The view from the boardroom: Stephen Magorrian

Former Chair, Hospitality Ulster (Botanic Inns, The Horatio Group)

I first joined the board of Hospitality Ulster because I believed our industry deserved a stronger voice and I wanted to help in whatever way I could. For too long, hospitality in Northern Ireland hadn’t been recognised for the vital role it plays – not just in economic terms, but in shaping the very social fabric of our communities. I wanted to help promote the full value of what we do: the jobs we create, the opportunities we offer, and the contribution we make to life here.

Having worked on both sides of the sector – as a supplier and as an operator – I felt I could bring a broad perspective to the table. I’ve seen the industry at its best and its most challenging, right through difficult, dark times, and I’ve always believed that collaboration is the only way forward. Working collectively through Hospitality Ulster gives us a chance to present a united front and to highlight the professionalism, creativity, and resilience that define our sector.

Becoming Chair was never a specific ambition, but when the opportunity came, I was happy to take on the responsibility. The role allowed me to work closely with the Chief Executive and to engage directly with decision-makers – to help shape strategy, policy, and advocacy in a more hands-on way. I’ve always tried to lead from experience and with conviction, and I’ve been proud to work alongside a strong board that represents the breadth of our industry.

Before the turn of the century, people’s understanding of the hospitality industry and what it could deliver was lost. It has taken us a while to build it back up to be seen as a reputable and essential section of the economy here in Northern Ireland.

We’ve made good progress in recent years, but challenges remain. Costs continue to rise, and VAT remains one of the biggest barriers to growth and investment. Without reform, operators will struggle to sustain their businesses, let alone expand or create new jobs, but the Executive having no control over VAT means that we are making our case through sister organisations like UK Hospitality.

Despite these hurdles, the future holds huge potential. Hospitality has always been at the heart of human connection – people will always want to meet, eat, and share experiences. Northern Ireland has some of the finest raw ingredients and products anywhere, and a reputation for warmth, music, and culture that’s second to none. The key is making sure we have the skills, training, and career pathways to match that potential, something we’ve been working on with partners like Belfast Met.

We have a strong board, and we are always looking at how we can improve the range of voices that we have. We have made great progress in terms of being an organisation that speaks for the industry as a whole; the number of restaurants and hotels that are now part of Hospitality Ulster is a good sign of that.

Making our voice heard, whilst ensuing we are not constantly portraying negative predictions for the industry is a constant balance. We do need to make sure government know our challenges, but if we are seen as a failing industry the Government will simply look to invest elsewhere as they weigh up the return on their investment. It’s a complex balance, but with commitment and collaboration, I’m confident our sector can continue to grow and thrive. Hospitality is not just an industry here; it’s part of who we are.