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New Hotel 1883 Opens in North Dakota’s Legendary Badlands

Medora's newest hotel has opened in the heart of the North Dakota Badlands. Located on the banks of the Little Missouri River, the hotel combines contemporary comforts with the pioneering…

Andrea ThompsonAndrea Thompson·October 5, 2026·1-min read
Editor's pick · News

IAG Loyalty launches new LeShuttle offer giving customers 25% of their Avios back

IAG Loyalty, the organisation behind global reward currency Avios, is giving customers the chance to make their Avios go further this autumn, thanks to a new limited-time offer with cross-channel…

Andrea ThompsonAndrea Thompson·October 5, 2026·1-min read
Editor's pick · News

Vienna House by Wyndham Debuts in Frankfurt, Germany

New Vienna House by Wyndham Frankfurt South brings a distinctive full-service lifestyle experience to the city’s vibrant south bank, further expanding the brand’s global portfolio

Andrea ThompsonAndrea Thompson·October 5, 2026·3-min read

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Winter News from Austria 2026/27: New Hotels, New Lifts & Attractions

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Delta adds new nonstop service from Salt Lake City to Flagstaff, gateway to Arizona’s iconic outdoor destinations

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Meet the Experts Redefining Hotel Wellbeing: The Westin London City

By Andrea Thompson · October 5, 2026

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Villa Eden Merano is a longevity retreat in Italy for executives

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Glasgow Ranked Number One in the UK for Sustainable Tourism and Events

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Lore Tripping Through Japan’s Setouchi Region: Where the Stories of the Past Meet Today’s Memory-Makers

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Profiled

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Christian Wildhaber, general manager of Mandarin Oriental, Geneva, talks to Richard Alvin about Luzern, Jakarta and what nearly thirty years in luxury hospitality taught him about leading people.
Interview

The films from far away: Christian Wildhaber on coming home to Mandarin Oriental, Geneva

Christian Wildhaber, general manager of Mandarin Oriental, Geneva, talks to Richard Alvin about Luzern, Jakarta and what nearly thirty years in luxury hospitality taught him about leading people.

Richard AlvinRichard Alvin·September 14, 2026
GM - Eugene Leonard from Hotel Cafe Royal. 1. In up to 200 words tell us about yourself, your education, prior background etc. I'm Irish, and I think there's something in our nature that encourages us to travel, explore and find our place in the world. I fell in love with hospitality very young. I started washing pots in a hotel and immediately loved the energy of it, the people, the pace, and that sense that no two days were ever quite the same. I went on to study at Shannon College of Hotel Management, which gave me an extraordinary grounding in the industry and prepared me incredibly well for an international career. The lion's share of my career was spent with Maybourne, working across some of London's most iconic hotels. I was fortunate to be involved in major renovation projects, appear in BBC documentaries about life behind the scenes in luxury hotels, meet the late Queen, and eventually move to Los Angeles to help open the group's first international hotel in Beverly Hills. California also gave me a different perspective on hospitality, particularly around culture, creativity and looking after your people. Today, I'm General Manager of Hotel Café Royal, one of London's great hotels and a member of The Set, a modern brand affiliation. I'm enormously excited about what we're building here.   2. What inspired you to pursue a career in hotel management? My father travelled extensively for business during the 1980s, and as a child it all seemed incredibly glamorous. He would come home with hotel stationery, luggage tags and little gifts from places around the world, and I became fascinated by travel and hotels long before I really understood the industry. Then I started working in one. I loved the buzz immediately. Hotels are extraordinary places because everything happens within them. People arrive from all over the world for business, celebrations, romance, family occasions and sometimes the biggest moments of their lives. That still excites me today. I often tell our colleagues that we're in the business of making people happy. There aren't many careers where you get the opportunity to do that every single day.   3. How do you balance emerging trends and evolving guests' preferences? For me, they're almost the same thing. The most important trends are usually emerging because guest behaviour is changing, so our job is to listen carefully enough to recognise that change early. We're increasingly marketing around why people are travelling rather than simply what our hotel offers. Guests might be coming to London for Wimbledon, Frieze, fashion, theatre, a concert, a family weekend or simply to experience the city. The hotel needs to become part of that reason for travelling. We're seeing greater demand for experiences, performance focused wellness, family travel, cultural connection and genuine personalisation. Technology is increasingly important too, but I don't believe technology should ever replace hospitality. It should remove friction and administration, giving our colleagues more time to engage with guests. The challenge is knowing which trends have longevity. You don't chase everything. You understand your guest, remain curious, and evolve in a way that still feels authentic to your hotel.   4. Looking back, is there anything you would have done differently? I'm not sure looking backwards and wishing things had happened differently is particularly useful. Every decision, including the ones that don't work out exactly as planned, teaches you something and ultimately shapes the leader you become. Hospitality moves incredibly quickly. I'd rather take those lessons, apply them and keep moving forward. Curiosity is important to me. You should always be asking what could be better tomorrow than it was today.   5. What defines your management style? Involved, ambitious and always striving for excellence, but also very focused on helping people realise their potential. I like being present in the hotel. You learn far more walking the floors, speaking to colleagues and guests, and experiencing the operation yourself than you ever will sitting behind a desk looking at a report. I'm demanding about standards because our guests should expect exceptional experiences, but leadership also means creating the environment in which people can deliver them. One principle I brought back from Los Angeles is very simple, look after your people and they'll look after you. We deliberately use the word colleague at Café Royal because nobody is more important than anybody else. We simply have different responsibilities. When people feel respected, supported and trusted, extraordinary hospitality tends to follow.   6. What are your strategic goals and vision for the hotel and, if appropriate, where does that integrate into the hotel group's aims? Hotel Café Royal is entering a particularly exciting chapter. As a standalone hotel, our strategy is about combining the independence and personality of an individual property with the international sales reach that The Set provides through its brand affiliation platform. Our ambition is to position Café Royal amongst the world's finest luxury hotels while making it increasingly relevant to London today. That means continuing to outperform commercially, pursuing exceptional service standards, investing in our product, developing our people, and creating new reasons for guests to engage with us. We're also opening new revenue streams through curated London experiences, family travel, retail, wellness, food and beverage, and more imaginative use of our spaces. Culturally, I want Café Royal to reclaim its position as one of London's great meeting places. For 160 years this building has attracted artists, writers, musicians, royalty, business leaders and London society. Our responsibility isn't simply to preserve that history. It's to create the next chapter of it. Ultimately, the strategy is about balancing heritage with relevance, delivering exceptional hospitality today while building a stronger, more distinctive and more resilient Café Royal for the future.   7. What advice would you give to someone starting out? Do as much as you possibly can. Work in restaurants, bars, housekeeping, kitchens, front office, finance, sales and events. Don't decide too early that one part of hospitality is beneath you or isn't relevant to your career. Understanding how the whole hotel works will make you a much better leader later. Stay curious, ask questions and find great people to learn from. Some of the most valuable lessons of my career came from watching brilliant hoteliers, chefs, housekeepers and doormen do their jobs exceptionally well. And enjoy it. Hospitality is hard work, but it's also enormous fun. You meet extraordinary people, travel the world, become part of important moments in people's lives and have opportunities you could never have planned for. At its simplest, we make people happy all day long. That's a pretty wonderful way to make a living.
Interview

