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"Complaints are our greatest opportunities."
That simple advice has stayed with John Kelly throughout his career. It’s a reminder that real leadership isn’t about avoiding problems—it’s about embracing them with empathy, curiosity, and courage, and it perfectly captures his approach to leadership, whether he’s guiding a team, handling guest feedback, or mentoring the next generation of women in hospitality.
Currently the Hotel Manager at the Five-Star Pan Pacific London, John is as sharp as he is sincere. With a career spanning some of Europe’s most prestigious properties—Turnberry, The W Leicester Square, Adare Manor—he’s worked his way through departments, across continents, and through the ever-shifting dynamics of hotel life, all while staying true to his values: kindness, inclusion, and authenticity.
And here’s the thing—John knows what it’s like not to see yourself reflected in leadership. Early in his career, as a young gay man navigating traditional hospitality spaces, he kept a low profile. But as his confidence and experience grew, so did his belief in the importance of representation. Now, he leads by example, casually mentioning his husband during staff inductions—not as a headline, but as a quiet signal of belonging.
"You never know who might need to hear that," he says. "I remember what it felt like to wonder if you could be fully yourself at work. That’s why creating inclusive environments matters so much."
John is the kind of male ally hospitality needs more of. We caught up with him to talk career pivots, allyship in action, and why being “too nice” is actually a strength. Meet our Mr. March 2025…
Let’s start at the beginning. Where did your hospitality journey begin?
I’m Irish, born and raised in the suburbs of Dublin. I’m one of five kids—two brothers, two sisters—and hospitality wasn’t really in our family. My dad worked in marketing. My mum was an air hostess for Aer Lingus, but she had to quit when she got married—that was the policy back then, which is just wild to think about now. She went on to have five kids and was a full-time, very busy mum.
I got my first hospitality job at 14. My older sister Elaine, who was seven years ahead of me, had been working in the local pub. I followed in her footsteps and started off collecting glasses—like a busboy. Eventually, I worked my way up to waiter, picking up a few shifts each week and full-time during school holidays. I loved the energy of it. It was a classic Irish pub with regulars, a bit of chaos, and lots of laughs. That was my first taste of hospitality—and I was hooked.
How did you end up studying hotel management?
At first, I thought I’d do a commerce degree like most of my friends. We lived near UCD—University College Dublin—and I imagined I’d just walk to uni and study business. But during a higher education expo, I came across Shannon College of Hotel Management. They offered a commerce degree with hotel management, and I thought, “This could be a great path—business-focused, but with an exciting industry twist.”
I was also a bit nervous about not getting the exam points needed for UCD, so Shannon felt like a great option with a more holistic approach. My parents and I checked out two hotel schools—the one in Dublin and Shannon. I remember being told at the Dublin open day, “If you want pinstripe trousers and white glove service, don’t come here.” Then I visited Shannon, saw the uniforms, the structure, the international training opportunities—and I turned to my mum and said, “This is the one.” And that was it.
And your first job out of Shannon was at Turnberry?
Yes, with Starwood Hotels, through their “Vita Futura” management program. I was placed at Turnberry, a stunning golf resort on the west coast of Scotland. I’d never visited before accepting the job—they invited me for a two-day visit that turned into two weeks when someone was out in accounts. That kind of “jump in and help” approach stuck with me.
I moved around departments—golf, spa, F&B, rooms—and eventually became Assistant Front Office Manager. But it was hard socially. I was 22, living in a very remote place, and as a young gay man, I felt pretty isolated. It wasn’t the easiest time. That experience taught me a lot about resilience—but also made me realize I needed a new environment to thrive.
How did you make your next move?
Jane Wright, who recruited me into Starwood, came to visit and suggested I try sales. I resisted at first—I loved operations—but she said I had the personality for it. So I applied for a sales exec role in London. It turned out to be a great move. I joined a fantastic team of mostly women, and my first boss, Elaine, was incredible. Sales gave me confidence, business acumen, and got me plugged into the London hospitality world.
