Over three days, the group immersed itself in 22 venues and experiences, met with a dozen hugely successful operators from high-performing restaurant concepts and community-driven culinary ventures to large-scale regeneration projects. We even met with the Mayor of Denver who shared his vision for the city – and his firm belief in the vital role of hospitality to bring jobs, renewal and cultural capital to the region.

What emerged was not just a tour of best practices, but a lens into the evolving priorities shaping the future of hospitality.

Here are six key takeaways from the Denver Tour for board-level leaders navigating a rapidly shifting hospitality landscape:

1. International peer-to-peer learning fuels innovation

The Tour is designed to blend perspectives from both sides of the Atlantic. Senior operators and founders from the UK and US shared challenges, discussed strategies, and explored new formats together. This peer-driven format fostered an open dialogue that proved just as valuable as the site visits themselves.

In an increasingly data-driven, spreadsheet dominated business landscape seeking innovation and inspiration first hand is increasingly important for senior leadership teams. The Denver tour reinforced the value of structured, cross-regional exchanges to stimulate fresh thinking and challenge assumptions. The opportunity to critically assess your brand and challenge received wisdom against global benchmarks is a vital strategic tool - not just a perk of the job.

2. Operating excellence at scale is non-negotiable

A highlight of the tour was a behind-the-scenes look at Fogo de Chão, the full-service Brazilian steakhouse renowned for combining premium service with high-volume execution. Andy Feldmann, President International shared insights on systems, training, and cultural values that underpin their consistency across global locations.

For executives, this showcased how operational precision, and a strong internal culture can power brand integrity even at scale. With margin pressures mounting, the ability to deliver quality at volume is no longer optional - it’s a strategic imperative.

3. Procurement transparency drives differentiation

At Mercantile Dining & Provision, sourcing and storytelling took centre stage. Chef-driven menus built around traceable, locally sourced ingredients are not just about ethics - they’re also a sharp commercial differentiator. Consumers on both sides of the Atlantic increasingly demand transparency, and restaurants that can articulate the journey behind each plate create deeper connections with guests.

For boards, this reinforces the need to treat sourcing not only as an operational concern but as a brand pillar. Investing in ethical procurement, local partnerships, and menu storytelling offers a competitive edge in a values-driven market.

4. Niche beverage offerings build experiential depth

Specialist experiences like our mezcal tasting at Ghost Donkey or brewery tour with Left Hand Brewing illustrated the growing power of drink-led engagement. These tightly focused offerings deliver identity, atmosphere, and premium spend opportunities - all while anchoring venues in local culture.

Strategically, this highlights the value of giving beverage programmes more board-level attention. From in-house curation to supplier storytelling, well-crafted drink offerings can become signature brand assets.

5. Hospitality as a catalyst for regeneration

The tour included a compelling case study at Denver Union Station, a landmark redevelopment that transformed a transit hub into a hospitality-driven destination. Sage Hospitality's Walter Isenberg and super impressive team shared how creative food, beverage, and hotel concepts activated the space, reshaping it into a vibrant urban anchor.

From the Mayor to the Destination Marketing Organistions - Denver was a powerful illustration of how hospitality can be a driver of urban renewal, not just a tenant of it. Our UK leaders opined the lack of support back home – but all agreed that opportunity lies in engaging with progressive developers and local government stakeholders to position hospitality as a tool for placemaking and long-term value creation.

6. Purposeful leadership in action: Mary Nguyen, Olive & Finch

One of the most powerful moments came during our visit with Mary Nguyen, founder of Olive & Finch. Mary articulated a vision for hospitality that places people and community at its core. Her commitment to providing affordable, accessible, and nutritious food goes beyond a business model - it’s a mission rooted in dignity, equity, and care.

In an industry understandably focused on margins and metrics, Mary’s leadership was a timely reminder of hospitality’s human dimension. Her values-led approach illustrates how purposeful leadership can inspire teams, attract loyal guests, and build lasting community value.

The Atlantic Club Denver Tour reaffirmed that hospitality has endless capacity for reinvention – the new era is defined by collaboration, transparency, community impact, and operational excellence. For ambitious leaders looking to grow their brands, the opportunity lies in bridging strategic intent with human insight. Whether through global knowledge exchange or hyperlocal sourcing, the most successful brands will be those that lead with both head and heart.

Our thanks to the partners, venues, hosts and attendees that made this a standout Tour: Access Hospitality, CGA by NIQ, Harri, Harrison, Kitch & Nutritics