Caryn Savazzi Company Loungers
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Job Title People Director
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studied business management at university, before entering the cruise industry in food and beverage. After four years I returned to the UK and joined Whitbread, where I worked up through a whole host of roles including learning and development, recruitment, and talent management. Being part of such a large and highprofile company was invaluable in training, and I felt lucky to gain exposure to all its different brands. I went with TGI Fridays in its transition from public to private – a tremendous crash-course in how to set up a new business, and turnaround a culture from despondent to a ‘Best Companies to Work For’ winner. In late 2014 I became People Director at The Breakfast Club, which was and still is a cracking brand, full of brilliantly creative people and a strong culture. I’ve spent the last three years at Loungers amid its brisk UK expansion. We operate two fantastic brands, Lounge café-bar and Cosy Club. Pre-Covid we were opening sites at a rate of one a fortnight which is exciting to be part of, and again a strong people culture is what drew me to the business and what I continue to enjoy building.
QUICKFIRE What book has influenced you the most? I Know Why the Caged Bird Sings – the autobiography by Maya Angelou. Hearing her speak in 2010 of the racism and trauma she was subjected to was truly inspirational. Who is your role model in the industry? I’ve been lucky enough to work with a number of excellent CEOs, and I count Nick Collins right up there.
What qualities are the most valuable in a leader? Trust (in your team), integrity (in your every action) and having a great purpose. What’s the most interesting thing you’ve seen or heard recently? Did you know the heads on Easter Island have bodies? You won’t ever forget that now…
What do you find most rewarding in your job? In my current role it has to be the pace at which we operate. There’s a phenomenal thirst to improve, grow, adapt in Loungers, and that transcends all the functions. Adding value to the communities in which we operate and constantly developing the culture of the business are the two greatest priorities of the business. They’re talked about daily and it’s reflected in the service and spirit that is experienced by our employees and customers alike. What advice would you give the next generation of women entering your sector? ‘Stay close to the coal face’. It’s important in the world of restaurants to understand operations and to be assured you’re truly delivering what is important to your team and your customers. Look inside the four walls for answers before looking to what everyone else is doing – sometimes it’s absolutely the correct call to go left when everyone else is going the other way.
What do you hope the HTL sector will look like in 5 years’ time? I hope that 2020 acts as a foot on the pedal. That can manifest in many ways, from doubling down on attracting more female and ethnic minority talent, to increasing our focus on innovation so that we come out of this current situation leaner and stronger. I hope we achieve a balance between rapid advances in automation and driving forward the personal interaction that makes hospitality magic. What are the biggest challenges facing women in HTL? I’ve suffered from selfdoubt as a women and mum before, and it’s essential to have a supportive network that assures you that you are capable of balancing work and home. Talent is talent and we don’t need to throw every available hour at a role in order to be successful or prove strong commitment.