HOTEL SCOTLAND
Refresh Your Guest Essentials
Discover VANITY GROUP’S Designer Playground
WELCOME
This month I caught up with Charlie and Richard Leckie at Crieff Hydro. I got the opportunity to see their new £5m restoration and refurbishment at first hand. It certainly is a credit to the family and everyone involved in the project. See page 14 for the interview followed by the Design feature on page 19. They are pictured on the cover with their parents Stephen and Fiona Leckie.
Nicola Young has delved into what attracts Scotland’s Global Guests. It may give you an insight into what this year’s travellers are looking for. The feature is on page 8.
This month Guest columnist Dr Carman Vlasceanu gives us her lowdown on how to deal with adversity in hospitality while we also have a great design feature on the new-look Mar Hall. It really is a revelation.
Until next month.
Susan Young Editor
Editor: Susan Young
Advertising: Anne Campbell, Ellen Devine
Admin: Lesley Smith
Digital: Nicola Young
Editorial: Penny Devlin
susan@mediaworldltd.com
@hotel_scotland
hotelmagazinescotland.co.uk
SANDMAN SEES GREEN SUCCESS
The 179-bedroomed, four-star, Sandman Signature Glasgow Hotel has become one of only 43 businesses in Scotland to achieve Green Key sustainable tourism certification.
The accolade sets the standard for excellence in the field of environmental responsibility and sustainable operation within the tourism sector, covering hotels, visitor attractions, conference centres and restaurants.
environmental matters at the hotel, across various departments, from management and front desk to maintenance and housekeeping.
Inga said, “We all know it’s important to play our part in helping to create a more environmentally friendly planet and this was something we took very seriously.
The hotel, which opened in 2023, has implemented a number of initiatives in order to improve the ecological footprint of its operations including a “sizeable investment” in a new wireless building management system that controls all of the hotel’s major mechanical units. These units have already resulted in a 20% reduction in monthly electricity use.
The hotel has also fitted water reduction gadgets to all showers and taps in the bedrooms and guests are encouraged to consider the environmental impact of their choices. Toiletries are refilled rather than using disposable minis, saving tens of thousands of pieces of single use plastic.
Inga Gadisauskaite, General Manager at Sandman Signature Glasgow Hotel, is one of a team of five people responsible for overseeing
“Going through the Green Key certification process has been extremely helpful in encouraging us to make further improvements where possible. As an accreditation it is not easily achieved, which makes it so much more valuable.
“It’s been a real journey of learning, finding new ways to save water and electricity and ensuring that less waste goes to landfill. Our team have been right behind us, making their own adjustments such as many of them now cycling to work where possible.
“It’s proof of the esteem the Green Key certification is held in that it is one of the leading ecolabels recognised by the Googlepowered booking engine Google Travel as part of its ‘Sustainability Labelling’. This verification is, rightly, important to guests.”.
Maclean welcomed as Academician by RACA
The Royal Academy of Culinary Arts (RACA) has announced that Scotland’s first National Chef – Gary Maclean has been welcomed as an Academician, and has also said that it will be highlighting Scottish hospitality with a series of events that support and applaud the industry over the coming months.
This means that the RACA will host its next Plenary at the The Balmoral Hotel in Edinburgh, where members will come together to discuss solutions to some of the challenges currently faced by the industry as well as celebrate operator success and the next generation of talent.
Additionally, three of RACA’s Annual Award of Excellence heats are taking place across Scotland, showcasing the finest regional talent. These include heats at Gleneagles, Turnberry, and The Balmoral, where Scotland’s emerging stars will work towards achieving one of the hospitality industry’s most coveted awards.
Gary Maclean said, “Joining the Royal Academy of Culinary Arts is an honour. It’s an exciting opportunity to further contribute to the growth and recognition of Scottish hospitality. Throughout my career, I’ve been passionate about nurturing talent and advocating for our industry. I’m proud to be part of an organisation that shares these values and is dedicated to excellence in culinary and hospitality education.
“We are also delighted to be one of the first five colleges in RACA’s new College Community Programme in partnership with The Savoy Educational Trust and our lecturers and students are looking forward to working with the academy’s academician and associate members.”.
Marriott acquires citizenM
Marriott International has announced that it has reached an agreement to acquire the lifestyle brand citizenM. It will pay $355 million to acquire the brand and related intellectual property which is subject to various customary conditions, including U.S. regulatory approval.
Assuming closing of the transaction in 2025, Marriott now expects full year 2025 net rooms growth to approach 5%.
The company say that the transaction is expected to accelerate Marriott’s global expansion of its select-service and lifestyle lodging offerings, as the company continues to focus on expanding its portfolio.
Anthony Capuano, President and CEO of Marriott International said, “We are thrilled to add citizenM as a unique, differentiated offering to our select-service brand portfolio as we continue to strengthen Marriott’s foothold in this valuable market segment around the world.
“Marriott has a proven track record of growing acquired brands significantly by leveraging our global development ecosystem, the benefits of our industry-leading affiliation cost structure, and the power of our awardwinning Marriott Bonvoy loyalty platform.”
The citizenM global portfolio currently consists of 36 open hotels, with 8,544 rooms, across more than 20 cities spanning the U.S., Europe, and Asia Pacific, including Glasgow. The brand’s current pipeline includes three under-construction hotels totalling over 600 rooms that are anticipated to open by mid2026. .
EDINBURGH HOTEL GOES ON THE MARKET
Grosvenor Gardens Hotel, an A-listed Georgian property dating back to 1890, in Edinburgh’s West End has been brought to market through Christie & Co.
The boutique, privately owned, property and has been under the same ownership for the past 20 years and currently operates on a bed and breakfast basis. It has nine letting bedrooms, a spacious dining room, kitchen facilities, and a private garden.
A short-term let licence is already in place, and there is potential to expand the accommodation offering, subject to the necessary consents. Price on application.
COMMUNITY LAUNCH CROWDFUNDER FOR HOTEL RESTORATION
The Douglas Community Development Company (DCDC) has launched a crowdfunding campaign to support the next phase of work on the Douglas Arms Hotel restoration project in the South Lanarkshire village of Douglas
The hotel, which has been there for over 200 years and which has been vacant for a number of years is the centre of a communityled regeneration initiative aimed at bringing it back into active use as a multi-purpose local hub.
Having completed early feasibility and design work with funding already secured, DCDC is now looking to raise £100,000 to progress to the next phase which involves preparing technical drawings, securing planning permissions, and commissioning structural reports. The project is being developed with Glasgow-based architecture practice Page\Park.
RE-IMAGINED ROAD HOLE BAR AND RESTAURANT UNVEILED
The Old Course Hotel, Golf Resort & Spa has unveiled the a new look for its iconic fourth floor, home to the Road Hole Restaurant and Road Hole Bar, following a complete refurbishment.
Overlooking the 17th hole of the Old Course and West Sands beach, the newly refreshed space brings in natural light and nods to its coastal surroundings through warm tones and handcrafted materials. The redesign was led by Richmond International.
Each outlet has retained its own identity while benefitting from the wider refurbishment. Road Hole Restaurant continues to offer refined dining with an open kitchen and menus rooted in local produce. The adjacent Road Hole Bar remains a focal point for guests, now with over 300 whiskies from across Scotland and a space that moves from casual daytime to evening drinks.
The Swilcan Loft, with its modern take on a seafood bar and chophouse, remains a key part of the hotel’s offering, and summer sees the return of The Deck at Road Hole Bar—an outdoor space with views over St Andrews and the coastline, complete with heated pods.
