< PreviousTable talk 10 / BOUTIQUEHOTELIER.COM / MAY 2026 Katie Bentley: We start as a community pub and the rooms are add-ons so we flip this on its head. Every time we buy a venue, it gets repurposed. Very often we are taking on what was an old hotel and the events space tends to get repurposed. We don’t look at it so much in terms of revenue per available guest, but revenue per square metre of what we can generate within that space. If it’s not for eating, drinking or sleeping, it doesn’t exist. That’s the model. We don’t have spas, we don’t have well- ness. We have to remain within the lane we’re credible, which is the food and drink off ering within the property. Our oldest bedrooms are less than two years old – we’ve got 25 venues but only eight have bedrooms so it’s only the last two years we’ve been in that space. So for us we’re still about growing occupancy, growing the core business. Where we do make good an additional revenue stream are things like dog friendly stays. We tried package experiences but for us we found it was a lot of energy for minimal return. James Houlston: We’ve been in the sector probably 10 years, so we’re relative newcomers and when I looked at the space from a business point of view, I thought how could we exploit it and what the opportunities were. I found this massive change in the market from people wanting a nice place to stay to wanting a real experience. One of the areas where I found had the most opportunity was that spas have been imagined by people running the spas, not by people who want to go to the spas. I think people have been misinterpreting what the customer wants. When we acquired The Swan at Newby Bridge, it had a lovely pool. So what we’ve done is we’ve created a destination spa, which is focused on the thermal experience. An outdoor pool, an outdoor sauna and a cold plunge, a bar, and then we have fewer treatment rooms. We’ve fi rst tried to occupy the treatment rooms at 100% because we were able to have the staff and that’s usually the biggest challenge. That’s the main “Our events spaces contribute 40% of our revenue” driver of revenue, alongside our thermal treatments, and the most profi table. Now we are becoming the Swan Resort – people are coming for paddle boarding, for a spa treatment, fi lling three days with lots of diff erent activities and that’s where the market is going now. I think 60% of our customers now are not staying at the hotel and just come for that. Stephanie: We’ve got eight luxury Lakeside lodges at South Lodge and they are absolutely flying – it’s again that wellness piece and the sustainability lens of the build as well. But it’s last minute, sometimes three days’ notice for a £3k to £9k trip. James: We don’t include spa access in a stay and we have a completely tailored approach to it. For us we are constantly evolving that spa, every year there is a new feature. The amount of repeat customers we have is phenomenal. We have dynamic pricing so we treat it like we treat bedrooms. We’ve just moved our rates up a bit but we want to make it really attainable and we don’t want to make it overcrowded, so we are perfecting that balance. We vary the price depending on the day and the time in the week. What we’re now trying to do is to fi ll all day long, because we’re fi lling four or fi ve hours of the day every day, which is really great, but it’s about creating products around people going into a spa early in the morning and something that we need to unlock. At St Michael’s Resort, I think there is a big demand for wellness and life-changing stays. The problem we have being in a remote location is getting therapists. So we are having treatment rooms which can be used for red light therapies or hyperbaric chambers, which I think will be part of the future because you don’t need a therapist. It’s a cost-eff ective way of fi lling a space in your spa and bringing in revenue. Laura Sharpe: We have five of our hotels in the West End; just hotels, restaurants and beautiful event spaces. For me 8-11_BH_Roundtable_May_13891075.indd 1028/04/2026 00:44MAY 2026 / BOUTIQUEHOTELIER.COM / 11 in partnership with it’s about bringing in guests from the outside. We only have one restaurant in each of the hotels so most of our guests are non-hotel guests that dine in those spaces. Our events spaces are interesting and quirky and what we are trying to do is put on a lot more events that work with our guest demographic, so for example, making the most of the rooftop at Ham Yard. Then in the pockets of time where we don’t have an event on, we do a pop-up or activation there. We will also do collaborations