With over 28 years of experience in the hospitality industry, what key insights and strategies will you implement to improve operational efficiency and guest satisfaction at Cameron House?
We are committed to customised and personalised service. We work with a fully trained team to understand and exceed our guest profile and expectations. We drive team efficiency with skills and training and foster a culture where passion for Scottish hospitality is key. We want to operate effectively by working smarter, with a clear view of the guest experience in every aspect of the resort. To drive guest satisfaction, we want to ensure everyone approaches things from the guest’s perspective, paying attention to detail to deliver high standards effectively and consistently across the resort. We work as a streamlined and collaborative team, constantly sharing best practice.
What attracted you to Cameron House on Loch Lomond and how do you hope to contribute to its reputation as Scotland’s leading resort?
The fantastic reputation and history of the resort opposite was a huge draw, as were the fantastic experiences and testimonials that former colleagues shared with me whilst working at Cameron House. A big factor for me was the opportunity to work with so many dedicated and enthusiastic colleagues within the existing team.
Tell us about an operational challenge you encountered in a previous role and how you overcame it.
The challenge is to attract talent to the industry and to find ways to attract new colleagues. It is also important to understand the changes in the workforce to more effectively engage and retain talent. Support, training and progression are key to developing staff knowledge and skills through passion but also strong professional leadership and a consistent and fair approach aligned with a clear vision and goals. Another example from my previous role is changing culture and staying resilient and consistent, so that cultural change becomes something you do every day without having to talk about it.
Given your extensive experience working with prominent hospitality brands, what unique perspectives and practices will you bring to the Cameron House team?
I will continue to build on the strong foundation of providing excellent customer service with a focus on quality, standards and attention to detail. I believe that with my knowledge, experience and integrity, I can share best practices and introduce innovative new ideas to contribute to CLAN and its role more effectively and efficiently.
How will you support and collaborate with Resort Director Michael Lavizani to achieve the hotel’s strategic goals and maintain high standards?
Developing the overall guest experience and itinerary ensures we provide exceptional service and clear direction to the family while continuing to grow our success and reputation. The shared goal of excellence is what we all strive for and supports the entire Resort Director.
In your new role as Cameron House’s Director of Operations, what are your priorities for the first six months?
Improving quality and standards will naturally help us continue to build recognition and reputation. Support and nurture one of our greatest assets – our talented operations team. Further grow our business and become ultra-efficient and effective in all aspects of customer service and luxury service.
Recruiting, training and retaining staff is crucial in the hospitality industry – what specific initiatives will Cameron House be implementing to attract and retain top talent?
We already have a lot of great initiatives in place to develop our talent, including our alumni programme. I would like to further deepen our partnerships with educational institutions and corporations to enhance the reputation of working for us. I am excited to develop and mentor our team as future leaders, and my experience in mentoring and identifying emerging talent and high performers is something I look forward to applying to further grow, support and retain our fantastic team.
How do you plan to maintain and improve the high customer service standards that Cameron House is known for?
Embody high personal standards, have clear goals as a leader and set the right level of standards for your team to achieve and exceed. Be consistent in your approach to driving improvement and praise and reward good feedback across the family. Another key element is to speak with your guests to identify areas where you can further enhance and improve the guest experience. Always look for areas for continuous improvement and maintain your passion for the family, which will be conveyed to all guests at our resort.
Sustainability is becoming increasingly important in the hospitality industry, how do you plan to incorporate sustainable practices into Cameron House’s operations?
We have great initiatives in place and continue to do more. We are currently Green Tourism Board rated and have increased our levels of recycling with ambitions to grow even further. We have 11 beehives across the resort, helping to pollinate around 1 million plants per day. We are committed to renewable energy and water efficiency. We have increased the availability of EVCs (Electric Vehicle Chargers) and the team has planted over 200 trees at the resort this year. As part of our umbrella rental scheme, one tree is planted for every umbrella rented, with over 1,018 trees already planted in the first four months.
With a history of leading teams to awards, including Gold Medal recognition at the Scottish Hotel Awards in 2013, what is your approach to motivating and inspiring your teams to achieve great results?
Don’t be afraid to share your knowledge and experience. Encourage your team and celebrate successes, but be honest and constructive – make your team better and your career more successful. Lead by example, be present and set visibly high standards. Push your team to be the best and grow them. Be passionate about what you do and share that with those around you – only good will come from it.
