What inspired you and your husband (James Lohan) to start Mr & Mrs Smith?
We kept having disastrous breaks. A weekend in the Lakes sold to us as a boutique spa hotel resulted in being unexpectedly weighed upon check-in and put on on a calorie-controlled diet – needless to say, it wasn’t the romantic getaway we were hoping for [the couple didn’t realise it was a health clinic]. We spent that night compiling our ultimate wishlist of what we wanted from a hotel guide. The world didn’t need another luxury hotel brochure. It needed a stylish, in-the-know handbook on the best boutique hotels. We considered all of the things that were important to us, such as what’s the best room to book?; does the bartender mix a mean martini?; can you get two in the bath? Our book needed to feel as though you were getting trusted recommendations from a friend.
How did you fund the business?
The early stages were tough. We were so confident in our idea that we remortgaged our house, approached family and friends for funding and managed to raise £180,000. After sending a photographer to the 41 hotels that made the grade, we took the concept to potential publishers. They all turned us down and told us it was a rubbish idea. If anything though, that made us more determined and we self-published our guide. The distributor said we’d be lucky to sell 5,000 books over three years. But when it was released in September 2003, we sold 20,000 copies in the two months and had to reprint before Christmas
You started out as a book publisher. How did the business evolve into a booking site?
By 2005 we were increasingly aware that the growth of the internet offered us the chance to refocus and pivot the business from publishing to a travel agency. And so the Mr & Mrs Smith website was born. It had the same standards as the book regarding which hotels were included, and the same attention to detail when it came to content.
What does it take to be a Mr & Mrs Smith hotel?
We judge hotels by the qualities that really mean something to guests: the originality of design; the generosity of the host; the attention to detail; the quirky, individual touches that live long in the memory. It’s not about glitz and gimmicks, or [awarding] stars, diamonds or rosettes – it’s about the experience, creativity and character.
What’s it like to run a business with your partner?
James and I have very different roles. I’m chief technology officer, while James works in brand, marketing and PR. Setting up the business was the most stressful time.
We have two children of nine and seven, so we try to switch off from business at weekends and we take them away during the school holidays. We’ve just come back from a family trip to Sri Lanka. But work is always on the radar as we’re usually visiting various partner hotels. We’re very lucky to do what we do together though, and we get to see some amazing places. It is also helpful to work with someone that you trust wholeheartedly; we share in the highs and the lows of the business.
What business lessons have you learned?
Don’t let yourself get comfortable: keep learning, look at everything with a critical eye and surround yourself with the best people you can. Ultimately though, success is often down to sheer hard graft. I think we underestimated how challenging it would be to go global; ensuring the brand is consistent across different markets is probably one of the toughest things to get 100% right. We communicate with so many teams across multiple time zones. Our emails never really wind down as our LA and Asia offices are starting their days as we’re ending ours.
Has it ever become so tough that you feared you’d have to close the business?
We were bracing ourselves in 2008, when the recession hit. But it turned out that what we offer – a strictly vetted collection of hotels and top-notch service from start to finish – was exactly the thing people wanted to spend their money on, so as not to leave any expenditure to chance. Customer trust is one of the key pillars of our company and is truly sacred.
What have been your career highlights?
In 2014 James and I were awarded MBEs for services to the travel industry. It stands out not so much for me but for how proud my parents were. There have also been many proud moments in what my team has achieved – from taking our first booking to the day we launched a complex integration with British Airways.
Do you have a mentor?
My mother is a huge inspiration for me and a mentor of sorts. She was always entrepreneurial, running her own business since she was in her twenties [she ran a fashion boutique then went on to setup a dating agency]. Then there’s our excellent non-exec director, Sally Balcombe, who is chief executive of Visit Britain – it’s lovely to know that I can turn to her for advice when I need it.
You’ve said that you would like to create a hotel brand one day. Is that dream any nearer?
This was a dream of ours, yes. We carry a little black book of all the things we like, love and hate – a huge list of tiny details that would make the perfect hotel. But as I spend more and more time seeing hotels and understanding what makes one special, I also realise just how difficult it is to get right. So, right now, I wouldn’t put money on it. But never say never.
Is there anything you’d have done differently?
We would probably have taken more time over our international expansion, but I’m not one for dwelling – you learn from everything and make your next move better.
Sign up to become a member of the Guardian Small Business Network here for more advice, insight and best practice direct to your inbox.
.jpg?w=600)
