Hybrid hospitality chief says firm serves 'diverse audience'

The Herald Scotland

a day ago

Read more in our exclusive Q&A here:
Name: Ben McLeod
What is your business called? The Social Hub Glasgow
Where is it based? Glasgow
What does it produce/do?
We're a hybrid hospitality concept that combines hotel accommodation, with student and long-term stay rooms, coworking spaces, meeting and event venues, food and drink venues – all under one roof. It's a place where travellers, students, locals, and professionals can meet, learn, stay, work, and play.
To whom does it sell?
Our audience is incredibly diverse, from international students and business travellers to tourists and Glaswegians who come for a coffee, run their businesses from our coworking spaces, or to attend events to network, or simply have fun. We're also a growing destination for corporate and private event bookings. It's a community-first space designed to serve a wide cross-section of people with beautifully designed spaces aimed at building communities.
How many employees?
We currently have a team of 55.
Why did you take the plunge?
To be honest, I wasn't actively looking for a new role — I was headhunted through a recruiter. At the time, I was Head of Operations for a family-run hospitality group with multiple venues and hotels across Central Scotland.
What intrigued me about The Social Hub was the uniqueness of the concept. The more I learned, the more excited I became. It felt like an opportunity to build something that hadn't been done before in the UK – certainly not in Scotland.
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I've always loved hospitality. I got my start years ago in Grantown-on-Spey, working in bars and clubs while studying. Over time I took on more responsibility, worked across independent and branded operations, and spent time in Australia and the Middle East. What kept me hooked was developing people and seeing guests enjoy the experiences we create – that's the essence of hospitality for me. More than financial success, that's always been the pull.
What were you doing before?
I was head of operations for a family-run hospitality group, overseeing around 11 venues. It was fast-paced, hands-on, and a great grounding for the challenges of a launch like this.
What do you least enjoy?
There are always day-to-day challenges – mainly around managing people with different needs and communication styles, which requires constant adaptation. But that's also what makes it interesting, and also what makes our offering so unique – that mix of backgrounds and experience.
The beauty of this role is that I'm not buried in paperwork. The business is well structured, and I have a fantastic team around me. That makes a huge difference.
What are your ambitions for the firm?
We want to be Glasgow's number one impact-driven hospitality venue… the go-to place for students, long and short term stay accommodation, dining and meetings and events. We aim to be the place to be in the city to meet people from all walks of life in a dynamic environment, and honestly, it feels like we're well on our way.
We've already surpassed everything we thought we could achieve in our first year. The team has done a phenomenal job of showing Glasgow what The Social Hub can be.
What single thing would most help?
Continued support from our community and city stakeholders. We want to keep building something meaningful for Glasgow, and local backing makes a massive difference.
What is the most valuable lesson you have learned?
Trust your team. Give them the tools, space, and support to learn, grow, and make mistakes. You can't do it all yourself, although it's human nature to try. The real job of a leader is putting the right people in the right places, then letting them do their thing.
What was your best moment?
Helping to launch and build something entirely new in the UK has been incredibly rewarding. A real highlight was in May when The Social Hub Glasgow hosted its Better Society Academy – an event that brings together next-generation business leaders from across Europe to help the business world address Net Zero challenges. First Minister John Swinney was the headline speaker and toured the building as part of it. He absolutely loved it – and the community we've built. The nation's media was here, and seeing the First Minister's reaction to The Social Hub, and the positive change we are trying to drive in society was amazing.
I also look back fondly on my time in the UAE, growing brands in a tough and complex market. It was highly international, and creating a culture where every voice mattered stood out to me.
Working with Stewart Black, a former CEO I hugely admire, was another pivotal experience. He believed passionately in building profit through people and culture, and that changed the way I viewed leadership. I have another inspirational CEO now in Charlie MacGregor, and am learning so much from him too.
What was your worst moment?
Burning out at 25. I took on too much, too fast, convinced I was better than I was, and eventually walked away from hospitality altogether. I sold everything and travelled the world.
In Australia, I had no intention of returning to the industry, but I ended up doing a trial shift at The Meat & Wine Co in Darling Harbour. I was supposed to be there for three hours, but I ended up staying until 11pm and I was hooked all over again. The culture was different, hospitality was a respected trade; people were career waiters and bartenders; Sundays came with a service charge that went straight to staff. It was thoughtful, balanced, and inspiring.
I was offered the chance to stay, but the pull of family brought me home. Still, that experience gave me a new perspective and reignited my passion.
How do you relax?
Family is everything. I've got three very active kids, and I try to spend as much time as possible with them, whether that's swimming, being outdoors, or playing golf. I love getting to the driving range or squeezing in a round when I can.
One of the best things about working for The Social Hub is that work-life balance is genuinely prioritised. I'm not contacted outside of work hours, and that's down to having a strong team and the right culture. It makes all the difference.