Special RepoRt : Change Makers of my vision ,” Robson says . “ I had the vision they couldn ’ t see by definition . That ’ s the truism , really . I had to fight for three or four years to get the deal done . Then we stayed true to the idea that the area [ around the Great Northern ] would catch up . And that ’ s what happened .”
In 2015 , the hotel joined Starwood Hotels & Resorts ’ Tribute portfolio with its sales and marketing muscle . Operations , management and property remain his .
He will stay with boutiques , on mountains and beaches : Robson ’ s company bought two properties in Courchevel , in the French Alps , to develop into a hotel . He also is developing a 47-suite property in Barbados . Both are scheduled to open in 2017 and both will be Tributes , but he says he ’ s not tied to Starwood , or becoming a megadeveloper . While he sees himself running about 10 hotels —“ that ’ s where the passion is ”— he isn ’ t setting geographic limits , although Cuba and Africa are interesting possibilities . No matter where they are , his vision remains .
“ Those values are very much based on empathy and anticipation and honesty ,” he says . “ The beating heart remains as before .”
As an entrepreneur , he may have the vision , but he can ’ t make it a reality without depending on many other people . “ In a way , it ’ s a bit like writing a novel . You have to put your heart and soul into conceptualizing what you want to create and then with real rigor enforce your objective and dream . Because people don ’ t always want to work that hard or don ’ t agree with the vision , then you have to agitate and stick with the vision .” In Courchevel , he says , his company has cultivated relationships with the mayor and the ski lift company , whom he considers de facto partners in the venture .
His role model was his grandfather , who ran a social club . “ He was called ‘ father ’ because he was such a good listener ,” Robson says . “ He had a gift with people .”
Robson himself , growing up in the Welsh seaport of Milford Haven , wanted to be a fighter pilot . “ I couldn ’ t because my eyes are horrendous ,” he says . “ The other passion I had was design . I was quite creative and quite technical .” He went to school to study architecture but graduated with a business degree and an unsatisfied creative streak .
He worked mostly in financial services , then at a real estate consultancy . At 29 he joined RBS in London , which he says at the time was one of the biggest investors in European hotels . He was drawn to the sector for its creativity and energy . “ And you can generate assets .” Months before the credit crunch of 2008 , he left the bank to start RAM and combine his design , technical and financial expertise .
Great Northern might not have happened for another reason : That period found Robson with access to high-quality opportunities — including three others similar to Great Northern in scope — but no investment money .
“ Everything I now do is founded on creativity . I couldn ’ t have done what we ’ ve done with Great Northern earlier because I had to have this journey to have this experience and skill set at my disposal .” One skill was supplied by that first hotel : He learned the operations ropes , as well .
As someone who is always looking for the next trend , what does the future hold ? “ I ’ m not a technology-led person . I ’ m fascinated by globalization and what it means ,” he says . His focus and values are still personal , and his next hotels , wherever they are , will retain the vibe of the Great Northern .
HiS crEdEnTiaLS : robson envisioned , developed and opened London ' s Great northern Hotel , a dilapidated Victorian landmark , and turned it into a destination — and a moneymaker .
HiS GOaLS : no empire-building here . robson envisions owning no more than about 10 hotels with the attention to detail and service that are hallmarks of the Great northern .
HiS manTra : " Often in business you can be told that you have a vision that others didn ’ t see . it ’ s always the case to some extent . But as an entrepreneur , you have to deliver it ." www . hotelsmag . com April 2016 HOTELS 29