that enhance the experience. and bringing in local suppliers to give more of a sense of place. At the pool at Haymarket Hotel for example, we have done a swim and dine package - and that has got a lot of outside guests coming in. We don’t really do packages as an in-house guest wouldn’t be interested. It takes time and eff ort and guests aren’t coming to London for a package with us. So for us it’s about bringing people in from the outside to experience the hotels. Q: How much does data inform your decisions and how are you using it to grow the business? Stephanie: We introduced a director of analytics and technology into our business three years ago. We took that leap and it's transformed our business. The real-time data he is able to harvest from all our systems and then cross reference, is insane. He is able to pull data from anywhere. We are building dashboards to help us but it’s a real-time piece. So for us, the data has become a fundamental aspect to how we get people staying in an area for longer, and spending more. James: We look at displacement analysis – so at The Swan Hotel we looked at weddings and whether we should do more of them. The results were that we should actually reduce the number we do because they are coming in at the wrong time of the week, so Fridays and Saturdays, and taking lots of rooms away from people who might stay three or four nights. What’s really exciting about the market are the technologies being developed that are enabling us to create much greater effi ciencies, to be able to drive much greater revenue, but also reduce our operating costs against all the headwinds. Stephanie: I think that optimising profit is trying to get our revenue managers thinking that they aren't just doing price analysis, because the margins are so compressed. It’s really about them understanding optimising profit as opposed to optimising revenue. That’s where M&E and group business is critical for us and we do well in that space. We have over 81 events spaces across the collection and it contributes 40% of our revenue so it’s a huge part of our business. James: It’s the total revenue per room that you’ve got to look at, and the total revenues that you can generate. Jessie Arscott: I think having a provider that looks at your business, at the technology and then the key moving parts, is crucial. At Mews, we have our own analytical system and we can tie all of a hotel's additional spaces and additional add-on selling in with the revenue system. Bringing it all together so the core bits of information can then be easily accessed. Stephanie: We work with a three-point framework with data – describe it, prescribe the action and then use it to predict what might happen in the future. James: The biggest point of difference now is that with all this technology now available, it’s hard to know what the best one is; it’s constantly evolving and we have to move with the times. Jessie: At Mews, we don’t apply any pressure. We give people time to fully go through the process before they engage with us. As an operator, you need to ask all the right questions, you need to fully understand what it is you want and what’s important to you and we need to fully understand your brand as a technology provider. We understand how long and big these decisions are and how much investment it requires and often how frustrating the process can be, so we fully understand and appreciate how important it is. Special thanks to our host venue, Covent Garden Hotel, part of the Firmdale portfolio. 8-11_BH_Roundtable_May_13891075.indd 1128/04/2026 00:4412 / BOUTIQUEHOTELIER.COM / MAY 2026 Guests might comment on the décor, the breakfast or the welcome at reception. But what they remember most clearly is whether they slept well. For boutique hotels, where reputation is built on experience rather than scale, sleep quality carries real commercial weight. It shapes reviews, infl uences repeat bookings and determines how a stay is talked about long after check out. Yet sleep is still too often treated as a single product decision, rather than a service outcome that needs to be managed end to end. A bed alone does not guarantee a good night’s sleep. How it is specifi ed, delivered, installed and supported over time matters just as much. The reality of running an independent hotel Independent hotel operators face pressures that diff er sharply from large chains. Rooms are often individually designed. Refurbishments are phased to protect occupancy. Storage space is limited. Downtime is expensive. When a guest checks in late after a long journey, or leaves early for business, the quality