Tim Cadman

I am an extremely determined and driven leader who in each of my various roles, I have proved that I am adaptable, resilient and flexible while at the same time being a successful agent for change. I put equal focus on people, quality and profit and through my robust work ethic and a high level of loyalty and commitment to all stakeholders I am driven to succeed. In summary I am extremely agile, able to think quickly, clearly and move this to action.

General Manager - Rowhill Grange Hotel & Utopia Spa - part of the Alexander Hotel Collection

(2024-04)

Full responsibility for this 4 AA Silver Star Hotel with 38 bedrooms, award winning restaurant, bar, brasserie, self contained meeting rooms, unique event spaces and luxury 5 Bubble Spa - £6m turnover. The current Senior Leadership Team has been in place since April 2025 and is now working as a highly effective and collaborative team, increasingly seeing success within their specific areas of responsibility.

General Manager - Ringwood Hall Hotel & Spa

(2020-02 - 2024-02)

Full responsibility for this privately owned 74 bedroom 4* Hotel and 5 Bubble Spa. With turnover in excess of £4m. Navigated the Hotel through the Pandemic and in the months that followed through extremely challenging times, experienced across the whole of the Hospitality industry.

The opportunity was taken to reposition the Hotel as a full service destination property, reducing the reliance on Weddings and exploiting other opportunities. Through the second quarter of 2023 remodelled, refurbished and relaunched the Coach House Restaurant. Early 2024, planning permission was granted for an Outdoor Spa to compliment the existing facility.

Cedar Court Hotel Bradford - Interim General Manager - Cedar Court Hotels

(2019-11 - 2020-02)

With the absence of a General Manager, supported the team through the busy Christmas season (5000 covers). Just prior to taking up the post, the Hotel had received a poor Food Hygiene rating and was tasked with preparing and coordinating the Hotel team for the revisit in early 2020. At the inspection the Hotel regained its 5 Star food hygiene rating.

Mercure Nottingham Sherwood Hotel - Interim General Manager - Proark Hotels

(2019-04 - 2019-10)

Formerly the Park Inn Nottingham, tasked with overseeing the Full refurbishment of all 172 bedrooms including Public Areas. The Hotel rebranded to the Mercure Brand on 01/09/19. The Hotel is being repositioned in the Nottingham market place as a quality 4 Star Hotel with a developing Corporate base supported by Direct and Indirect transient business. Focus is also being given to other managed segments such as MICE, Business, Leisure and Sports Groups.

General Manager - Holiday Inn Lancaster (Maternity Cover) - Kew Green Hotels

(2018-09 - 2019-04)

Full P&L responsibility for this 156 bedroom full-service Holiday Inn in Lancaster - owned and managed by Kew Green Hotels. The final quarter of 2018 was given over to making necessary organisational changes and focusing the Leadership Team on their departmental KPI's, Strategic Priorities and Key IHG and Kew Green Metrics. The Hotel is now in a strong position to deliver on the KPIs for 2019.

• IHG and Kew Green Metrics now showing month on month improvement (Heartbeat, RGI, Loyalty Enrolments, Loyalty Recognition, RevPar, Breakfast Heartbeat, Quality)
• Leading the North West Region in Payroll efficiency
• YOY growth in GOP and EBITDA

General Manager – Copthorne Hotel Sheffield at Bramall Lane - Millennium Hotels & Resorts

(2014-02 - 2017-11)

Full P&L responsibility for this hotel and all KPIs. The Sales & Marketing activity across all segments was directed via a dedicated in house Sales Team. The profile of the Hotel required strong and effective collaboration with Sheffield United Football Club, Compass (the incumbent caterers at the Football Club), stakeholders and businesses within the wider Sheffield City Region.

This high level of external and internal focus on the Hotel made it necessary that the motivated Hotel Team demonstrated high levels of customer care and service delivery at all times.

• Consistent YOY Growth across all Financial KPIs throughout tenure – Revenue, RevPar, GOP and EBITDA
• Quality measures ahead of target in GSM, Revinate and Safety, Health & Environment
• Staff Engagement Measure – 'top of class'

General Manager – Copthorne Hotel Manchester - Millennium Hotels & Resorts

(2014-02 - 2017-11)

Took over a hotel that was in a 'distressed' state with falling revenues and a negative RGI within a growing Market Place. Staff morale was low with turnover high and customer feedback was very poor. Within the first eight weeks recruited two new key positions, a Director of Sales and an Operations Manager.

