When Adam Dyke, General Manager of The Grand, York, describes the ethos of the city’s only five-star hotel, he leans into two phrases that might not usually sit side by side: “No Fuss Five Star” and “Yorkshire hospitality.” In an industry often defined by formality and polish, Dyke champions an approach that is as refined as it is relaxed, as luxurious as it is approachable.
It’s a balance he has been shaping since taking the helm at The Grand, the largest five-star hotel in the north of England, and one that reflects both his personal journey through hospitality and the distinctive character of the region he now proudly represents.
A career forged in varied experiences
Dyke’s early steps into hospitality were, by his own admission, less than deliberate. “I’d like to say there’s a romantic story of how I fell in love with hospitality, and it was the best career in the world, but, um, how I actually fell into hospitality was I messed up my A-levels, and and I had to go through clearance to university.”
What began as an accident soon became a passion. During his studies in hospitality management, he worked every role from kitchen porter to housekeeping assistant. “Every role that I’ve had in my career has shaped me. You learn some great things in certain places, you learn some terrible things in other places. And, you know, every experience is an experience. And you take the positives from every experience, whether it’s a good or a negative one.”
But the path was not linear. At just 25, Dyke became a general manager for the first time—too soon, as he now reflects. “It was too early. Far too early. I didn’t know enough about it. I did it because it was money and it was a good way forward. And I actually kind of fell out of love with hospitality a little bit.”
A detour into recruitment gave him time to reassess, and when he returned, it was to smaller, independent hotels where he “learned everything from the ground up.” That grounding has been essential, not least when later moving into leadership roles at larger hotel groups, including Luxury Family Hotels, where he absorbed lessons about the importance of guest feedback and the untapped potential of family travel in the luxury market.
Families belong in luxury
For Dyke, one of the strongest convictions he brought with him to York was the need to challenge assumptions about families in high-end hospitality. “I do think there’s a perception that, um, people who are spending five star money don’t hear children running around, don’t hear children make lots of noise. Don’t they go into a spa when there’s children in the spa? And and I do think there’s this kind of general perception of children are potentially problematic as well as, you know, a, a welcome addition.”
At The Grand, that perception is being actively reshaped. “It’s not something that was dismissed to The Grand. You know, The Grand welcomed children. We still welcome children. I just think we now acknowledge the importance of that.”
That philosophy has tangible effects on the hotel’s development. “We’re going through a spa development at the moment, and I’m sure we’ll come on to it shortly. But there’s a child led element within it. There’s a child friendliness element to it.” Dyke sees this as more than an ethical choice—it’s a sound commercial one. “You’ve got to be attractive to children to ensure that you’re getting the adults to come in and pay the money. And actually, there’s a much greater revenue opportunity from a higher level of people within a bedroom than one or two people in their bedrooms. So it’s a market we need to embrace.”
The Grand as an ‘urban resort’
For Dyke, the appeal of leading The Grand was as much personal as professional. “I was really enjoying my time at Luxury Family, but I’m a Yorkshireman. I’m actually a Geordie, but I’ve lived in Yorkshire since I was about 13… When The Grand came up with an opportunity, to me The Grand is a bit of an institution within Yorkshire.”
What makes the property distinctive is its sheer breadth of offering. “We’ve got a wonderful cookery school… we’ve got a spa, which we’re currently going through a refurbishment at the minute. The owners have invested a vast amount of money and which is great. We’ve got two accommodation type offerings within the property. We’ve got a restaurant called Legacy, which has three rosettes at the minute… We’ve got the Rise restaurant, which is a really strong restaurant opportunity. We’ve got an amazing afternoon tea offering.”
This variety leads Dyke to describe it as “a bit of an urban resort, really. We’re kind of a city centre resort because there’s so many different facets and commercial opportunities within the property that we’ve got kind of six or seven different businesses within one.”
The philosophy of ‘No Fuss Five Star’
If The Grand is many things under one roof, what ties it together is a philosophy Dyke finds both authentic and rooted in place. “It’s very me. I’m quite a no fuss person. I’ve worked in some wonderful properties and, you know, some kind of Relais and Chateau and all of that, and I’m fully appreciative and respectful of all of that. But I’m quite a no fuss person, so it’s really quite, well well suited for me.”