Phyllis Wilkie, General Manager at Old Course Hotel, said, “This renovation embodies our ethos of always evolving while remaining true to our roots. Our guests can savour both the landscape and cuisine that makes Scotland truly special and revel in the elevated, comfortable spaces that nod to our home in St Andrews, and give a true sense of place.”
TARKA Capsule Hotel Concept set for Edinburgh
A new seven-storey capsule hotel has broken ground just off St Andrew Square in Edinburgh, developed by TARKA Hotels in partnership with architect Studio LBA.
The project marks the UK debut of the Japanese-style capsule concept, which is being adapted to meet the needs of modern travellers who are looking for affordable, design-led accommodation.
TARKA Edinburgh is designed to offer a compact alternative to traditional hotel rooms, and it is set within a formerly vacant mixed-use building that previously housed a job centre, offices, and retail units near St Andrews Square. The development will have 242 sleeping pods and a rooftop Japanese restaurant and bar with views over Calton Hill, Edinburgh Castle and the Firth of Forth.
Lynsay Bell, Managing Director of Studio LBA, said, “TARKA’s vision is to redefine hospitality with an innovative Japanese capsule offering, positioned in the heart of Edinburgh. This design-led project seeks to repurpose a redundant building, transforming it into an authentic and cutting-edge destination that not only invigorates the urban landscape but also creates employment opportunities.”
James Scott, founder of TARKA Hotels, added, “TARKA was born from our experiences staying in capsule hotels during visits to Japan - trips that sparked a real passion to bring this modern, affordable accommodation concept to the UK.
“We aim to redefine the traditional hostel by offering quiet, private pods that strike the perfect balance between the cost-efficiency of hostels and the comfort and design of modern hotels.” Construction is now underway, with completion expected in summer 2026.
St Andrews hotel gets green light from planning
The Marram Collection has been granted planning permission for its new St Andrews hotel on the site it acquired in 2022.
It means that The Ardgowan Hotel, near The Old Course, will now undergo an extensive £7.5 million restoration, refurbishment, and redesign to transform it into a luxury boutique hotel.
As part of the restoration, all accommodation will be consolidated into one connected building and, along with a rear extension, it will increase capacity from 36 to 44 luxury rooms and the new bar and restaurant will now have 70 covers.
Kathryn McNairn will continue as General Manager at the new hotel.
Kathryn, who joined Marram last year and brings over 10 years of experience in Scotland’s hospitality industry to the role, comments, “We’re incredibly proud to officially break ground on what will become a cornerstone of The Marram Collection in the heart of St Andrews. This project has been expertly designed to honour the heritage of the site while introducing a new standard of boutique hotel to the town.
“This transformation will create a welcoming retreat that blends warmth, comfort and considered design for golfers, locals, and visitors alike.
“We look forward to unveiling a space that not only celebrates the spirit of St Andrews but also supports the local community through new opportunities and meaningful partnerships.”
The property is scheduled to officially open to the public next year and is expected to create up to 50 new jobs in the area.
The Ardgowan Hotel joins sister properties, The Leddie Hotel in Aberlady, East Lothian and The Bushmills Inn in Northern Ireland’s Causeway Coast as part of the Marram Collection..
IHG to Launch First Garner Hotel in Scotland
IHG Hotels & Resorts has signed an agreement to bring its Garner Hotels brand to Scotland for the first time, with the 195-bedroom Garner Hotel Haymarket Edinburgh set to open in the second half of 2025.
The hotel - part of the Palm Holdings portfolio - will be located opposite Haymarket Station, close to the Edinburgh International Conference Centre, making it well placed to attract both business and leisure guests.
The property marks a key milestone for IHG’s growing presence in the midscale conversion segment across Europe.
Willemijn Geels, Vice President of Development, Europe at IHG Hotels &
Resorts, said “In the past few months, we have opened or signed Garner Hotels in more than six cities across Europe, which is testament to our growing presence in the essentials segment.
“Garner Hotel Haymarket Edinburgh perfectly exemplifies how our conversion brands are thriving, and with its central location and individual design, I’m confident that the hotel will become a flagship Garner Hotels property in Europe.”
Designed to offer a reliable and comfortable guest experience, the hotel will include amenities such as a 24/7 Bar & To Go Café and breakfast service. It will reflect the Garner brand’s positioning as a quality yet affordable option for short or extended stays..
Four Edinburgh Hotels Receive Michelin Key Recognition
Four Edinburgh hotels have been recognised by the Michelin Guide as offering an “unmistakably Scottish stay”, following the launch of the guide’s new international hotel rating system - The Michelin Key, which was introduced last year.
It is is awarded to hotels that stand out for their character, quality and overall experience.
The Balmoral on Princes Street, was the only hotel in the city to receive two Michelin Keys. According to the guide, the 187-room property “boasts a scenic view across the city from what feels much like a Gothic castle,” noting its Scottish Baronial style, ornate interiors and “timeless grandeur.”
Previously a private members’ club, 100 Princes Street received one Key for its personalised approach and strong sense of place.
Also earning a single Michelin Key was Gleneagles Townhouse which was praised for its distinctive interiors and central location. The guide called it “something of a Wes Anderson take on a quintessential Scottish vibe”, pointing to its blend of heritage architecture and modern styling.
While Prestonfield House was the fourth Edinburgh hotel to be recognised. The Michelin Guide recommended its “seasonal Scottish offerings from small artisan suppliers” and described it as a place to “indulge in afternoon tea on the terrace or a wee dram in The Whisky Room” before exploring the landscaped grounds.
EIGHT NEW DIRECTORS FOR STA
The Scottish Tourism Alliance (STA), has announced the appointment of eight experts in their field of business to its Board of Directors.
Joining the Board are Fiona MacConnacher – Head of Public Affairs UK & Ireland, Booking. com, Jane McFadzean – Senior Director, Global Sustainability, Trip.com Group, Emma Simpson – Group People Director, Gleneagles & Estelle Manor, Rob Wicks – Managing Director, P&J Live, Geoff Ellis – CEO, DF Concerts & Events, Stephen McGowan – Partner and Head of Licensing (Scotland), TLT Solicitors, Ian Stokes – COO, House of Gods Hotels and Martyn Wilson- Head of Commercial, The Royal Edinburgh Military Tattoo.
Chair of the Scottish Tourism Alliance, Rebecca Brooks said, “We are delighted to welcome eight new Board Directors of such calibre and industry standing to complement our current, committed Board.
“We have recruited a strong cross section of industry experts ensuring that we have achieved the balance of Senior Executive, Non-Executive, Owner, and Operator director experience in our selection. As Chair I am confident this will stand the organisation in good stead in taking the STA to the next level as we continue to advocate for our members.
“The STA Board has always been a cohort of the willing, dedicated, and passionate. We believe in recruiting for the next phase of our industry representation, we have distilled these attributes, and I look forward to our next chapter.”
CEO of the Scottish Tourism Alliance, Marc Crothall MBE, said, “The STA has a strong vision to make tourism everyone’s business and today’s appointments follow a recruitment process which attracted candidates of the highest calibre.
“We have leaders with knowledge and experience in critically important areas including sustainability, licensing, major events, and the nighttime economy. Some of the most important businesses in the country are represented.
