - estimated at £6 billion, including both portfolios and larger single asset opportunities - completes this year, the market could surpass the 10-year UK annual average of £4.85 billion.
The largest portfolio transaction in H1 2025 saw the Alchemy Group acquire a stake in Barons Eden, a luxury UK hotel and spa group, again advised by Savills. Another key portfolio deal was Tristan Capital Partners’ acquisition of easyHotel’s €400 million pan-European portfolio, including several UK assets.
Regional markets continue to gain momentum, with activity increasingly shifting beyond London and the South East. While the South West recorded £147 million in deals (a 95% increase from 2024), and the West Midlands reached £153 million (up 60%), Scotland’s capital stood out as a hub for trophy transactions and long-term investor confidence.
Richard Dawes, Director, Hotel Capital Markets at Savills, commented, “Although fewer portfolio deals in the first half have weighed on overall volumes, the market is primed for a stronger second half. Scotland, and particularly Edinburgh, has emerged as a focal point for significant capital deployment, and with more than £6 billion in live opportunities across the UK, we expect a strong full-year performance.
Fitzsimmon Group take over at The Carlton, Prestwick
The RAD Hotel Group has confirmed the sale of The Carlton Hotel in Prestwick to fellow Ayrshire independent hotelier Henry Fitzsimmons, owner of The Riverside Lodge Hotel in Irvine.
The Carlton Hotel has been a part of the RAD Hotel Group since 2008 and is well known destination for weddings, dining, and special events.
The acquisition, which formally completes next month, marks a new chapter for The Fitzsimmons Group and owner Henry Fitzsimmons as they further invest in Ayrshire’s hospitality landscape.
Robert and Vivien Kyle of The RAD Hotel Group commented, “The Carlton Hotel has been an important part of our journey as a family business, and we are immensely proud of everything achieved there. We would like to express our heartfelt thanks to the entire team at The Carlton for their dedication and commitment over the years - they’ve been integral to its success and reputation.
“We’re also pleased to see The Carlton Hotel continue under local, independent ownership and are confident Henry Fitzimmons and his team will continue to deliver the warmth and hospitality
guests expect from The Carlton. All existing bookings, including weddings and events, remain fully secure with deposits under new ownership, and the value of any Carlton Hotel gift vouchers will be honoured across The RAD Hotel Group portfolio.”
“RAD Hotel Group remains committed to its award-winning portfolio across Scotland and has no plans to sell any other properties. This sale marks a natural step for both parties as they look to the future and continue investing in the growth and success of our remaining hotels. We wish Henry and his team every success for the future.”
Henry Fitzsimmons of the Fitzsimmons Group commented:
“We are absolutely delighted to bring The Carlton Hotel into our family business. It’s a fantastic hotel with a great reputation and a brilliant team already in place. We look forward to building on the strong foundations of Robert, Vivien and their full team. We can’t wait to continue to serve the local community and visitors to Ayrshire with the warmth and hospitality The Carlton is known for.”
The transfer of ownership will see all 57 existing staff at The Carlton Hotel retained.
£7.5 MILLION TRANSFORMATION AS THE KITHMORE PREPARES FOR 2026 LAUNCH
The Marram Collection has confirmed a major £7.5 million redevelopment of the Ardgowan Hotel on Playfair Terrace, St Andrews, and a rebrand to The Kithmore. It is set to open in June 2026.
The project includes a full refurbishment, building extension and interior redesign, with the new-look hotel offering 44 bedrooms and a 60-cover bar and restaurant, complete with an extended terrace. The rebrand takes its name from the Scots word ‘kith’, meaning friendship and familiarity, and is designed to reflect a sense of warmth and belonging.
Positioned as a modern classic, The Kithmore will join sister properties The Leddie and The Bushmills Inn as part of a collection of ‘understated golf retreats focused on quality design and locally rooted hospitality’.
General Manager Kathryn McNairn said, ‘We’re excited to share the name of our new hotel – The Kithmore. Inspired by the Scots word ‘kith’, meaning friendship and familiarity, it’s a name that reflects everything we hope the hotel will be – a warm, welcoming place for golfers, tourists and our local community.”
The hotel will offer a range of room types from compact to suite-level, and a food and drink offering that focuses on seasonal produce and classic Scottish fare. The menu is designed to showcase local ingredients, from light summer dishes to hearty post-round meals.
The brand has been developed by international hospitality agency Crown Creative, with architectural work led by RKA in St Andrews and interiors by Scottish design studio ICA.
