067 Hotel Scotland

Crossbasket Castle reveals new spa and cabins ahead of Autumn opening

Crossbasket Castle has revealed visuals of its planned new spa and riverside cabins, with both set to open in Autumn 2026.

The Four Angels Spa and Crossbasket Cabins mark the next phase of the five-star hotel’s £20 million expansion.

Last year the hotel added 40 bedrooms, a palm court-style restaurant and an entertainment-led dining experience overseen by Michel Roux.

The new phase will bring a destination spa with four treatment rooms, relaxation areas and thermal facilities, alongside 12 timber cabins on the banks of the river.

The cabins will sleep up to four guests and have been, say the company, designed to maximise privacy and views

across the woodland and river.

Alison Timoney, owner of Crossbasket Castle, said, “From the outset, our vision has been to create an experience that goes beyond traditional luxury hospitality. We celebrate our rich history and continue to invest for the future by delivering enhanced guest experiences.

“The introduction of the Four Angels Spa and Crossbasket Cabins further enhances our vision for the overall estate, offering guests a place to fully immerse themselves in the beauty of our surroundings whilst enjoying a moment of calmness and relaxation.”

Crossbasket Castle has worked with Denholm Partnership Architects on the project.

Scotland holds its own as UK hotel market treads water

Scottish hotels recorded stronger occupancy and profit growth than the wider UK market in February, according to the latest RSM Hotels Tracker, although analysts are cautioning that persistent cost pressures and geopolitical instability could weigh heavily on performance through the rest of 2026.

Occupancy in Scotland rose from 69.1% to 72.2% year on year in February, while UK occupancy remained broadly flat, edging from 71.7% to 71.9% over the same period. Gross operating profit margins in Scotland improved from 15.3% to 17.6%, while the UK-wide figure moved in the opposite direction, falling from 23.4% to 22.3%.

Average daily rate in Scotland increased from £99.11 to £105.97 year on year, against a UK average of £128.09, up from £125.97. RevPAR in Scotland rose from £68.45 to £76.46, compared to a UK-wide increase from £90.31 to £92.07. The data is compiled by Hotstats and analysed by RSM UK.

Katie Morrison, partner and head of consumer markets at RSM in Scotland, said, “While the latest data points to a comparatively promising performance for Scottish hotels in February, these results are likely skewed by higher rates across Edinburgh and St Andrews. Overall, the year-on-year figures remain relatively flat as persistent headwinds threaten future growth prospects. The widespread disruptions and continued cost pressures exacerbated by the conflict in the Middle East mean that the UK-wide hotel sector faces an uphill battle heading into spring.”

Morrison added that Scotland’s reliance on international tourism increases its exposure to geopolitical disruption, while rising fuel and travel costs could affect summer booking patterns. She noted that the staycation market may see some benefit if consumers choose to holiday domestically rather than travel abroad, but cautioned that any resolution to the Middle East conflict was unlikely to translate quickly into lower energy costs or a recovery in operator margins during the peak season.

On the Scottish political outlook, Morrison said, “With the Scottish elections looming, there is a significant opportunity for the new government to provide much-needed support and investment for the sector. A collaborative approach, working with UK government counterparts and key industry voices, would be particularly valuable in helping to shape future regulation and policies that help the sector flourish, rather than hinder growth.”

Thomas Pugh, chief economist at RSM UK, said the hotel sector faced pressure from three directions simultaneously. “The hotel sector faces a triple blow from the energy crisis. As one of the most energy-intensive service industries, the sector will face a bigger increase in input costs than others. At the same time, rising energy costs for consumers mean a squeeze in disposable incomes that will likely result in a drop in spending on things like hotel stays, especially for the squeezed middle. Finally, the sharp rise in travel costs, especially flights, and an increase in business input costs more generally, are likely to curtail business travel.”

Dun Aluinn pivots from exclusive use to luxury hotel

Dun Aluinn Hotel near Aberfeldy has opened for individual room bookings for the first time, marking a change for the ninebedroom Perthshire property which has until now operated as an exclusive-use estate. The move means guests will be able to book rooms at the fully staffed luxury property without taking exclusive use of the whole house.

The hotel, previously only a private-hire destination for celebrations, family stays and other group bookings, will continue to offer exclusive-use stays on selected dates alongside its new room-booking model.