“We had an overwhelming response to our recruitment process, which we undertook with the support of Odgers Berndtson, with more than three hundred expressions of interest in the opportunity. The quality and volume of applicants is testament to the work of all who have been part of the STA, helping build the organisation’s reputation as the leading voice for the industry, over the past thirteen years.
“The role of the Scottish Tourism Alliance has never been more important, both in supporting the industry as it faces new challenges, but also in influencing national and local government to ensure the best possible conditions exist for businesses to flourish. We now have a substantial alliance in the STA that will do all we can to deliver for our sector and the Scottish and UK economies.”
The eight new directors will officially be appointed at the Scottish Tourism Alliance’s Annual General Meeting (AGM) on Thursday 2 October 2025 at the Social Hub in Glasgow.
EAST LOTHIAN COACHING INN BROUGHT TO MARKET FOR £795,000
A well-established 17th-century hotel in the East Lothian village of Gifford, the Tweeddale Arms Hotel has been brought to market with an asking price in the region of £795,000 for the freehold interest.
Dating back to 1625, the hotel is a former coaching inn that has served as a focal point for the local community for nearly 400 years.
Currently trading as a 16-bedroom boutique hotel, the Tweeddale Arms includes a traditional public bar with log-burning stove, a lounge bar and restaurant, a pool and darts room, and a private breakfast/dining space with a second log burner. There is also a spacious enclosed beer garden to the rear, a versatile function suite, and a large commercial kitchen to support operations.
Emily Hewitson, Surveyor with Graham + Sibbald, who are marketing the propeorty said, “We’re delighted to bring the Tweeddale Arms Hotel to market. This outstanding property is full of original features, lovingly restored and maintained by the current owners. As they approach retirement, it presents a unique opportunity for new custodians to take the reins and further develop a truly boutique hotel experience.”
Emma Simpson
Ian Stokes
Geoff Ellis
Stephen McGowan
SCOTLAND’S GLOBAL GUESTS: THE BOOKING CYCLE
Scotland’s hotel sector is heading into another promising summer, and this time, the signs might be more than just hopeful. According to VisitScotland’s international tourism reports, the country welcomed 3.9 million inbound visits in the last full year (2023)up 23% on the year before and 15% higher than pre-pandemic levels in 2019. Visitor spending hit £3.5 billion, confirming the industry’s full recovery and cementing Scotland’s position as the UK’s fastestgrowing international destination.
The most recent figures (January–June 2024) show Scotland has maintained its post-pandemic momentum, with inbound visits and spend both up compared to Jan–June 2023. Provisional figures suggest a 7–10% increase in total international visits compared to H1 2023 and international visitor spend up 10–12% over the same period, reflecting both higher volume and increased per-visitor spend. North American and European markets continue to lead the way.
There are some stand-out takeaways: Canada is the shining star, with growth up over 30% and moving into the top 5 in terms of spend. China, a major growth market pre-pandemic, is seeing a long, slow recovery post-pandemic. The latest reports from 2024 indicate that Chinese outbound travel is recovering, with Chinese visitor numbers up sharply (30–40%) compared to H1 2023, but still well below 2019 levels due to late reopening, limited direct flights, and shifting preferences toward regional (Asia-Pacific) travel.
Looking ahead, the introduction of the tourist levy-expected to be implemented in Edinburgh and other cities from 2026-has raised some concerns in the industry. It is too early to tell what impact it will have, but some early evidence suggests high-value travellers from the US, Canada, Australia, and core European markets should remain undeterred,.
As for the US market, despite no official statistics some hotliers have revealed to Hotel Scotland that they are seeing a slight decline in numbers. Current US promotional campaigsn are not seeing the same uptake. However the US continues to be Scotland’s largest and highestspending overseas market.
But what matters now for hoteliers isn’t just that international visitors are coming-it’s understanding who they are, how they plan their trips, and how to speak to them in ways that lead to bookings.
INTERNATIONAL VISITORS
North American travellers now account for nearly 40% of all international tourism spend in Scotland, making them some of the highestvalue visitors. While the USA remains Scotland’s largest overseas market, Canada has emerged as the biggest growth story since the pandemic. Canadian visits soared by over 30% compared to 2019, making Canada Scotland’s sixth-largest overseas market and the fastest-growing among the top 10.
Several factors explain the Canadian surge, including new and restored direct flights from Toronto, Montreal, and Calgary to Edinburgh, making Scotland more accessible than ever. Many Canadians have Scottish roots, and rising interest in genealogy means clan history and ancestry tourism are major motivators, with VisitScotland’s “Homecoming” campaigns and clan events resonating strongly.
Canadians are also drawn to Scotland’s rugged landscapes, hiking, golf, and whisky trails—experiences that match their preference for authenticity and the outdoors. “Revenge Travel” plays a role - after delayed or cancelled trips during the pandemic, Canadians have been eager to make up for lost time, often seeking longer, multi-generational journeys. Scotland is also seen as offering better value than London or southern England, and a reputation for warm hospitality and a less crowded experience.
Canadians are methodical planners, often researching for months. They rely heavily on official tourism sites, ancestry resources, and travel blogs. Video content and guest reviews are especially influential, and mobile bookings are rising. Multi-generational travel is common, with families seeking experiences that blend history, culture, and outdoor adventure.
ACTION POINTS?
Offer ancestry research support, familyfriendly rooms, and partnerships with local heritage sites.
Highlight outdoor activities, whisky experiences, and golf packages. Ensure your website is mobile-optimised, with Canadian-friendly payment options and clear pricing in CAD.
Leverage guest testimonials and video content, and collaborate with Canadian travel influencers.
by Nicola Young
THE ENDURING POWER OF THE USA?
The USA remains Scotland’s largest overseas market by both volume and value, with visits up 23% in 2023 compared to 2019. American guests are drawn by the romance of the Highlands, the pull of family history, and the promise of adventure. The “Outlander effect” continues to be a powerful magnet, with TV-inspired itineraries now a staple of many American visitors’ plans.
Americans are digital-first with nearly 80% watch destination videos before booking, and three to four months of research is typical. There’s a growing trend toward multigenerational travel, with family groups seeking experiences that blend history, culture, and scenic adventure. Americans are also more likely than other markets to use travel planning apps and mobile devices for research and booking. There are no current statistics available to indicate whether Americans are more reluctant to come to the UK and Scotland however the recent trade deal could certainly allay some of their fears as to the warmth of their welcome.
ACTION POINTS?
Create visually rich, story-driven content and flexible booking options.
Offer family-friendly amenities and group packages.
Promote Outlander locations, heritage tours, and immersive Scottish experiences.
Optimise your digital presence for mobile and video.
GERMANS: EARLY PLANNERS WITH A LOVE OF NATURE
German visitors are Scotland’s largest European market, with visits up 10% in 2023. Germans are known for being thorough, early planners-spending five to six months researching their trip, and up to 35 hours on planning. Their interests are firmly rooted in nature: walking and hiking are major draws, with over 80% seeking out information on routes and trails before arrival. Scotland’s National Parks have particular appeal, and sustainability matters-nearly 70% look into a property’s environmental credentials.
German travellers are not typically spontaneous - they appreciate clear, comprehensive information and value transparency, especially about sustainability and local nature experiences. Wildlife watching, ecofriendly accommodation, and proximity to hiking trails are all highly prized.
ACTION POINTS?
Clearly communicate your sustainability initiatives and local nature experiences.
Offer detailed pre-arrival information in German where possible.
Highlight proximity to national parks, hiking trails, and wildlife experiences. Provide flexible cancellation policies and transparent pricing.