The boy who collected hotel stationery: Eugene Leonard on writing Café Royal’s next chapter

By Richard Alvin
Juan Vidal, general manager of La Casa del Presidente in Ávila, talks to Richard Alvin about quiet luxury, a Repsol Sol in four months, and leaving Hyatt in Madrid to run a ten-room hotel in his home town.
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The ten-room homecoming: Juan Vidal on quiet luxury, Castilian cooking and running Adolfo Suárez’s old house

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Wine in the Parc: A Three‑Day Celebration of Craft, Coastline and Culinary Excellence at Vila Vita Parc

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How to master LAX: the British business traveller’s guide to the gateway to the West Coast

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The UK business traveller's 2026 guide to San Francisco SFO: which terminal, the BART train into the city and Silicon…

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How to master Chicago O’Hare: the British business traveller’s guide to America’s heartland hub

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More than half of workers have little or no say where they stay on business trips

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Unpredictable weather in Peru prompts new advice for travellers

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Opinion

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“With visitor numbers up around 138% in two decades, Galápagos tourism is under scrutiny, and a conservation-led villa estate on Santa Cruz offers UK travellers a…”

Andrea Thompson
Andrea Thompson
Andrea can be found either in the Travelling For Business office or around the globe enjoying a city break, visiting new locations or sampling some of the best restaurants all work related of course!
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“Priority Pass UK membership costs £69 to £419 a year. The break even maths, the lounges with extra fees, and the small print worth reading first.”

Andrea Thompson
Andrea Thompson
Andrea can be found either in the Travelling For Business office or around the globe enjoying a city break, visiting new locations or sampling some of the best restaurants all work related of course!
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Travelling for Business August - September 2026
From the magazine · August - September 2026

The August – September ’26 issue

The August - September '26 issue of Travelling for Business is here, and it is our greenest edition yet. Our cover story heads for the French Alps, where Andrea Thompson discovers what happens to Haute Savoie…

Read this issueBack issues

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Let’s accept it - We all have faced the situation where eyewear was ignored, as if it was never on the list. Mostly, people use it only when needed, but understand its necessity the hard way. 
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The Overlooked Role of Eyewear In Planning Road Trips
As the final wave of corporate travellers land home and 2024 comes to a close, many travel managers will be not only be reflecting on an incredibly busy past 12 months, but preparing for business travel to take off once again.
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The Tech-Savvy Professional: Protecting Electronics and Staying Mobile On the Move
Global business travel is forecast to hit 1.84 billion trips this year, with spending reaching a record $1.71 trillion, according to the Global Business Travel Association. In the UK, corporate bookings have risen 45 per cent, and for founders running growing companies, the pace shows no sign of slowing.
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Why Founders Who Travel for Business Are Hiring Virtual PAs to Keep the Office Running
For plenty of new business owners, the traditional office is no longer part of the plan. Your laptop might be on the kitchen table one week, in a hotel room the next and somewhere considerably sunnier a month later.
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Starting a Business You Can Run From Anywhere: What to Put in Place First
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