IWD 2026 - Interview with Sam Hughes

Through the CORE International Women’s Day Interview Series, we explore leadership shaped by purpose, generosity, and long-term impact.

Here, we are talking to Sam Hughes, Operations Director – Bars & Venues, Stonegate Group.

Stonegate Group is the largest pub, bar and venue operator in the United Kingdom, with a portfolio of thousands of sites and many high-profile hospitality brands such as Slug & Lettuce, Be At One, Walkabout, Popworld, Sports Bar & Grill, Great Local Pubs, Pubsmiths…and their operator led managed format Craft Union Pub Company.

Could you share a brief overview of yourself, your career journey and how it has brought you to your current role?

After moving to Glasgow 20 years ago for university, it became quite clear on that journey that a structured classroom environment was not for me. I was lucky enough to get job in a busy cocktail bar in Glasgow and I was obsessed! I had finally found a place that really fit, hospitality felt like it came naturally and was somewhere I felt like I could thrive. Working at the Scotsman Hospitality Group for the first 9 years of my hospitality career, growing from bartender to Area General Manager of fun, eclectic bars. In 2015 I moved to BrewDog where I had the opportunity to truly start my career development, joining as a General Manager and leaving the business as Operations Director. Two years ago, I took the leap to join Stonegate and the wonderful team that is Slug and Lettuce. Last year I was offered the opportunity to stretch myself and take on other formats within the business, becoming the Ops Director for the Bars and Venues division of Stonegate, looking after wonderful businesses such as Be At One, Popworld, our LGBTQIA+ venues and of course, Slug and Lettuce.

What does the International Women's Day slogan "give to gain" mean for you personally, and how does it translate into your approach to leadership?

For me, “give to gain” means understanding that when we intentionally invest in women, by giving them opportunities, trust, visibility, and support, we don’t lose anything; instead, it results in stronger teams, better decision making, and a healthier workplace culture. Personally, I’ve seen that when women feel empowered and valued, they show up with confidence and commitment.

In my approach to leadership, this translates into actively creating space for women to grow, truly hearing them, advocating for them in leadership conversations, and providing real opportunities to lead. By giving time, mentorship, and sponsorship, we gain diverse perspectives and engaged teams. Empowering women is not just the right thing to do; it’s a powerful driver of growth for the business.

How important is it for you to actively sponsor (not just mentor) each other, and what does that active support look like in practice?

Active sponsorship is critical to see more females in leadership roles. Mentorship offers guidance, but sponsorship creates access and opportunity by having women’s back when it really matters. This means using your voice and influence to advocate for women in rooms where decisions are made. It’s more than giving advice, it’s recommending her for the role, project, or promotion, influencing others to help open doors for other women. Lifting each other up, creating space for more women in leadership, and ensuring no one’s talent goes unnoticed is key to the future of hospitality.

 What trends do you see shaping the future of leadership for women in business?

I see a shift toward more inclusive and values-led leadership. There is a growing recognition that diverse leadership teams drive better results. Businesses are realising that emotional intelligence, adaptability, and relationship-building, must be valued as strengths alongside results.

Flexible and hybrid working models are also becoming more common, creating more sustainable career paths for women. Where professional growth and personal commitments can be more balanced, we are seeing women stay in role and continue their career path.

There has been such a wonderful community built in hospitality where women are uplifting each other and sharing their experiences. There is allyship and advocacy for women like we have never seen it, influencing change within the industry.

Finally, rather than following in the footsteps of those who went before them, women are embracing their differences to define what leadership means to them.

Have you had mentors or role models who influenced your career? How did they help?

Absolutely, I’ve been fortunate to have had amazing men and women role models in my career. The biggest piece of advice that has resonated with me is that the most impactful leadership starts with authenticity. They led with empathy, honesty, and were open about their vulnerabilities. This gave others the permission to do the same. Through their example I learned that it was okay that I am different to my peers, that in some ways, it’s my superpower. Being true to ourselves, our values and communicating openly allows everyone to show up being their authentic selves.

Their guidance helped me find my voice and showed me that authenticity builds trust, confidence, and lasting influence.

What legacy do you hope to leave for the next generation of women leaders?

I want to challenge the traditional idea that you have to be tough at all costs to succeed in hospitality. Strength is not just about endurance; it's about self-awareness, compassion and leading with integrity. My hope is that future female leaders feel empowered to succeed without compromising who they are.

What is one piece of advice you would give your younger self at the start of your career?

Be yourself and know your worth. You don’t need to be perfect and don’t need to have all the answers to take the next step in your career. Don’t feel like a ‘nuisance’ for speaking up, your voice matters.