Hospitality & Leisure: Resilience, Reinvention and Relevance in a Changing Landscape

Chaired by Michael Hodges, Managing Director of Capital Markets at Christie & Co, the session, Sector Insight - Leisure & Hospitality, featured insights from Paul Thomas - Vice President for International Hotel Development - Marriott International Hotels, Kate Nicholls OBE - Chief Executive – UK Hospitality, Anna Brakel - Development Director - Joules Brewery and Abbas Akbar - Managing Director - Mumtaz Restaurants who offered a comprehensive view of the challenges and opportunities shaping the sector. 

Consumer Behaviour: From Product to Experience

A key theme was the transformation in consumer expectations. Today’s guests and diners are no longer satisfied with a transactional experience, they are seeking connection, authenticity, and value.

Anna Brakel captured this shift succinctly: “Gone are the days where people just come to the pub, have a pint… it’s an experience now. People are wanting to go out and experience something for an evening.”

Abbas Akbar echoed this from a restaurant perspective, noting a move toward regional authenticity and cultural immersion: “We’ve had to really focus on one specific region instead of the whole thing… once you focus on that one cuisine, you can really build your brand around it.”

This trend toward hyper-localisation and experiential leisure is reshaping how operators design their spaces, menus, and events, blending food, culture, and community in new ways.

Technology & Sustainability: The New Foundations of Hospitality

Technology is no longer a luxury, it’s a necessity. Paul Thomas from Marriott highlighted how digital platforms are enabling more personalised and seamless guest experiences: “We’ve invested quite a lot of money on our Bonvoy booking platform and the Marriott app… guests can choose services before arrival, message the concierge, and personalise their stay.”

But innovation isn’t just digital. Sustainability is now a core pillar of brand relevance. Marriott’s growth in conversion brands reflects a shift toward adaptive reuse and local sourcing: “It’s not about new development… it’s about using existing building fabrics and making the offering relevant to that marketplace.”

This dual focus on tech and sustainability is helping operators meet rising guest expectations while managing costs and environmental impact.

Resilience in the Face of Economic Pressure

Despite strong consumer demand, profitability remains under pressure. Rising costs, from utilities to labour to taxation, are squeezing margins across the board.

Kate Nicholls offered a sobering but clear-eyed view: “Demand is strong. It has never been harder to turn that top-line demand into bottom-line profit… businesses need headroom, and profit isn’t a dirty word—it’s what allows reinvestment in people and place.”

Anna reinforced the importance of bold investment, even in uncertain times: “If you’re not bold and brave, you’re not going to see any reward… we’ve built pubs in empty car parks, and it’s had a ripple effect—other businesses followed.”

Place-Making & Community: The Sector’s Broader Role

Hospitality is more than an economic engine, it’s a social cornerstone. The panel repeatedly returned to the idea that pubs, hotels, and restaurants are vital to the fabric of local communities.

Anna highlighted that “Pubs are the honeypot of the community. Without them, there is no community,”
And Kate added, “We know what happens when hospitality isn’t there… the lights go off, it’s dark, and it’s not good for our mental health.”

This social value is increasingly recognised in regeneration schemes, with hospitality often leading the way in revitalising high streets and repurposing underused buildings.

Looking Ahead: Reinvention as a Constant

The panel closed with a forward-looking discussion on how brands and concepts are evolving. Smaller footprints, flexible formats, and mixed-use developments are becoming the norm. Abbas noted: “We’re not really looking at size anymore… we’re focusing on high footfall areas and keeping costs down.”

Paul added that Marriott is actively adapting its brand standards to suit conversions and new build realities: “We’re working with ownership groups to find brand standards that aren’t costing an arm and a leg… it’s about being relevant for everybody, and that’s a challenge.”

Conclusion

The hospitality and leisure sector continues to demonstrate remarkable adaptability. From embracing technology and sustainability to redefining customer experience and community value, operators are finding new ways to thrive.

At Christie & Co, we remain committed to supporting businesses across the sector as they navigate this dynamic landscape, whether through strategic advice, valuation, or transactional support. The insights from this panel reaffirm what we see every day: this is a sector built on resilience, driven by innovation, and powered by people.