Meet the Directors: Stuart & Ryan
As a values-led and people-driven business, we’re proud to have built an expert team of hospitality and housing professionals. With a shared commitment to delivering the ‘Switch standard’ of excellence, we provide management and consultancy services across a diverse asset portfolio.
Today, meet Stuart Gillespie, Group Commercial Director, and Ryan Brierley-Doyle, Group Sales & Business Development Director, as they tell us more about their careers at Switch, how they inspire new talent, and what teamwork means to them.
Stuart and Ryan – tell us about your current roles at Switch
Stuart Gillespie (SG): As Group Commercial Director at Switch, I oversee the business’ growing hospitality portfolio, from existing assets to new acquisitions. I take an innovative approach to my work, putting in place the best strategies and systems to help improve revenue performance, profitability, and customer satisfaction.
Ryan Brierley-Doyle (RBD): I’m Group Sales & Business Development Director, with a focus on maximising sales opportunities across the Switch portfolio, and securing new business – particularly large-scale and long-term partnerships in both hospitality and housing. Under my strategic direction, my specialist team targets unique requirements across multiple demographics and businesses.
What attracted you both to a career in hospitality?
RBD: In hospitality, every day is different – and it’s been so rewarding to play a role in Switch’s business growth from the start, helping it diversify from an independent hotel operator into the hospitality, housing, and consultancy group it is today. I take an entrepreneurial and opportunistic approach to my work – identifying strategic sales opportunities and initiatives, securing business leads, and building relationships at all levels, whilst managing and directing a dynamic team. This is what keeps me motivated – and makes my role so interesting!
SG: I’m deeply passionate about hospitality and the unique value that forward-thinking commercial leadership can bring to an organisation. Revenue management is a discipline that requires more than just data on a spreadsheet – you must also use good common sense, and listen to your gut feeling. That has always served me well throughout my 22 years’ experience in revenue management across all sectors of the industry. AI is becoming more prominent, but that will never fully replace the human touchpoints of the process.
And congratulations to you both on your shortlisting at the Hotel Cateys 2026 – why do you feel it’s important to celebrate the hospitality industry?
SG: The sector has faced some unprecedented challenges over the past decade – from Brexit and Covid-19 to the ongoing pressures of tax rises and the cost-of-living crisis. However, the hospitality industry remains as resilient as ever, and I think it’s important to celebrate the individuals, teams, and departments behind the scenes who are helping to deliver unforgettable guest experiences, time after time.
RBD: Absolutely – what unites every person working in hospitality is their genuine passion for delivering exceptional service. Guest experience is at the heart of what we do – whether in hospitality or housing – and industry awards provide an opportunity to recognise the commitment and dedication of those working in the sector today. Our hospitality offerings are far more than accommodation, with award-winning event spaces and exceptional food & beverage too.
Stuart is nominated for ‘Revenue Manager of the Year’ and Ryan for ‘Salesperson of the Year’ at the Hotel Cateys 2026, which take place on 23 November. View the full shortlist here.
What has been your proudest achievement at Switch?
SG: I’m particularly proud of the results at Park Regis Birmingham, the group’s flagship asset. In 2025, the hotel delivered its highest ever annual RevPAR (revenue per available room) performance, with 3.9% market share growth. This momentum has continued into 2026, with the hotel achieving its highest monthly RevPAR performance in June – up 20.3% year-on-year, more than twice the growth of competitors over the same period.
Through a fully-integrated internal strategy and strategic decision-making, I was able to lead my team in setting a new standard for the hotel. To achieve this during Park Regis’ 10th anniversary year was the icing on the cake!
RBD: For me, it’s our proactive sales strategy, which continues to deliver real results and has enabled us to grow and diversify the portfolio. Over the past year, every hospitality asset has overperformed and exceeded budget targets, allowing us to invest in new acquisitions.
In 2025/26, Switch acquired two hotels in Bournemouth out of administration – The Queens Hotel & Spa and Ibis Styles – which, as a team, we helped transform from loss-making assets into profitable entities. 2026 marked the first year Queens made a profit, with +26% market growth year-on-year, while the team at Ibis Styles achieved double digit RevPAR growth in its first month.
