Mark Aldridge

Board-level commercial and operations executive with more than 20 years' experience leading complex, customer-facing and multi-site businesses across the UK and Europe. Track record of taking underperforming operations, understanding what is holding them back and moving quickly to restore commercial momentum, strengthen leadership and improve results. Has led portfolios with commercial responsibility exceeding €50m, directed operations across up to 45 hotels and more than 1,000 employees, and delivered £10m+ of additional revenue from a 16-hotel turnaround programme in under three years.

Combines commercial judgement with an empathetic, pragmatic leadership style and is comfortable working with boards, owners, investors, public-sector stakeholders and senior leadership teams through periods of growth, integration and change.

Strategic Account Manager at Honeywell Building Automation & Security (2024-01 – Present)

Strategic commercial role focused on developing major UK hotel-group relationships and helping senior decision-makers evaluate building automation, security and operational technology solutions. Brings an operator's perspective to commercial discussions, translating technology investment into operational, customer and financial outcomes.

• Negotiated and secured agreements exceeding £250k with a major hotel chain across its portfolio, with further opportunities progressing through the pipeline.
• Develops long-term strategic relationships with senior hotel stakeholders, combining account growth with operational insight and solution-led engagement.
• Coordinates internal and customer stakeholders through complex commercial discussions, proposals and delivery requirements.
• Works with the wider international organisation, including engagement with the Spain-based head office, while retaining primary responsibility for the UK market.

Head of Group Operations at Cavendish Group (2022-01 – 2024-12)

Executive operational leadership across a portfolio that included distressed hotel assets requiring rapid assessment, cost control, stronger operating disciplines and careful stakeholder management.

• Reviewed distressed assets to identify immediate operational, payroll and commercial interventions capable of stabilising performance.
• Optimised payroll and operating structures while protecting service delivery and maintaining appropriate leadership capability.
• Maintained senior relationships with government agencies, local authorities and NHS stakeholders in a complex operating environment.
• Applied KPI-led performance management, cost scrutiny and practical operational support to improve control and consistency across the portfolio.

Director of Operations / Head of Operations, Northern Europe at Louvre Hotels Group (2006-01 – 2022-12)

Long-term senior leadership career with responsibility for large-scale hotel operations and commercial performance across the UK, Benelux and Iberia. Worked closely with owners, investors and the Paris head office while building regional leadership capability and driving sustained improvement across complex, geographically dispersed portfolios.

• Managed commercial responsibility exceeding €50m across a portfolio reaching 45 hotels in the UK, Benelux and Iberia.
• Led the turnaround of 16 failing UK hotels, producing more than £10m in incremental revenue within three years and subsequently adding three further properties.
• Delivered a 35% improvement in GOP and a 20% increase in EBITDA through stronger revenue, sales, operational and leadership disciplines.
• Recruited and developed a high-performing structure spanning Regional Managers, General Managers, Revenue Managers, Sales Managers, Sales Directors and operational support.
• Held up to 20 direct reports across sales, revenue, operations and marketing and worked with local external marketing partners and central teams in Paris.
• Negotiated management agreements for additional hotels and maintained high-level dialogue with owners and investors to ensure transparent information flow and alignment.
• Delivered a £3.5m full-property refurbishment within budget and supported capital budgets and costings of up to £5m for further portfolio investment.
• Supported the integration of Golden Tulip hotels following acquisition, addressing productivity, commercial performance and duplicated head-office structures.
• Led the portfolio through COVID, maintaining the General Manager and Operations Manager population as Operational Support Teams, controlling costs and providing frequent communication and reassurance.
• Worked with supply-chain partners during COVID disruption to maintain access to essential everyday supplies for hotel teams when local availability was constrained.