Male Ally of the Month: Philip Bolson

Some people talk about changing perceptions. Philip Bolson does something about it. With a career spanning bar shifts, boardrooms, and big brand leadership, Philip has seen hospitality from every angle. Today, he’s channeling that experience into his boldest project yet: the Hospitality Junior Board.

Created to give young managers a platform, the HJB is part mentoring hub, part action group, and all about rewriting the story of hospitality as a career of choice. Under Philip’s watch, it’s already launched new businesses, fast-tracked promotions, and put women in the spotlight—proving that when young people are given voice and visibility, the entire industry wins.

That’s exactly why Philip is Mr. September, our Male Ally of the Month!! We sat down with him to talk about his career journey, why the Junior Board matters now more than ever, and how allyship shows up in action...not just words.

Let’s start with your story. Where did you grow up, how did you first get into hospitality, and what’s kept you in the industry?

I grew up near London before moving to Cumbria at 17, where I landed my first job working in a hotel bar. My first shift was a wedding—no training, just a bar and a queue. By the end of the night I’d learned how to pour a pint and mix a gin and orange. At first it was just a way to earn cash.

Things shifted when I worked at Beefeater in Carlisle. An area manager asked if I’d considered hospitality as a career, and within a week I was a trainee manager near Edinburgh. At 18, with no plan, I suddenly had purpose, structure, and momentum.

The 1990s were a blur of graft. I said yes to everything, chased opportunities, and made sure my efforts stood out, all in a world before social media.

What’s kept me in the sector? Meeting people, building teams, solving problems, working at pace, and seeing others grow. Watching someone succeed knowing you played a small part never gets old.

You’ve worn many hats—GM, MD, advisor. What experiences shaped your journey most?

I’ve been shaped by bosses, peers, and team members. Some experiences were brilliant, others less so, but all taught me something. I’ve been lucky to work with leaders who trusted me and let me be myself.

A few chapters stand out:

• Travelodge: my first “grown-up” job, where COO Harry Turner told me, “I recruited you for your energy and ability to connect—just do that.” That advice still guides me.

• Wyndham Hotel Group: working with franchisees taught me franchising, sales, and marketing. I realised I didn’t need to be the expert, just to listen and add value.

• The Grand, York: my first time running a hotel, where we doubled room stock, opened restaurants, and launched a cookery school. It was career-defining.

  
  

I’ve never chased titles or played politics. I’ve built trust, teams, and things that last. If I’ve missed anything, it’s taking time to reflect—but I’m doing that now, and I’m proud of the journey.

What inspired you to launch the Hospitality Junior Board?

At The Grand I set up my first Junior Board, giving young people a voice and space to grow. Some of that first board now hold senior roles. So when I launched Mr B Hospitality, I knew I wanted to build something bigger.

Momentum built quickly: our first sponsor, our first meeting, then our first graduation in 2024. That graduation was the moment it clicked—seeing the energy, feedback, and sense of belonging proved we were building something of real value.

Only a small percentage of young people see hospitality as a career of choice. How does the HJB change that?

Too often careers fairs are led by senior managers—well-meaning, but disconnected from what young people face. The HJB instead showcases early-career professionals who are ambitious, relatable, and shaping their futures.

We also engage parents, educators, and policymakers, challenging outdated views of hospitality as “service work.” Instead, we highlight professionalism, community, and sustainability.

Momentum is growing: we continue to attract funding, are hosting the UK’s first under-30 hospitality conference, and have helped fast-track careers. The HJB shows that when young people lead, the sector listens.

The programme focuses on skills, mentorship, and projects. What impact have you seen?

The impact is immediate—participants feel part of something bigger. They make friends, start development conversations with managers, and several have been promoted into GM or senior people roles.

Some stories: Adam Atkinson launched his own business, Sophie Baker moved into senior leadership at Rudding Park, and Yasmine Hammadache created our podcast and is now GM at Hotel Indigo York. Others have stepped into management at leading hotels, restaurants, and events companies—all under 30.

Graduation days are proud moments, watching cohorts present, reflect, and grow together. Young people aren’t lazy, they’re capable, driven, and just need the opportunity.

Learning session at Hospitality Junior Board

Have you noticed differences between men and women on the Junior Board?

Around 60% of members are women. That wasn’t planned, but it shows that when you create inclusive, action-led spaces, people show up.

While both men and women engage fully, young women often voice the need to build confidence and be taken seriously. We make space for those conversations. Our focus is always on values, not job titles, and when the environment is right, everyone thrives.

IWD Celebrations for Hospitality Junior Board

How does the HJB open doors for the next generation, especially women?

Opportunity shouldn’t depend on background, confidence, or fitting a mould. The HJB gives young people visibility, voice, and validation. We connect them with senior leaders and showcase their impact.

When young women see others like them being recognised, it sends a clear message: you belong here. This is allyship in action—real structures that enable progress.

What’s your long-term vision for the HJB?

To be nationally recognised, accredited, and sustainably funded—not for scale, but for impact. Success isn’t numbers, it’s stories like Sophie’s and Yasmine’s, young people growing in confidence and stepping into leadership.

I hope the HJB reflects what I care about most: supporting young people and showing the real, diverse face of hospitality.

You describe yourself as someone who “keeps it simple, keeps it real.” How do you apply that when mentoring?

For me, it starts with listening. I go with my gut: what’s being said, what’s not, and what’s blocking progress? I’m curious, not polished, and I don’t pretend to know everything.

I’ve worked hard, stayed curious, and moved sideways when needed. That’s what I bring to mentoring: no gloss, just honest support and practical thinking.

The exec committee made up of past cohort members. All have been promoted either during or since being on the board. L to R: Becky Tatham, Ella Caton, Sophie Baker, Olly Longbottom

What advice would you give young people considering hospitality?

Hospitality welcomes everyone. My advice: be curious. Don’t rely on second-hand opinions—go find out for yourself.

If you enjoy looking after people, thrive in a team, and want to learn, hospitality can be a brilliant career. It takes resilience, but the rewards are real: running your own business, becoming a GM, or leading a people team, for example.

Hospitality isn’t just a job, it’s a community. Take the leap—you might surprise yourself.

Quickfire with Philip

Morning routine? No routine—at least 8 hours’ sleep, news, tea, then straight into the day.

Self-care? Time in my music studio, a bit of running, and walks with Sarah and our two dogs.

Favourite place? North Yorkshire, where I live, and the Northumbrian coast.

Pub lunch or Michelin star? Pub lunch every time.

Book or podcast? Podcasts: Political Currency, The Rest is Politics, and History Hit.

Best advice/quote? Be yourself. It’s simple, but it’s carried me through.