Spotlight on Steven Burgess, Group Head of Restaurant Operations

We sit down with Steven Burgess, Group Head of Restaurant Operations at Michels & Taylor, to explore the creative force behind the company’s evolving food and beverage strategy. With a career spanning over two decades—from co-founding iconic venues like Camp & Furnace to leading national hospitality consultancies—Steven brings a unique blend of culinary expertise, brand vision, and operational insight. His passion for storytelling through food and design is reshaping how hotel restaurants are perceived, turning them into vibrant, locally rooted destinations that go far beyond the traditional F&B model.

Q: Can you tell us about your journey in the food and beverage industry and what led you to your current role?
I entered the industry at the age of 19, having originally studied graphic design. My early experience spanned a range of kitchens, from Malmaison and Mitchells & Butlers to independent gastropubs and high-end restaurants. At 25, I co-founded Camp & Furnace in Liverpool—a large-scale, multi-use venue combining restaurants, bars, and events under one roof.

Following that, I led a national high-end catering firm, Northern Fields, working with clients such as Bentley, Google, Nike, Vogue and Marks & Spencer. We delivered large-scale events in diverse settings, from corporate venues to private and royal estates. I later founded BoBo Group, a small portfolio of Iberian-inspired wine bars and restaurants, while simultaneously running Lucky Penny Group—a national consultancy specialising in hospitality.

Over time, I became increasingly focused on concept development and brand strategy, which naturally progressed into my leadership role where I could shape the entire guest experience. My current position allows me to translate creative ideas into reality while guiding dynamic teams across a range of distinctive venues.

Q: What’s your overarching vision for the group’s F&B portfolio?
Our vision is to create spaces that are firmly rooted in their local context yet stand out for their originality and quality. Every venue we open aims to tell a compelling story—through its design, menu, and service—while contributing to a wider portfolio defined by innovation, hospitality, and sustainable practices. If our restaurants wouldn’t survive outside of our hotels, they not good enough to be inside them.

Q: How do you approach creating a cohesive yet diverse range of concepts across different venues?
It begins with understanding the local environment—who the guests are, what the location demands, and how we can offer something that feels both new and familiar. While each venue has its own character, they all share common values: attention to detail, a strong service culture, and a consistent design ethos. It’s a bit like curating an art collection: different pieces, but a consistent vision

Q: What are the key elements you believe make a restaurant concept successful today?
A strong identity, emotional resonance, and consistency. Guests want to feel something—whether it’s comfort, curiosity, or nostalgia. That connection is built through a seamless blend of food, service, and atmosphere. Operational excellence is the foundation, but it’s the storytelling and experiential layer that brings a concept to life.

Q: How do you stay ahead of trends while maintaining authenticity in your concepts?
We closely follow global trends, but we always filter them through a brand-specific and locally relevant lens. Our focus is on staying relevant rather than simply chasing trends. Authenticity is rooted in being true to the concept’s core purpose—we often ask ourselves, “Does this feel natural for us?” If the answer is no, we leave it out.

Q: What role does sustainability or local sourcing play in your decision-making?
Sustainability is a fundamental part of how we operate—not a marketing tool. We work with local suppliers, prioritise seasonal produce, and embrace energy-efficient practices across our venues. In some of our hotels, we’re trialling cutting-edge, sustainability-focused products not yet commercially available. Our teams take pride in being part of something responsible and future-focused, and guests recognise and appreciate the authenticity behind those choices.

Q: How do you balance creativity with commercial viability when developing new ideas?
It’s always a balancing act. We begin with creativity—brainstorming sessions, mood boards, aspirational menus—but we’re disciplined in testing every idea against commercial and operational models. Creativity drives differentiation, but long-term viability is essential for success.

Q: What’s your process for identifying opportunities for new openings or rebrands?
We start by asking, “What’s missing here?” We assess the local landscape—footfall, competition, community trends—and blend data with instinct. Rebrands follow a similar path but are often also informed by guest feedback and a deep dive into current performance metrics.

Q: How do you build and inspire teams around new concepts?
We involve teams from the outset, share the vision early, and foster a sense of ownership. When people feel they’re building something from the ground up, their energy shifts. Culture is shaped from the top, but it thrives from the bottom up. We listen, support, and empower our teams to bring the vision to life.