The property said the move responds to demand for smaller-scale, design-led stays that combine a private house atmosphere with luxury hotel service. Features of the new offer include a dedicated Guest Experience Manager, daily housekeeping, evening turndown and shared guest spaces including lounges, a cinema room and terrace fire pit.

Buzzworks expands accommodation offer with Bonnie Badger deal

Buzzworks has acquired The Bonnie Badger in Gullane, in a deal which further expands the operator’s move into accommodation.

The property, which includes 12 bedrooms and a master suite alongside its bar and restaurant, was relaunched in 2018 by Tom and Michaela Kitchin and has since built a strong reputation in the area.

Buzzworks said The Bonnie Badger will join its House Collection portfolio. The venue will continue trading throughout the summer before closing later in the year for refurbishment, with reopening planned for spring 2027.

The works, which will be carried out with designer Jim Hamilton, will focus on the guest bedrooms as well as the dining and bar spaces, while retaining the character of the property.

The deal adds to Buzzworks’ presence in East

Lothian, where it already operates Herringbone in North Berwick and Lido in Musselburgh. It also comes as the group prepares to reopen the Nether Abbey Hotel in North Berwick later this year following redevelopment.

Kenny Blair, CEO at Buzzworks, said, “The Bonnie Badger is a fantastic venue, with an excellent reputation and a real connection to the Gullane community. It’s clear how much care has gone into making it what it is today, and we’re excited to build on that as we take it into its next chapter.

“As we continue to move into accommodation, we see a real opportunity to bring our vision for modern hospitality to The Bonnie Badger. We’re also pleased to welcome the existing team into Buzzworks and look forward to working with them as we take the venue forward.”

Greywalls to close for renovation

Greywalls Hotel, the Edwardian country house beside the Muirfield links in East Lothian, is to close later this year for a substantial renovation that will expand its room count and introduce a new design direction across the property.

The project will increase the hotel from 23 to 32 guestrooms across the main house, cottages and the Colonel’s House, with works including reworked interiors, upgraded dining and the addition of Marine & Lawn’s signature putting green. The renovation builds on Sir Edwin Lutyens’ original 1901 architecture, with gardens designed by landscape designer Gertrude Jekyll.

Greywalls was acquired by Marine & Lawn Hotels & Resorts, the AJ Capital Partners brand, in July 2025, ending almost a century of ownership by the Weaver family. The group, whose Scottish portfolio includes Rusacks St Andrews, Marine North Berwick, Dornoch Station and Marine Troon, has been planning a restoration of the property since the acquisition was announced.

The Creggans Inn hits the market

The Creggans Inn, a 14-bedroom hotel overlooking Loch Fyne at Strachur, has been placed on the market after more than 19 years of independent ownership.

The hotel has bedrooms on the first and second floors, some with views over Loch Fyne. The ground floor includes a bar, conservatory lounge, restaurant, and function room and two staff apartments, with the opportunity to purchase a detached owner’s house via a separate negotiation.

It is being offered at offers over £850,000 and is being sold as a going concern with existing staff and an established trading history.

The business is being marketed by Drysdale & Co.

Edinburgh leads UK for second year in Hotel Development Index

Edinburgh has retained its position as the UK’s most attractive hotel development and investment market for the second consecutive year, according to Colliers’ annual Hotel Development Index 2026.

The Colliers ranking assesses 35 UK locations across nine indicators including land prices, build costs, occupancy, average daily rate (ADR) and investor appetite.

The city recorded occupancy of 84.6% in 2025 and an ADR of £165, up 3.19% year on year. Its development pipeline stands at 9.5% of existing room supply, and recent transactions underline the level of investor interest: the W Hotel sold to Schroders for just over £100m, while boutique Bruntsfield House was acquired by Dubai-based Dutco Group.

Richard Candey, Head of Hotel Development & Consulting at Colliers, said, “Edinburgh’s position at the top of our index for two consecutive years is not a coincidence. It reflects the combined weight of market scale, investor appetite and the depth of brand and operator demand. These are fundamentals that don’t shift with a single good trading year — they’ve been built over time.”

Siddhika Shah, Director in Colliers’ Hotel Advisory Services, added, “Edinburgh scores highly not just on hotel trading metrics, but across the full range of investment fundamentals - from market appetite and valuation exit yields to the scale and diversity of demand that underpins new development. The consistency of that picture, year on year, is what makes Edinburgh genuinely distinctive.”.

