In the world of hospitality, few careers demonstrate the value of continuous learning and adaptability as clearly as that of Tej Walia FIH MI, Managing Director of Foxhills Collection. Over a career spanning more than 25 years, Walia has risen through the ranks from humble beginnings to leading one of the UK’s most dynamic country club and hotel collections. His journey is a testament to the belief that leadership is never static—it is an evolving craft shaped by experience, reflection, and a relentless drive to improve.
Walia describes himself as an “accidental hotelier.” Born and raised in India, his original path was towards the family vocation of Indian descent services. “But one thing or the other led to it, and I happened to be in front of you now as a hotelier,” he reflects. His professional foundation was built in some of Asia’s most prestigious properties, including Oberoi, Leela Kempinski, and the first Grand Hyatt in the Indian subcontinent. Looking back, he considers those formative five years as “the best years” of his career, where he learned the uncompromising standards of exemplary hospitality.
Those early roles gave him a deep understanding of frontline operations. “I was a waiter, barman or a housekeeper, who worked in the kitchen as well as within the front office,” Walia recalls. His early experience primarily revolved around food and beverage, which would remain central to his leadership style in later years.
Lessons from Hilton: the making of a manager
The next pivotal chapter of Walia’s career began when he moved to the UK to work for Hilton. Over eight years, he rose from assistant restaurant manager to general manager, gaining invaluable lessons along the way. “I divide my career into three stages,” he explains. “My first phase is the five years, which is getting the basics and the foundations. My second stage, I have to be thankful to the Hilton where I learned and what it taught me… it developed me as a manager, not only improving my leadership skills, but also business acumen.”
At Hilton, Walia benefitted from a structured development program, which shaped the habits and mindset that continue to guide his leadership today. “When you’re starting your manager or leadership role, get the habits right, because unfortunately, that stays with you,” he advises. “I’m not saying I’m perfect by any means. I can improve on many things… I’m still learning and recalibrating my learnings.”
For Walia, agility and adaptability stand out as key leadership traits. Managing a workforce spanning multiple generations requires openness and a willingness to learn. “One of the things we talk in the peer group… is the fact that millennials and Gen Z, which I’m managing right now… there are many things actually I’m learning from them,” he says. He cites an example from social media: “Look, I had a Facebook and all that kind of thing, but I never used Instagram… they taught me what you can do with it.”
The Foxhills vision
Today, Walia oversees Foxhills, a unique destination he describes as “a village” with accommodation, six food and beverage outlets, award-winning golf courses, a state-of-the-art health spa, and extensive leisure facilities, all set in 440 acres of Surrey countryside just a short drive from London.
During his seven years with the company, Walia has led a transformational £25 million investment program. “Our goal was always very simple, clear: to be a leading country club facility in the country,” he says. “We knew who our client base is—families—so that we want to attract them as a result.”
One of the flagship projects was the Pavilion, a family-focused leisure hub that opened in May 2021. It includes swimming pools, studios, gaming areas, and facilities for sports like tennis, paddle, and pickleball. The investment has paid off: “We have doubled our membership… and 70% of that is through the family membership,” Walia reports proudly.
Balancing short-term ROI with long-term vision is a challenge many hoteliers face. For Walia, clarity of purpose is essential. “The vision has to be clear,” he says. “Improving customer journey is, in my experience, the byproduct of having a clear vision and knowing what our customer base is.”
He offers a telling example: expanding Foxhills’ car park. “In the short term, car park is not going to generate any revenue because it is just a cost,” he admits. “However, in the long term vision we have is to add more rooms, more function suites, more leisure facility.”
Adaptability remains central to his strategy. “Don’t be afraid of changing a course if you think that something or the other isn’t working out,” he advises. “At the end of the day, like any business plan, many variables change.”
Overcoming challenges
Large-scale projects inevitably face obstacles. For Foxhills, the first challenge was timing: construction began in late 2019, just months before the pandemic. “We reflect back and say, because the projects first started in September of 19… if for any reason the project was scheduled to start in September 20, I guess we would not have,” Walia says candidly.
Managing member expectations during construction was another hurdle. “It’s a big 1700 square metre area within the heart of the estate where the work is going on, whereas the estate is still functioning as normal,” he explains. Finally, Walia stresses the importance of maintaining existing facilities alongside new developments: “Never forget the old things. So keep them shiny, keep them working, because otherwise the customers are… almost like our all focus is on the new shiny thing.”
Pioneering the ‘Bleisure’ market
Foxhills has been at the forefront of the emerging ‘bleisure’ trend—blending business and leisure travel. Walia believes the property embraced this concept before the term became popular. “Perhaps to some extent, we could be one of the very few who experienced and successfully implemented it first,” he says.
For Walia, the concept of wellness has evolved. “Somebody like me having an old fashioned in the bar is wellness for me,” he laughs. Whether it’s a spa treatment, a round of golf, or simply enjoying quality time with loved ones, Foxhills offers diverse ways for guests to recharge. “Why not being a golf group golf day… and a business transient business member is also in the hotel?” he asks. “Why same space is being enjoyed by the family, whereas you’re coming with your other half and having a quality time?”
The pandemic further blurred the lines between business and leisure. Guests now work remotely from the resort, moving seamlessly between meetings and leisure activities. “They’re coming for a breakfast, we’re given the laptop in one of the restaurants… then usually going for one of the classes, do some more work, then might be going for another class or a round of golf,” Walia observes.
Developing talent and shaping careers
At the heart of Walia’s leadership philosophy is a commitment to nurturing young talent. “If people see they are being developed and nurtured, then they start replicating that behaviour around them,” he explains. Foxhills promotes from within wherever possible: “We have over 25 supervisor positions… we should be promoting those from within, because if we are not promoting, we are not hiring the right caliber of people.”
Even during the pandemic, Foxhills protected its training department. “I made sure that we keep it and we have it because it is quite essential to our vision,” Walia says.
When hiring, attitude is paramount. “Skills could be taught, but attitude… could be either a catalyst or a hindrance to your journey,” he explains. This focus has contributed to an impressive 85-90% staff retention rate.
Foxhills also offers a unique benefit: staff become full club members after completing probation, with some family members eventually receiving membership too. “The only caveat is we say, ‘We as a staff are able to use this facility because we have customers who are paying for it. So just be respectful.’”
Walia is active in industry organizations such as the Worshipful Company of Hoteliers and Saint Julian’s Scholars, mentoring aspiring leaders. “The key is we share the best practices, stay connected, and motivate young talent,” he says. Programs like the Aspiring Young Leaders scheme help prepare the next generation for leadership roles.
Leadership as a lifelong learning curve
Reflecting on his own journey, Walia offers advice for those starting out in hospitality. “It’s not a sprint, it’s a marathon,” he says. “Never stop learning. Not only from customers but from your manager itself, whether it’s business-related or leadership skills.”
Mentorship plays a crucial role, according to Walia. “Get a mentor who can add value to your development needs,” he urges, noting that relationships evolve over time. “Don’t shy away from changing the mentors when you think that previous mentors has fulfilled their purpose.”
For Walia, leadership is an ever-evolving process. Each phase of his career—from frontline roles to Hilton manager to Foxhills leader—has added layers of knowledge and perspective. Today, as he guides his team through industry shifts and guest expectations, he remains committed to growth.
“I’m still learning and recalibrating my learnings,” he reflects. In an industry defined by constant change, that mindset may be the ultimate key to lasting success.