Q: What qualities do you look for in chefs, bartenders, and front-of-house leaders when launching a new venue?
Passion, adaptability, and a strong guest-centric mindset. Technical expertise is important, but the right attitude is crucial. We look for individuals who bring creativity, perform under pressure, and elevate those around them.

Q: How do you ensure consistency in guest experience across multiple locations?
Through robust systems and a strong cultural foundation. We implement clear SOPs and comprehensive training but equally prioritise building capable local leadership. True consistency comes when every team member understands both the ‘what’ and the ‘why’ behind their actions.

Q: You’ve launched several new concepts recently—what’s been the most rewarding part of that journey?
Seeing teams take genuine pride in what they’ve helped create, and witnessing guests connect with the space in a meaningful way, is incredibly fulfilling. On a personal level, I’m passionate about revitalising hotel restaurants—an area that has often been overlooked. Breathing new concentrated life into these venues is a key part of the journey.

Q: How do you tailor each concept to its location and audience?
By doing our homework. We engage with the local community, listen to hotel guests, and get a sense of the area’s energy. From there, we create something that feels like it belongs—original but rooted. We avoid replicating templates; every concept should feel unique to its place.

Q: What’s one lesson you’ve learned from launching multiple venues that you now apply to every new project?
Never skip the testing phase. Whether it’s trialling menu items or refining service flow, that period is critical. Also, keep momentum high—energy and belief are vital from pre-opening right through to launch and beyond.

Dottie’s is Hotel Indigo Exeter’s newest culinary gem, where tradition meets imagination. Inspired by the charm and eccentricity of British culture, Dottie’s is more than just a restaurant; it’s a celebration of storytelling, style, and flavour. With a design that nods to Exeter’s rich heritage and a menu that surprises and delights, Dottie’s invites guests to experience something truly special—whether they’re popping in for brunch, sipping cocktails, or indulging in a decadent afternoon tea. Steven Burgess expands on inspiration, vision, and delicious details that make Dottie’s a standout destination.

Q: Tell us about Dottie’s—what inspired this latest concept?
Dottie’s was inspired by the elegance and eccentricity of British culture, reimagined for a contemporary audience. Our aim was to create a space that feels timeless, whimsical, and uniquely Exeter—a venue where locals and guests alike can settle in and enjoy something special.

Q: What kind of experience are you hoping to create for guests at Dottie’s?
An experience that balances nostalgia with innovation. Whether it’s for brunch, cocktails, or afternoon tea, we want guests to feel they’ve stepped into a place filled with charm, character, and unexpected touches—where every detail is carefully considered.

Q: How does Dottie’s reflect the character of Exeter and the Hotel Indigo brand?
Exeter’s rich heritage and independent spirit were key influences on the design and narrative. Hotel Indigo is all about celebrating the neighbourhood, and Dottie’s serves as our tribute to the city’s creativity and quiet sophistication.

Q: What are some standout dishes or drinks on the menu that you’re particularly excited about?
As we prepare for our autumn launch, the focus is on comforting, refined dishes. Highlights include curry-cured salmon with celeriac remoulade and horseradish buttermilk dressing; maple-glazed British duck breast with crispy duck fat potatoes and green peppercorn sauce; and indulgent desserts like a carrot cake ice cream sandwich with candied ginger walnuts and warm orange toffee, or an apple crumble trifle layered with Bramley apples, Calvados sponge, clotted cream custard, and whipped brown sugar cream.

Q: What was the biggest challenge in bringing Dottie’s to life—and how did you overcome it?
The challenge was balancing heritage and originality. We didn’t want to create a themed venue—it had to feel genuine. We focused on small details: fine-tuning the service tone and obsessing over the guest journey. Getting the team fully aligned was what ultimately brought it all together.

Q: How do you see Dottie’s evolving over the next year?
Our vision is for Dottie’s to become a key part of Exeter’s dining landscape—not just a hotel restaurant. We’re planning seasonal menu refreshes, local partnerships, and potentially a retail element through branded products. We’re just at the beginning of the journey.