In the fast-paced world of business, it’s the disruptors and change makers who leave an indelible mark.

I was delighted to recently speak at the DIB second annual Change Makers Live Conference, alongside a spectacular and eclectic line-up of innovators, policy makers and influencers from various industry’s at the stunning Spine Building in Liverpool’s Knowledge Quarter to discuss the key issues that are affecting businesses in the UK and around the world.

There was food, drink, plenty of crack and a healthy dose of game changing keynote talks and networking thrown in! The conference is designed with the aim of exploring innovative solutions to the challenges facing the UK and global economy in the twenty-first century.

It was great to be alongside some of the county’s; leading entrepreneurs, academics, thinkers, and politicians to discuss key issues that are affecting businesses across sectors, not just in the UK, but around the world and start to offer innovative solutions to address these difficulties. We tackled key topics across multiple industries, including the space industry, the future of learning, business growth, community engagement, arts, sport, and culture, and social value place making.

I feel that the journey of a change maker and disruptor is marked by audacity, perseverance and an unwavering commitment to excellence.

When it comes to the hospitality profession, I believe that as leaders we need to all embrace being change makers and disruptors; by embracing innovation, fostering collaboration and prioritising customer-centricity, we’re shaping the future of our industry and leaving a lasting impact.

As I continue on this journey with Hospitality Hero, I’m reminded that it’s not just about shaking things up – it’s about creating a brighter, more innovative tomorrow for us all.

I am dedicated to disrupt and take on my role as a champion for the industry, improving hospitality service and culture both in the UK and Internationally, I am keen to share the good, the bad and the ugly of the industry, to facilitate progress and create more positive movements around customer service and customer experience. Committed to showing excellence and encouraging the strive for perfection, via short sharp, practical training, collaborative events and insightful mentorship, I am owning what I see as a responsibility to lead from the front.

For me, positive disruption is defined by healthy observation, questionning, breaking the norms and shaking things up for the benefit of something — a positive force that can lead to innovation, growth, and positive change.

However, I agree, disruption is not always universally good, and whether it’s positive or not depends on various factors, including the industry and the context in which it occurs.

Disruption in the hospitality industry is needed, but it needs to be done for positive outcomes, so that it brings about the much-needed changes, innovation, and improvement. For example; we need to disrupt by fostering a culture of continuous improvement, addressing staff issues and shortages and bridging generational gaps…

Disruption can be negative when it leads to instability, alienates people or fails to address essential industry challenges. For example, sudden and poorly executed changes to established service models or drastic cost-cutting measures that compromise the quality of guest experiences can be detrimental.

In the current challenging landscape, it’s crucial to balance the need for disruption and transformation with the preservation of the core values and experiences that define hospitality.


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