EARTHCHECK ACCOLADE FOR THE TORRIDON
The Torridon, the luxury Achnasheen hotel owned by Dan and Rohaise Rose-Bristow, has achieved EarthCheck Benchmarked Bronze Status, marking a significant milestone in its commitment to environmental responsibility. EarthCheck is the world’s leading scientific benchmarking and certification group for sustainable tourism. This recognition reflects The Torridon’s performance across key indicators such as energy and water consumption, carbon emissions, waste management, chemical use, and community impact.
“The Torridon is an iconic part of the Scottish Highlands, and we’re delighted to see their commitment to sustainability recognised with EarthCheck Bronze status,” said André Russ, Vice President of Business Development & Sales at EarthCheck. “It’s a significant milestone and a true reflection of the team’s care in managing their environmental and social impact. We look forward to supporting them as they work towards full certification.”
The Torridon champions sustainability through its biomass energy plant, two-acre kitchen garden, local supplier partnerships, and a recent £1 million investment in ecoconscious staff accommodation.
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THE MINDSET THAT MATTERS Putting Guest Experience at the Heart of Your Hotel
by Nicola Young
Let’s be honest. In the Scottish hotel trade, whether you’re in a city centre boutique or a remote Highland inn, the real measure of success isn’t just about occupancy rates or revenue per available room. It’s about whether your guests leave feeling they’ve had a genuinely brilliant experience and the guest experience isn’t a job for one department - it has to be everyone’s business.
This means every decision, from the top down, must be measured against one question: “How does this help the guest?” If you’re not discussing guest satisfaction in your leadership meetings, you’re missing the point. Today’s visitors to Scotland are looking for more than a room; they want a real connection, a story to tell. When you deliver that, you don’t just earn loyalty; you create advocates who do your marketing for you.
But how do you build this mindset into your operation? It’s not about chasing every new trend or just copying the hotel down the road. It’s about focusing on a few key areas that make a real difference.
Get Smart with Your Feedback and Tech
First, you have to treat guest satisfaction as a core business metric, not a fluffy extra. When you invest in new tech, like a digital check-in system or upselling software, the main question shouldn’t be about revenue. It should be: “Did this actually improve the stay?” The numbers to watch are your satisfaction scores.
This feedback can’t just live on a dashboard in the manager’s office. It needs to be shared with the entire team in a way they can use. Forget long, boring reports. Give your staff - from housekeeping to the kitchen - simple, actionable insights. A quick huddle, a simple chart, or even a short video can bring the feedback to life and empower your team to act on it.
Your technology suppliers should be proper partners in this. Don’t just accept their standard package. Push them on how their tools can genuinely enhance the guest journey. And while AI can be a great help for things like responding to reviews, make sure it speaks with your hotel’s authentic voice. Technology should support your team, freeing them up to do what they do best: be human.
Build a Culture of Genuine, Local Hospitality
Great service isn’t scripted; it comes from people who are skilled at reading a situation. That’s why hiring for emotional intelligence is crucial. A team that can sense a guest is tired after a long journey and needs a quick, quiet check-in is invaluable. This intuitive service is what people remember.
This extends to the experiences you offer. Guests come to Scotland for an authentic connection. Ditch the generic packages. Instead, think about what makes your corner of the country special. Could you create a curated guide to local walks and pubs? Partner with a nearby distillery for a unique tasting? These are the touches that show you care and understand what your guests are looking for. They want a real story, not a cookie-cutter stay.
Guests remember how you made them feel. Staff with good emotional intelligence can read situations, respond with empathy, and create moments that stick. That’s the secret ingredient.
Think Beyond Your Own Four Walls
It’s easy to get stuck in the bubble of the hotel industry, but the best ideas often come from elsewhere. While you should know what your direct competitors are doing, don’t let that limit your vision. Look at how luxury retail brands create seamless customer journeys or how a local theatre tells a compelling story. To be a leader, you have to look beyond your own backyard for inspiration. For instance look to wellness, and entertainment businesses what are they doing to connect with their customers.
This forward-thinking approach should also apply to your suppliers. The tech landscape moves fast, so don’t let an auto-renewing contract hold you back from innovation. Stay agile and be prepared to switch to partners who can help you evolve.
Ultimately, building a guest-centric mindset is about getting the fundamentals right. It’s about clear, proactive communication throughout the entire stay, not just a single confirmation email. And most importantly, it’s about leaving room for those small, spontaneous moments of magic – the handwritten note, the remembered drink order, the unexpected upgrade. That’s the heart of true Scottish hospitality.
THE MINDSET THAT MATTERS
KEY TAKEAWAYS: YOUR STRATEGY AT A GLANCE
People & Culture
Hire for empathy - A team with strong people skills is your greatest asset.
Empower your staff - Give every team member the feedback and authority to make a difference. Avoid rigid scripts - Train staff to read the moment and respond with genuine care.
Make it a core value - Guest satisfaction should be a constant topic in leadership meetings, not an afterthought.
