Set amidst the rolling greenery of Warwickshire, the Polo Club Hotel blends classic countryside charm with modern amenities, offering guests an escape that’s as relaxing as it is refined.
At the helm is Sabin Pop, a passionate and pragmatic hotelier whose decade-long journey in hospitality has taken him from front-line service roles to strategic leadership.
With a degree in Hospitality and Tourism Management from the University of Birmingham, Sabin has developed a hands-on approach to management, shaped by diverse experience across boutique city hotels, destination resorts, and golf and spa properties. Now as General Manager, he focuses on three clear goals: elevating service, empowering people, and delivering sustainable business performance.
We caught up with Sabin to explore his journey, his approach to evolving guest preferences, and the practical mindset that underpins his success.
What inspired you to pursue a career in hotel management?
I’ve always loved being in busy, people-focused environments. There’s something incredibly rewarding about making someone’s stay special—whether it’s a weekend getaway or a big celebration.
As I gained experience, I found myself drawn to leadership. I enjoy helping others succeed, solving problems, and taking responsibility for the guest experience and the business as a whole. It’s that mix of service and strategy that keeps me inspired.
How do you balance emerging trends and evolving guest preferences?
It starts with listening—to guests, to the team, and to what’s happening in the industry. I try to stay open-minded and flexible, but also practical. Not every trend will suit every hotel, so we focus on what’s going to genuinely improve the guest experience.
That might mean updating technology, refreshing the food and beverage offer, or improving room amenities. But we always keep our core promise in sight: warm, attentive service. Guests notice when you’ve made the effort to adapt without losing what makes you unique.
Looking back, is there anything you would have done differently?
If I could go back, I’d spend more time learning about functions I wasn’t directly responsible for—like revenue management or finance. At the time, I was focused on the areas I was managing day to day, but I now see how valuable it is to understand the full picture.
That broader perspective helps in making better decisions and leading more effectively. It’s something I always encourage my team to explore now.
What defines your management style?
I’m hands-on and approachable. I like being visible, checking in with the team, and staying close to the day-to-day operation.
I also believe in making decisions based on facts, feedback, and common sense. I trust my team and encourage them to share ideas and take ownership, but I’m always there to offer support when needed. The best results come from collaboration and clear communication.
What are your strategic goals and vision for the hotel?
My goal is to position Polo Club Hotel as a standout destination in Warwickshire—known for excellent service, a happy and motivated team, and strong business performance.
That means growing revenue, improving guest feedback, and making this a workplace people genuinely enjoy. It’s about creating the right environment for both guests and staff.
These aims fit well with the wider objectives of our hotel group: long-term sustainability, innovation, and a people-first culture. When we get that balance right, everything else follows.
What advice would you give to someone starting out?
Get stuck in. Say yes to different roles, ask questions, and be open to learning at every step.
Don’t be afraid to make mistakes—they’re part of the process. The key is to keep learning and keep improving.
Hospitality is a tough industry at times, but it’s also incredibly rewarding. The relationships you build, the skills you develop, and the experiences you have will stay with you for life. If you work hard and stay passionate, the opportunities are endless.