NEW HIT SCOTLAND PROGRAMME PUTS CYBER RISK IN FOCUS

Scotland’s hospitality and tourism businesses are being urged to treat cyber security as a business priority rather than a back-office IT issue, as HIT Scotland partners with the Cyber and Fraud Centre Scotland to launch a new programme for senior industry figures.

The executive-level course, The Code of Trust: Executive Strategy for Cybersecurity & Fraud Intelligence, is aimed at CEOs, directors, non-executive directors and other senior decision-makers across the sector. It will take place on 30 April 2026 at Fingal Hotel in Edinburgh.

It will be delivered by Jude McCorry, former chief executive of the Cyber and Fraud Centre – Scotland, who spent six years supporting organisations dealing with data breaches and ransomware attacks.

Jude McCorry said, “Cyber security is no longer the sole domain of IT departments. It

is a boardroom issue and a business-critical risk. For hospitality and tourism leaders, the stakes are especially high. Customer trust, brand reputation and operational continuity can all be damaged by a single incident. In many cases, all it takes is one phishing email being opened for a business to face a serious breach.

“The Code of Trust programme we have developed with HIT Scotland is designed to give senior leaders the clarity, frameworks and confidence they need to lead from the front. It is about helping executives ask the right questions, make informed decisions and build cyber resilience into governance, culture and strategic planning.”

Dave Allen, programme director at HIT Scotland, said, “For Scotland’s hospitality and tourism sector, trust is everything. Guests trust businesses with their data, payments and overall experience. Protecting that trust now requires strong cyber governance at the highest level.”

HERBIE MORE’S COCKTAILS & KITCHEN OPENS AT HILTON EDINBURGH CARLTON

The Hilton Edinburgh Carlton has opened a new 65-cover destination bar, Herbie More’s Cocktails & Kitchen, in the city centre as part of a wider £20 million redevelopment of the landmark North Bridge hotel.

The bar is named in tribute to Herbert More, conductor of the Palm Court Orchestra at Patrick Thomson’s department store, which once stood on the site and operated from 1905 to 1984. The venue draws on this heritage while offering a modern cocktail and dining experience focused on Scottish produce and contemporary design.

The opening forms part of a wider transformation of the hotel, funded by Henderson Park and operated by Klarent Hospitality. The refurbishment has added 58 bedrooms, an executive lounge, meeting rooms, a fitness suite, and an expanded lobby, with a further 28 rooftop rooms planned. Once complete, the hotel will have 297 bedrooms.

Stephen Williams, General Manager of Hilton Edinburgh Carlton, said, “We are incredibly proud to unveil Herbie More’s at Hilton Edinburgh Carlton, a destination that not only celebrates the spirit and history of Edinburgh, but also brings something fresh and exciting to the city’s bar scene.”

CAIRNDALE RETAINS FIVE BUBBLE STATUS

The Cairndale Hotel and Spa in Dumfries has retained its Five Bubble status from the UK Good Spa Guide, reaffirming its position as one of Scotland’s leading independent spa destinations following an anonymous inspection.

The hotel, which was the first Scottish spa to achieve Five Bubble status in 2025, has maintained it this year following continued investment in its facilities and guest experience. Inspectors praised the spa’s design and central hydropool. They also commended the food offering across the spa café and the recently refurbished bar and restaurant, The Oak, describing it as combining comfort with a refined atmosphere.

Cairndale Director Matthew Wallace Junior said, “This re-affirms our position as one of the finest spa experiences in the country and Scotland’s only independent spa to hold this level of distinction.”

He added, “It reflects our unwavering commitment to exceptional guest experiences, meticulous attention to detail and continuing investment in our facilities and team. When we created this spa in 2024 our ambition was to create something truly special — an experience that would stand alongside the very best in the UK while remaining proudly independent. We’ve set a new standard for spa luxury and it’s gratifying to have this reconfirmed by the experts.”

TURAS HOTELS INVESTS IN STAFF ACCOMMODATION AND DEVELOPMENT

AHighland-based hotel group, Turas Hotels, which operates six properties including hotels, restaurants and distilleries across Highland Perthshire, Aviemore and the North Coast 500 route, has launched a major investment programme in staff accommodation and structured development plans to address ongoing recruitment challenges in Scotland’s hospitality sector, particularly in remote rural locations where housing shortages and workforce retention remain critical barriers.