Technology & Data
Use tech to enable, not replace - Technology should handle routine tasks so your team can focus on human connection.
Make feedback useful - Share guest insights in simple, engaging ways that your frontline teams can act on.
Push your suppliers - Work with tech partners who are as invested in improving the guest experience as you are.
Keep AI human - Use artificial intelligence for support, but ensure it always reflects your authentic brand voice.
Strategy & Innovation
Offer authentic experiences
Ditch generic packages and connect guests with the local Scottish culture. Look outside your industry and fin fresh inspiration from retail, wellness, and entertainment.
Communicate proactively
Engage with guests throughout their entire journey, not just at check-in. Use email, SMS, and other tools to support the guest, not interrupt them. Be proactive, seamless, and human. Think ahead about what they might need.
Leave room for magic
The small, unexpected, and personal touches are what people remember and share.
A handwritten note. A Spotify playlist of Scottish music. Remembering their favourite drink. These are the small things that create stories guests will tell for years. That’s real hospitality.
THE DON’TS: COMMON TRAPS TO AVOID
Don’t Just Tick the Box
Guest satisfaction isn’t just a score. It’s the pulse of your business. Use it to drive real change, don’t just leave it on a dashboard.
Don’t Bury Feedback in Boring Reports
Use short videos, simple dashboards, or quick team huddles. If your staff aren’t engaged with the data, it’s useless.
Don’t Get Stuck with the Same Old Suppliers
Innovation is happening all the time. An autorenewing contract shouldn’t hold you back. Stay flexible and open to new ideas.
Don’t Chase Every Shiny New Thing
Focus on tools that actually fit with what you promise your guests. You don’t have to do everything; just do what matters.
Don’t Ignore What Guests Expect
Guest expectations change, and they change fast. If you’re not listening and adapting, you’ll be left behind.
Don’t Stick to Rigid Scripts
Good service isn’t read from a playbook. It’s about responding to the situation. If someone’s flight was delayed, they probably want a quick, quiet check-in, not a long chat. Read the moment.
Don’t Rely on Cookie-Cutter Packages
A bottle of bubbly and a late check-out isn’t enough anymore. Think about the real emotional need you’re meeting. Be genuine. Be different.
Don’t Think a Confirmation Email is Enough
Guests today expect timely, relevant, and friendly communication - before, during, and after their stay.
Don’t Let Tech Replace People
Tech should mean more human connection, not less. Let it handle the heavy lifting so your team can do what they do best - be human.
HOSPITALITY HUBS
A new partnership programme between educators and employers
Scotland’s hospitality industry is getting a vital boost through a new partnership between social enterprise Hub International and businesses like SimpsInns in Ayrshire.
The Hospitality Hub initiative addresses two key challenges: a growing skills shortage and food poverty. By connecting expert educators with employers, the programme delivers industry-recognised training for young people and career returners across Scotland’s hotels, restaurants, and bars.
With 42% of hospitality businesses in Scotland struggling to fill vacancies (UK Hospitality Workforce Report 2024), and 12.4% of school leavers without a positive destination (Scottish Government, 2024), the initiative is well timed.
SimpsInns, which operates venues including The Gailes Hotel and Old Loans Inn is an early adopter of the scheme. Malcolm Simpson, owner of SimpsInns Group, explains, “At SimpsInns, we’re proud to work with Hub International and support the development of future hospitality talent. It’s inspiring to see the enthusiasm, potential, and passion these young people bring to our venues. Giving them hands on experience in real working environments, like The Potting Shed, not only builds their skills and confidence, but also helps strengthen the future of our industry here in Ayrshire. We’re committed to championing initiatives like this that invest in local talent and create meaningful pathways into hospitality careers.”
The Hospitality Hubs go beyond kitchen and service skills, focusing also on sustainability and core techniques - including baking, butchery, zero-waste practices, patisserie and cooking nutritious meals from scratch. These skills help address both employment gaps and food insecurity in communities.
Courses are led by expert tutors, including
Calum Ross
Zoltan Szabo, former Executive Chef at Cameron House Hotel.
Zoltan Szabo said, “It’s incredibly rewarding to see young people flourish through these training hubs. We’re not just teaching recipes — we’re building skills, confidence, and a love for quality hospitality that will stay with them for life. Many of my trainees build a passion for the hotel industry, some just want to work locally in bars, restaurants or cafes, so we support their interests and mentor them in to the right role for them. This year trainees joined us in the kitchen at The GB & Ireland Michelin Awards keeping the canapés, and just last week at Royal Ascot in the VVIP boxes, they’re getting a wealth of experience and opportunities as they start to earn their first wage.”
