The Cambridge Belfry, The Cambridge Belfry Cambridge, CB23 6BW

Working at The Cambridge Belfry

Almarose manages some of the best Hotels and Resorts in the UK.

We have a wealth of experience and knowledge in the Hotel and Resort market, and we are uniquely positioned to enhance assets through refurbishment, redevelopment and re-branding.

The Almarose estate is currently undergoing significant asset management and modernisation. Five hotels rebranded to DoubleTree by Hilton in 2018 and this was followed by two hotels rebranding to Delta by Marriott in 2019.

" Bobby was appointed to the Almarose Leadership Team in July 2019. She is a qualified executive and team coach with extensive experience in organisational development, business change (the people angle), human resources and personal leadership. Whilst not from a hospitality background, her experience of leading the way in cultural change through people expands 24 years working in managerial and HR/OD roles across a variety of sectors. Of her new role, she says “Whatever a person’s role, they are first and foremost human beings. I set most stock against teamwork, compassion and resilience. Arrive with some of that and we can teach, progress and develop the rest"."
Bobby Davis, Chief People Officer

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Others about us

Shaune was previously a Divisional Director in an asset management role for 9 years overseeing a wide portfolio of four star hotels from the South of England to the Shetland Islands and has almost 30 years experience in the hospitality industry. He has worked for AA Red Star, 4 Rosette and Michelin accredited properties and subsequently branded experience as Operations Director for London Thistle Hotels. Of his role he says "My focus will always be on sales and profit growth through creating excellent teams who recognise the importance of delivering quality and consistency and above all exceeding customer expectations, the latter more often than not the most cost effective marketing solution."

Shaune Ayers

Operations Director

Shaune was previously a Divisional Director in an asset management role for 9 years overseeing a wide portfolio of four star hotels from the South of England to the Shetland Islands and has almost 30 years experience in the hospitality industry. He has worked for AA Red Star, 4 Rosette and Michelin accredited properties and subsequently branded experience as Operations Director for London Thistle Hotels. Of his role he says "My focus will always be on sales and profit growth through creating excellent teams who recognise the importance of delivering quality and consistency and above all exceeding customer expectations, the latter more often than not the most cost effective marketing solution."

Peter joins us from the Radisson Hotel Group with a wealth of property experience, leading a range of property projects including conversions, new builds, repositioning and refurbishments. With regards to joining the organisation in it's current state of hibernation, Peter told us... "It’s a great opportunity to get organised and develop opportunities. I’m really looking forward to getting to know my new colleagues and understanding the various properties. I imagine we will need to adapt quickly to the developing situation and plan both short and long term objectives. I very much intend to support this by streamlining and improving efficiency in areas including Capex delivery, maintenance processes and energy management, as well as the major repositioning investments and any new acquisitions… I can't wait to get started!"

Peter Gee

Property Director

Peter joins us from the Radisson Hotel Group with a wealth of property experience, leading a range of property projects including conversions, new builds, repositioning and refurbishments. With regards to joining the organisation in it's current state of hibernation, Peter told us... "It’s a great opportunity to get organised and develop opportunities. I’m really looking forward to getting to know my new colleagues and understanding the various properties. I imagine we will need to adapt quickly to the developing situation and plan both short and long term objectives. I very much intend to support this by streamlining and improving efficiency in areas including Capex delivery, maintenance processes and energy management, as well as the major repositioning investments and any new acquisitions… I can't wait to get started!"