Tourism Consultants Network



The Tourism Consultants Network was formed in 1989 to represent the specific interests of members of the Tourism Society who were consultants, and to provide an easily accessible database for clients searching for specialist expertise in the tourism, travel and leisure sectors.

Today the Tourism Consultants Network is the largest professional association of consultant tourism experts in Europe, with some 110 members. Collectively they provide expertise in most areas of the continuously growing and highly diversified tourism industry, and provide their skills to public and private sector clients in the UK and in emerging markets all over the world.

Members of TCN must be active consultants with a verifiable record of achievement in their field. They must also agree to abide by our professional code of ethics entitled the Declaration of Good Practice.

For information about joining the Tourism Consultants Network, see the membership criteria below. Click here to apply.

Please note: this TCN section of the Tourism Society website has its own address -

Attention! TCN members only. The members-only area of this website contains valuable links to many procurement portals, archived copies of TCN News, the minutes of committee meetings, and news about forthcoming projects. Simply log in to your account and select 'My TCN Account' from the red drop-down menu.

Looking for a Consultant?

The Tourism Consultants Network offers an unrivalled range of advisory, specialist and implementation skills at every level, from policy formulation for governments to start-up advice for new enterprises.

These skills have been categorised under 15 disciplines and across different sectors, and can be viewed easily by using the search facility under the Find a Consultant tab in the sub-menu above. Consultants can also be searched by name or company.

If advice on finding suitable expertise or experience is required, please in the first instance contact us at

Tenders for consultancy services or tourism projects can be circulated free-of-charge to our members.


TCN organises a number of networking events and discussion meetings every year. Some are for members only, others open to a wider audience. Details are circulated to members by email, and posted under the Events tab at the top of the page.

Becoming a Member

The Tourism Consultants Network warmly welcomes applications for membership from active and suitably qualified consultants in the tourism sector. In order to protect the TCN’s professional integrity, applicants are required to provide evidence of their expertise, which will be reviewed by the TCN Committee before an application is accepted. Applicants must be existing members of, or must first join, The Tourism Society (see subscription details here).

The evidence to be submitted should include the following information:

  • Consultancy history: projects/clients/dates, including any testimonials from clients
  • Consultancy skills, including sectors and geographical areas in which you work (if necessary, see the listing of sectors in Finding a Consultant for reference)
  • Employment history: full CV, showing skills/qualifications, education and training, employment, professional achievements, publications, relevant interests/activities, etc.
  • References: two sponsors, who are either current TCN members (whom we will ask if they are happy to provide support), or external referees (written reference required), or a combination of both.
  • Database details: please supply a concise summary profile (60-80 words) of the principal services/skills you provide, your professional experience, recent clients or projects, etc, for posting in our online 'Find a Consultant' database.

As a general rule, applicants will be expected to have been working as tourism consultants for a minimum of twelve months. If you need any advice on submitting an application, please do not hesitate to contact us at in the first instance.

The Aims, Objectives and Core Activities of the Tourism Consultants Network, together with the Constitution and operational guidelines can be viewed here.

Download the Declaration of Good Practice

For all enquiries, please email

The Tourism Consultants Network (TCN) is the industry's leading representative organisation and a special-interest section of The Tourism Society. You can search the directory by surname, company name, industry sectors, advisory skills, or the geographical regions that they specialise in, or any combination of these.

Alternatively, leave the search fields in their default state and press the Search button to view the entire directory, or see the alphabetical list below.


Search for a consultant by entering a phrase, selecting a skill or sector and searching by experience areas using this form.


Please find your results below. To view more information about the consultant including contact details, a photo, skills and experience, please click on the consultant's name.