of their sleep can outweigh every other element of the stay. One poor night is enough to under- mine an otherwise carefully curated experience. That makes consistency critical. Guests may choose a boutique hotel for its individuality, but they still expect the same level of comfort in every room, every night. Comfort that works for real guests Hotel mattresses have to meet a brief that goes far beyond residential use. They must suit a wide range of body types and sleep preferences. They must feel supportive without being overly fi rm or too soft. And they must continue to perform after years of commercial use. This is where thoughtful specifi cation matters. Over specify and you add unnecessary cost. Under specify and comfort drops off quickly, often appearing in online reviews rather than direct complaints. The Belthorn mattress was developed with these realities in mind. It is designed to deliver balanced, supportive comfort The experts at Silentnight explain why operators need to consider sleep as a service Why sleep is a service, not just a product Partner content 12-13_BH_Silentnight_ADVERTORIAL_May_13897813.indd 1228/04/2026 07:43Partner content MAY 2026 / BOUTIQUEHOTELIER.COM / 13 that works for the majority of guests, while standing up to the demands of a busy hotel environment. It is built for consist- ency rather than short term consumer trends. Where sleep succeeds or fails: service Even the right mattress can become a problem if the service behind it falls short. Late deliveries delay room reopenings. Poor installation disrupts operations. Inconsistent supply complicates phased refurbishments. And when a replacement is needed urgently, slow response times can take rooms out of use. For boutique hotels, sleep is not a one off purchase. It is an ongoing operational consideration that needs to fi t around how the business actually runs. That means short standard lead times, with next day delivery available when required. It means deliv- ery teams who understand live hotel environments and work effi ciently and discreetly. It means installation done properly, fi rst time. And it means removal and recycling services that reduce disruption and support sustainability goals. Just as important is access to a dedicated contract team that understands hospitality timelines, seasonal pressures and the reality of running a hotel while improvements are taking place. Sleep as part of the guest journey When sleep is treated as a service rather than a standalone product, it becomes part of the wider guest journey. It starts with the right specifi cation. One that aligns with your brand positioning, room mix and guest profi le. It contin- ues with reliable delivery and installation that protects room availability and revenue. And it is supported over time, with the ability to replace or refresh mattresses effi ciently as rooms evolve. This approach reduces risk, protects operational effi ciency and helps ensure guest comfort remains consistent, even as interiors change. Experience that translates into delivery Established sleep manufacturers with long term experience in the contract market increasingly structure their off er around service, not just supply. Silentnight Contract, drawing on over 80 years of sleep expertise, is one such example. Products are designed specifically for contract use, with durability and consistency built in. Service models are shaped around hospitality realities rather than retail expec- tations. And relationships are based on part- nership, not one off transactions. For boutique hotels, this balance is essen- tial. Character and individuality matter, but so does reliability. The takeaway for operators If sleep quality is one of the strongest drivers of guest satis- faction, it deserves the same level of attention as design, food or service standards.That means looking beyond the mattress itself and considering how it will be delivered, installed and supported over its lifespan.In hospitality, great sleep rarely fails because of the mattress alone. It fails when the service behind it does not match the expectations placed on the room. “Over specify and you add unnecessary cost” Find out more at silentnightcontract.co.uk Contact us at contracts@silentnight.co.uk or +44 333 123 0892 12-13_BH_Silentnight_ADVERTORIAL_May_13897813.indd 1328/04/2026 07:43Welcome to the 2026 Boutique Hotelier Power List - our annual celebration of the movers and shakers in the UK hotel sector. Over the following pages, we highlight 60 individuals from the owner, operator and management side of the industry who have made their mark in a year where hoteliers