What does the year ahead hold? We talk to Gary Silcock, Murrayshall Country Estate, Dianna Bruce, AC Marriott Inverness, Craig Munro, AC Marriott Glasgow. Joe Gallacher, Mar Hall Bishopton, and Ross McLean, Fingal Hotel and the Royal Yacht Brittania
Gary Silcock: General Manager, Murrayshall Country Estate
What hospitality trends do you think will be prevalent in 2025?
For Murrayshall, our focus will be on ‘PODS’ as a key component of our room stock. This approach targets a new demographic and aligns well with the direction we’re taking for the estate.
We now offer three distinct styles of accommodation: main house, suites in lodges, and PODS, each catering to different market segments. This expansion enhances our guest capacity during peak periods and complements our F&B offerings at Eolas, Barossa, and Cairns.
Our facilities have also grown to include spa treatments, archery, axe throwing, quad biking, mountain biking, golf, as well as continued offerings in fishing and water activities.
Which of your peers made the biggest impression on you in 2024 and why?
Bernard Murphy, as Managing Director, he brought me to Gleneagles. Since his move to Ralph Trust in London it has been great to see how the hotels have developed. The Grove now shows his touch and reminds me what he did at Gleneagles.
What will your focus be on this year?
My focus is on delivering the project and communicating the changes at Murrayshall.
For the local area, we offer a wide range of amenities, which will only grow with the addition of the leisure club and spa. Maintaining the success of the golf course and overall membership will be a key priority moving forward, especially with the continued focus on leisure and golf. I’m confident there will be additional activities that will further enhance membership over time.
Communication will be vital, as the project progresses and accelerates this year. It’s essential we highlight the positive developments and share them as they evolve.
If you had a meeting with the First Minister what ask would be top of your agenda?
It would be great to have a more equal footing with England and Wales. It feels like hospitality is not receiving the same level of attention, apart from the introduction of additional taxes, such as the tourism levy.
While higher wages are essential for fostering a career in hospitality, the unplanned tax increases in a challenging revenue environment create significant difficulties in the short term. Perhaps these could have been addressed with a more strategic, planned timeline.
The biggest pressures facing hospitality are rising costs and the ability to recruit and keep staff, what would your advice to government be to help hospitality prosper in 2025?
My view is that supporting initiatives that address these challenges ina sustainable way would be the most effective approach. Stellar Asset Management, our owner, was one of the 70 companies that trialled the 4-day work week. They empowered team members to shape business needs around their personal goals, leading to significant benefits in retention, recruitment, and productivity.
At Murrayshall, we’ve been tasked with developing a ‘lifestyle plan’ for working life, which aligns with these principles. The results from Stellar’s trial demonstrate that a team-led focus on productivity and career development fosters better recruitment, retention, and overall business performance. By supporting such initiatives and creating environments where hospitality careers can thrive, we believe the government can play a key role in helping hospitality prosper in 2025.
Dianna Bruce: General Manager, AC Marriott Inverness
What hospitality trends do you think will be prevalent in 2025?
I envision Scotland’s hospitality will focus on sustainability through local sourcing, energy-efficient practices, and zero-waste initiatives.
Guests are seeking experience-driven travel, prioritising authentic, story-led moments that showcase Scotland’s culture and landscapes.
Technology will enhance guest experiences, likely seeing a rise in the use of AI. I also envision wellness tourism and “bleisure” travel will continue to grow.
What will your focus be on this year?
With the recent opening of our new restaurant, our priority this year is to deliver authentic hospitality that celebrates local unique stories, local produce, and cultural heritage.
Supporting our team is key, with a focus on training, development, and wellbeing to attract and retain talent.
Sustainability will remain a core focus as we refine and enhance our initiatives.
If you had a meeting with the First Minister what ask would be top of your agenda?
Our key ask for the First Minister would be to prioritise targeted support for hospitality through skills development programs to address staff shortages and business rates relief to ease rising costs.
Policies that champion sustainable tourism and collaborative efforts to attract visitors would also benefit the community.
The biggest pressures facing hospitality are rising costs and the ability to recruit and keep staff, what would your advice to government be to help hospitality prosper in 2025?
To help hospitality prosper, the government should invest in training and apprenticeships to attract and retain talent, while promoting hospitality careers as rewarding and sustainable.
Along with this, streamlining immigration policies for skilled workers and supporting destination marketing will strengthen Scotland’s position as a worldclass hospitality destination!
Craig Munro: General Manager, AC Marriott Glasgow
What hospitality trends do you think will be prevalent in 2025?
In 2025, I think AI will play a key role in hospitality, both as a way to enhance the guest experience and also to make efficiencies for employers. If used well, it can save massively on admin, for example. Guests will increasingly expect personalised services and seamless automation, and adopting smart technologies will be an important part of that.
I expect to see wellness tourism continue to grow, with guests seeking more than just a bed – they want experiences that support their mental and physical well-being.
Food innovation will evolve further, with guests expecting dishes that not only taste great but also and to create memorable, shareable moments. By extension, I think a big question in 2025 will be whether the buffet breakfast belongs as part of the premium hotel experience. Breakfast is no longer about quantity but about offering fresh, high-quality, locally sourced options that cater to dietary preferences, and I’m not sure the buffet offers that.
Lastly, the shift towards premium non-alcoholic drinks will continue, as more people embrace health-conscious lifestyles and look for sophisticated alternatives.
Which of your peers made the biggest impression on you in 2024 and why?
I’ve always admired Gleneagles, and this year they’ve really impressed me with their brunch concept. They excel at combining impeccable quality with a relaxed, luxurious atmosphere. It’s something Glasgow could really take inspiration from.