The initiative follows a strategic review of staffing pressures across the group’s estate and comes amid wider industry challenges, with the Office for National Statistics reporting 59,000 hospitality job losses across the UK last year alone.

The group, which includes properties such as the Cairngorm Hotel in Aviemore, the Boat Country Inn in Boat of Garten, and The Seaforth in Ullapool, has expanded its accommodation provision and introduced enhanced training, onboarding and staff support systems designed to improve recruitment,

retention and employee wellbeing.

All new employees will now receive a structured training and development plan, including online induction materials, property walkthroughs and introductions from general managers. Staff also benefit from discounted accommodation, weekly check-ins, and free online training opportunities.

Delia Keating, Group Recruitment and Social Media Manager at Turas Hotels, said, “Recruitment is a major challenge, especially given our geographic locations in the Highlands and the lack of private accommodation available.

“We see a shortage of staff, particularly kitchen staff, and that is why we are investing in discounted accommodation and launching our new training and development plan.

“When people are due to start a new job, there can be a bit of anxiety. The induction videos are designed to make things familiar before they even arrive. They will see where they are going and will meet key staff like their General Manager.

“Our venues are beautiful, so we want people to feel excited about coming to work with us, and proud. We want them to feel supported before they arrive, and after.”

Moment Stays targets UK expansion after £2m revenue milestone

Moment Stays, part of boutique hospitality and property business Malyon Group, is targeting UK-wide expansion after generating £2 million in guest revenue since launching just over a year ago.

The aparthotel provider, which operates properties in Edinburgh and Glasgow, has welcomed more than 3,500 guests in its first year at 91% occupancy - doubling its initial £1million in bookings for 2026 and 2027 combined.

Co-founder Laurence Malyon said, “Over the course of the next two years, we plan to open a minimum of five new sites, likely starting with the UK’s cultural hubs. Manchester, Cambridge, York, and, of course, London all feel like natural fits. Further afield, we also have Amsterdam, Lisbon, Budapest, and Rome in our sights.”

MAJOR £700K REDEVELOPMENT SEES AMORIST HOTEL TO DUNFERMLINE

The Amorist Hotel officially opened on Dunfermline High Street last month following the £700,000 redevelopment of the listed building.

The 18-bedroom hotel at 82 High Street has been created by Dunfermline businessman Nihat Oymak, who said the development is the result of a long-term refurbishment of the upper floors of the building.

Amorist began life under Nihat’s ownership as La Menta in 2017 on the ground floor. It was re-branded to Amorist Bistro Bar in 2022 and now the sympathetic refurbishment of the top three floors of this building into a modern hotel has been completed.

He said, “It has been a huge labour of love by myself, and my team. It’s taken a great deal of hard work, commitment, and, of course, budget, to create the inviting, well equipped space we now have for the City of Dunfermline.”

He added that the project, originally due to open in 2023, was delayed following a family tragedy in Turkey.

“We started the project in 2022, planning to open the hotel in Spring 2023, but a huge and catastrophic earthquake hit my home town in Turkey in February 2023, and not only did I sadly lose several family members, but I lost properties, not to mention a great deal of money. I had to take time away from the project to return home to Turkey. But we persevered, as I really wanted to finish the hotel, so I am very proud to present the building that you see today,” added Nihat.

“The whole place looks amazing, and I could not be more pleased. It’s a real vision brought to life and we look forward to attracting a star rating for the hotel, from the relevant bodies, in the coming months.”

where skill and social responsibility intersectproducing ethically made, high-quality products designed to last.

From humble beginnings in basket weaving, Highland BlindCraft now produces beds, mattresses, headboards, divan bases, footstools, and ottomans - all handcrafted in Inverness by their own workforce.

I was shown around by Neil Thomson, operations manager at Highland BlindCraft, and Rachel Oag, Marketing Coordinator and during my visit, it was clear how meticulous the process is: I saw how the headboards were assembled, how they made the bases and the mattresses. I got an education on the art of mattress filling, and saw its spring store. Every component is carefully assembled by hand - from stitching to finishing, attention to detail ensures both durability and comfort. For hoteliers, this translates into products that combine bespoke design, lasting quality, and ethical production, all sourced locally.