have faced new opportunities and challenges. From the CEOs and managing directors, to the general managers and senior heads of departments, the 2026 Power List provides a rundown of the hospitality professionals who are inspiring their business to hit new heights. So, how does the process work? Ultimately, we left it to the industry to decide, by inviting the market to submit nomina- tions and seeking feedback from the supply chain. Additionally, we have taken into account the news stories and developments we have featured in both our print and online output this year, paying close attention to the examples of best practice and growth. As you will see when you read the profi les of the indi- viduals and duos selected this year, the level of innovation and resilience evident in the industry is truly remarkable – and something that is certainly worthy of celebration. 14 / BOUTIQUEHOTELIER.COM / MAY 2026 Power List 2026 14_BH_Power List Intro_May_13889299.indd 1428/04/2026 17:24Power List 2026 MAY 2026 / BOUTIQUEHOTELIER.COM / 15 Hall of Fame Independent hotel owners are the bravest operators of them all. Taking risks, making sacrifi ces and big leaps of faith to create hospitality businesses that aim to bring something new to the market. They are pioneers of fresh ideas, driven by a passion for hospitality and a fl air for innovation. To mark a decade of the Power List, we wanted to recognise these icons who are blazing a trail for boutique hotels in the UK, in our special Hall of Fame category. Over the next few pages, we spotlight 10 pioneers who rejected the uniformity of traditional hotels, crafting spaces that told stories, refl ected local culture, and treated guests as individuals rather than room numbers. Their approach blended architecture, art, and hospitality into something more intimate and memorable. Today, every thoughtfully curated lobby, every distinctive room, and every hotel with a point of view owes a quiet debt to those early innovators who redefi ned what it means to feel at home away from home. Power List 2026 MAY 2026 / BOUTIQUEHOTELIER.COM / 15 15-18_BH_Hall of Fame_May_13897114.indd 1528/04/2026 17:27Power List 2026 16 / BOUTIQUEHOTELIER.COM / MAY 2026 James Thomson OBE DL MI is one of Scotland’s most renowned independent restaurateurs and hoteliers, known for his portfolio including luxury hotel Prestonfi eld House, and The Witchery, an iconic restaurant with rooms widely credited with transforming Edinburgh’s Old Town into a leading destina- tion for immersive hospitality. At just 20, James became Scotland’s young- est licensee when he opened The Witchery in 1979 with three staff , introducing a romantic, individual style of hospitality inspired by Edinburgh’s historic character that remains central to his work. Having restored and reim- agined some of Scotland’s most signifi cant A-listed buildings, James is recognised as a custodian of historic properties. His trans- formation of Prestonfi eld House into one of Scotland’s most opulent and atmospheric hotels refl ects this ethos, combining preserva- tion with bold, immersive design where no two rooms are alike. The Cunliff e family are behind one of the UK’s most distinctive boutique hotel brands: Gilpin Hotel & Lake House in the Lake District. They have created not simply a luxury hotel, but a personal expression of place, family values and a belief in hospitality as emotional rather than transactional. From the beginning, Gilpin has not followed convention. It has been shaped by instinct, courage and a commitment to doing things properly. This includes pioneering some of the UK’s fi rst hotel rooms with private hot tubs and, later, developing Spa Suites with fully self-contained, private spa facilities. The Cunliff es built the business to be intimate rather than stuff y, soulful rather than scripted and rooted in genuine care for guests and team. That legacy is now carried forward by Barney and Zoë Cunliff e, who run Gilpin with the same hands-on dedication. As custodians of the next chapter, they preserve the family vision while evolving the estate with sensitivity and intent, maintaining a culture where excellence is expected and kindness is non-negotiable. As chairman of the Nicolas James Group, the founder of Harbour Hotels and head honcho behind The Nici, Nicolas Roach has an eye for spotting a gap in the market. He took the market by storm in 2022 when he opened The Nici Bournemouth after a £25m transformation of a tired hotel in the seaside town. His ambition was to bring a bold new vision to the space. Its Miami’s South Beach- inspired art and design, vibrant patterns and