Hospitality is built on details most guests never consciously notice.
The shine of a marble floor. A spotless spa mirror.
For Mark Golding, those details are not small things. They are the pinnacle of the work itself. And after decades spent inside some of London’s most demanding hospitality environments, from Claridges, to the Wolseley and more recently for the last three years as Head of Operations at Act-Clean, he understands better than most that standards have to be maintained day in, day out.
Leading through presence
At Act-Clean, Mark’s leadership style is simple and straightforward: be present.
He visits sites early, meets supervisors face-to-face and speaks directly with clients. Often, he walks operations himself.
That visibility has become one of the defining characteristics of his role as Head of Operations. He’s focused heavily on building more direct support for teams on the ground.
“I’m more on site than behind a desk. I don’t just send emails! I get involved.”
In hospitality, he believes, leadership only works when people can see it.
A Team within the Team
Act-Clean often describes itself as the “team within the team” and for Mark, that phrase reflects something fundamental about hospitality culture.
“You have to work together and you have to trust each other.”
Having spent years as a client of Act-Clean himself at The Wolseley and Claridges, Mark understands what genuine partnership looks like.
The best operational relationships, he feels, are the ones where cleaning teams stop feeling external and become fully integrated into the wider operation.
That means understanding pressures before they escalate, anticipating peaks, keeping standards consistent and knowing the rhythms of service.
“We value working with our clients and becoming part of their team.”
It is an approach rooted in hospitality thinking rather than traditional contractor thinking, and one that has helped Act-Clean build long-standing relationships across some of London’s leading venues.
Building teams from within
One of Mark’s biggest focuses since joining Act-Clean has been developing people internally.
He speaks proudly about team members who have progressed into larger responsibilities, including Douglas, Kenny, Eric and Rebecca.
“There have been lots of internal promotions.”
For Mark, operational strength comes from creating structure, support and opportunity: particularly in an industry where good people are everything.
From his point of view teams perform best when leaders are visible, accessible and actively involved in helping people grow.
Diversity through respect
Act-Clean’s workforce reflects the diversity of hospitality itself: multicultural, multilingual and made up of people from a wide range of backgrounds and experiences.
But for Mark, diversity starts with something simpler than policy.
“As long as you’re a team player and you work hard, that’s what matters.”
He believes strong teams are built around contribution, attitude and trust rather than background.
At the same time, he’s aware of the value diverse perspectives brings to hospitality environments, particularly in preventing silos and creating balanced teams. The importance of strong communication, particularly when managing multicultural teams across high-pressure hospitality operations, is essential.
“Different nationalities and cultures communicate differently. Understanding that matters.”
Standards live in the details
Listening to Mark talk about hospitality, one thing becomes immediately clear: excellence is rarely dramatic.
It is procedural, consistent and repetitive. And it truly lives in the details.
Whether it’s a polished staircase or a spa mirror free from fingerprints. Or a kitchen porter anticipating what needs to be done before being asked.
“Be alert. Be aware. Know your surroundings.”
That mindset shapes the way Mark approaches every area of the business: from specialist flooring restoration to kitchen porter operations and spa cleaning.
To his mind, standards are maintained not through grand gestures, but through consistency, preparation and ownership.
Hospitality is still personal
Despite decades in the industry, Mark’s connection to hospitality remains deeply personal.
Starting out in the kitchen as a chef, he still notices the food photography pinned up backstage in kitchens. Still enjoys restaurant openings. And still feels connected to the world that first drew him in as a teenager.
That passion matters because it shapes the way he sees the work. For Mark, cleaning is not separate from hospitality. It is hospitality. It is part of how guests feel when they walk into a space.
“You walk into somewhere with beautiful floors and it feels special.”
There’s a real sense of care and respect. And ultimately, that understanding is what defines his approach to leadership at Act-Clean.
It’s both practical and personal, because in hospitality, the unseen work is often the work that matters most.