FRANCE: URBAN CULTURE, GASTRONOMY, AND RURAL EXPLORATION
France is Scotland’s second-largest European market, with visits up 14% in 2023. French travellers are drawn to Scotland’s rich culture, history, and vibrant cities-Edinburgh and
Glasgow are perennial favourites, but there’s growing interest in rural escapes and the food scene.
French guests often combine city breaks with countryside adventures. They use a mix of online travel agencies, direct hotel websites, and comparison sites. Gastronomy, local events, and cultural festivals are key motivators. French visitors are increasingly interested in sustainable travel and authentic local experiences.
ACTION POINTS?
Promote your food and beverage offerings, and partner with local producers or food festivals.
Provide French-language information and booking support.
Highlight cultural packages, city break deals, and rural escapes.
NETHERLANDS: INDEPENDENCE, CYCLING, AND OUTDOOR ADVENTURE
Dutch travellers are among the most independent and outdoors-oriented of Scotland’s guests, with visits up 10% in 2023. They favour self-drive holidays, camping, and cycling, and are high users of outdoor accommodation platforms. Over three-quarters research detailed routes ahead of time, and nearly half research transport before arrival. Food festivals and farmers markets are also a draw.
Dutch guests value flexibility, authenticity, and local experiences over luxury. They often plan around outdoor activities and are less concerned with luxury than with authenticity and freedom. Hotels near cycle routes, or those offering secure bike storage and local produce, will appeal.
ACTION POINTS?
Provide secure bike storage, information on local cycling and walking routes, and easy access to public transport.
Highlight local produce and food festivals.
Offer flexible check-in/out and self-catering options.
AUSTRALIA: LONG-HAUL, HIGHVALUE, AND HERITAGE-FOCUSED
Australian visitors are returning in strong numbers, with visits up 27% in 2023. Their trips are often part of longer, multi-country itineraries, with Scotland featuring as a key destination. Australians take the longest to planoften six months or more. Almost half research ancestral links, and 73% include Scotland as part of a wider European tour. Documentaries and TV shows are a strong influence.
Australians are more likely to seek out guided tours and structured experiences. Hotels that can partner with tour operators, provide itinerary support, or offer services such as ancestry research assistance are likely to attract this group. Australians are looking for something meaningful and memorable-the stories behind the stay are often what they remember most.
ACTION POINTS?
Partner with tour operators and ancestry research services.
Provide itinerary support and guided experience packages.
Highlight unique Scottish experiences and storytelling.
CHINA: EXPLAINING THE DROP
Chinese visitors were a major growth market pre-pandemic, but numbers remain below 2019 levels. In 2023, Chinese visits to Scotland were still down by over 20% compared to pre-pandemic, due to late reopening, limited direct flights, and shifting preferences toward regional (Asia-Pacific) travel.
The latest reports from 2024 indicate that Chinese outbound travel is recovering, but Scotland is not yet seeing a full return to pre-pandemic volumes. Most analysts expect a gradual rebound as direct air links and group travel permissions are restored, but for now, hoteliers should focus more on established growth markets.
ACTION POINTS?
Maintain a presence on Chinese digital platforms and be “China Ready” for the future but prioritise resources elsewhere in the short term.
Monitor airlift and group travel trends for signs of resurgence.
DIGITAL HABITS AND PLANNING TOOLS
Across all markets, mobile-first behaviour is now the norm. Between 68% and 93% of international travellers plan trips primarily on mobile devices. Video content consumption for Scotland tourism has increased by over 40% year-on-year, and interactive maps are now the most-used digital planning tool.
User-generated content holds strong influence: around 72% of international travellers
say that guest reviews, photos, and personal recommendations shape their booking decisions. However, the preferred platforms differ:
North Americans favour travel blogs and Instagram.
Germans rely on detailed forums and guidebook websites.
The French and Dutch use comparison and review sites.
Australians are influenced by ancestry research and documentary content.
Spanish and Italian guests are highly active on Instagram and WhatsApp.
Voice search is gaining ground, with around 20–25% of tourism searches now initiated by voice, especially among younger travellers. Virtual and augmented reality tools are also emerging, with strong uptake from Australian and North American markets.
SEASONALITY AND STRATEGIC OPPORTUNITIES
With capacity returning across Europe, the opportunity to spread visitor demand across the year is growing. Dutch and German visitors show higher interest in shoulder season travel, while North American interest in winter visits is up, especially around Hogmanay and Christmas. Irish and French visitors are consistent yearround, often returning for events and festivals. This creates space for hotels to think creatively about off-peak offerings. From autumn breaks to winter wellness retreats, there is appetite for immersive experiences beyond the traditional summer window. Properties in rural or coastal areas are particularly well placed
to benefit, especially when combining natural scenery with seasonal food, dark skies, and strong storytelling.
Pricing matters, but value perception differs across markets. Germans respond well to transparent sustainability surcharges, North Americans and Canadians prefer premium, all-inclusive pricing, and southern European guests are more price sensitive and responsive to deals.
MAKING IT COUNT
Scotland’s international tourism recovery is not just a return to old habits.
Today’s guests arrive with more information, higher expectations, and a wider range of digital behaviours than ever before. The question for hotel owners is not just how to be seen, but how to be chosen.
This means investing in your digital presence, creating culturally aware content, and thinking carefully about how different visitors plan their journeys. Recognise that while Scotland is the shared destination, the paths people take to get here are as varied as the guests themselves.
In short, international visitors are coming back. With the right strategy, they’ll come back to you.
Sources:
VisitScotland International Tourism Performance Reports
ONS International Passenger Survey
European Travel Commission Digital Tourism Observatory
Dragon Trail International China Traveller Sentiment Reports
Scotland Tourism Alliance
Industry insights from Google Travel, major travel trade publications, and national tourism boards.
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How to Provide a Positive Customer Experience in the Face of Adversity
By Dr. Carmen Vlasceanu
Iconsider hospitality to be the most amazing domain to work in, however in this evolving industry, adversity is inevitable. At any given time, something or another is going to affect operations; whether it is an economic downturn, staffing shortages, global crises, or even a single unhappy guest, challenges will always arise. The difference between a good hotel and a great one is not in avoiding difficulties, but rather in how you respond to them.
As someone with over 25 years in hospitality, I’ve learned that resilience, empathy and adaptability are the cornerstones of delivering exceptional customer experiences, even in the most difficult situations and my latest book, Dare To C.A.R.E. – Unlock your potential to transform your life, well-being and customer experience, discusses these topics in great detail, providing a framework for success. Let’s explore how hotels can continue to provide outstanding service, no matter the circumstances.
Empathy and Authenticity: It all starts with treating others how we want to be treated. When guests encounter issues, whether it is a delayed check-in, an overbooked hotel, or unexpected service disruptions, what they remember most is how they were treated. It is up to us, hospitality professionals to transform an unhappy guest into a loyal advocate and making them feel genuinely heard and valued. For this to happen staff need to be trained to listen actively, be proactive, and acknowledge concerns with sincerity. Also, the management needs to empower employees to respond with warmth rather than scripted apologies and encourage a culture where every interaction prioritizes human connection over any transactional encounter.