Name Company Membership Level
David Andrews Andrews Associates FTS
Silvia Barbone JLAG MTS
Adrian Barsby Barsby Associates Ltd MTS
Lionel Becherel International Tourism Consultancy FTS
Keith Blundell Blue Chip Tourism MTS
Jill Britton Britton McGrath Associates MTS
Kevin Brown Planning Solutions Consulting Ltd. FTS
Paul Buchanan Hall Aitken FTS
Tom Buncle Yellow Railroad Ltd. FTS
Alison Burgh Acorn Tourism Consulting Ltd MTS
Alison Caffyn A Caffyn Tourism Consultant MTS
Benjamin Carey Carey Tourism FTS
Roger Carter MBE TEAM Tourism Consulting FTS
Gerry Carver Retired FTS
Phil Coates Wales TG Ltd MTS
Peter Cole Cole & Shaw FTS
Jay Commins Pyper York Limited MTS
Philip Cooke The Destination Marketing Group MTS
Brandon Crimes Tourism Matters FTS
Susan Cross TellTale MTS
Alison Cryer Representation Plus / First PR FTS
David Curtis-Brignell Go To Places FTS
Richard Denman The Tourism Company FTS
Crispian Emberson Heritage Destination Consulting Ltd MTS
Martin Evans The Tourism Business FTS
Chris Evans . FTS
Elizabeth Federighi Consultant MTS
Jim Fletcher Fletcher Associates, Int. Tourism Dev. Consultants MTS
Pam Foden Pam Foden & Associates Ltd MTS
John Gallery Great Potential FTS
Michael Glen . FTS
Roger Goodacre Roger Goodacre Associates FTS
Ginette Goulston-Lincoln Goulston Lincoln Marketing
Ann Gurnell Ideas Group MTS
Habeeb Habash Yamamah Consulting FTS
Rebecca Hawkins Responsible Hospitality RHP Ltd MTS
David Howell DHA Consultancy FTS
Sergi Jarques Destination Research Ltd MTS
Arwel Jones Arwel Jones Associates MTS
Michael Jones Delta Squared FTS
Kevin Kaley Tourism UK Ltd FTS
Angela Kalisch ananta, Ethical Tourism Consultants
Helene Lloyd Tourism, Marketing and Intelligence Consultancy MTS
Bruce Martin Ginger Juice - Social Media for Tourism MTS
Michael McCormick AzurEurope MTS
Nancy McGrath Britton McGrath Associates MTS
Moustafa Mekawy Saudi Commission for Tourism and National heritage MTS
Andrew Meredith A Meredith Associates MTS
Kevin Millington Acorn Tourism Consulting Ltd MTS
Sean Morgan STR, Tourism Consumer Insights Team MTS
Michael Nutt Nutt Consulting MTS
Sean Owens Thinking Tourism Limited MTS
Nicki Page Page One World MTS
Andrew Palmer Creative Tourist MTS
Andreas Papatheodorou Professorial and Consulting Services FTS
Anoek Petit Anoek Petit Tourism Consultant MTS
Richard Price Richard Price Marketing Freelance
Paul Ridoutt Eurofield International Management Consultants FTS
Peter Robinson Leeds Beckett University MTS
Ken Robinson CBE FTS
Lynn Scrivener LSM - Lynn Scrivener Marketing FTS
Colin Smith The Glamis Consultancy MTS
Nikki Smith Flamingo Marketing Ltd FTS
Martin Taylor GVA (Hotels & Leisure Team) MTS
Helene von Magius Mogelhoj FTS
David Ward-Perkins TEAM Tourism France
Julia Watson Career Concepts Ltd FTS
Ian Watson CMF Consulting MTS
Peter Wild G. P. Wild (International) Limited MTS
Anke Winchenbach University of Surrey MTS

Appointing a Consultant


These guidelines have been prepared by the Tourism Consultants’ Network (TCN), a special-interest section of the Tourism Society. They are based on research among our members and users of consultancy services. Download the Guidelines as a pdf.

The research indicated that if the guidelines were followed, consultants’ time could be used more effectively, clients would obtain better proposals and the value and quality of the work commissioned would be higher. Most importantly, budgets could be used more effectively and profitably to the mutual benefit of both client and consultant.

The Tourism Society is based in the UK, but many TCN members work and/or are located in other countries.  The guidelines are designed to be used internationally, subject to the regulatory and commercial context of the countries in which projects are located.

The guidelines also seek to reflect the different processes that may be applied by private or public sector commissioners of consultancy services.  Increasingly, public sector bodies in the UK, the European Union and other countries are required to follow rules for the procurement of consultancy services and these constrain many of the procedures to be used in tendering tourism consultancy work of any scale. These new guidelines try to reflect that situation as well as provide advice for those with more freedom of action.