On my visit, I met Josh, who joined Highland BlindCraft through a local jobs initiative on a 12-month placement. Neil explained, “Josh is on a one-year fixed-term placement, and he’s already learned a whole range of new skills, including mattress making. He’s done exceptionally well- - he’s even been out on deliveries in the van. Last week, he completed his first aid course, which is another valuable qualification under his belt. It’s great to see him building both confidence and practical experience.”

Neil went on to describe how the factory recruits new team members, “We very rarely

advertise job openings. Most of the time, people reach out to us directly-sometimes via Facebook asking if we have any positions. More often, we connect with organisations we work closely with, or we receive emails from parents who want to explore opportunities for their children. We also offer tours of our factory, so people can see what we do and understand our approach, and we keep interested names on file for future openings. Overall, turnover is lowmost of our staff stay with us for the long term, which benefits both our team and the quality of the products we make.”

Curious about production timelines, I asked how long it takes to make a double mattress from start to finish. Neil replied, “It really depends, but generally, you could complete one in about an hour to an hour and a half. Most of the components are already prepared, so it’s really just a case of fitting the springs and assembling the pieces. Everything is very well organised, which helps a lot. We also make a wide variety of sizes and shapes-round, square, or even beds with cut-out corners for more intricate designs. Flexibility is key for both our retail and hospitality clients, as we can accommodate unusual specifications without compromising quality.”

Ethics and sustainability are deeply embedded in Highland BlindCraft’s operations. From responsible sourcing of materials to mattress recycling programs, every product supports both the Inverness community and the environment. Old mattresses are taken back through a comprehensive recycling scheme, with metal, fabric, and fillings separated for

reuse rather than landfill disposal. For hotels, this service ensures responsible product lifecycle management, compliance with environmental regulations, and continued guest comfort and safety.

Sustainability also extends to day-to-day production practices. By minimising waste, using ethically sourced materials, and maintaining high standards of craftsmanship, Highland BlindCraft aligns with the growing expectations of environmentally conscious clients. Hotels increasingly seek suppliers who share these values, and Highland BlindCraft delivers-offering peace of mind that every bed, ottoman, or upholstered chair is made, delivered, and recycled responsibly.

For hoteliers, working with Highland BlindCraft means more than sourcing furniture. It’s about aligning with a brand that prioritises quality, heritage, and human potential. Each piece tells a story of empowerment-of people gaining skills, confidence, and independence. It’s a narrative that resonates with guests who value authenticity, social responsibility, and craftsmanship.

From James Mackenzie’s pioneering home for blind children in the 19th century to a modern supplier serving hotels and other customers across the UK, Highland BlindCraft demonstrates that heritage and innovation can coexist with commercial success. For hoteliers, this means partnering with a manufacturer who understands the demands of guest comfort and aesthetic excellence - a business built on vision, care, craft and sustainability.”

Here’s to the next 145 years!

SUSAN YOUNG talks to Gillian Myles, General Manager of The Resident, Edinburgh

THE ART OF STEADY LEADERSHIP

Icaught up with Gillian Mylles on a Sunday morning, her day off, when she joined me for a coffee at the hotel she manages - The Resident Edinburgh. Having spent the night there myself, I was struck by the thoughtfulness of the guest experience, and it’s clear that attention to detail is central to how Gillian approaches hospitality.

Gillian’s path into the industry wasn’t exactly planned. After university, she spent a year in New Zealand with her then-partner, a chef, and “fell into hospitality,” she says with a laugh. “Once you’re in, you realise how much you love working with people.” Returning to Aberdeen in 2007, she started at Skene House Hotel Suites as a receptionist before moving to the newly opened Malmaison as Front Office Manager in 2008. By 2010, she had become Rooms Division Manager at Malmaison, gaining essential operational experience and an early understanding of the nuances that make a hotel feel welcoming.

“Malmaison and Hotel du Vin were very good to me as brands. I’ve been lucky to have great leaders who supported me,” she reflects. “They encouraged me to step out of my comfort zone and put myself forward so I could progress. I’m quite introverted, so that encouragement made a real difference.”

