Master Innholders Spotlight - Darren Walsh MI

We've recently been speaking with Master Innholders to find out more about their journey to becoming a Master Innholder, what it means to them, as well as what they are doing currently to give back to the industry as part of their work.

This week, we spoke to Darren Walsh MI, Cluster General Manager at Leonardo Hotels UK & Ireland, who talked to us about how his focus on nurturing rising talent from less traditional backgrounds, as well as his advice to young people getting started in hospitality.

How did you get started in your hospitality career?

After leaving school with very few qualifications, I initially set my sights on a career in finance. I picked up various part-time jobs to support myself – from early morning cleaning shifts to working behind the bar – all while studying business and finance at college. At the time, I was convinced that a future in finance was the right path for me.

That all changed during a placement in a finance office. I quickly realised the environment wasn’t for me – I missed the energy, the people, and the sense of purpose I’d felt in my part-time hospitality roles.

My time at university, including a placement year in Aberdeen, was the turning point. It was there that I truly discovered my passion for hospitality – and hotels in particular. The variety, the pace, the sense of community – it all just clicked. From that moment on, I knew where I belonged.

Over 30 years later, I’ve never looked back. I’ve worked my way up through nearly every department – restaurants, bars, reception, and operations – across the UK, from Aberdeen to Southampton. Each role has shaped my understanding of what makes a truly memorable guest experience and, more importantly, what it takes to build and lead exceptional teams

What made you want to apply to become a Master Innholder?

I’ve always admired what the Master Innholders stand for – excellence, integrity, and a real commitment to developing others. After three decades in the industry, this felt like the right moment to take the next step. It’s not just about personal achievement, it’s about being part of a community that gives back, supports future leaders, and helps shape the future of British hospitality.

A big part of being a Master Innholder is giving back to the industry – what are some of the ways you are looking to give back this year?

Giving back is something I’ve always believed in. I mentor students through the IOH’s Mentor Me programme, speak at schools about careers in hospitality, and support diversity and inclusion through my role on our DE&I board. This year, I want to do more – from nurturing rising talent within my own teams to working with schools and colleges to showcase the possibilities this industry offers, especially to those from less traditional backgrounds.

You are currently the Cluster General Manager of several Leonardo Hotels. What challenges and experiences does being a Cluster General Manager bring compared to being a General Manager?

Being a Cluster General Manager is a significant step up in both scale and complexity. As a single-site GM, your focus is deeply rooted in one property – its team, its guests, and its daily operations. But when you take on a cluster role, everything multiplies: the number of teams, the variety of challenges, and the need for strategic oversight across different locations.

Each hotel I oversee has its own personality – shaped by its team, location, and local market. What works for one property may not work for another, so flexibility and empathy are essential. It’s not just about ensuring consistent standards – it’s about understanding and respecting the individuality of each hotel while creating a unified culture across the cluster.

One of the biggest challenges is time. You can’t be everywhere at once, so you have to trust your people. That’s why developing strong, confident leaders in each hotel is so important. My role is to set the vision, remove barriers, and empower my Hotel Managers and Heads of Department to lead with clarity and confidence. When they succeed, the entire cluster thrives.

There’s also a broader strategic element – from forecasting and commercial planning to regional partnerships and talent development. You have to zoom out and think long-term while still staying close enough to the operation to support where needed.

I thrive in this role because it combines everything I love about hospitality: people, pace, leadership, and purpose. It’s demanding, yes, but also incredibly rewarding – particularly when you see individuals and properties grow under your guidance. Supporting multiple teams means I have more opportunities to mentor, challenge, and celebrate success – and that’s what makes the role so fulfilling.

What’s one piece of advice you would give to those just starting out in hospitality?

Say yes. Try everything. This industry is full of opportunities, and you never know where each one might lead. Don’t chase titles – focus on learning, being present, and showing up for your team. Hospitality isn’t easy, but it’s one of the most rewarding careers out there if you’re willing to put the work in and treat people right.