The guidelines are designed primarily to help in the process of identifying and appointing a suitably qualified consultancy practice, although many of our members are independent consultants and much of the advice is applicable to the appointment of individual consultants. 



1 Identifying potential consultants
            1.1 How do you find a consultant?
            1.2 How many consultants should be approached to tender?

2 Preparing the brief
            2.1 Should you tell the consultants what the budget is?
            2.2 How detailed should the brief be?
            2.3 What information is needed from consultants?
            2.4 What else can ensure that we get the best possible tenders?

3 Interviewing and selecting the candidates
            3.1 Interview arrangements
            3.2 What selection criteria should be applied?
            3.3 Should you interview consultants or judge on written submissions?
            3.4 Getting the best from Consultant interviews

4 Appointing the consultant
            4.1 Informing consultants of the outcome and documenting the appointment

5 Working together to ensure the best results
           5.1 What makes a good timetable for the project?
           5.2 What about meetings during the project?
           5.3 Payments
           5.4 What is the process for submitting the final report?

6 The Guidelines and TCN Code of Good Practice

7 Feedback


1 Identifying potential consultants

1.1 How do you find a consultant?

  • The Tourism Consultants’ Network is the biggest association of specialist tourism consultants in Europe. Full details of our members’ expertise and experience can be consulted on this website, under the Find a Consultant tab.
  • Alternatively, the professional tourism organisations most relevant to your project may keep a register of approved consultants e.g. your local Destination Management Organisation or Tourist Board, or your sectoral group e.g. the Museums Association or one of the accommodation sector bodies.
  • Also, do ring around to find out who has done what elsewhere. When you have got some names of potential consultants, ring them up to establish their interest – and get a first impression. The Chairman of the TCN or the secretariat of the Tourism Society will always be happy to advise if needed.
  • Many public sector bodies in the UK and international agencies are now obliged to advertise their tender opportunities via an open portal. Given the plethora of portals, not all consultants will be aware of them all and you may miss alerting some of the best candidates. We recommend that you send details to those you would particularly like to tender. You can also draw the attention of all TCN members to a project opportunity by sending brief details and a link to your portal to the Tourism Consultants Network (via who will be happy to circulate the details to its members.

1.2 How many consultants should be approached to tender?

  • For most projects, ideally three, and generally not more than five.
  • The more consultants you ask to make submissions, the more you will increase your workload. It is time-consuming to liaise with candidate consultants, to meet with them, to provide background information and to assess their proposals.
  • If you ask more than three, some of the most suitable and busiest consultants might decide not to make proposals because the chance of being selected is reduced.
  • Open tendering may be more transparent but it can create problems.  If you have to go to open tender, we strongly recommend that you adopt a two stage approach whereby you ask for a pre-qualification tender before choosing a short list for full tenders. We are aware of situations where more than 20 full tenders have been submitted for relatively small jobs; this is a waste of resources for the client who has to go through many inappropriate submissions and for the many consultants who don’t have the right experience or skills.
  • Providing information on how many consultants have been approached will allow consultants to gauge their chances of success. It is also helpful if you can say who the other consultants are.

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2 Preparing the brief

2.1 Should you tell consultants what the budget is?

  • It is mutually helpful to state an approximate budget because tourism consultancy can vary considerably in scale and depth. The best way for a consultant to judge your aspirations is to know how much fee is available. It is virtually impossible to design a brief that is not capable of many different interpretations and the best consultant for the job is not necessarily the one who guesses correctly the value of input required.
  • Stating the budget offers a benchmark whereby all consultants can say what they can offer for that price, making it easier for consultants to prepare a suitable approach and easier for the client to compare bids. If no budget is stated, you are likely to end up with a number of proposals that are very hard to compare.
  • Some firms have limits below which they will work only on the basis of direct, non-competitive appointments.
  • By providing information on the budget and numbers competing, you can be more confident that those consultants that tender will put forward good, competitive proposals.