Gillian’s career then broadened across brands and roles. She became Deputy General

Manager at Hotel du Vin Edinburgh in 2011, later moving to Brighton in the same role. In 2012, she joined De Vere Oulton Hall as Rooms Division Manager, before becoming Deputy GM at De Vere Slaley Hall, where she experienced firsthand the challenges of large-scale operations. “At Slaley Hall, we had a major power cut during peak season - full hotel, full golf courses. It was chaos, because our generator didn’t kick in, and we had a full restaurant to serve. It gave a whole new dimension to the term ‘spinning plates.’ That’s why we come back every day, though, isn’t it? We’re adrenaline junkies. We love the chaos of it sometimes.”

Her first General Manager role came in 2014 at Hotel du Vin Edinburgh, achieving a personal goal she had set: to become a GM by 30. “I was very lucky that I was in organisations that saw that as achievable. Yes, I had to work hard, but I was also lucky to work with great people who encouraged me.” Senior roles followed at Macdonald Hotels & Resorts, Principal Hotel Company, Kimpton Hotels & Restaurants in both Edinburgh and Glasgow, InterContinental The George Edinburgh, and Marine & Lawn Hotels & Resorts in North Berwick. Each role, she says, added new layers to her understanding of leadership, guest experience, and team development.

In February 2024, Gillian took on her current role as Pre-Opening General Manager

of The Resident Edinburgh, a chance to shape a hotel from the ground up. Being involved from pre-opening meant influencing every detailrecruiting the team, choosing glassware and crockery, and overseeing operational planning ahead of the November opening. “It was my first opening, so a big learning experience. Building your own team and then finally opening the doors - it’s a huge relief,” she says. Her dedication reflects The Resident’s ethos: to make guests feel like residents in the city. “We want people to feel like residents - that’s the whole idea. We don’t have a restaurant or bar. We offer a drink, but the aim is to encourage guests to explore all the wonderful places to eat and drink in Edinburgh. We

INTERVIEW

to international travellers in summer, and she is pragmatic about travel trends. “It’s out of our control - every day brings something new.”

She is candid about challenges in attracting young talent to hospitality. “It’s becoming harder to bring young people in. We’re a well-paid industry in many cases, with living wage employers, but people need to try it to understand how rewarding it can be - no two days are the same, and you get real satisfaction from helping people. It’s also about educating parents on career paths and apprenticeships. Hospitality is far more than standing behind a desk - there’s revenue, marketing, PR, finance. There are so many paths, and that’s something we need to communicate better.”

Her own development was shaped by deliberate choices, mentoring, and hands-on learning. “In Aberdeen, the F&B Manager and I swapped roles for a month to broaden our experience. That kind of exposure is invaluable - an eye-opener.”

COVID was a challenge, too. At Kimpton Blythswood in Glasgow, she had only just started. “I’d been in the role for three weeks before we had to close. I hadn’t really got to know my team. We opened and closed multiple times, worked with a skeleton team,

and often stayed in the hotel for several days. We kept busy - painting, flipping mattresses, doing whatever we could. It was tough, but we made the best of it. There were worse places to be than Blythswood Square.”

Guest expectations have shifted since the pandemic. “People are more focused on value for money. Everything is more expensive, so expectations are higher - and rightly so. People work hard for their money and want a great experience, especially in peak season. If someone is paying £400 a night, they expect a lot - and they should.” Service recovery is central to her ethos. “Communication is key - between departments and with the guest. If someone is staying more than one night, there’s always an opportunity to fix things. That’s our role - to make sure departments are aligned and issues addressed quickly. If something goes wrong, we need to learn from it and ensure it doesn’t happen again.”

Looking ahead, she is focused on consolidating a strong first year at The Resident Edinburgh. “It’s about building on a strong first year and navigating what could be a challenging period for the city. The hotel has gone from strength to strength. We had our first full year last year and hit our budget,

which was fantastic. At the moment, there’s a lot happening globally that could impact travel. But that’s part of the job - finding solutions and keeping the business growing.”

Outside work, she explores the city with her beagle and spends time with her partner, who also works in hospitality. “He travels a lot for work, so we make the most of the time we have together. When I leave work, I try not to talk about it too much - it’s nice to have that separation.” Many of her friends are in the industry, so discussions inevitably return to hotels, but she sees that as an opportunity to learn from peers.