Trainees are already finding success in the workplace. Lewis, 20, now works full-time at The Waterside Hotel. He says, “When I was found by with Hub International I had zero confidence and no idea what I wanted to do with my life; but slowly I was shown how to find my confidence and how to speak about myself positively. I had the best time learning during the Skills Hub and was given the opportunity to meet some really good employers. I’m now in full time employment with SimpsInns and I couldn’t be happier, the team at Hub International are the reason, I’m so grateful for everything, they’re amazing people. SimpsInns have now taken me in to a career, so I get double the support.”
As the model gains traction, Hub International is looking to expand, partnering with more hospitality businesses who recognise the value in developing talent while supporting their local communities.
Learn more or explore partnership opportunities at: [www.hi-people.org](http:// www.hi-people.org)
PUTTING THE MAGIC BACK INTO THE MARCLIFFE
SUSAN YOUNG talks to Kellie Rixon MBE. The woman tasked with getting The Marcliffe back on track.
Kellie Rixon MBE FIH is one of those rare people you meet once and remember forever. Bursting with industry wisdom and infectious energy, this spirited Liverpudlian has brought her sparkle to Aberdeen’s Marcliffe. Though her role is General Manager, Kellie’s presence is more orchestra conductor than job title - seamlessly blending charm, leadership, and a touch of magic into everything she does.
It comes as no surprise that Kellie and Stephen Carter, Non Executive Director of Marcliffe, share a bond that stretches back over 20 years. She counts him not only as a mentor but as a true friend - and it’s easy to see why. They’re cut from the same cloth. Hospitality isn’t just their profession, it’s in their DNA - and Stephen is the reason that Kellie is now at Marcliffe.
I sat down with her in the hotel, which has literally become her home over the last six months.
Kellie met Stephen Carter when they both worked for De Vere. Says Kellie, “We were a young dynamic, crazy team, and Stephen was the old guy - he probably was the same age I am now! However I quickly realised that there is not anything that he doesn’t know about the sector and one of the key lessons I have learned in life is - if there is someone who has been there, seen it and done it, pay attention. I paid attention and I listened. He became a massive influence on my career and is a mentor too, but I am also lucky enough to call him my friend. He is someone I cherish, but he will also tell me it straight and I do butt heads with him on occasion - you need that cut and thrust in life. He is my work dad, in fact he is everyone’s work dad in many ways.”
It was after a phone call from Stephen at the end of last year that Kellie made the trip from her home in the North of England to Aberdeen. She explains, “I had just started to rebuild this old house, after almost knocking it down, when Stephen called me. He knew that for the latter part of my career I had
focussed on organisational change, cultural change programmes and mergers and acquisitions. He said, ‘Marcliffe is a new acquisition; there is shift in terms of culture - in that it was previously run by a long established owner/operator Stuart Spence, and they need someone to come for a few weeks and support that change.’” She smiles, “He is a hard man to say no to.”
That was December, and not long after she came on board, the hotel parted ways with its General Manager and Kellie was asked to hold the fort in the interim until the Board decided on the next step. She reveals, “By that time I had kind of fallen in love with Marcliffe. I could see the potential but it was certainly not my intention to be a General Manager again.” But as the months passed she grew more and more committed to the project and admitted to her husband she wanted to see the project through. She says, “I didn’t want to pass the job on particularly since I had got so much off the ground, but the job is also so much wider than the role of General Manager and so much broader. I could see the value in that.”
One of the very first things she instigated was a new training programme called Shine.
She explains, “When I came to Aberdeen it was really grey including the hotel, but everyone said that Aberdeen is famous for its granite and when the sun hits it, it shines. I thought we just need to shine the light on our people.
“We decided to close for two weeks and set our stall out and explain our agenda. I felt we needed a reset but we needed to be respectful of the past, and we needed to articulate the path for the future, otherwise we would be living in the past. We made things really simple and clear. Everyone was put through the training programme which laid out our mission, vision and values. But we also got staff involved in a series of workshops, including the board. We wanted everyone to be really honest and transparent and let us know what they thought worked at Marcliffe. We needed to know what to retain and what baggage to let go of. You can’t get to
the destination unless you know where it is and although I don’t mind detours, the intention is clear -to make Marcliffe the most cherished and loved hotel in Scotland. So that means we need to be consistent and deliver what our customers want so they get value out of it.
She continues, “Shine sets out our nonnegotiables. I am going to pay you, give you the tools to do the job, and ensure you are treated with respect and dignity, but for that you need to do your job -bring hospitality, serve customers, work a shift, and work as a team. I say, ‘You do your bit and I’ll do my bit.’ This makes it sound a bit transactional but it isn’t. My expectation is that if a customer walks in here they are no 1. We will give eye contact, we will engage - someone that doesn’t put the customer at the top of their agenda is not negotiable to me. We don’t want robots, or talklines, we want staff to bring their own personality to the job and when we need to, we all roll up our sleeves and get stuck in - we are a team.”