Motivation and Support: The staff are the heart of your hotel or any other hospitality establishment and if they feel overwhelmed, undervalued or burned out, it will reflect in their service. Robert Richardson FIH, MI CEO Institute of Hospitality recommends that during challenging times, leaders should make it a priority to also invest in internal well-being as much as customer satisfaction. You can do that by offering emotional support and recognition to your team, especially during high-stress periods, as well as providing regular training that equips them with conflict resolution and stress management skills. If you foster a team culture where employees feel empowered to go the extra mile for guests, they will feel valued and cared for and they will transfer that energy on to the guests.
Adapt and Innovate: Adversity often presents us with the opportunity to rethink and refine our operations. What I mean by that is regardless of what the challenge is, whether dealing with economic uncertainty, or guest expectations shifting post-pandemic, we have to stay agile and innovative in order to thrive. Leveraging technology to streamline check-ins, customer communication, and personalized service can help us be transparent if a service is disrupted and communicate it proactively rather than waiting for guests to complain. As leaders, it helps to partner with hospitality organisations such as the Institute of Hospitality, to keep up with industry trends, and help to analyse whether your hotel
can pivot to align with the market trends and reevaluate guests’ changing preferences. For example, sustainability is now a major factor in booking decisions.
Complaints as Opportunities: Generally, complaints are seen as problems, but what if you regard them as opportunities to showcase how much you actually care. How a hotel handles adversity can turn an unhappy guest into a loyal one. For instance, if you respond quickly and personally you create a greater impact as opposed to just sending a templated email which will not win back a guest, but a personalized call or a heartfelt gesture might. Following up is very important, especially after fixing or resolving an issue, check in to ensure the guest is satisfied and whether they need anything else. It’s also crucially important to empower and train frontline staff to a high standard; sometimes, the best resolutions come from those who deal with guests daily, so give them the freedom to make small but impactful service decisions.
Community and Purpose as Part of Your Brand: Over the years, hotels have become more than just a comfortable place to stay, they are a part of a larger community by being active in corporate social responsibility (CSR) and helping to build goodwill while strengthening the brand’s resilience in tough times. Some hospitality establishments make it a point to regularly engage with local charities and initiatives, reinforcing their commitment beyond business. Other hospitality businesses offer their guests the chance to be part of the hotel’s community efforts, whether through eco-friendly initiatives or charity partnerships, it’s important for them to know that your hotel stands for something bigger, that’s when guests develop a deeper emotional connection with your brand. You can show excellence in adversity and help to make a difference by joining an international goodwill movement, like Angels-Wings.org which focuses on supporting those in need with food, education, and shelter.
Providing a positive customer experience in challenging times goes beyond the service recovery. Guests remember how they felt, not just what happened, so it is important to stay flexible, be adaptable, and serve with genuine care. Ultimately building resilience. At the end of the day, hospitality is about making people feel welcome and appreciated, especially when things don’t go as planned, and what truly sets great hotels apart, is overcoming challenges with empathy, and navigating adversity with grace, while strengthening their reputation and guest loyalty..
About the author: Carmen F. Vlasceanu PhD. is a global hospitality executive with over twenty-five years of experience in the hotel, aviation catering, and cruise industries, as well as being a long time Fellow of the UK Institute of Hospitality. Dr. Vlasceanu is also the founder of Angels-Wings.org, a nonprofit organisation whose goal is to inspire people and to help with food, clothes and education for children and people that are less fortunate in life.
THE GENERATIONAL SHIFT AT CRIEFF HYDRO
Susan Young caught up with Charlie and Richard Leckie the dynamic duo who have just completed the £5m refurbishment project at their family businesses flagship hotel, Crieff Hydro.
Thirty years ago, Stephen Leckie returned to Scotland to take the reins of his family business, Crieff Hydro, from his father and Managing Director, John Leckie. Since then, he’s steered the company into the future while preserving its proud legacy as Scotland’s oldest registered trading business. Today, the sixth generation of Leckies—Richard, Charlie, Louisa, and Sarah—are stepping up and making their mark to ensure the family succession continues, stronger than ever.
Certainly they have big shoes to fill –because parents Stephen and Fiona rose to the challenge with the Crieff Hydro Family of Hotels and have built it into one of the best respected hotel companies in the country. Today, it has a portfolio of eight establishments under its belt. Now, although they are still massively involved, the next generation is already having a significant impact on the business, but this time around it has been a smoother integration with sons Richard and Charlie benefitting from their parents’ wise counsel.
Explains Richard, “Dad came back because of an emergency, and he didn’t get to work with our granddad John. But, we’ve been very lucky because we have been able to work alongside our parents and have learned so much from them. I think Dad enjoys working with us too. There’s nobody you can trust more than family.”
He adds, “I think it helps that we’re a very, very close family. And we have always been led by Dad’s policy of honesty. If you can’t be honest with your family, who can you be honest with? So we’ve always had the open
conversations about who’s doing what and who would like to do what.”
They certainly have got off to a flying start. Their first major task, a £5 million refurbishment of Crieff Hydro, the business’s largest-ever investment, was completed on time and on budget.
The refurbishment included the creation of the Ballroom Bar, the refurbishment of The Brasserie, The Winter Garden, The Loggia, and the establishment of The Hermitage—a speakeasy-style bar—and last but not least, EAST, an Asian-inspired restaurant. (See our design feature.)
I caught up with the two brothers to discuss the project and their evolving roles in the business.
It was immediately clear both are deeply passionate about Crieff Hydro,their family business and hospitality in general. Although not twins, they often speak in sync, and their enthusiasm is infectious.
They also have taken their own routes into the family business. Richard returned to the business seven years ago after earning a degree in Business Management in Edinburgh. While studying, he held various summer jobs at Crieff Hydro—including as a water-ski instructor and team leader at Action Glen. After graduating, he spent time in Oban working for Freedom Hotels at the Skipinnish Ceilidh House, managing a team of 20 to host Scottish ceilidh dances for tourists.
He later launched his own cleaning company and, alongside Charlie, co-founded Loch Earn Watersports and opened a bar in Edinburgh, The Boozy Beaver, which the two ran before eventually selling.
These entrepreneurial ventures certainly gave
them real-world experience.
“Running our own businesses taught us a lot - for instance payroll, insurance and customer service,” says Charlie. “It gave us a grounding in how operations really work.”
Richard adds, “I was still running my cleaning business when Dad called and said the Activity Centre Manager had left and would I come back and run Action Glen? I tried to juggle both, but eventually committed full-time. I thought, if we’re doing this, let’s go all in.”
Charlie’s journey back into the business took a different route. He studied International Business Management with Law at HeriotWatt University, spent a ski season abroad, and returned just as the pandemic hit. After
recovering from a skiing injury, he started working between the marketing department and was instrumental in the creation of the hotel’s own 1881 gin distillery at Peebles. In late 2023, he became an Associate Director.
Part and parcel of bringing a new generation on board is that they bring new ideas to the table. And it was the desire to help improve the businesses finances that started as a refurbishment of the Ballroom, and turned into a mammoth £5m task.
But this wasn’t a vanity project - it was a lifeline.
Post-pandemic, the hotel was losing £1 million a year. Says Richard. “This project wasn’t just about aesthetics - it was about profit
protection and business survival.”
Although not on the hotel’s board, the brothers created a detailed proposal and presented it ahead of a board meeting. And it was approved.
Charlie explains, “The ballroom wasn’t working. We ran the numbers and identified that we needed 56 more seats to drive food and beverage revenue. That’s where the new Ballroom Bar came in. We weren’t trying to persuade anyone—we were presenting a case for recovery.”
