Story of Travelodge’s turnaround journey over the last 5 years and how we have gone from zero NPS to 40+. Despite navigating administration and potential financial disaster it decided to put customers at the heart of decision-making process and invest all it had in making them happy.
 
We’ll cover the operational realities of making this happen in a culture that was knew the price of everything and the value of nothing. Resulting in it ignoring customers and staff feedback and therefore failing to understand the real root causes of its financial crisis.
 
About Jon Hendry-Pickup

Jon is the Chief Operating Officer for Travelodge and has worked at the company since 2010. Jon’s background is primarily in retail, having spent seven years before joining Travelodge with Tesco, the world’s third largest food and general goods retailer. His time at Tesco was international and varied, having joined the UK Operations Development team, Tesco’s internal consulting function, followed by time in China, California, and Central Europe. His final role was as Operations Director in Czech Republic and Slovakia.

Prior to completing an MBA at Warwick Business School, Jon worked for Aldi Stores Ltd in the UK for seven years. He held a variety of multi-site operating roles, finishing his time with Aldi as Finance and Administration Director.

Outside work, Jon’s interests include Tennis, cycling and Skiing, and occasional charity-driven challenges, although most of his free time appears to be consumed standing on rugby touchlines in a range of UK locations following his children, Oscar and Hugo.

 
About Andrew Archibald

Andrew is the leader of Travelodge’s Customer Experience Programme and has over 15 years of operations and customer care experience in the hospitality and healthcare sectors. As a central figure in the company’s recent turnaround he is accountable for developing the customer journey, customer insight and analytics and demonstrating you don’t need a big budget to deliver great customer service.

He has led efforts to implement new ways of working across the leadership and management teams, place the voice of the customer at the heart of change projects and bring a new level of simplicity to the chain’s operating approach across its 500 sites. During his 4 years with Travelodge their Net Promoter Score has risen by a chart topping 30 points and he is now set on leading them to a world- class score.

Previously as a consultant at GE Healthcare he led extensive change programmes centred on improving the flow and efficiency of hospital services for patients, working with organisations in Europe and the Middle East.

Andrew has a Masters Degree in Management from Birmingham University, a General Electric trained Lean Six Sigma Black Belt, and a graduate of the NHS Leadership Scheme.

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