But you ended up back in operations...
Yes! After four years in sales, I missed the energy of running a hotel. I joined the W Leicester Square as Front Office Manager under Kelly Morgan—who later became a great friend and mentor. The W was high-octane: 96% occupancy, a huge team, non-stop action. It was a huge shift from the calm of a resort, and I was definitely thrown into the deep end—but I learned so much. When Kelly moved on, I stepped into her Director of Rooms role.
The W taught me how to be resilient, how to stay calm under pressure, and how to lead a large team with clarity. It also taught me to trust my instincts—and to advocate for those who might not always speak up.
And now you’re at Pan Pacific London—what drew you back to the city?
After a couple of years at Adare Manor in Ireland, my husband Joey and I were ready to return to London. We wanted a better work-life balance. I got a call about Pan Pacific, and while I didn’t know much about the hotel at the time, I did know Anne Golden—and she was a huge part of why I said yes. Her leadership style—calm, people-first, deeply empathetic—resonated with me.
And joining a senior leadership that was predominantly women? That was actually a plus. I’d come from a very male-dominated environment, and the chance to work with strong, values-driven women was incredibly refreshing.
What’s your approach to mentoring women on your team?
Trust first. I give people space to lead and let them know I’m here when they need support. Often, I’ve found women check in more—"Is it okay if I do this?”—and I always encourage that confidence. “Yes, you’re on the right track. Go for it.” That validation matters.
I also try to be aware in meetings—who’s speaking, who’s not. If someone’s being talked over, I’ll redirect: “I think you had something to say?” Those small moments build a culture of respect and equity.
What advice do you give women who want to become hotel managers?
Don’t wait to tick every box. Men don’t. If a job excites you and you feel like it’s a stretch, apply. What’s the worst that can happen? You don’t get it—but you’ve gained interview experience and shown interest. Best case, you land the job!
Also, take risks. Move between departments. Try sales if you’re in ops. Go from boutique to resort, from modern luxury to traditional. All of that builds your leadership toolkit.
You’ve worked with so many great women. Who’s influenced you most?
So many. Jane Wright, who saw potential in me early on. Kelly Morgan, who hired me into W. Michelle Peterson, who coached with care. And of course, Anne—her leadership continues to inspire me.
On a personal level, my sisters have had a huge impact. My late sister Elaine was full of life—resilient, brilliant, and fun. My youngest sister Ruth is incredibly driven. She recently went back to work with three kids under 11 and is already running the show at her new job. They’re both powerhouses in their own way.
What’s the best advice you’ve ever received?
“Complaints are our greatest opportunities.” That came from a manager at Turnberry, and it stuck. Whether it’s a guest or a team member raising a concern, that’s a chance to turn something around and build trust. That mindset has shaped how I lead to this day.
Worst advice?
“Don’t be so nice.” Someone once told me that—implying I couldn’t lead effectively if I was too kind. But I don’t believe that. You can be kind, empathetic, and still command respect. In fact, it’s what sets great leaders apart.
Final thoughts for men who want to be better allies?
Start with self-awareness. Watch how you speak, who you interrupt, who you amplify. Listen more. Don’t assume you know what someone needs—ask. And speak up when something feels off, even if it's uncomfortable. If you have privilege, use it to make space for others.
Quickfire with John
Morning routine? Gym if I can, but no 5 a.m. ice baths here.
Relaxation? Wine, walking around London with Joey, travel.
Passion project? I just started the WSET Level 4 Diploma in Wine.
TV favorite? Ted Lasso. Feels silly, but it’s full of real leadership lessons.
Podcast pick? Where Is My Mind? by Niall Breslin—brilliant on mindfulness and modern life.
Thank you, John, for showing us that compassion and confidence can go hand in hand—and for being the kind of leader who makes hospitality more inclusive, human, and inspiring.