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In collaboration with Condé Nast Johansens, this edition of the Independent Hotel Show’s Hotelier Edit features an exclusive conversation with Garreth Walsh, General Manager of Kimpton Fitzroy London. As part of the renowned Condé Nast Johansens collection, Kimpton Fitzroy London stands as a striking landmark in the heart of Bloomsbury, embodying both historic character and contemporary style. In this interview, we explore Garreth’s journey, the hotel’s deep ties to its creative neighbourhood, and his forward-looking vision for the property, Bloomsbury and hospitality.

Can you share a bit about your journey into hospitality, where did it begin, and what has shaped your career the most along the way? 

During my school summer breaks, I worked in train catering, doing everything from serving in the buffet car to pushing the trolley up and down the train. This exposure was my first taste of hospitality, which eventually led me to study hotel management.

My career in hotels began immediately after graduating college, where I was lucky enough to have the opportunity to open a new hotel in County Clare, before joining Jurys Hotel and Towers, in Dublin. At the time, this hotel had over 400 rooms and was primarily a large conference hotel, right by Aviva Stadium. The role gave me invaluable exposure to large-scale operations and set the foundation for my move to London in 2000.

I became General Manager of my first hotel at 30 and had the privilege of opening Jurys Inn Chelsea. From there, I’ve had the opportunity to lead and operate some incredible hotels, including The Kensington Hotel and The Marylebone Hotel, where I oversaw complete renovation and refurbishment of both properties.

What is one piece of advice you wish someone had given you when you started out? 

Be proactive and take the time early on to truly understand the bigger picture.

Importantly, the driving force behind the business, the strategy, and what really matters to the organisation. When you first start out, it’s easy to get caught up in the day-to-day, buried in operations and constantly reacting to what’s in front of you. But if you can seek out the right people to help you understand the direction of the business, you quickly become far more effective in your role.

Looking back, having that perspective earlier in my career would have helped me step back, connect the dots, and focus my energy where it really made the most impact.

Was there a defining moment or experience that confirmed this was the right path for you?  

Absolutely, the defining moment for me was when I moved away from food & beverage and into rooms. I had worked my way up from a waiter to banqueting manager, however it wasn’t until I moved into the rooms side of the business, that I truly understood that there was more to the business. It completely changed my perspective on how hotels generate revenue and how performance can be driven through data led decisions. That shift not only gave me a clearer sense of the bigger picture but also confirmed that I had found the right path for my career.

What was it about Kimpton Fitzroy London, its history or style that made you want to be part of its story?  

The hotel had just undergone a multi-million-pound transformation from the Russell Hotel to The Principal, and within six months it was rebranded again as Kimpton. Here was this iconic building with incredible history and stories woven into its fabric, but it was also a business in transition, still finding its identity. That combination of heritage, beauty, and challenge was exactly what drew me in, and it came at just the right moment - it felt like a rare chance to help shape the next chapter of a truly landmark hotel.

Kimpton hotels are known for their distinctive personality. How does Kimpton Fitzroy embody the character of Bloomsbury and central London? 

When Kimpton first arrived in the UK, it brought with it a fresh personality, values centred around individuality and authenticity. That freedom resonated immediately, but at the same time the hotel needed structure and strategic direction, and Bloomsbury as a destination was relatively unknown. London’s market is highly competitive and transient, and I knew this was a place where I could make a real impact.

Kimpton Fitzroy London is not only a stunning building but also a true cornerstone of Russell Square, one of the city’s largest and most historic garden squares. While it wasn’t originally built as a Kimpton, it embodies the brand’s spirit perfectly: proud, independent, and authentic, a place where both guests and colleagues can feel at home by being themselves.

Bloomsbury itself has such a rich, creative and literary heritage, and the hotel is part of that story. The blue plaque on our building marks it as the former home of Emmeline Pankhurst, who led the suffragette movement from here. Every building around the square holds a piece of history, and ours is no exception. For many of our international guests, particularly those from North America, staying at Kimpton Fitzroy London offers not just a luxury experience but also a deep connection to London’s past and present.

Are there any local partnerships or sustainability efforts you are particularly proud of? 

Following the significant investment and renovation of the landmark building, it brought with it a lot more sustainable infrastructure within the hotel which made it much more efficient. Our focus now is on fine-tuning, from installing smart water flow technology in showers to optimising our building management systems to reduce energy consumption even further.

Beyond the building itself, we’re deeply committed to our local environment and community. As commissioners of Russell Square, we play an active role in maintaining and enhancing one of London’s largest garden squares, working alongside gardening groups to ensure it remains clean, welcoming, and vibrant for both guests and locals.

More recently, we co-founded the Bloomsbury London Partnership, which is dedicated to placemaking across the neighbourhood. It’s still in its early stages, but it’s already being recognised as a model that other districts look to replicate, which is something we’re very proud of.

This year’s Independent Hotel Show is themed around redefining luxury. How do you define luxury? 

For me, luxury is about timing and personalisation. Of course, there are baseline expectations in terms of design and service, but true luxury lies in creating the right experience for the right moment. A guest staying with us weekly for business has very different needs than when they return at the weekend with their family. Luxury is recognising those differences and tailoring accordingly.

One of the biggest shifts in recent years has been around people. Pre-COVID, hotels often poured endless resources into solving problems. Now, we take a smarter approach. Our “Elevation Initiative” introduced last year, engages the entire hotel team, from operations to front of house, in improving processes, reducing bottlenecks, and creating a better working environment. This has transformed the business into one where people can develop their careers while looking out for each other as a team and without everyone being overworked. We also understand that to get the very best talent, we need to focus on flexibility around rostering and ways of working, which allows us to support our team throughout the different stages of their life.

As a result, staff turnover is the lowest I have seen in my 25 years in London. We now have a diverse and committed team, supported by IHG’s strength as a major employer, which allows us to deliver consistent, personalised luxury experiences for our guests.

And looking ahead to the Independent Hotel Show? 

For me, the Independent Hotel Show is an opportunity to step back from the day-to-day and explore what’s out there. When you work for a large company, it’s easy to miss some of the innovative suppliers and fresh ideas that are available. The show gives you the chance to connect, discover new approaches, and be inspired by what’s possible across the industry.