Kellie doesn’t just talk the talk -she walks it too. She ran the pass on Father’s Day and has done
just about every job in a hotel, even though she thought those days were behind her.
She laughs, “Because I live on-site, some days I don’t even get out of the hotel. Because if I love it, I’m in it. I’m up to my neck in it and swimming around in it. So I don’t mind it at all.”
She smiles, “I could go in every department. I have spent years understanding this industry and to be back in an operational role blows my mind.”
Kellie’s story is a bit like a Barbara Bradford novel -one that features women who rise from humble beginnings to achieve great things.
Hospitality wasn’t a career choice - it was her life. Born into a working-class family - her mum ran a café, her dad was a milkman. She helped out with both, working in the café and getting up early to help her dad with the round.
She says, “I came from a very humble beginning and we were grafters.” She worked weekends from the age of 14, pouring pints in a local bar, and put herself through college working in late-night venues, bars and restaurants while she studied drama. Then, at 18, she joined the entertainment team at a holiday park. A 12-week
Redcoat job turned into five years. “I said I’d stay for the summer - five summers later, I was still there. This has definitely become my MO.”
By 21, she was running entertainment departments with weekly show schedules, recruiting teams, and ensuring every guest left smiling. It was “do it again, do it again” every week — high-intensity, high-stakes hospitality training that no degree could match.
Kellie reveals, “Hospitality gave me a route out from my humble beginnings. Hospitality really is a level playing field -in loads of sectors not going to university would have been a disadvantage and for years, I was embarrassed at my lack of higher education. But hospitality never questioned it -they said, ‘You are good at your job, we like you, keep doing it.’”
And keep doing it she did...
From entertainment, she moved onto pubs, joining Tetley, where she looked after pubs from Bolton to Stafford. “I thought it would be an easier life, but was just about the geography. Instead of moving around the country, I just moved within a region. I worked in the managed house estate -
that was my first foray into general management. I looked after big food operations like Wacky Warehouse. I started off in Bolton, Warrington, then Stafford, then Derby and took on a regional role. The last one was a hotel - it taught me about volume - we were doing 800 covers a day, and it taught me all the things you need to know about commercial aspects of space i.e. revenue per sq. ft. and all that sort of good important stuff.”
Tetley became part of Marston’s and Kellie was retained, got promoted, and became a regional trainer, manager, then regional director. In that role, she was responsible for 25 units, managing all aspects of operations with a focus on team dynamics and service.
Then followed a move into HR. “I found it a really interesting transition because I went into HR because I was a frustrated operator and wanted good service from a support function.”
Principal Hayley followed and in 2005 she moved to De Vere as Head of Learning. She adds, “I was on heritage deluxe side and then became HR Director, then Brand Director where I was responsible for anything had the De Vere name on it -from marketing, brand development, communication, PR, people. Anything that represented the brand at that stage and new developments, anything that was repositioned or redeveloped, that included Slaley Hall and Cameron House where I met Stephen Carter, was my remit. I loved it.”
But it was a recruitment trip to Lausanne in Switzerland that made Kellie realise where her passion was. “I was there to recruit people and I was listening to them talking and I thought I would never get a job here, I would never even get in the door. But I was the one doing the interviewing. I thought who are we looking for here, but we were not looking for people like me. They were all well trained, but also quite privileged and it dawned on me that I had lost a little bit of myself. I thought why are we not looking for people like me?
“I went back to the UK and decided to make a concentrated effort to build a scheme that tackles
the bridge between those kids on the outside of society into hospitality - after all, I was the pin-up girl! Everyone is motivated by something - people will put the graft in if it gives them what they want. Whether they are motivated by money, development or career enhancement, having a good time at work, or being with their friends - there are factors that contribute to people’s happiness.
“These kids did not want a job in hospitality because no one had spoken to these kids from hospitality. I did try to get a few colleges but their response was ‘they all sound like difficult kids, they will never turn up!’
“I sat down with my team and we decided that De Vere would do it ourselves and we became a training provider. We took in 12 students from Stockport on the promise of a better life. I recruited people by going to talk to people in community and sports centres. I was only ever asked two questions when I said come and work in hospitality - ‘Have you met anyone famous?’ and ‘What car do you drive?’ I said a Range Rover with a fridge and they were impressed. They said, ‘You are telling me even coming from a council estate you could be driving around with a Range Rover with a fridge in?’
“We mixed education with work and it worked beautifully. It was a great balance and the council loved it and we started to make a difference. Then we did cohort 2 and cohort 3, then we opened a school in Liverpool, followed by Coventry and London. We grew it to 12 schools with 2,500 students on the programme at any one time.
