In 2020, John joined Seven Capital as Managing Director of Park Regis Birmingham, leading it to win the M&IT Awards' Best UK Hotel accolade for two consecutive years. Within ten months, John played a pivotal role in founding Switch, which he now leads with a commitment to excellence in hospitality management, focusing on enhancing investor returns, surpassing business goals, and exceeding guest expectations.

• Use modern technologies: Implement ground source heat pumps, extra cladding, and solar panels in new constructions to achieve near carbon-neutral operations.
• Retrofit existing buildings: Upgrade existing properties with efficient technologies, such as replacing gas boilers and installing building management systems to control energy usage.
• Replace single use plastics: Transition from plastic key cards to bamboo in premium properties, use larger containers for toiletries to reduce plastic waste, and eliminate plastic bottles by providing filtered water.
• Energy management: Use building management systems to optimise energy use, such as turning off air conditioning at certain times to reduce waste.
• Engage employees and customers: Foster a culture of sustainability by involving employees in decision-making through green committees and making sustainability a part of the corporate culture.
• Focus on quality: Ensure sustainability efforts do not compromise the quality of services and products, as seen in the switch to higher-grade toiletries in larger containers.
• Measure and adapt: Continuously measure the impact of sustainability initiatives and adapt strategies to ensure they align with both environmental goals and business objectives.

“Our drive towards sustainability is motivated by our corporate social responsibility (CSR) policy, employee expectations, and customer demands. The primary challenge lies in the cost of technology relative to the return on investment. Retrofitting existing buildings can be challenging due to infrastructure constraints.

“We’ve implemented ground source heat pumps and extra cladding in new developments, making them almost carbon neutral. In contrast, upgrading older buildings, such as a 253-room hotel in 2016 with gas boilers to achieve higher sustainability certifications, requires significant investment. But we’ve got that property into eco assessment silver with Greengage and we’re moving towards gold.

“Switching from plastic to bamboo key cards in our premium hotel, for instance, added an extra cost of £10,000. While this upfront cost is substantial, it’s part of our commitment to reducing plastic use. Similarly, moving to larger, reusable containers for toiletries has saved 200,000 small bottles annually, benefiting both the environment and our finances.”

“We’ve cultivated a culture over five years that involves everyone in sustainability efforts. Our green committee suggests initiatives, and our inclusive approach ensures these ideas are part of our overall culture, not just isolated projects. We believe in doing the right thing, trusting that profit will follow. This approach has led to a stable, engaged workforce that supports our sustainability goals.”

• Pathways for growth: Providing clear career progression opportunities and investing in training and development.
• Employee benefits: Offering comprehensive benefits such as uniforms, staff food, and flexible working conditions.
• Recognition and awards: Regularly surveying employees and striving for high engagement, which has led to accolades like being voted one of the best hospitality employers.

“Our focus has always been on people, and we’ve built a strong, inclusive culture where employees feel valued and involved – they don’t come second. We offer clear career pathways, training, and support. We aim to fill 65% of our vacancies internally, demonstrating growth opportunities within the company.

“Regular employee surveys help us measure engagement, aiming for at least 80% engagement. Our efforts were recognised when we were ranked 16^th among the Top 30 elite employers in The Caterer’s Best Places to Work in Hospitality awards.

“As an independent company, we compete with major brands by offering a unique, people-focused culture. This approach has resulted in a stable team, with 76% of our 280 employees 

• Risk-taking with partners: Collaborating with partners who are also willing to take risks.
• Control over operations: Ensuring total control over all aspects of the business, from costs to contracts.
• Flexibility in contracts: Regularly reviewing and terminating contracts to maintain flexibility and leverage opportunities.

“We’re entrepreneurial and willing to take calculated risks. We prefer partnering with others who are also willing to take risks, ensuring mutual benefit. Our strategy is to maintain our culture of integrity and quality while exploring new opportunities across our divisions in housing, consultancy, and hotels.”

How have you managed risks across your supply chain?

“Our strong leadership team has been crucial. For example, during the energy crisis, we took proactive steps by creating our own energy purchasing basket to mitigate costs. Staying open during COVID-19 also taught us valuable lessons in cash flow and supply management. We ensure control over all aspects of our operations, from costs to contracts, and have contingency plans in place.”

David Scott, our National Head for Retail and Leisure, says: “The management team at Switch have led by example and despite some cost implications they haven’t compromised across numerous Future Fit and sustainability initiatives.

“Their values and purpose are embedded into their workforce, which has contributed to employee retention at a time when many peers have struggled to retain talent. This delivers a consistently excellent customer experience that helps future-proof success.

“It’s been a pleasure to build a long-term relationship with such a forward-thinking business.”

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