That spirit is embodied in moments of genuine welcome. “We’ve got some fantastic characters on our door. For instance, we’ve got a chap called Wayne who’s been with us for many years, and Wayne is the stereotypical Yorkshireman. He welcomes people by saying welcome. You know the Mr. Mr. and Mrs.. He again it’s the five star level of delivery but it’s very very personalised in the way we approach things.”
For Dyke, this is part of something bigger: “I do feel Yorkshire as a region is excellent at hospitality. Yorkshire hospitality in my opinion, is quite unique and I think we need to embrace the fact that we are Yorkshire hospitality.”
This emphasis on warmth and approachability could be seen as counter to more traditional, formal notions of five-star service. Yet Dyke insists it is the future. “I would much rather the team are natural and embrace guests in that way than be kind of stiff upper lip and yes, sir. No sir. And saying the guest four times during check in check out. To me it’s about setting your own standards in hospitality.”
Rooted in the local
Another pillar of The Grand’s philosophy is deep engagement with local businesses and produce. “Whenever we we tender for anything, whether that be now something within the spa development, whether that be for new marketing, PR company, whether that be for a new fish supplier, whatever it is, we need to incorporate a Yorkshire business in that tender process.”
This extends from practical contracts to the plate. “Some of the produce we use within the locality is within a certain kind of distance of the hotel. We want to support the local businesses. We are the largest five star hotel in the north of England. And actually we bring a lot of revenue to the locality. So let’s support and let’s embrace that.”
A playful example of this is the hotel’s “wizarding afternoon tea,” inspired by York’s connections to Harry Potter. “All the produce on the plate is Yorkshire focused. We give a certificate out at the end of your visit, which is marketing or the there’s a wizarding kind of experience in the York market as well.”
While some hoteliers might be wary of embracing such themed experiences, Dyke is unapologetic: “Without [local businesses], York wouldn’t be the same place. So it’s really, really important we do that.”
Culture, people, and the future of hospitality
The Grand’s guest experience rests on the shoulders of its staff, and here too Dyke points to something distinctive. Staff retention in hospitality is notoriously difficult, yet at The Grand, Dyke notes, “Our housekeeping turnover’s 9%. You know, I’ve literally never known that.” The secret, he says, lies in respect, communication, and a culture of authenticity.
“I think that’s really quite a key part of this hotel is you can be yourself. Doesn’t matter who you are, doesn’t matter what your background is. Be yourself. And and we embrace that and we enjoy that and we take that on board.”
Diversity and inclusivity, for Dyke, should be standard, not celebrated exceptions. From sign language training at induction to employing staff of different abilities and backgrounds, to hosting cultural lunches for the 27 nationalities represented on staff, the hotel positions itself as both workplace and community.
Looking forward, Dyke sees the evolution of “new hospitality” as crucial. That means “inclusivity, diversity… but also work life balance. We need to show that you can have a work life balance. We need to show that a 40 hour contract is a 40 hour contract.”
It is a vision shaped by both realism and optimism. “There’s a huge difference between old school hospitality and new school hospitality. There’s so many brilliant things about old school hospitality, and I grew up in it, and so many people grew up into it. But it’s old fashioned now. You can’t work 100 hours a week. You can’t work your nails into the ground. You really can’t.”
An exciting future
With a £2.5 million spa renovation, new restaurant concepts, and the possibility of expanding into additional accommodation, The Grand is in a period of rapid development. “There’s loads and loads happening at The Grand. We don’t stand still. We’ve got highly ambitious owners, we’ve got highly ambitious team and, and and really moving that forward and making things exciting. So the next year is going to be extremely busy, but also extremely exciting and rewarding as well.”
Five-star polish delivered with Yorkshire warmth
Adam Dyke’s vision for The Grand, York, is one of contrasts harmonised: five-star polish delivered with Yorkshire warmth; luxury that welcomes families as well as couples; a historic institution that embraces modern values of inclusivity and balance.
In an industry where tradition often dictates what five-star service “should” look like, Dyke makes a persuasive case for doing it differently. “To me Yorkshire is about collaboration and working with each other. It’s the most amazing county… And I just feel like if you embrace that and you’re passionate about that and, and you can show that with the guests. I would much rather the team are natural and embrace guests in that way… To me it works. It works for us. And yeah, Yorkshire’s a unique place.”
