As an award-winning concierge, Ashley Harman is used to making the impossible happen.
As an award-winning concierge, Ashley Harman is used to making the impossible happen.
As an award-winning concierge, Ashley Harman is used to making the impossible happen.
As an award-winning concierge, Ashley Harman is used to making the impossible happen.

Here to serve and up for a challenge


  • English
  • Arabic

I joined Brown's Hotel in 2005 and in October this year, I was named London Concierge of the Year by the Society of the Golden Keys [a membership body for concierges]. Before Brown's, I worked at the InterContinental Hotel on London's Park Lane and when it closed for refurbishment, a former colleague approached me and offered me the position of deputy head concierge at Brown's. I leapt at the chance because it meant a promotion, and Brown's is one of London's oldest hotels and is synonymous with quality. Initially, I was a little daunted by the increased responsibility but Simon [the head concierge at Brown's] reassured me that I was ready.

My main responsibility is to support Simon and look after the day-to-day running of the desk. The head concierge has to spend time attending meetings and dealing with the management side of the department, so he needs a deputy who can take the reins as and when is required. I didn't set out to be a concierge. When I left school, I studied hotel management before being taken on by Sheraton [Hotels] on its management-training programme. Part of the programme involved a three-month spell as a concierge and I just fell in love with the role. I enjoy the fact that it is a continual learning process and no two days are ever the same. One minute I can be ordering theatre tickets and making sure that guests receive their morning papers, and the next I can be organising a private jet or trying out the latest restaurant. We often have celebrities and high-profile guests staying with us, from lords and ladies to fashion and pop glitterati, so discretion is also a large part of the job.

What I love most about my job is being able to carry out the seemingly impossible. When a guest checks into a hotel and sets a challenge, the real buzz comes from being able to provide what they want. It's almost like a gauntlet being thrown down; a case of "I bet you can't do this," and then being able to do it. I always try to go the extra mile. When an airline lost the luggage of a regular guest recently, I bought a replacement suitcase and filled it with everything they needed for their entire stay - from business suits to golfing attire - all to the guest's exacting taste.

The most unusual thing I've ever been asked to do as a concierge is to order and ship scaffolding towers - along with an assortment of paints and brushes - for a regular guest who lived in Ethiopia. Many guests heavily rely on us to organise their lives for them and think of us as their London office. Our guests are usually very appreciative and polite. If someone is rude, I try not to take it personally and to think instead of the pressures that he or she may be under - being away from home, missing family, or maybe about to sign a multi-million pound contract. I try my best to reassure them and to turn their mood around.

The internet has made my job so much easier. Before it, we had a whole office crammed full of reference books and folders - even my bathroom at home was jam-packed. Simple tasks would take a lot longer to complete. Now I can access most of the information I need at the touch of a button. I was born near London and have always lived and worked here. This city has so many diverse cultures and in my opinion, an unrivalled history. Things change all the time - new restaurants and attractions open almost daily - so we are always learning new things. I wouldn't want to work anywhere else.

I work a 12-hour shift most days and I often don't get home until 10pm. I usually have some days off during the week, however, so I can spend time with my wife and my five-year-old son. I can honestly say that there is nothing I dislike about my job. I have found something I love doing and if I didn't enjoy it, I would stop. The most rewarding experience that I've had in my career to date was winning the Concierge of the Year Award for London. It was a huge honour for me because I was up against stiff competition from other concierges at top London hotels such as The Dorchester and The Langham. The award recognises the 14 years of my life that I have put into trying to be one of London's leading concierges.

* Interview by Lisa Hillier

THE APPRENTICE

Director: Ali Abbasi

Starring: Sebastian Stan, Maria Bakalova, Jeremy Strong

Rating: 3/5

Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.

Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.

Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.

Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.

“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.

Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.

From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.

Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.

BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.

Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.

Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.

“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.

Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.

“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.

“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”

The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”