Set within 150 acres of Norfolk countryside, Dunston Hall Hotel, Spa & Golf Resort combines grand Victorian architecture with modern hospitality—making it a standout destination in East Anglia.
Leading the team is Dean Saunders, a seasoned operator whose career in hospitality and leisure spans over three decades and includes everything from lifeguarding and summer camps to hotel launches and brand leadership.
Having joined The QHotels Collection nearly two years ago, Dean now oversees daily operations, strategic direction, and guest experience at Dunston Hall. His career has taken him through Warner Hotels, Premier Inn, and international work placements in the US. But what defines his journey is a deep belief in people-first leadership and the power of service to make a difference.
We spoke with Dean about his early ambitions, his approach to balancing rising expectations, and why creating the right environment for your team will always pay dividends.
What inspired you to pursue a career in hotel management?
Initially, I was set on joining the military. But I enrolled in a hospitality course at college as a backup plan—and I’m so glad I did. Hospitality quickly became more than a fallback; it became my calling.
The industry has opened doors I never expected, allowing me to work in brilliant properties, discover new places, and meet truly inspiring people along the way. It’s a dynamic, people-focused environment where no two days are the same—and that’s what keeps it fresh, exciting, and endlessly rewarding.
How do you balance emerging trends and evolving guests’ preferences?
Guest expectations are higher than ever, and that’s both a challenge and an opportunity. We tackle it through a combination of proactive investment, agile thinking, and team engagement.
We keep a close eye on market trends and competitor activity, while also encouraging our teams to be forward-thinking and idea-driven. Innovation is baked into our culture, and every team member is empowered to suggest improvements—whether in service delivery, operations, or staff welfare.
We also place strong emphasis on real-time feedback. Every review is discussed openly with the team to celebrate what’s working and to learn from what isn’t. We’re also starting to explore AI—looking at ways to make service faster and more personalised, while still keeping the human touch at our core.
Looking back, is there anything you would have done differently?
Not much—I’ve been incredibly fortunate, and my career has exceeded my expectations in many ways.
If I could turn back the clock, I’d love to have explored hospitality opportunities in different continents. There’s so much to learn from international perspectives, and I’d encourage any young professional today to travel, try new environments, and experience hospitality in other cultures.
Otherwise, I’m proud of the path I’ve taken and grateful to the mentors and colleagues who’ve shaped it.
What defines your management style?
For me, leadership is about creating an environment where people feel empowered to do their best—and free to make mistakes along the way. Mistakes are how we grow, and they’re part of every high-performing team.
I see myself as a coach and facilitator rather than a traditional manager. I want people to feel trusted and supported, to take ownership of their roles, and to feel that their contributions genuinely matter.
I firmly believe that when you get it right with your people, everything else follows: guest satisfaction, team morale, and even the bottom line.
What are your strategic goals and vision for the hotel, and if appropriate, how does that integrate into the hotel group’s aims?
My ambition is to position Dunston Hall Hotel, Spa & Golf Resort as a premier destination in East Anglia. Whether it’s for corporate events, leisure stays, weddings, or spa retreats, we want to be the name that comes to mind.
We’ve already laid the groundwork with a strong product—historic architecture, beautiful grounds, a championship golf course, and a passionate team. My strategy now is to elevate the guest journey even further, focusing on service consistency, experience innovation, and strong community ties.
This vision aligns perfectly with The QHotels Collection’s broader objective of empowering each hotel to embrace its unique identity while benefiting from the backing and quality assurance of a trusted brand. I want Dunston Hall to be an exemplar within the group—and we’re well on our way.
What advice would you give to someone starting out?
Work hard, stay curious, and take every opportunity that comes your way—especially those that push you outside your comfort zone.
Travel if you can. Say yes to placements, learn different departments, and don’t be afraid to ask questions. Some of the best lessons come from observing how things are done differently in different places.
Make lifelong connections, be a team player, and remember that our job is to make people happy. That’s a privilege—and it’s what makes this industry truly special.