Her career, shaped by deliberate choices, mentoring, and hands-on experience, reflects her ethos: thoughtful service, team development, and a deep connection to the city she calls home. She exudes calm confidence, quick wit, and a clear love for her work - qualities that make guests feel genuinely welcome and her team inspired to deliver their best every day.

For those starting out, her advice is simple: “Enjoy it. Be yourself - you can’t fake genuine hospitality. Ask questions, be passionate, be ambitious. That will take you further than anything else.”

TIDES & SIRENS SEAMILL HYDRO

by Susan Young

On the Ayrshire coastline, a new chapter is being written by the RAD Group at Seamill Hydro - and it’s being told entirely through design. The recent launch of Tides and Sirens represents a masterclass in experiential hospitality: two spaces that don’t merely house an experience, but become it

The project’s central ambition was to dissolve the boundary between interior and landscape. That vision was only realisable through the strength of the partnerships behind it. Working closely with Studio Two on the interior design concept, and with Blairs Aluminium delivering precision fabrication and metalwork throughout both venues, the project reflects what becomes possible when hospitality ambition and specialist craft align.

Every material choice, lighting decision and spatial arrangement has been made in service of a single idea - that guests should feel the presence of the Firth of Clyde whether they’re seated at a breakfast table or nursing a late-night cocktail.

The more expansive of the two spaces, Tides, anchors the concept. Replacing the former Orangery, the 180-cover all-day dining room is defined by its floor-to-ceiling glazing, which frames the coastline like a

living canvas. The interior language mirrors the view beyond it: curved banquettes echo the sweep of a shoreline, soft contours suggest the pull of a current, and layered textures shift with the quality of the light outside. A coastal-informed palette draws on the ever-changing tones of the Firth - the grey-greens of a stormy morning, the warm amber of a west-coast sunset.

Tides, the hotel’s new all-day dining restaurant, now serves a menu of modern Scottish flavours and is led by head chef Andrew Heaney, who has crafted a locally sourced menu full of classic dishes and signature showstoppers, such as the decadent Scottish seafood two-tier tower, made to share.

Yet it is perhaps the commission of a bespoke artwork that most boldly declares the design intent. Stretching across one wall, a custom underwater mythological mural transforms what could have been a passive backdrop into a dramatic focal point - mythology made material, the sea brought indoors.

One of Tides’ most distinctive design features is a custom-designed underwater mythical mural, which serves as a dramatic focal point in the restaurant. This artwork complements the luxurious interiors and soft, coastal-inspired colour palette, offering a modern and comfortable dining experience.

Crucially, the design was conceived not as a fixed scheme but as a

responsive one - a space engineered to change character as the day progresses.

Tides has been designed to give guests a unique experience each time they visit. Echoing the moon’s influence on the sea, the beautiful interiors mirror the movement of water, with a buzzing social atmosphere as you watch day or night go by. From crashing waves during breakfast to sunsetlit dinners, the changing tides of the Firth of Clyde provide sweeping views and an ambience you won’t find anywhere else.

Where Tides is defined by scale and luminosity, Sirens was conceived as its deliberate counterpoint. Positioned adjacent to the restaurant, the new Champagne and cocktail lounge draws guests inward - through a threshold that is itself a design statement an illuminated archway into a speak-easy-inspired space.

“Sirens, the new intimate Champagne and cocktail lounge, is adjacent to the Tides restaurant. Accessed through an illuminated archway that opens into a stylish, speakeasy-inspired space.

That archway functions as more than a passageway — it is a scene change. The architecture shifts register immediately: materials grow richer, the palette deepens, and the spatial proportions become more enveloping. Lighting, carefully layered and precisely controlled, does the heaviest design work here, modulating the atmosphere from afternoon ease to late-night theatre. A central statement bar anchors the room,

DC 7 Coffee are proud to supply the RAD Hotel Group with their exclusive Molino Blanco & unique Douwe Egbert Cafitesse system.

while elaborate ceiling detailing adds verticality and intrigue to what is otherwise a deliberately cocoon-like environment.

The conceptual references - sirens, lunar mythology, the seductive pull of the deep - are embedded into the spatial DNA rather than applied as surface decoration. For all its mood and enclosure, Sirens never loses sight of the landscape that inspired it.

“Sirens offers guests a beautifully designed space to gather, unwind and extend the experience before or after dining at Tides.

