Stepping down as chief executive of walking specialist HF Holidays after more than 40 years with the brand will give him more time to actually go hiking. “It’s boots on, not boots off,” he grins.
It was an ad in an outdoor magazine that attracted the former Boy Scout in 1984, who joined as marketing assistant “on below minimum wage”.
HF is unique among tour operators; founded as the Holiday Fellowship in 1913 by Thomas Leonard to improve the lives of factory workers, it owns 16 country houses and is run as a co-operative, with 48,000 members and 650 volunteer walk leaders. Three quarters of bookings come from members, with the basic £100 membership including a £30 discount on each holiday and other benefits.
In Harrington’s 41 years, he has taken charge of HF’s estate, upgrading rooms to ensuite and adding more single occupancy. “The holidays haven’t changed, but the infrastructure has,” he says.
A turning point for the brand came in 2001, when foot and mouth disease in cattle closed the UK countryside – just as budget airlines began to prevail. “After 2001, I thought it would bounce back, but it didn’t,” says Harrington. “Then there was the growth of the internet and short breaks.”
Nevertheless, investment came, and the HF product successfully expanded. Today, it boasts a full programme of UK and overseas trips as far away as New Zealand.
Harrington became chief executive during the pandemic. “That was quite difficult and dark at times, it was a long time before overseas travel restarted,” he recalls. “The high point was coming through it and seeing the support from our tour leaders, and the response from customers.”
Besides spending more time on the Fells during retirement, he plans to volunteer and seek a trustee role with an outdoor organisation. “Maybe something to do with diversity,” he adds.
His successor is Chris Simmonds, previously of JG Travel Group and Saga Holidays. HF’s ownership structure was key for him, and isn’t something he plans to change. “It’s a membership organisation and specialist,” he says. “It’s multi-faceted; that stimulates my interest.”
In terms of client experience, the USP on trips, he says, is having different walking options in the same group catering for differing levels of mobility and fitness, so that will also stay.
New directions
Simmonds is, however, considering new product ideas such as pairing cruise – ocean and river – with walking holidays, and believes the brand is well positioned for the 50-plus market, especially those who start to find other sports difficult.
He is mindful of HF’s founder’s ambition, particularly when it comes to mental health. “We see ourselves as a movement. The more we can encourage people to enjoy the great outdoors, the better the nation will be.”
Being a membership organisation implicitly means selling direct. Harrington admits the majority of sales are not via third parties, but stresses the repeat booking value to the trade.
The change at the top comes six months after HF achieved B Corp certification. “It’s interesting how important it’s become to clients,” says Harrington.
As part of its strategy, HF has replaced coach itineraries with walks direct from its properties, and added more rail options. It has also, under Harrington’s watch, made carbon measurement and labelling part of its "product-to-market" process.
Menus, meanwhile, including HF’s trademark packed lunches, are now more plant-based, and plastic wrapping-free – with one exception: clients’ favourite lunchbox treat, a Cadbury Freddo, will remain.
Some traditions you just can’t change.
