Editorial Board   Guest Author

Mr. Hartwright

Nick Hartwright

Co-Founder, Mill and Company Project

Nick Hartwright is one of London's leading social entrepreneurs. He is a huge supporter of the arts and culture-based projects, and wants to make them accessible to all. In the first instance he is a place-maker and has been, and is, involved in a number of exciting regeneration projects in the capital that are ultimately making people's lives, and communities, better. His projects are about regeneration not gentrification, and all of Mr. Hartwright's spaces are sustainable, deliverable and affordable. He takes on derelict buildings, places that might be crumbling, and works with local authorities to restore them, give them a new lease of life and make them focal points in local and creative communities. Mr. Hartwright's is committed to making London's art scene flourish, and is incredibly supportive of creative minds. To this end, he recently opened Green Rooms, the UK’s first arts-led independent social enterprise hotel. Situated on Station Road in Wood Green, it is already changing the shape and face of the area. Mr. Hartwirght is co-founder of The Mill Co. Project, a social enterprise that provides work and project spaces at extremely competitive rates for artists and small creative companies. Tenants are provided with a space to work in, performance areas and stages to put on shows or exhibitions by night, a network of other artists to collaborate with, a creative agency they can work with, and a store where they can sell their products. Under Nick's stewardship the The Mill Co. Project has grown incredibly quickly. Starting in 2010, it now operates nearly 100,000 square foot of workspace, theatre space, cafes, bars and restaurants across London, and supports over 100 SMEs.

Mr. Hartwright can be contacted at

Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.