Eric Fontanabianca, Rest Up

Tell us about your role, your journey to this position, and how your work contributes to your organisation’s success

My name is Eric, and I am the Groups and Sales Manager at Rest Up hostel, Elephant & Castle, one of London’s most historic and established budget accommodation providers. I’ve worked in this industry practically since the start of my career, moving from Italy to Portugal, where I managed marketing for a leading boutique hostel chain in Lisbon, before arriving in the UK in 2014 to take on my first GM role at a youth hostel in central London. Throughout my journey, the key focus has always been delivering sustainable revenue growth. As a Groups & Sales manager, I achieve this through scalable group sales strategies, B2B partnerships, pricing leadership, and robust contract negotiations, all while ensuring an excellent guest experience rooted in the youth travel education ecosystem.

What has been the most rewarding experience or achievement in your career so far?

On a personal and professional level, it has been the opportunity to channel my curiosity and drive into continuous growth. Over the last decade, my journey has spanned operations, business development, revenue, marketing, partnerships, and guest experience. I’ve worked closely with cross-functional teams to lead multi-day group travel initiatives, develop long-term partnerships with tour operators, and support portfolio-level commercial strategies.

A standout highlight was in 2021, when I played a central role in designing and rolling out a group booking cluster sales strategy. By scaling accounts consistently, refining internal processes, and introducing a more structured commercial approach, we managed to drive nearly 150% growth in group revenue over three years.

What’s the best piece of advice you’ve received, and how has it influenced your approach to work?

To never let yourself be defeated when things get tough. It’s all about the skill of turning negatives into positives and transforming team friction into a shared spirit of unity.

If you weren’t working in this industry, what other profession might you have pursued, and why?

I would probably have gone into HR or recruitment, which aligns with my university background. But the truth is, I’ve always been passionate about hospitality, and I’m also a pretty good chef. So, it probably would have been a mix of the two, managing a busy kitchen or a high-energy recruitment team, who knows!

What trends or innovations are shaping your sector, and how has the landscape shifted since Covid?

We are living in an era of tremendous technological innovation, and traveller profiles are shifting rapidly. Today, Gen Z demonstrates a heightened awareness of sustainability, yet young backpackers also expect a sleek, tech-driven atmosphere that modernises the youth travel experience. COVID-19 brought monumental changes, and we’ve all had to adapt. Social interaction among travellers is much more digitally driven now, largely due to the digital linkups and hangout initiatives promoted by individual properties and major OTAs.

What changes have you observed in consumer behaviour, and how does your business adapt to stay relevant and connected?

There is a clear tendency today for guests to plan and fine-tune their entire travel itinerary well before they even arrive, often utilising artificial intelligence. Despite this digital shift, it remains vital for us to actively engage with travellers and student groups. We need to maintain complete faith in our physical product while finding new, creative ways to connect with young people choosing the hostel experience. In the past, capturing that community spirit was easier; it was an organic part of the shared values of Gen X and Millennials. Today, engaging Gen Z is a more dynamic, open challenge, but one we are excited to meet.

What exciting projects, goals, or plans does your organisation have in the next 12–18 months?

Following our official reopening to the public in 2025, we are focused on modernising our facilities, developing our staff, and cultivating an incredible atmosphere. From a project management perspective, we are investing heavily in updating and renewing our infrastructure. Stay tuned, our guests are in for a real treat!

Tell us one unique fact or story about your business that people might not know.

Few people know that our building originally opened in 1913 as a landmark hostel for working women. It was funded by Ada Lewis, a wealthy philanthropist who wanted to address the lack of decent, safe housing for single, low-income working women in the city. At the time of construction, it was the largest of its kind in London, capable of accommodating 214 women in single cubicles and another 46 in double rooms.

As a member of BETA, what have you found most valuable, and how has it supported your business growth?

BETA is the natural hub and key association for the UK educational travel sector. A massive proportion of our most esteemed B2B clients and partners came to us directly through BETA workshops. These events remain one of the most vital face-to-face meeting points for professionals in our industry.

In your view, what are the biggest challenges, threats, and opportunities facing youth, student, and educational travel in the coming years, and how is your business preparing to meet them?

The biggest challenge is keeping pace with constant technological evolution and understanding how new generations, with their unique desires, values, and strengths, are changing. To remain proactive, you must stay adaptable. While we are fully aware of the logistical and operational hurdles facing the industry, the overall market demand for group travel remains incredibly strong. The physical layout of Rest Up is naturally suited to hosting educational trips, and we are fully prepared to meet those needs with flexible B&B, half-board, and full-board catering options.