Colessio has achieved nearly double its profits just eight months after bringing in Artemis Hotels Management to lead a new phase of growth and modernisation.
Faced with a post-pandemic downturn, the 39-bedroom hotel’s owners appointed Artemis Hotels to inject fresh leadership and operational focus. Under the guidance of Chris Charalambous and General Manager Lee Norris, the property has undergone a decisive transformation, marking a new chapter for the Stirling landmark.
“Our customers, our team, and our historic property have been at the centre of every decision we’ve made,” said General Manager Lee Norris. “We set ambitious targets, worked collectively, and we’re proud to see profits reflect the work we’ve put in.”
A central component of Colessio’s turnaround has been a bold repositioning and rebrand, simplifying its identity to ‘Colessio’ and refining its market presence as a premium regional stay. The revitalised strategy has centred on operational efficiency, cost control, and a renewed connection with the local community through events and partnerships.
“The first major step was simplifying our identity,” said Norris. “That clarity underpins every decision we make, from operations to the guest experience. By repositioning the hotel, we’ve built our offer around locally sourced produce and a premium bar experience, creating a more commercially focused operation.”
A refreshed visual identity, including a redesigned logo, will debut in early 2026 as part of a wider renovation programme involving guest rooms and public areas.
Colessio’s renewed ethos reaches well beyond branding. The hotel has redefined its supply chain, sourcing from within the Forth Valley region through its participation in the Forth Valley Five sustainability initiative. This partnership ensures that key menu items—from meats and breakfast sausages to honey—are procured directly from local producers, bolstering both sustainability and community ties.
In-room amenities have also received a premium yet eco-conscious upgrade. Guests now enjoy high-end coffee machines, Clipper organic teas, and complimentary bottled still and sparkling water in place of single-use plastics. Toiletries have been replaced with the luxury Duck Island range, selected for their sustainable credentials and modern fragrance profile.
Revenue-driving elements remain at the heart of Colessio’s success. The hotel’s popular Afternoon Tea continues to attract both residents and visitors, while its bar now highlights a curated collection of more than 40 Scottish malts. Bespoke whisky tasting flights are designed to appeal to tourists and locals alike, celebrating Scottish produce and craftsmanship.
Equally, the hotel has deepened its community role, supporting the Hospitality Benevolent Fund and standing alongside key Stirling partners such as Historic Stirling and BID Stirling. As a founding supporter of Pride Stirling, Colessio has reaffirmed its commitment to inclusivity and civic engagement, already pledging support for the event’s third year.
With a team of 21 staff, many long-serving, the hotel’s leadership has placed workforce development at the forefront of its strategy. Internal progression remains a key focus, epitomised by Lynsey McKenna’s advancement from front-of-house to Operations Manager.
“Developing and empowering our team has been one of the most rewarding aspects of the transformation,” Norris added. “Our success is as much about our people as it is about our profitability.”
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Looking forward, Artemis Hotels Management and Colessio aim to build on their 2025 success, refining operations and continuing to strengthen community links throughout 2026.
Chris Charalambous of Artemis Hotels Management said: “Colessio’s transformation is a clear example of what can be achieved when commercial focus, local knowledge, and people-led leadership come together. Lee and his team have delivered an outstanding turnaround that reflects both operational discipline and genuine hospitality. At Artemis, our goal is to unlock the potential of independent properties like Colessio – ensuring they remain profitable, sustainable, and valued within their local economies.”