“In 2012, at its peak, 13,000 students had come through its books and 60% had jobs at the end. It became a monster and as I had decided this was what I really wanted to do we decided to embark on a management buyout to take it out of De Vere. I had found my passion - developing people.
“It was both the best year of my life and the worst. I got two fellowships and an MBE and everything was wonderful. I thought I’ve made it, bob on. That was October 25 and then on December 5 my life changed catastrophically.”
Driving home from her mother-in-law’s funeral with her kids in the car -her husband had stayed behind -Kellie was involved in a hit-and-run accident which saw her car shunted down an embankment and into the path of a train which hit them.
Kellie recounts, “In an instant that life was gone - everything we knew. My older son walks away, I had minor injuries but my baby, who was 12, hit his head and suffered a catastrophic brain injury. We were airlifted out, and he spent four months in a coma and eight months in hospital on life support for most of it. The prognosis was not good. We were told he was never going to get any better, that he would never get out of his bed. Now no two brain injuries are the same so we believed -there is always an opportunity, potential in there. We couldn’t give up. For me and for the rest of my family it was really simple - we were never going to get the best outcome through lack of hard work. So we just put the hard work in. We thought we will do whatever it takes, we
are all in. My boy made an amazing recovery although he still requires 24 hour care, he is ambulant, he walks, he has a full life. He will always have challenges, and the life he was destined for has moved away, but the life he was told he was going to have never materialised. Somehow he has forged this beautiful little existence and he is a positive, determined and incredible and funny 24-year-old. The impact on me has been profound its meant I am determined to never waste a moment of my life again.”
After the accident, Kellie bought a shop that she converted into a three story restaurant, but quickly realised it was too much when she was still caring for her son. She decided to move back up North to be nearer family and shortly afterwards she was approached by Donald MacDonald. Says Kellie, “It came right out of the blue. Over a cup of tea he told me that he had known about me for years. Richard Balfour-Lynn who I worked for when I was Brand Director, used to put me anywhere there was a problem with any brand he had - whether Liberty or Greens - he would drop me in to work out what was wrong and solve the issue. He had told Donald that. Donald said to me, ‘I thought there and then I need a Kellie. So I followed your career, and then I heard about the accident.’ He went onto say that he thought it was time I went back to work. I will always be grateful to him. He gave me this wonderful opportunity to come back into life, back into my career, in a way that was manageable - so that it was respectful of my boy and the care I was giving to him, but it also got me back into work.
“I went in as a consultant first, then as HR Director and latterly as Brand Director again. So as usual I go in as a part-timer and five months later I am up to my neck in it. I spent a few years with Macdonald appreciating the work and loving the people there. But for me the employed status was not where I need to be. I needed the flexibility of working for myself. I needed to be able to say my boy is having a bad week this week, so I need to be at home - and you can’t do that in employment. So it was out of necessity that I set up my consultancy rather than it being what I wanted to do. But it turned out to be the best thing ever. I consulted for Macdonald - in fact Donald offered to buy every day I had, but I said that’s not the way I need to do it.
“I built a business that only worked by referrals. It was incredibly private because I tended to go into businesses going through change. I spent 12 years doing that and loved it. I never lost a client. Worked for all the big operators and went in at an executive level. I spent 8 years with the Old Course, St Andrews, five years with a project with the Heineken family -they had a beautiful pub on their land with rooms, and that came with another pub and another -we ended up with 28 pubs which we sold out the year before last. And at that stage I thought that was a nice exit so I started slowly winding down into retirement.
“I was still getting calls and I did special jobs for people such as holding the HR directors role at the Old Course for three months last year -I just picked projects that aligned with my values, and
that I thought were interesting.”
Then I got the call from Stephen... Sir Jim Milne and Balmoral Group had bought Marcliffe as part of a strategic move to diversify and because they loved it. But it needed attention.
The people of Aberdeen have a deep affection for Marcliffe. It’s a place that’s been forgiven for not always being where it should be, simply because it means so much to so many. That kind of loyalty is rare.
What’s even rarer is the scale of investment being made in hospitality right now. Not many, if any businesses are committing at this level. That speaks volumes about Sir Jim’s desire to give back to Aberdeen, and Balmoral Group’s belief in investing in things that matter, not just commercially, but culturally and emotionally too.
I’ve learned Aberdeen needs Marcliffe, and Marcliffe needs the people of Aberdeen. That relationship is very important. That sense of ‘it has not been right, but we have to fix it’ is about respecting its legacy but looking at where we are at the moment and where we need to be.