… and the biggest challenge?
SG: Purchasing hotels out of administration presents a unique challenge – as we work to transform the financial performance of the asset, as well as bringing the physical building, internal systems, and customer service up to the ‘Switch standard’ that our guests know and expect.
At The Queen’s Hotel & Spa, I led a full redesign of the hotel’s internal tech, transforming it from a process-heavy and siloed system into a fully-integrated and cost-effective model – all completed while the hotel was still trading, which was a challenge in itself! Yet by overseeing this transition, I’ve helped to improve overall guest experience, ongoing data quality, and our internal decision-making.
RBD: As a team, we’re continuously looking for innovative solutions that can deliver benefits to the wider business. It can be time-consuming to ensure we are keeping up with technology as we scale, however, we are proud to have built and implemented a new customer relationship management (CRM) system for the business. This was a large undertaking but has helped to significantly streamline our internal processes and create a new culture of ‘open reporting’ through our sales dashboards.
This enhanced internal visibility has helped the team to share accountability and motivate staff to identify and maximise business opportunities across the group – making the challenge worthwhile!
Switch encourages its people to be bold and think differently – how do you do this in your day-to-day role?
SG: I’m always keen to look beyond the numbers and think outside the box. For example, July 2025 was a notable month in Birmingham, with a number of major concerts and sporting events taking place over a two-week period. Through a strategic release of rooms at our aparthotel Birmingham property, my team and I were able to amplify existing demand. The results were significant – growing occupancy YOY by 23.5% and RevPAR YOY by 87.4%.
RBD: I’m also a proud advocate of the Switch approach. This can be seen in Switch’s housing services, which were born from a hospitality client requirement – and a conversation that helped me to identify a gap in the market for providing vulnerable families with safe accommodation.
The Switch Housing programme – formally launched in 2024 – now works with local authorities, councils, and private landlords to source residential accommodation for vulnerable people, as well as offering property and tenancy management services. It’s a very different proposition, but a prime example of how bold thinking can unlock new and valuable opportunities.
What does teamwork mean to you?
RBD: I like to follow the motto of ‘treat people how you wish to be treated’. I’m proud to have created an open, honest, and welcoming culture within my team and how we work with wider commercial departments, and I will always proactively encourage cross-departmental collaboration at every opportunity. Commercial success is always a combined team effort, with every individual having a vital and valued role to play.
SG: At Switch, all of the directors have a clear understanding of their own disciplines, but are also acutely aware of decisions that may impact others – helping to create a fully-integrated and collaborative approach. I think our synergy as a team is unrivalled, with a shared focus on using our individual and combined strengths to deliver the best results for the business.
How do you inspire new talent?
SG: I work hard to identify new talent and I’m proud to have supported colleagues on their career journeys, helping to build their autonomy, ability, and self-confidence. Over the past 12 months, there have been four internal promotions across my departments – meaning that, of the seven senior positions, six have been developed and supported from within Switch.
RBD: I’m really passionate about empowering the next generation of hospitality professionals – I actually wrote my dissertation on the training and development of future talent. I want to challenge the perception that hospitality careers are solely operational roles, so I regularly engage with school leavers, graduates, and universities to show the scale of opportunities on offer. I also hold a voluntary Board Director role at BEAM, to help further champion the sector and encourage ongoing professional development.
How do you – and your team – deliver the ‘Switch standard’?
SG: I’m always willing to challenge ideas, encourage open discussion, and empower my colleagues. For me, teamwork is central to delivering the ‘Switch standard’ – by combining our expertise and sector knowledge, we can maintain a sharp focus on guest experience, business growth, and provide the exceptional service Switch is known for.
RBD: As Switch’s portfolio has expanded, I’ve continued to take a bold and creative approach – and always encourage my team to do the same. With a strong commitment to client relationships and an innovative vision for new business, we’re helping to grow, adapt, and diversify our asset portfolio – while delivering the ‘Switch standard’ at every touchpoint. Being brave, rather than shying away from risk, is key!
And finally, sum up your career journey at Switch in three words
SG: Not just spreadsheets!
RBD: Energetic, engaging, and empowering.
To find out more about the Switch team, click here.
