GoKawiilMost leaders follow it without question. This CEO says it’s the exact habit keeping their business small.
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Key Takeaways Alistair Darby believes lasting hospitality businesses must make decisions based on what they are building for future generations.
Darby learned that businesses sometimes need to accept short-term costs to establish the reputation they want.
Darby credits some of his greatest career growth to accepting difficult roles instead of choosing the safest promotion.
A hotel designed to stand for 100 years cannot be built around the concerns of the next quarter.
For Alistair Darby, CEO of Sir Richard Sutton Limited, that distinction has changed how he thinks about growth.
“How can you run a freehold hospitality business thinking quarterly?” Darby says. “It’s just insane.”
Darby spent much of his career working for public companies, where leaders were often forced to focus on the next financial update. Today, he leads a family-owned company whose portfolio includes hotels, farms and properties across the United Kingdom.
“The owners are not thinking about tomorrow,” Darby says. “They’re thinking about in 50 years’ time. What are our grandchildren going to inherit?”
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