Together, the two spaces are best understood as a single design argument made in two movements - from the panoramic to the intimate, from daylight to candlelight, from the natural world to the mythological. That pairing was by design.

Aaron Kyle, Director RAD Hotel Group comments, “A long time in the making, we’re absolutely delighted to open Tides and Sirens as part of a new food and drink offering at Seamill Hydro. It was our vision from the outset to create two distinctive destination venues that feel special in their own right, while making the most of this incredible coastal setting on our doorstep. Tides offers a truly memorable dining experience centred on quality Scottish produce and magnetic sea views, while Sirens brings new energy to the resort with a beautiful space to unwind, celebrate and connect with friends or loved ones over cocktails, Champagne or small plates. It gives us great pleasure to welcome both guests and local visitors to experience these special venues for themselves.”

SPA AT THE EDINBURGH GRAND

by Penny Devlin

Beneath St Andrew Square, one of Edinburgh’s most storied addresses has found a compelling new purpose.

The Edinburgh Grand’s lower ground floor - a space defined by the building’s original historic vaults - has been transformed into a design-led wellness sanctuary that balances architectural heritage with contemporary restraint

The approach is precise and considered. Limewashed walls absorb and soften light, while limestone finishes, rich oak detailing and Calacatta Viola stone create a material palette that feels simultaneously luxurious and calm. Nothing competes; everything contributes to a sense of quiet arrival.

Three private treatment suites sit at the heart of the space, their scale deliberately intimate. As a dry spa, there are no pools, no thermal circuits, no sprawling wet areas - just beautifully appointed rooms designed to slow the pace and sharpen the focus on the guest experience itself. It is a model that suits the architecture perfectly: considered, uncluttered and quietly confident.

The vaulted bones of the building remain legible throughout, lending

the spa a sense of permanence and place that newer builds rarely achieve. Rather than concealing the historic fabric, the design works with it - using the natural weight and texture of the existing structure as a counterpoint to the softness of the interiors layered within.

Craig Munro, Cluster General Manager at The Edinburgh Grand, said, ”Spa at The Edinburgh Grand has been created for today’s guest — someone who values visible results as much as relaxation. We’re bringing a London-standard, clinic-level approach to skincare into a setting that feels private, calm and distinctly Edinburgh, offering exceptional treatments for both visitors to the capital and locals seeking a luxury wellness experience.”

The spa marks the final chapter in The Edinburgh Grand’s evolution into Scotland’s first Luxury Collection hotel - a transformation that has touched everything from guest rooms and the front foyer to the fitness centre and executive lounge. Throughout, the design language has remained consistent: rooted in the building’s character, elevated by careful material choices and shaped by a clear understanding of what modern luxury actually feels like.

Falla appointed GM at AC Hotels Glasgow

AC Hotels by Marriott International has appointed Michael Falla as General Manager of AC Hotels Glasgow.

Michael began his career in food and beverage before progressing into operational management and senior leadership roles. More recently, he has focused on transition and growth projects, including the refurbishment and rebrand of the Edinburgh Marriott Hotel Holyrood, and supporting the repositioning of The Edinburgh Grand into The Luxury Collection.

He also brings prior experience within the AC Hotels portfolio, offering a strong understanding of the brand’s design-led ethos and operational pace.

MARCELLO VENTISEI

Speaking about his appointment, Falla said, “I’m thrilled to return to the AC Hotels brand in a city I hold in high regard. Glasgow has humour, creativity, confidence and warmth - it’s a place where hospitality feels completely natural. AC Hotels’ focus on considered design, quality and simplicity provides a strong foundation, and I’m excited to build on the hotel’s existing strengths while shaping its next chapter.”

In his new role, he will focus on strengthening the hotel’s position within the city, with particular emphasis on Hazel, the signature restaurant, and The Collector’s Hall, a growing weddings and events venue. Over the next 12 to 24 months, his aim is to further embed the property within the Glasgow market while delivering consistent commercial performance.

He concluded, “My aim is to create an environment where people feel supported, clear on expectations and empowered to grow. Pride in our work, consistency in delivery and an understanding of the bigger picture is what drives high-performing teams and exceptional guest experiences.”

His appointment follows the move by Craig Munro to Cluster General Manager at The Luxury Collection..