Richard adds, “We had the support of Managing Director John Jennett,” “He’s done a lot of these types of developments before and was a huge help throughout. But he wasn’t
(L_R) Charlie and Richard Leckie
looking over our shoulders - he trusted us.”
Charlie continues, “There also a strong leadership team at the hotel and we have learned a lot from them, and we’re still learning. But John and Dad let us get on with the project—and we delivered it on time.”
The changes to the hotel were made to reverse the fortunes of the business by reflecting the shift in guest expectations that has come about.
“Our customers have changed, and we’ve had to adapt,” says Charlie. “People want more variety - they want to use the spa, have lunches, brunches, and cocktails. This investment supports that.”
“We need to cater to everyone,” adds Richard. “Couples, families, groups - it’s a big hotel with 215 bedrooms, and we’ve got the space to offer more.”
The duo has also placed greater focus on standardising quality across the group’s seven other properties. “This is the mothership,” says Charlie. “We live here. But the improvements we’re making at Crieff will roll out to the rest of the estate, too from what pillows we use to menu design.”
They even brought in a menu psychologist - James Hacon, someone they connected with during the pandemic, to help optimise menus and elevate the dining experience across all hotels.
“Dad had actually met him in a shop. I was working in the marketing department at the hotel, at the time, and we didn’t realise he lived locally. James came in for a chat, which ended up lasting hours, and then we got him to go through all our menus. It was fascinating and very useful.” says Charlie.
He adds “ We get all our meat from Frank Yorke, whom we’ve got a very close relationship with. They are a fantastic business to work with, and they have been really supportive, especially when we were trying to develop something new, like East. We wanted to use Scottish produce, but still have East
Asian cuisine, and Frank was very helpful with that. His is also a family business.”
He continues, “Certainly over the past 18 months, with the focus on redeveloping our food and beverage offering, Richard and I have got a lot closer to all aspects of the operation of the business.”
While they’re modernising Crieff Hydro, they’re also preserving its traditions. In fact, they pointed out quite a few of them to me as we went around the hotel. From teaspoons to old bills, they all have pride of place on the walls in the newly created spaces.
They explain, ‘We always talked about having a small museum and we had all the artefacts stored away in the attic. We gave Suzy Kingswood, our designer free rein and she selected the best and it is lovely to see them around the hotel.”
Richard recalls how formal The Meikle restaurant used to be. “The Meikle used to be a restaurant where you’d have to wear a shirt and tie before you could get in to dine there. We had a box of ties you could borrow for the night. And if you were late for dinner, you were fined a penny. We still have the penny box.”
But we can’t expect our customers to do that now.
Some rituals have been moved rather than removed. Scottish country dancing, once a nightly affair in the Ballroom, now takes place in the Drawing Room—a grand space that still houses the original 1919 organ donated by Dr. Thomas Henry Meikle’s wife.
Says Richard, “You know, we all, as a family, learned to dance in The Ballroom, but we had to move on and keep up with the demands of the customer.”
“Now the new bar is a beautiful, relaxed space for guests and the local community alike,” says Charlie. “I think we’ve modernised, and yet still manage to keep its identity.”
Still, maintaining a 156-year-old building has its challenges and the two have certainly been on a steep learning curve and quickly realised
how important investing in the fabric of the building was too.
“Preservation is part of our responsibility. We need to preserve the history and heritage of the building.
“Something like window replacement isn’t glamorous - it doesn’t generate revenue, but it’s essential to protect the building’s future. There was no point refurbishing the interior if people were getting draughts from the windows. It is just common sense. But it is also important for cutting down on energy use and creates a more sustainable environment. Although it was expensive to do, we will now make energy savings.”
As the sixth generation there is still a lot on the family’s shoulders but it really is a team effort. The brothers not only work together— they live together on the estate, near their parents, Stephen and Fiona.
“We genuinely get on really well,” says Charlie. “We complement each other and we’re both passionate about work and about the same hobbies, skiing, watersports and classic cars.”
“Tinkering with our cars helps us switch gears,” adds Richard. “Whether it’s polishing them, changing seats, or just heading off to the west coast with the caravan or the Rib - we love that kind of adventure.”
Despite their busy lives, they’ve made team culture a priority at the hotel. “We’ve started run clubs, wellness walks, and staff barbecues,” says Charlie. “It’s about building a strong team, not just a strong business.”
But he admits, “At the dinner table, there’s no small talk, we talk business, Richard laughs. “We were brought up in hospitality. It’s who we are, we enjoy talking about it.”
Charlie concludes, “There are so many great hotels in Scotland, but our guests choose to come to us. And that means everything.”
And with that the two departed to give some guests a tour of their classic cars..
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The Winter Garden
CRIEFF HYDRO
Ferntower Road, Crieff PH7 3LQ
Crieff Hydro £5 Million Renaissance is stunning. Susan Young reports.
The £5m redevelopment of Crieff Hydro has been a real team effort, led by brothers Richard and Charlie Leckie, who developed a clear vision of what they wanted - with the design insight of longstanding Head of Interiors Fiona Leckie.
The vision was brought to life by Denholm Partnership Architects, long-time collaborators with the hotel, and interior designers 3 Design, based in Glasgow. The entire fit-out was delivered by principal contractors Thomas Johnstone Ltd, whose ability to coordinate complex works in a live hotel environment was key to the project’s success.
Charlie Leckie said, “It was a very smooth process because we worked very well with Thomas Johnstone – that’s why we were able to get the project finished on time and on budget, no small feat in a building that dates back to 1868.”
A spokesperson for Thomas Jonstone, the contractors commented, “Our role
encompassed the full coordination and delivery of the works, all within a live, operational environment. A key strength of our delivery was the involvement of our in-house divisions, allowing us to manage resources directly and bring a joined-up approach across all elements of the build. Our Manufactured Joinery division played a significant role in producing several bespoke items for the hotel, including the striking centrepiece bar in the Ballroom Bar. Our Decorating division carried out internal finishes across each of the hotel’s new dining spaces.”
While Jude Carter of Denholm Architects commented, “Denholm Partnership Architects have worked with the Crieff Hydro Family of Hotels for over 35 years and, in that time have developed a deepunderstanding of the business and how it operates.
“We have worked on numerous projects that have seen Crieff Hydro grow including new self-catering lodges, leisure facilities and staff accommodation as well as expanding the F & B offerings, additional hotel rooms, a new
entrance foyer, new conference and function facilities and a purpose built kid’s club amongst many other things.
“This project was very much driven by the younger generation at the Hydro with support and guidance from the more experienced members of their team. For us it was very exciting to experience their vibrancy and youthful energy and further develop our working relationship.
“In common with almost all our projects at the Hydro, it has been a joy to work with their team on this project and we’re delighted to be part of the next chapter of the Crieff Hydro story.”
Charlie Leckie reveals, “We started the project in January knowing we wanted to have a new bar, and we brought in 3 Design to do the interiors. Initially, we had only planned to do the Ballroom bar, but there was a lot of backand-forth about its location.
“The Winter Garden was considered, but it still would have left the Ballroom like a corridor. So we decided to put the bar in the Ballroom.
3 DESIGN SCOTLAND
CRIEFF HYDRO HOTEL
WINTERGARDEN
BALLROOM BAR LOGGIA MEIKLE DERN BAR
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The Loggia
“ “The Ballroom Bar, which was once a corridor, is now a destination and a central, multifunctional hub—a place for families to gather over morning coffee, or for guests to start their evening.”
