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The team visited Foxhills Club & Resort for a tour and a catch up with Managing Director, Tej Walia. As one of the UK’s most respected hospitality professionals, Tej Walia brings decades of experience to his role as Managing Director at Foxhills Club & Resort. Nestled in the heart of Surrey, the award-winning estate is renowned for blending luxury leisure with a strong community spirit. In this interview, Tej shares insights into Foxhills’ evolving guest experience, what this years Independent Hotel Show theme means to him, and how Foxhills adapt in the ever evolving hotel industry. 

Tell us about yourself and your experience in the hospitality industry.

I’ve been in hospitality for just under 30 years now. I consider myself an accidental hotelier. I was preparing to join my family’s tradition of serving in the defence services, but for one reason or another, it didn’t happen. As people often say, everything happens for a reason, and I happened to stumble across hospitality.

I was born and brought up in India, where I started my career with some fabulous hospitality venues such as Oberoi, Leela, Kempinski and then the Grand – all iconic properties in the Indian Peninsula. I then moved to the UK and worked with Hilton for a good eight years as a manager. I always say that the foundation of my hospitality ethos was laid in those luxury, iconic properties. My management and business acumen within the hotel industry, I attribute to my time at Hilton.

Since leaving Hilton in 2008, I took on my first General Manager role at Fawsley Hall, followed by Dartington – both very different properties. Each experience taught me something I hadn’t done before. Fawsley was my first GM role, and at Dartington in Devon, I managed a 169-seater barn-converted cinema hall, which was entirely new to me. I then moved to Scotland to work for Macdonald Hotels Group, and after that, I came here to Foxhills – again, something I had never done before.

As I said, with every new opportunity I pursued, there was always an aspect that was completely new to me.

Describe Foxhills in three words.

Community, village and restorative.

I’m trying to stick to just three words, though there are many more that could apply. These three, however, best capture what we are and what we are striving to be. At the end of the day, it’s a journey. In hospitality, what creates a sense of ‘wow’ today becomes tomorrow’s expectation. So, it’s about how we continue to deliver above and beyond what we have already achieved, ensuring we never plateau or feel as though we have reached the final destination.

What does a customer experience look like at Foxhills? And what makes it unique?

I suppose that question applies to any hospitality venue, regardless of whether they are a two-star or five-star establishment, or whether they are a city-centre hotel or a place like Foxhills. Each can put their own unique twist on it.

I imagine the answer might sound like the same cliché everyone gives: anticipating your customer’s needs. And that’s true. What makes it particularly interesting at Foxhills is the wide range of customers we serve which I believe is one of the quirks that defines us.

Right now, on a sunny day like today, is the perfect time to describe what Foxhills looks like. You may see a business guest working on a laptop, while others are heading off to play a round of golf. You might see members going to a yoga class, heading to a spin session, working out in the gym or enjoying a swim in our 25-metre outdoor pool, or from racquets- padel, pickleball or tennis. That’s the reality here, a diverse range of guests and members with different expectations and routines.

We do our best to ensure our team anticipates and caters to everyone’s needs, rather than adopting a one-size-fits-all approach. It’s certainly challenging, and I’m not saying we get it right every time, but that is our aim. That’s what we ask our colleagues to do, that’s what we train them for, and one of our core values is to never stop learning.

We refer to that value often. I tell the team that it’s like a card they can always play. If they take initiative or a risk and something doesn’t go quite right, that’s not a problem, so long as they learn from it and don’t repeat the same mistake. When it comes to anticipating customer needs, we are human beings trying to serve other human beings, and inevitably, we will get it wrong sometimes. But as long as we are trying, taking the initiative and making the effort, that’s what truly matters.

What do you think defines an independent hotel?

What defines an independent hotel is its individuality and character. If I go back to the idea of describing something in just one or two words, I would say that individuality and character are key.

In my experience, and I consider myself fortunate in this regard, I have had the opportunity to work across a range of ownership models in hospitality. Although I often refer to myself as an accidental hotelier, I have worked in independently owned hotels, internationally run properties, small corporate setups and family-owned businesses. I have experienced nearly every kind of ownership structure, whether governed by a board, an individual owner or a group of stakeholders. Whether or not these are labelled as “independent” or “corporate” is sometimes a grey area, but what really defines an independent hotel, in my opinion, is the freedom to express its own identity.

What I appreciate about an independent property is that there is no central head office in another continent dictating what your standards should be. There is no attempt to apply a one-size-fits-all approach across different regions or countries. Instead, you have the flexibility to make your own mark and define your own standards. That, I believe, is the best way to create something truly unique.

Of course, that freedom can also be challenging. How do you build something distinct while maintaining consistency and quality? But it gives you the opportunity to create your own brand, establish your own presence in the market and let the character of your hotel shine through. That character might be expressed through the team, who carry it in how they work and engage, or through the property itself, which reflects your values and vision.