“Jim is successful for a reason. He sees what is important, and he knew Marcliffe was important to the people of Aberdeen. If he hadn’t bought it, who would have? Who would have invested and created the best five-star hotel in the North East? I think he felt there was a moral obligation.”
Today, as we speak, Marcliffe has been rebranded with a classy new emblem, and of course, the staff wear their Shine badges with pride.
The Balmoral Group has invested £12m+ in the hotel, and that is just the start. The reception area has already been revamped. Its South Lawn, the sunniest part of the hotel, has been irrigated and turned into a lovely spot for outdoor events and weddings, with an outdoor bar, and a cigar shack is on order. A new whisky snug has been created in what was formerly its snooker room -its opening was imminent when I visited. Kellie also gave me a tour of the new South Corner Suites -which will be ready in August -two bridal/ executive suites with an extra room.
But the pièce de résistance will be the hotel’s new Brasserie, located in what was the hotel’s external courtyard, right in the centre of the property. It will open in December and offer a more casual-style restaurant serving cocktails and great food. The hotel is also investing in its kitchen too. Kellie explains, “Balmoral Group are willing to spend the money where it matters and are modernising the offer. This is only phase one, but it is important to enable us to cherish our existing clients but also to attract new customers to sustain us.”
The hotel is also operating during the renovations -says Kellie, “We daren’t close again. The last time it was only two weeks but Marcliffe’s customers felt like it was six months, so we are trading through it. But our elevated service levels will hopefully mask some of the disruption. I am definitely spinning plates, but I love a bit of chaos.”
I don’t know about loving chaos, but Kellie definitely loves hospitality - and hospitality loves her. Marcliffe is in very good hands. Bob on Kellie.
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THE HOXTON
Susan Young reports. Edinburgh
The Hoxton has opened its first Scottish hotel in Edinburgh’s West End, taking over 11 Georgian-style terraced townhouses on Grosvenor Street. Operated by Ennismore, which also includes Gleneagles Hotel in its and the Edinburgh Townhouse in its portfolio - this is the first Scottish Hoxton for the group which also operates the brand in London, Europe and the USA.
It’s latest Edinburgh property features 214 rooms, an Italian restaurant, events and meeting spaces, a cinema, and three selfcontained Houses for extended stays.
The opening comes just months after Ennismore changed ownership. In April 2025, Accor completed a deal to take full control of Ennismore, buying out its joint venture partner. The move marked a strategic shift, bringing all Ennismore brands fully under the Accor umbrella, while continuing to operate with their distinct identities. Edinburgh is the first new Hoxton opening since the transition.
Guests enter through a lobby that mixes Georgian heritage with modern design. A mural by Verity Woolley and a Murano glass chandelier mark the entrance. Finishes include dark woods, steel, unlacquered brass and textured glass, with patterned textiles and tiled fireplaces.
The lobby bar, clad in perforated brass with mirrored taps, serves coffee by day and cocktails by night and there is a five-seat cinema, The Small Screen, which sits just off the lobby. It has a curated schedule by local film group Cinetopia.
Rooms are split between the main hotel building and a townhouse across the street, and are available in nine categories: from compact Snug Singles and Bunks to larger Roomy and Biggy layouts. Georgian features like sash windows, cornices and high ceilings are retained throughout.
A standout feature is the introduction of The House - a new category launched by The Hoxton. Each House includes three bedrooms, three bathrooms, a kitchen, dining area and lounge. One House offers a private terrace. Designed for families or groups, the Houses will be available to book from September 2025, with extra services such as stocked fridges and curated local hampers available on request.
The on-site restaurant, Patatino, is modelled on a traditional Italian trattoria. Interiors include striped awnings, banquette seating and mirror details.
The Hoxton Edinburgh includes a dedicated event space, The Get Together - a 300 sqm ballroom with a stage, private bar and skylight. The room can also be divided into two smaller spaces, The Get Up and The Get Down, suitable for weddings, conferences or cultural events.
The townhouse across the street, which houses 64 of the hotel’s rooms, can be block-booked for overnight accommodation linked to events.
The Apartment - The Hoxton’s signature meeting space comprises four rooms: the Dining Room, Library, Living Room and Drawing Room, surrounding a central pantry area. True to Ennismore’s neighbourhoodfocused approach, The Hoxton Edinburgh also features work by local artists and supports community partnerships. The opening exhibition in the Hox Gallery is by fine art photographer Soo Burnell. The in-house shop, Best Of, stocks products from Scottish makers, including Simo The Label, TBCo, Pieute and Edinburgh Printmakers.