Then the project expanded to include the Winter Garden, The Loggia, The Brasserie and East. Suzy Kingswood of 3 Design was a pleasure to work with. We wanted the areas all to connect and she managed to make all the areas flow seamlessly into each other - so they were not too drastically different. She did a brilliant job, Gerry too.”
Suzy too enjoyed the project. She told Hotel Scotland, “Our involvement in this project has been a pleasure from start to finish, working with the Leckie family at Crieff closely on all aspects of the design, we felt a part of their team – we were lucky to work alongside Denholm Architects with their exceptional attention to detail, the main contractor Thomas Johnstone – their skills and management of the project were second to none. As well as many other talented specialist contractors and consultants. The completed areas are exactly as imagined, if not better – the service flow has been improved which was critical for the client, but also beautiful with personal touches to the hotels history in art work and retaining a sense of Crieff in its appearance, allowing the F&B offer to move to a new era of service and excellence for this destination hotel.’
At the centre of the Crieff Hydro transformation is the newly created Ballroom
Bar, a previously underutilised space that now serves as the vibrant heart of the hotel. There’s the reimagined Winter Garden, whose iconic glass structure has been sympathetically restored to become a bright, elegant setting for brunches and afternoon teas.
The Loggia, with sweeping views of Strathearn, now gleams with restored chandeliers and marble-topped finishes and The Brasserie serves rustic bistro-style classics, while East, a new Asian-inspired restaurant, delivers a bold, modern dining experience with shareable plates rooted in Scottish produce. Hidden behind a bookcase lies The Hermitage—a speakeasy-style bar designed for grown-up escapes, complete with whisky lockers and no phones allowed.
Says Charlie, “The Ballroom Bar, which was once a corridor, is now a destination and a central, multifunctional hub—a place for families to gather over morning coffee, or for guests to start their evening.”
The redesign includes a bespoke oak-stained gantry with glass and metalwork, a hand-picked bookcase wall that hides the secret speakeasy, and elegant furniture that balances comfort with functionality.
The new layout is as practical as it is beautiful. With 605 covers across all venues
The Ballroom Bar
Charlie Leckie
and a modular approach to flow, spaces can be adapted without disrupting service. “We’ve created venues that suit every guest—families, couples, groups. And each has its own distinct atmosphere,” says Richard.
Throughout the renovation, the Leckie family were determined to preserve the spirit of Crieff Hydro. Rather than gutting spaces, they layered in modern elegance while respecting heritage - be it through marble tiling, restored windows, or carefully selected artefacts from the hotel’s archives. Historical curios—old menus, share certificates, and even a penny fine box from the days when guests were charged for being late to dinner—are displayed as living stories throughout the new spaces all of which were curated by Suzy Kingswood of 3 Design.
There is also a spectacular chandelier in the Winter Garden, adorned with 420 handapplied crystal gems—each one meticulously installed over nine hours. and there are quite a few other chandeliers too - all of which were
hand strung.
The new Brasserie is designed for relaxed dining without a children’s menu per sethough it welcomes all ages. Meanwhile, East pushes the envelope with a menu developed in collaboration with Think Hospitality’s James Hacon, including input from a “menu psychologist” on dish positioning and pricing.
“We didn’t want ‘just hotel food,’” says Charlie. “We wanted to offer something unexpected—like our Asian-style garlic bread or our incredible cauliflower dish. It’s playful, but rooted in quality.”
Less visible but no less vital, a complete overhaul of the kitchen and service areas ensures the hotel can now support a high volume of guests with ease. A new production kitchen, a shift from gas to electric, enhanced ventilation, and smart dishwashing systems are just some of the £800k investments that future-proof Crieff Hydro’s service.
“The kitchen runs 18 hours a day,” says
Charlie. “It’s the engine house. Guests might never see it, but it powers the entire food and drink experience.”
Throughout the project, the goal has always been about more than just style. It’s about legacy. “Our grandparents taught us to dance in that ballroom,” says Charlie. “It’s emotional. We didn’t want to erase what made this place special—but we also needed to bring it forward for a new generation.”
It’s a delicate balance—heritage and evolution, past and present. But Crieff Hydro, under the stewardship of the Leckie family and their expert partners, has managed it with grace.
The result is a hotel that honours its remarkable history while confidently stepping into the future—a place where you can enjoy brunch under art deco chandeliers, sip gin in a secret bar, and see your family’s story unfold, just as generations have done before.
The Hermitage
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MAR HALL
BY SUSAN YOUNG
Following a comprehensive £20 million refurbishment, Mar Hall Golf & Spa Resort has reopened its doors with a new design direction led by Glasgow-based studio Graven Images’ Jim Hamilton. The project represents one of the most notable heritage hotel redevelopments in Scotland in recent years and positions Mar Hall for a new chapter in the highend hospitality sector.
Graven’s design brief centred on restoring the architectural heritage of the original 19th-century mansion—originally designed by Sir Robert Smirke - while introducing a new spatial layout and interior design strategy to support contemporary leisure, wellness, and event functions. The result is a coherent, layered scheme that respects the building’s provenance without resorting to pastiche. Materials, lighting, and finishes were selected to create an atmosphere of quiet confidence,
with attention paid to long-term durability and operational efficiency.
Jim Hamilton of Graven comments, “One of the key things we wanted to do was introduce colour and drama into the project. The building is stunning, and the architecture is amazing in terms of the way it was originally planned out.
“The Victorians were big on drama, colour, and pattern - so we’ve used some serious pattern and colour throughout to add the drama back in. We weren’t recreating a Victorian interior though, so we didn’t want to be subservient to it.
“There is a real journey through it - some areas are quiet, serene and reverential, where as in other areas it is noisier and pops with pattern, colour and texture. We’ve added the contemporary into it and brought a twist while being respectful to the historical aspects. It’s such a lovely setting and we wanted people to see something that
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Surface+ specialise in wide, long timber planks, decorative panels and pattern flooring and we were delighted to be involved with the Mar Hall refurbishment.
We offer a very bespoke service that allows our clients to choose the timber type, size, style and finish and we then manufacture to order! We also have a stunning range of natural fibre, stone, cork & luxury vinyl. We offer a full professional fitting service and the Sanding & Care of existing timber floors.
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was a wee bit different and unexpected.”
The entrance sequence has been entirely reconfigured to improve arrival experience and flow. Guests are welcomed into a newly created Palm Parlour, where mature planting and natural light set a calm and inviting tone. This leads into the reception space, where bespoke joinery, heritage colour palettes and commissioned artwork reinforce the estate’s identity while delivering a more efficient check-in process.
Explains Jim, “We brought the concierge down to the front door, so you now get a welcome as soon as you arrive. The long gallery is a stunning space looking onto the garden, so we brought a bar into the middle of the space to create a focal point and give it life.”
Across the public areas, Graven focused on creating multifunctional, guest-friendly environments that support both informal and formal usage. A key addition is The Gallery, a central lounge that acts as the social heart of the hotel. Designed to encourage dwell time throughout the day, the space includes a marbletopped champagne bar, custom upholstered seating, and zones for reading or informal
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Our involvement goes beyond installation. We provide full-service care – from cleaning and restoration to collection, delivery, and ongoing maintenance –ensuring the rugs remain in excellent condition and continue to meet the expectations of Mar Hall’s guests.
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“One of the key things we wanted to do was introduce colour and drama into the project. The building is stunning, and the architecture is amazing in terms of the way it was originally planned out.”