Brunch has become such an important part of the dining experience, and the Gleneagles Birnham approach is a perfect example of how to elevate it, with seafood, salads and charcuterie – ironically – available from the buffet augmenting an amazing array of mains and desserts.
The live music adds an extra element and makes the whole thing memorable. It’s at a premium price point, but they’ve shown that it’s not just about the food; it’s about creating a destination and an experience. It’s something I hope we can bring more of to Glasgow.
What will your focus be on this year?
Our focus for the year will be on expanding and developing new areas of the business. The opening of our new events space The Collectors Hall is an exciting opportunity to offer something fresh and unique to our guests, as well as adding a great premium option to the Glasgow meetings and events offering, and I’m looking forward to seeing how it evolves.
At the same time, I’m committed to continuing the growth of Hazel, ensuring it stays a vibrant part of our offering. For me, it’s about constantly innovating and finding ways to surprise and delight our guests, while keeping a strong focus on quality and service.
If you had a meeting with the First Minister what ask would be top of your agenda?
I’d ask what more can be done to encourage people into city centres – and particularly Glasgow. Hospitality, retail, and tourism all rely on each other to thrive, and we need cohesive support for these sectors.
While it’s positive to see some rates relief being given to hospitality, retail and leisure haven’t seen the same support. This imbalance needs to be addressed.
Cities need vibrant centres to attract visitors and residents alike, so investment and incentives that draw people back into the heart of our cities should be a priority.
The biggest pressures facing hospitality are rising costs and the ability to recruit and keep staff, what would your advice to government be to help hospitality prosper in 2025?
Education is absolutely key. We need to showcase hospitality as a viable and exciting career choice from an early age in Scotland – and across the UK. I’d like to see schools introduce more hospitality focused subjects, and not just cooking.
There’s so much more to this industry, from management to customer experience, and young people need to see the full scope of opportunities available to them.
It’s also important to promote hospitality as a career with real progression and stability, just as it’s viewed on the continent. By investing in education and awareness, we can build a strong pipeline of skilled, motivated workers who see the industry as a long-term career.
Joe Gallacher: General Manager, Mar Hall, Bishopton
What hospitality trends do you think will be prevalent in 2025?
In 2025, we will see a significant rise in guests seeking immersive, local experiences and a deeper connection with their surroundings.
Collaborations with local businesses, like 4×4 Adventures Scotland, will allow guests to explore Scotland’s landscapes in a luxurious way.
Health and wellness will continue to be a dominant trend, with wellness experiences becoming more integrated into resorts. At Mar Hall, we’re expanding our spa with an indoor/outdoor wellness suite offering breathtaking views of the River Clyde and the Old-Kilpatrick hills, reflecting the growing demand for rejuvenating, nature-inspired experiences.
Which of your peers made the biggest impression on you in 2024 and why?
Over my many years in the industry, I’ve had the privilege of working with numerous peers who have made lasting impressions. However, rather than focusing on one individual, I believe the key to success in Scotland’s hospitality sector lies in mutual support and collaboration. By working together, we can bring more visitors to Scotland and elevate the industry as a whole, contributing to the collective growth and success of our sector.
What will your focus be on this year?
In 2025, our primary focus at Mar Hall will be launching a new era for the resort, positioning it as a leader in accessible luxury. We aim to provide an experience that allows guests to explore Scotland in style, blending heritage with contemporary luxury.
From February 2025, guests will witness a transformation where the elegance of the past meets modern sophistication. Expect a refreshed look with worldclass interior design, new restaurants, reimagined public spaces, and luxurious rooms, creating a new benchmark in Scottish hospitality.
If you had a meeting with the First Minister, what ask would be top of your agenda?
If I had the opportunity to meet with the First Minister, my top priority would be addressing the issue of VAT. A reduction in VAT for hospitality businesses would have a profound impact, enabling us to reinvest in our people, facilities, and guest experiences, which in turn could boost Scotland’s tourism industry.
The biggest pressures facing hospitality are rising costs and the ability to recruit and keep staff. What would your advice to the government be to help hospitality prosper in 2025?
To ensure the hospitality industry thrives in 2025, there needs to be a focus on making the sector a more attractive career choice. This could be achieved by offering better benefits, competitive wages, and providing clearer career development paths.
Promoting hospitality as a rewarding, long-term career could help attract and retain talented staff, which is crucial for the industry’s success.
Ross McLean: Director of Hospitality, Fingal Hotel and the Royal Yacht Brittania
What hospitality trends do you think will be prevalent in 2025?
I anticipate the luxury sector of hospitality and travel to continue to grow even though we are likely to see some domestic economic headwinds.
I expect to see an influx of US tourists in 2025 with the election behind them, bringing a large individual spend and continued focus on genuine bespoke experiences that Americans love.
I know AI is a bit of a buzz word at the moment, but we will see an increasing influence in 2025 with the requirement to integrate with it more and more. I think we will really begin to understand it’s capabilities and the challenges that come with it.
What will your focus be on this year?
The retention and development of our team, ensuring there are opportunities for growth within our business for those who are willing to excel. Also look to grow the business exploring new opportunities as well as integrating with new tech to future proof against any external challenges.
The biggest pressures facing hospitality are rising costs and the ability to recruit and keep staff, what would your advice to government be to help hospitality prosper in 2025?
Hospitality plays a very important role in society, not only in employment, but also allowing people from all industries to go out and enjoy themselves.
Unfortunately, it is an industry of tight margin and small fluctuations in costs play a very large part in the viability of the business itself.
I think the focus should be on growth in hospitality aided by government policy, not focussing on imposing further costs to running its operations.
As always, growing the top line encourages spending in inventory, stock and it also encourages new employment which in turn adds to tax and NI contributions.