What do you think are the main opportunities and challenges in the hotel market this year?

I would say the opportunities, from what we are seeing at Foxhills, are very much shaped by our location. We are strategically situated just 20 minutes from Heathrow Airport, regardless of the terminal, and about 15 minutes from the nearest train station in Woking. From there, it takes only around 25 to 30 minutes to reach Central London. So, from a location point of view, we are in an excellent position.

In terms of opportunity, I believe we are a perfect example of what is often called "bleisure" – a blend of business and leisure. We really epitomise that concept. One example is how we have shifted the popular post-COVID phrase "working from home" into what we now call "working from the club". A member or guest might come in with a tee time booked, or perhaps they are scheduled for paddle tennis, swimming, yoga or a spin class. They can have breakfast, do two to three hours of work, go and enjoy one of the activities, come back, do a bit more work, and then head home. That’s what I would define as bleisure, and it can involve overnight stays, meetings, or just a flexible working day with leisure built in.

This is what I refer to as experiential hospitality. There is no shortage of traditional hospitality services – good food, high-quality service, comfortable bedrooms – but the real opportunity lies in going beyond that. What else are we offering that makes the experience truly unique?

Now, as for the challenges, running any business comes with them, and hospitality is no different. Every year we talk about what the new challenges are, but I don’t think they have really changed. The core challenge remains the same: balancing cost and value for money from the customer’s perspective, while maintaining high standards and productivity.

This is particularly relevant for independent hotels. One major challenge is how to retain star performers when costs are a limitation. There is only so much you can do with promotions or salary increases in a single-site property. That can be a real hurdle.

Still, I believe challenges are a necessary part of the journey. Without them, life would be dull. They bring perspective to the job and drive forward-thinking and innovation. They keep us on our toes.

What do you value about the Independent Hotel Show?

We should not underestimate the importance of events like the Independent Hotel Show, especially for independent hotels or venues like ours. We have a team, and we actively encourage them to participate in events relevant to their specific fields.

What the Independent Hotel Show offers is something unique. It brings everything together right to our doorstep. It allows us to meet like-minded people and professionals from other independent hotels or venues. It’s a space where we can share best practices and ideas.

I have been attending the Independent Hotel Show for several years now. I would describe myself as a member and fellow of the Institute of Hospitality, and I am fairly active in the hospitality sector, particularly in networking. Still, every time I attend the show, I meet new hoteliers and professionals, and I make valuable new connections.

The speaker programme is also exceptional. Over the course of 48 hours, you get to hear from more than 80 speakers who are experts in their respective fields. That kind of access to knowledge and expertise is something I cannot replicate for my colleagues back at Foxhills, and my managers would not be able to organise something of that scale internally. It really is the perfect setup.

The show is also invaluable when it comes to suppliers. As an independent hotel, we are often not seen as large or lucrative enough to attract supplier attention in the same way a big group might. Suppliers tend to prioritise group accounts. The Independent Hotel Show provides a platform to see what innovations are taking place, what is emerging in the market from both suppliers and contractors, and how we can apply these developments in our own property.

The Independent Hotel Show theme this year is Redefining Luxury. What for you defines a luxury hotel stay?

I think luxury is still luxury, but the definition has evolved over the years. Today, luxury is whatever you want, when you want it, and how conveniently and effectively it can be delivered. It is no longer about simply being five-star. It could just as easily be a three or four-star experience, provided it is executed exceptionally well.

What matters is how effectively a property anticipates the customer's needs and delivers on them through a seamless and memorable experience. For me, that is what defines luxury in 2025. It is experiential. It is about feeling cared for in a way that feels tailored and meaningful.

Take Foxhills, for example. We are a four silver star property, yet we offer an array of facilities and experiences. There is yoga, paddle tennis, and traditional tennis. We have five swimming pools, including one natural pool and two outdoor pools. There is a high-tech driving range, which can be used to sharpen golfing skills or simply enjoy a fun family activity.

We have two 18-hole golf courses, both listed among the top courses in the UK and Ireland, as well as a 9-hole par-three course called The Manor, which is perfect for people like me who have never lifted a golf club and whose swing probably looks more like a cricket stroke than a golf one.

On the food and beverage side, we offer three different restaurants, each with its own unique style and offering. If all of this is delivered well, and the guest’s needs are anticipated, then that, to me, is luxury.

Whether someone is staying overnight or simply visiting for the day, the reaction should be: “Wow, all of that on the doorstep.” The key lies in understanding what each guest needs, anticipating when they need it, and delivering it with a smile.

We are looking forward to bringing the hotel industry together again at IHS25 on 6-7 October. Register for your ticket here and join us.