popping colours influenced by styles from around the world puts the hotel head and shoulders above the rest of its competitive set in Bournemouth. The hotel was a hit from the start, driven by Nic’s desire to breathe new life into sleepy towns with a concept that appeals to locals and visitors and isn’t afraid to challenge the status quo of traditional hospitality. Now fi rmly on the expansion trail, the brand will soon launch The Nici New Forest in Lymington and The Nici Newquay to bring its portfolio to three sites. A new location in Southampton’s Town Quay is also on the horizon. James Thomson OWNER Prestonfield House Barney and Zoë Cunliffe OWNERS Gilpin Hotel & Lake House Nicolas Roach FOUNDER Nici Hotels 15-18_BH_Hall of Fame_May_13897114.indd 1628/04/2026 17:27Power List 2026 MAY 2026 / BOUTIQUEHOTELIER.COM / 17 Late last year, Chris King opened Crafted at Powdermills, the fi rst in what he hopes will be a series of ‘life-friendly’ hotels and members’ clubs. Crafted launched in November 2025 after a transformation of the former Powdermills hotel in Battle. The hotel comprises 55 rooms ‘inspired by nature’ and is built around a seven- acre private lake, with access to woodland and wildfl ower fi elds and hot tub and sauna. It features its own pub, restaurant, cocktail bar, Craft Barn, Art Studio and members club, plus three private cottages. The Crafted ethos runs through the heart of the business and has been one of the core pillars of every decision. The Crafted DNA extends beyond the traditional hotel stay and leans into its natural landscape to create immersive, guest-centred experiences. King is pioneering a new concept, combining experiential travel with genuine hospitality and a community-focus that caters for all. Tim and Kit Kemp have redefi ned the boutique genre since creating their fi rst winning combination back in 1985. Firmdale now consists of 11 stylish properties – eight in London and three in New York – and shows no signs of slowing. Kit, the creative force behind each hotel, is a self-taught designer who met her husband Tim – the brand’s number cruncher – while working in an architects’ offi ce in London, and they then went on to develop a string of small hotels in West London, with the launch of the debut Firmdale property, Dorset Square Hotel in 1985. Since then they have grown the portfolio into one of the most successful new boutique hotel groups of the past three decades, inject- ing personality, style and modernity into each new project along the way. In 2025, Firmdale posted record revenues buoyed by rising international visitor numbers and strong occupancy rates. The group is also primed for expansion after the acquisition of a long leasehold interest in three buildings in Bloomsbury to grow its Town House collection. Since opening the fi rst Artist Residence in Brighton in 2008, Justin and Charlotte Salisbury have carefully and methodically grown the eccentric bunch of fun and friendly hotels to fi ve sites across the south of the UK. Penzance opened in 2010, followed by London in 2014, Oxford in 2016 and fi nally Bristol at the end of 2021. Each site was care- fully acquired for its individual charm, then stripped back to reveal exposed brickwork and original features that are left to shine as characterful highlights. The clever model off ers good value, a sense of fun and a strong affi liation with local artists from many of its neighbourhoods in each loca- tion. The hotels are home to quirky artwork and all manner of rakish touches – from Kilner jars and tea crates to authentic milking stools refashioned into bedside tables. The aim was always to create homely, lived-in spaces that are comfortable with the right balance of quirk. The service matches up to this look and feel with each property in the group holding One Michelin Key. Chris King FOUNDER Crafted Tim and Kit Kemp FOUNDERS Firmdale Justin and Charlotte Salisbury OWNERS Artist Residence 15-18_BH_Hall of Fame_May_13897114.indd 1728/04/2026 17:27Power List 2026 18 / BOUTIQUEHOTELIER.COM / MAY 2026 Robin and Judy Hutson have transformed a generation’s understanding of the term ‘boutique’ with their fun, relaxed and friendly approach that modern- ised the UK hotel scene and changed the face of British hospitality. Since founding the first Pig in Brockenhurst in 2011, Robin and Judy grew the portfolio to nine sites across the UK, redefining hospi- tality, injecting a focus on personality, locally sourced food, charming interiors and genuine service into the market. Their care and attention for developing the next genera- tion of hoteliers cultivated an enthusiastic, motivated