Few properties offer the historical grandeur and operational complexity of Crewe Hall Hotel & Spa Resort—a 17th-century Grade I-listed mansion that blends timeless elegance with 21st-century hospitality.
Leading this iconic destination is David Rowley, General Manager and long-time industry professional whose career spans some of the most recognisable names in hospitality, including Hilton, Marriott, and The QHotels Collection.
With a passion for resort-style properties and a hands-on management style, David brings a rare mix of strategic vision and day-to-day attentiveness to his leadership. From his earliest days as a chef apprentice to his time working aboard a luxury yacht in the Caribbean, his path reflects both a love for structure and a curiosity for adventure.
We sat down with David to discuss his journey, his approach to innovation, and why staying close to the front line is key to cultivating both great guest experiences and high-performing teams.
What inspired you to pursue a career in hotel management?
It all started in the kitchen, but I quickly realised I wanted to play a broader role in shaping the guest experience. The management trainee programme gave me exposure to every facet of hotel operations, and the more I saw, the more I wanted to be involved.
What really attracted me to hotel management was the variety—no two days are ever the same—and the challenge of leading a complex, 24/7 business centred around people. I’ve always found it incredibly rewarding to create environments where guests and team members alike feel seen, supported, and engaged.
How do you balance emerging trends and evolving guests’ preferences?
We treat every day as a learning opportunity. As a team, we actively monitor industry trends, review competitor activity, and share ideas internally to stay fresh and innovative. Guest feedback is reviewed in real time and discussed regularly in team meetings—not just to celebrate success, but to identify areas where we can improve.
Innovation is part of our hotel culture. Every team member is encouraged to contribute ideas, whether it’s about improving service, boosting productivity, or enhancing the team experience.
Right now, we’re particularly excited about exploring the role of AI in hospitality—not to replace our people, but to support them in providing quicker, smarter, more personalised guest interactions.
What defines your management style?
I’m a collaborative leader who believes in staying connected to the team and the day-to-day running of the hotel. You’re more likely to find me walking the floor than sitting behind a desk.
I empower departmental leaders to run their areas with autonomy and trust, while I provide support, remove obstacles, and facilitate their success. I also place strong emphasis on detail—especially in a premium resort setting like Crewe Hall—and I encourage the team to see every element of the guest experience through the eyes of our visitors.
But above all, I value people. Watching someone develop and progress within the business is one of the most satisfying parts of the job.
What are your strategic goals and vision for the hotel, and how does that integrate with the hotel group’s aims?
Our vision at Crewe Hall Hotel & Spa Resort is to be a regional leader across all business segments—from leisure and events to wellness and corporate stays. Much of our recent focus has been on consolidating our reputation and increasing return visits across these markets.
Crewe Hall is a unique 412-year-old property, and our approach is to deliver a level of service that complements its heritage while appealing to today’s discerning guests. Our team culture reflects this blend of tradition and modernity, with a localised service style grounded in Cheshire warmth.
This aligns perfectly with The QHotels Collection’s broader strategy: to empower each property to develop its own identity while benefiting from the support, consistency, and scale of the wider group.
What advice would you give to someone starting out?
Get involved in as many areas of the business as possible. Every hotel is different, and the more varied your experience, the more effective you’ll be as a leader.
Be a sponge—absorb every lesson, every challenge, and every success. Ask questions, take notes, and never be afraid to roll up your sleeves. A willingness to graft, paired with a strong focus on guest experience, will get you noticed quickly.
And finally, build your reputation on consistency. In hospitality, how you do the small things often determines how you’re trusted with the big things.