Jim Hamilton
meetings. A restored grand piano provides a visual anchor and is a subtle reference to Mar Hall’s history as a venue for cultural and musical events.
As part of the project, the design team enlisted the help of Surface+ who manufactured, supplied and fitted bespoke oak Versailles panels with a matching wide plank oak and herringbone. The pattern, grade of timber and the finish was chosen by the client and designer. Alan Kennedy from Surface+ said, “It is always great to work alongside established design companies and be part of this great refurbishment.
“This hotel is iconic in Scotland, and we have now fitted a stunning oak floor, that should be there for over 100 years. We offer a very bespoke service that allows the client to choose the timber type, grade of timber, style and finish, so being specified by the Client & Design Team was very special.”
All 74 guest rooms and suites have been redesigned to accommodate a wider range of guest needs. Room categories vary from Classic Rooms, intended for short leisure stays, to more expansive Spa Garden Suites and Grand Suites. The latter include features such as four-poster beds, standalone baths, private lounges, and in some cases grand pianos or full-size billiards tables. While each room type has a distinct character, a
unified design approach ensures a consistent guest experience throughout the property. Materials such as oak, wool and natural stone were selected for their local relevance and long-term resilience. Each room also features curated artwork referencing the estate’s surroundings and heritage.
The resort’s two restaurants and two bars were included in the redesign scope. The Dining Room has been given a more contemporary edge with pared-back furnishings and ambient lighting designed to shift in tone from day to night.
The menu, developed by Executive Chef Tony Tapia, is complemented by a design that prioritises acoustic control and spatial comfort.
The Slàinte Bar, named for the traditional Gaelic toast, was conceived as a high-end cocktail venue with an emphasis on mood, lighting design and theatrical presentation. Back-of-house workflows and storage were also rethought to support faster service without interrupting guest experience.
The lower ground floor and outbuildings have been repurposed to support a growing range of leisure and private hire amenities. These include a 22-seat private cinema, a games room, and a traditional billiards room. Meanwhile, The Library, a quieter space designed for reflection or private meetings, features period-appropriate materials and furnishings to reinforce the sense of seclusion
and retreat.
Throughout the public areas and guest rooms luxury mohair velvet, supplied by Vescom has been used. A spokesman for the company said, “Vescom is proud to have played a part in the remarkable transformation of Mar Hall, producing and supplying an extensive volume of our luxury mohair velvet throughout the public areas and guest rooms, helping bring this iconic estate into a new era. This ambitious project is a true celebration of collaboration, vision, and craftsmanship.”
While chairs and sofas have been supplied by George Smith . A spokesperson said, “It’s been a pleasure supporting Jim Hamilton at Graven and Lisa Kingfrom Align Partners in bringing their incredible vision for Mar Hall to life. This type of project is firmly in our wheelhouse, involving the in-house production and ongoing delivery of hundreds of furniture pieces from our factory in Northumberland - each reflecting our commitment to quality and British craftsmanship. The result is a contemporary interior that honours the building’s rich heritage while bringing it confidently into the 21st century.”
Graven worked closely with operators and the ownership team, Dubai-based Dutco Group, to ensure the design aligned with business objectives and long-term asset value. Practical considerations such as maintenance, staffing, and environmental performance were factored into every stage of the process. The refurbishment also included upgrades to infrastructure, improved guest circulation, and increased opportunities for revenue generation through new private hire and food and beverage spaces. .
HIT DISCOVERY DINNER Dundee
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RICE PROMOTED TO GM AT CAMERON HOUSE
Cameron House on Loch Lomond has announced the promotion of Gary Rice to the position of Hotel General Manager.
Gary brings over 28 years of industry experience to the role, having previously served as Director of Operations at the luxury resort. During that time, he played a key part in strengthening the hotel’s reputation and operational performance.
In his new post, Gary will work alongside Managing Director Will Oakley to oversee the day-to-day running of the hotel and resort. His remit includes accommodation, leisure, marina and guest experiences, as well as food and beverage. He will also lead on
team development, recruitment and retention. Gary Rice said, “It’s an honour to step into the role of General Manager. I’m focused on leading the team to deliver excellence at every level, creating memorable experiences for every guest and maintaining the high standards Cameron House is known for.”
Managing Director Will Oakley added, “Gary’s promotion is incredibly well-deserved. He has demonstrated unwavering commitment since joining and has helped shape a positive and high-performing culture. I am confident that under his leadership, the hotel will continue to flourish.”
Gretna Green Limited has announced two senior leadership appointments as it begins the next stage of a multi-millionpound hotel redevelopment with Calum Milne joining as Head of Hotels, and Sam Miller becoming the new Head Chef at Smiths Hotel.
Calum Milne has worked in some of the UK’s top hotels, most recently Palé Hall in Wales where he oversaw the creation of a hotel group from scratch and guided several
Gretna Green Ltd makes leadership appointments
properties to win ‘Hotel of the Year’ awards.
Calum will be focused on transforming Smiths and Gretna Hall into standout 4-star destinations, supporting long-term growth for the business and the local community.
Sam Miller brings over 15 years of kitchen experience, having worked his way up through hotels and restaurants across the UK. He now heads up a new culinary direction at Smiths, due to launch this summer, which will feature seasonal dishes built on regional produce and
designed to run across the restaurant, lounge, and room service.
John Holliday, Executive Chairman of Gretna Green Ltd, said, “We’re delighted to have Calum and Sam in place to lead this exciting new chapter. Together, they’re helping shape the future of our hotels and the wider Gretna Green experience as we transform this company into a destination where people can experience our little Scottish village’s big story of love and escape.”
ROGER JOINS MAR HALL AS RESORT DIRECTOR
Andy Roger has joined Mar Hall Golf and Spa Resort as Resort Director. With decades of experience in relaunching, repositioning, and leading heritage hotels and resorts, Andy brings a wealth of experience in leading flagship resorts and city hotels to this new role, including a decade at Cameron House as Operations Director and later Resort Director.
Andy’s most recent role was as Chief Executive Officer at Lost Shore Surf Resort, where he oversaw the launch of the world’s first inland surf Resort in November 2024.
Mar Hall said that Andy is well placed to lead resort into its next chapter.
He will play a pivotal role in shaping Mar
Hall’s programming and supporting the future phases of its growth, including the development of a new Clubhouse, Spa and 48 woodland lodges.
Andy Roger said, “I’m thrilled to begin this new chapter with Mar Hall. Returning to a more intimate resort setting is a welcome shift – it takes me back to my earlier roles, focussed on genuine, personal connections with both the team and our guests.
“Mar Hall has incredible advantages as a 240-acre country estate, close to Glasgow and as a gateway to the Highlands, and I’m looking forward to being part of its evolution as we expand over the coming years.”
Marlborough Granite Ltd
Marlborough Granite is one of the most recognisable names in the Marble and Granite industry and over the past twenty years we have endeavoured to provide our clients with a service and commitment which we believe is the cornerstone of our success.
The latest CNC and Water Jet technology, combined with traditional, hand masonry skills ensure a perfect finish on all our products. Our materials are sourced worlwide through a network of trusted distributors and slab processors. We currently import quartz from Spain, Israel, Italy and the U.S.. Marble from Spain and Italy and our Granites are sourced as far afield as Brazil, India and South Africa.
30 Wellbeck Road
Darnley Industrial Estate, Glasgow G53 7SD Tel: 0141 881 8200
Email: sales@marlboroughgranite.com www.marlboroughgranite.com
