Andy Barnsdale - General Manager of The Milner York
Your career spans nearly three decades in hospitality across Yorkshire and beyond – what have been the defining moments so far?
I’ve worked in hospitality for more than 30 years, starting behind the bar at a hotel on the Isle of Wight. Since then, I’ve been fortunate to work across several well-known properties and brands, including Nidd Hall, Thoresby Hall, DoubleTree by Hilton Majestic Harrogate and Village Hotels.
A defining moment was joining The Principal York in 2023 and leading its transition into The Milner York. It’s been an exciting opportunity to help shape the future of such an iconic Grade II listed hotel while building a strong culture across a team of 200 people. Seeing the hotel evolve commercially and culturally has been one of the proudest moments of my career.
What drew you to The Milner York?
The opportunity to lead such a landmark hotel at a defining moment in its journey was incredibly appealing. York is one of the UK’s most historic and well-loved cities, and The Milner York has always held a special place within that landscape.
What really attracted me was the chance to help shape the hotel’s future following its transition to independence – honouring the building’s heritage while bringing fresh energy to the guest experience.
The Milner is a landmark property with over a century of history; how do you balance preserving its heritage while evolving it for today’s guest?
The rebrand to The Milner York has been about far more than changing the name above the door – it’s been a full transformation for both the hotel and the team. We wanted to respect the building’s heritage while ensuring the experience still feels fresh and relevant for today’s guests.
The name itself pays tribute to William Milner and the hotel’s deep connection to York’s railway history, giving the property a real sense of place. Alongside that, we’ve invested more than £2 million into upgrades across the hotel, from modernising guest spaces to improving comfort and energy efficiency.
Equally important has been the investment in our people. We’ve focused heavily on culture, bringing 200 team members together around shared values and a collective vision for the future.
What does the “next chapter” of The Milner York look like to you?
For me, the next chapter is about building on the momentum we’ve created over the last couple of years. We want The Milner to strengthen its position as one of York’s leading destinations for leisure stays, corporate travel, weddings and events, while continuing to evolve the guest experience.
At the same time, it’s important that we stay true to the character and heritage that make the hotel so special.
Can you tell us a bit more about your team structure?
We operate with a collaborative and deliberately flat structure where every role is valued.
We place a huge emphasis on communication, internal progression and creating opportunities for people to grow their careers. I often joke that I have “the biggest open-door policy because I don’t actually have one” – I like to stay visible and connected to the day-to-day rhythm of the hotel.
What defines a strong hospitality team in 2026?
A strong hospitality team is one where people feel genuinely valued, listened to and empowered to take ownership in delivering memorable guest experiences.
When colleagues enjoy where they work, guests notice the difference immediately.
With guest expectations evolving rapidly, where do you see the biggest opportunities for hotels like The Milner York right now?
Guests increasingly want experiences that feel meaningful and memorable rather than purely transactional. One of the biggest opportunities for hotels like ours is creating a stronger sense of place through heritage and personalised service.
There’s also a growing opportunity around “bleisure” travel, where guests combine business and leisure stays. With York’s popularity as a leisure destination and our strong meetings and events offer, we’re seeing more guests extend work trips to spend more time in the city.
Who have been the biggest influences on your career, and what lessons have stayed with you?
I’ve been lucky to work with a number of strong leaders throughout my career, but the biggest lesson I’ve taken from them is the importance of treating people properly. Hospitality can be a demanding industry, but creating the right culture is everything.
What advice would you give to someone looking to build a long term career in hospitality today?
Be open to starting anywhere and learning every aspect of the business. Some of the best hospitality leaders are the people who understand operations from the ground up and never stop learning.
It’s also important to stay adaptable, take opportunities when they come and focus on building strong relationships along the way. Hospitality is a people industry, and attitude and work ethic go a very long way.
After a busy week, how do you switch off and recharge?
Usually by spending time with family and friends, getting outdoors and enjoying Yorkshire itself.
York has such a fantastic hospitality scene, so I also enjoy supporting local venues and experiencing the industry from the guest perspective whenever I can.
www.themilneryork.com