Collaboratively established for the business two strategies, a Sales & Marketing Plan and an Operation for Excellence Plan. Was directly and proactively involved in the execution of both plans.

• Year on Year sales growth 2013 vs. 2014 of 9%. In revenue terms £4.1m to £4.47m
• EBITDA growth for the same period of 8% or £659k to £712k

General Manager Holiday Inn Brentford Lock - RBH Hospitality Management

(2010-06 - 2014-01)

Taken on by RBH Hospitality Management at a time when the Company was going through a period of change in terms of its operating platform. They had numerous 'challenges' across their assets both owned and managed.

Mission was to be 'dropped' in to each of these Hotels and sort the issues out quickly, professionally and aligned to the specific brief. This Hotel had no GM in place. There was a significant gap in the forecast for Christmas Covers and there were some difficult 'people' issues that needed realignment.

• 33% increase in Christmas Covers
• Through direct intervention, a significant piece of business from Siemens was secured over the Christmas period, 120 rooms over 3 days
• December over budget sales performance +£65K
• Successful realignment of the Team

Interim General Manager at the 4 star RLJ Kendeja Hotel & Resort in Liberia, West Africa - RBH Hospitality Management - Liberia, West Africa

(2010-06 - 2014-01)

This Hotel had no GM in place. Had to manage the latter stages of the tender process to win a significant contract with British Airways. The Hotel needed to be realigned to a 'European' model of management across, Sales, Revenue, HR, Front Office and Health & Safety. There was also a requirement to oversee a significant upgrade of the facilities.

• Introduction of Centralised Revenue Management system (based in London) including the training of the team and SOPs for the Front Office
• Securing BA Airline crew business worth $600K US
• Project manage $300K US Facilities upgrade program

Dual Site General Manager responsibility for the Holiday Inn Express Hotels in Doncaster and Leeds - RBH Hospitality Management

(2010-06 - 2014-01)

Both hotels in 'distress'. Both hotels were 'For Sale' and were in the latter stages of being sold. Both hotels were in need of the implementation and execution of a focused Sales Plan to secure existing business and proactively develop a new pipeline of potential clients.

• Recruitment of Sales Manager for Leeds Property and implementation of short term and long term sales strategies
• Managed through due diligence and the successful sale of both properties

General Manager Park Inn Rotherham/Holiday Inn Express Rotherham North - RBH Hospitality Management

(2010-06 - 2014-01)

This Hotel had no GM in place. There was a requirement to work closely with all stakeholders to rebrand the Hotel from the Park Inn Brand to the Holiday Inn Express Brand. Key to the success of this rebrand and repositioning of the hotel was the direct management of communication to all existing customers.

• The restructure and successful rebranding of the Park Inn Rotherham to the Holiday Inn Express brand. This project completed on the 05/11/12

Interim Divisional Director – BDL Management Ireland Ltd - RBH Hospitality Management

(2010-06 - 2014-01)

This role saw supporting the Managing Director and the Hotel General Managers in delivering operational excellence and building financial performance across all the KPIs. Responsibility for 12 hotels, all in receivership acting as key liaison between BDL Management Ireland Ltd and Receivers (KPMG and Deloitte & Touche)

General Manager – Village Hotel & Leisure Club, Coventry, Warks. - Village Hotels - Coventry, Warks.

(2008-08 - 2010-04)

General Manager – Audleys Wood, Basingstoke, Hants - Bridgehouse Hotels - Basingstoke, Hants

(2005-08 - 2008-08)

General Manager – Ramada Encore London West - RBH Hospitality Management - London West

(2004-07 - 2005-07)

Opening General Manager – ibis Hotel London Wembley - Accor Hotels - London Wembley

(2000-11 - 2004-06)

General Manager – ibis Hotel Leicester - Accor Hotels - Leicester

(2000-11 - 2004-06)

HND - Hotel, Catering and Institutional Management - Westminster College

Industrial Release - Hotel, Catering and Institutional Management - Callow Hall Country House Hotel

B/Tec Level 5 Diploma - Sports and Remedial Massage Therapy (2010 - 2011)

Qualification - Sports & Remedial Massage Therapist - Oxford School of Sports Massage (2011 - 2011)