The Loggia
Star Hotel Kingussie
Queens Park Football Club, Glasgow
THE EDINBURGH GRAND
BY SUSAN YOUNG
The Edinburgh Grand has reopened with a new badge of honour— becoming Scotland’s first member of Marriott International’s prestigious Luxury Collection. This move places the iconic St Andrew Square address within a global portfolio of over 130 distinctive hotels celebrated for their character, heritage and sense of place. It’s also only the fourth Luxury Collection property in the UK, joining standout names in London, Buckinghamshire and Manchester.
The building itself has always been a stunneran elegant neoclassical former bank with serious architectural swagger. Now, thanks to a deft touch from the Chris Stewart Group, it’s been refreshed and repositioned for a new era of luxury extendedstay and leisure travellers. Think soaring ceilings, sash windows, grand staircases and now, sleek interiors that nod to 1940s glamour while wrapping you in rich, tactile Scottish detail.
St Andrews Square
The Edinburgh Grand isn’t just back - it’s better. Thirty-three rooms have had a glow-up, the entrance feels sharper, the executive lounge and retail space have been polished, and the fitness centre and Register Club are sporting new kit and furniture. And they’re not done yet. The second phase, due later this year, promises even more room upgrades and a fresh take on the spa.
This relaunch isn’t just about good looks—it’s about delivering experiences with a Scottish soul. Guests can expect whisky nightcaps, tartan pyjamas for the kids, bedtime poetry, and even an in-room omelette service. Dogs are more than welcome too, with treats, towels, a blanket, and their very own Edinburgh Grand tag.
At the heart of it all is General Manager Emre Pasli, who sees the hotel’s future firmly rooted in its past. With its new status under Marriott’s Luxury Collection banner, the aim is clear: timeless charm with a distinctly Scottish twist, delivered with polish and personality.
Dayle Nicoll appointed GM at Balmoral Arms
Balmoral Arms in Ballater, part of the Crerar Hotels Group, has appointed Dayle Nicoll as General Manager. Dayle brings fifteen years of experience in hospitality, having worked across some of Scotland’s most recognised hotels and resorts.
Before joining Balmoral Arms, Dayle was Operations Manager at Carnoustie Golf Hotel & Spa, where he supported a £3 million investment and played a role in hosting major golf events including The Open and the Senior Open. His previous roles also include time at Malmaison Hotels and The Invercarse Hotel.
In 2018, Dayle also worked at Dunkeld House Hotel, which was acquired by Crerar Hotels in 2023, making his return to the group feel like a full circle moment.
Dayle Nicoll, General Manager, said, “Balmoral Arms is beautiful property located within one of the most historical towns in Scotland, and close to the royal residence, so I am incredibly honoured to step into the role of General Manager here, and I’m looking forward to
working with the team who make this place so special.
“I’ll be working closely with the entire Crerar Hotels team as well as my colleagues within the hotel to ensure all guests continue to receive the excellent customer service that the Group is renowned for and the cosy country welcome that Balmoral Arms is known for.”
Formerly The Deeside Inn, Balmoral Arms reopened in 2022 following a £2.2 million investment, located just a short distance from Balmoral Castle.
“I’ll be working closely with the entire Crerar Hotels team as well as my colleagues within the hotel to ensure all guests continue to receive the excellent customer service that the Group is renowned for and the cosy country welcome that Balmoral Arms is known for.”
The award-winning Crerar Hotels Group’s former Deeside Inn undertook a £2.2million investment in 2022, which saw the property reopen as the highly anticipated Balmoral Arms, as it is located just a stone’s throw away from the Royal’s Scottish residence, Balmoral Castle
MARRIOTT MOVES LITTLE TO THE EDINBURGH MARRIOTT HOTEL HOLYROOD.
No stranger to the Marriott brand, Ronald has moved to the Edinburgh Marriott Holyrood following a successful tenure as General Manager of the Courtyard by Marriott Edinburgh, where he led business growth, improved guest satisfaction and streamlined operational efficiencies. His career also includes General Manager roles at DoubleTree by Hilton Edinburgh City Centre, where he oversaw major refurbishments, increased revenue, and strengthened market positioning.
Ronald Little, said, “The opportunity to lead a newly refurbished Marriott property in the heart of Edinburgh was a major draw for me. This is an exciting chance to build on the incredible work of the team since the
relaunch, helping shape the hotel’s identity, enhance its reputation, and create standout guest experiences.”
The hotel, a long-standing fixture in Edinburgh’s historic Old Town, underwent a £10m transformation in 2024, integrating into Marriott’s global portfolio of over 30 hotel brands. The refurbishment introduced guest experiences, modernised design-led interiors, including the Greatroom , and upgraded facilities, including the Spa and Leisure Club.
Ronald has a strong background in strategic development and is committed to driving the hotel’s growth aiming to build on the hotel’s strengths along with a focus on sustainability, sourcing local suppliers and creating unique guest experiences.”