and passionate workforce. Bold, brave and visionary, Robin’s style of leadership introduced a new game-changing style of operating where authenticity and informality sing. In 2024, Robin and Judy announced their retirement from the group, and now a new leadership team has been brought in to drive rapid expansion. As managing director Danny heads up the Exclusive Collection, a group of leading country house properties, two epic spas, a golf club, a cookery school and award-winning restaurants. The family-owned business, which was founded in 1981, has grown to become one of the UK’s most prominent and successful hospitality groups, with Danny’s vision for innovation, passion for his people and the customer experience a driving force for its evolution. In 1997, he stepped into the MD role and since then, Exclusive Collection has continued to evolve, expanding with multiple new ventures that push the boundaries of traditional hospitality and doubling in size. The group planted its own vineyard in 2022 and in 2024 launched eco lodges with biomass boilers alongside a wild swimming concept at South Lodge. In 2021 Exclusive Collection became the fi rst hotel group in the UK to become an accredited B Corp. Will Ashworth took over his parent’s hotel busi- ness, Watergate Bay in Cornwall in 2004. Since then he has become a trailblazer of hospitality on the south coast, breaking with convention of a typical seaside hotel. The idea for Watergate Bay Hotel was founded on the principles of ‘active relaxation’ and embraces its location with vibrant F&B off erings, creative activations and immersive experiences. Its success spurred the launch of Another Place, The Lake that opened in 2017. As business gained momentum, new features and accommodation types were added from shep- herd’s huts to treehouses. In 2024, with a solid leadership team in place, the group was going for growth: Another Place opened its second site, The Machrie in Scotland; a nearby country pub to Another Place The Lake was acquired, refurbished and reopened and new concept, SeaSpace, launched in Cornwall. Ian and Christa Taylor have made a signifi cant contribution to the leisure and tourism industry in Bath and Wiltshire over the last decade. Since 2012, they have invested in overhauling tired hotels into thriving hospitality businesses, driven by Ian’s unique take on style and design. The portfolio currently comprises four properties: Homewood, The Bird, Bath, Bishopstrow and newest acquisition Duke Street, which they took over in 2024. They have continually evolved the model at each hotel, building spaces with individual quirks and charm to create unforgettable experiences for guests. Creavitity is at the heart of every decision, alongside a desire to be truly innovative to stay ahead of the competition, recog- nising that it’s often the out-of-the-box ideas that have the most impact. They aren’t afraid to take risks and make bold choices. Since 2021, Homewood has expanded with immersive dining experiences and hot tub suites, while Bishopstrow is preparing to launch a new £2.5m spa this summer. Robin and Judy Hutson FOUNDERS The Pig Hotels Danny Pecorelli MANAGING DIRECTOR Exclusive Collection Will Ashworth CHIEF EXECUTIVE Watergate Bay Hotel, Another Place, SeaSpace Ian Taylor FOUNDER Kaleidoscope Collection 15-18_BH_Hall of Fame_May_13897114.indd 1828/04/2026 17:27Power List 2026 MAY 2026 / BOUTIQUEHOTELIER.COM / 19 Industry Titans Throughout history, there have been numerous exam- ple of Titans who have shaped industry as we know it today. Inspirational leaders who encourage others but are also responsible for growth in their own environments, helping to infl uence other sectors too. The success of individual boutique hotels is always about the people behind them. These are the people who will continue to drive this sector of the industry. The next few pages we celebrate our own Industry Titans, recognising the fearless leaders who constantly put their best foot forward to show that hospitality sector is one of inspiration, innovation and evolution. These people will be admired and looked up to, their market moves followed closely; they are often head honchos of some of the country’s best known hotel group or organisations. Industry Titans demonstrate their resilience to tough market conditions and find growth in the smallest of margins. They’ll have years of experience and have devel- oped successful businesses that continue to blaze a trial in the hospitality industry. Power List 2026 MAY 2026 / BOUTIQUEHOTELIER.COM / 19 19-22_BH_Industry Titans_May_13896581.indd 1928/04/2026 08:53Next >