2.2 How detailed should the brief be?

  • Do not overload a study brief. The quality of the work will suffer if consultants are expected to deliver too much within a limited budget. Aim for depth rather than breadth.
  • Provide as much detail as possible on the scope and scale of the project, particularly if no budget is indicated.
  • It is wise initially to treat briefs as provisional and to be prepared to issue amendments to them. The process of liaison with consultants during the preparation of submissions often raises valuable, fresh ideas. A rigid brief may preclude the most beneficial outcome.

2.3 What information is needed from consultants?

  • Be proportionate. The information requested in briefs is often unwarranted given the scale of the project and risks associated with it.  Only ask for information that you really need to assess the consultant’s suitability for your project.  In recent years, public sector procurement processes have tended towards greater bureaucracy with requests for excessively detailed information.
  • There is often an inordinate emphasis in tender documentation on policies, procedures, accreditation and financial strength, requiring consultants to provide masses of information. These matters are important but should only be taken up with the successful consultant; there is little point in requiring all tenderers to provide such details at the outset.
  • References are particularly important but do leave any approaches to the final decision stage to avoid unnecessary inconvenience to referees.
  • If you require consultants to have professional indemnity insurance, do be realistic in the level required: if the level demanded is too high, you risk disqualifying or deterring perfectly competent consultants.

2.4 What else can ensure that we get the best possible tenders?

  • Allow a minimum of three weeks for the preparation of proposals. Consultants are not necessarily able to drop everything the day they receive your brief. The best consultants are usually the busiest.
  • Have someone available throughout the period to meet the consultants or answer their questions over the phone. This should be a responsible professional involved with the project, not the procurement officer. A consultant will prepare a much more effective proposal if they have a full understanding of the relevant issues.
  • If a multi-organisation team is appointing the consultants, one member should be given delegated powers to resolve questions that may arise and to give clear answers to consultants’ queries.
  • This should extend to the power to issue amendments to the brief and the timetable if the need arises, as for example when an oversight emerges that is identified by one of the candidate consultants.
  • Some clients take the view that any and all requested information and questions should be circulated to all competing consultants. This stifles innovation; if a consultant wants to pursue an interesting or new line, they should be encouraged to do so. They will be less likely to do so if other consultants are going to benefit from their enquiries or suggestions.
  • If your procurement process involves submissions via an e-portal, do work with your procurement team to make sure it is reliable, simple and user-friendly.
  • Your brief should ideally include arrangements for consultants to visit the site(s) (if appropriate to the project) before preparing their proposal.

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3 Interviewing and selecting the candidates

3.1 Interview arrangements

  • It is helpful to all parties to let consultants know the likely date(s) for interviews at the earliest opportunity, even if they may not be short-listed.
  • A choice of dates is helpful as some consultants (especially the best) may have other important commitments on your chosen date.

3.2 What selection criteria should be applied?

  • Your criteria will vary according to the project, its cost and duration but may include:
    • ‘Technical’ or specialist skills;
    • Relevant industry sector experience, CVs[1];
    • Overall track record;
    • Quality of references: individual and corporate;
    • Understanding of the brief and compliance with it in their submission;
    • Approach to the work, evidence of innovative thought;
    • Knowledge of the geographical or market area, but only if prior experience is deemed essential; experienced consultants will rapidly acquire the necessary market intelligence on the ground (and can be provided with local support or required to include a local consultant with the necessary market knowledge in the team)
    • Quality of project management;
    • Price; and
    • Timescale; ability to deliver when required, or as proposed.
  • Ensure the assessment of tenders gives sufficient weight to the technical qualities of the proposals when related to the tender price. You may want to retain the right to negotiate on price if your favoured consultant is deemed too expensive. If price is the over-riding factor, make the weighting clear and ideally, state the budget to avoid wasted proposals.
  • You should weigh each factor in any evaluation of proposals but experience has shown that the most important aspect of all is to find a consultant with whom you and your team can work constructively.
  • This suggests a need for a flexible approach to evaluation criteria rather than an ill-conceived or inflexible scoring matrix.

3.3 Should you interview consultants or judge on written submissions?

  • It is important to know who the consultants will be who will work on your project and how well you and the consultants could work together but interviews can be misleading as the presentation skills of consultants vary.
  • Some organisations are now basing their choice purely on the written proposal. Such an approach can save time and expense for both parties, but there are risks in not having met consultants in person. 
  • If there is a clear favourite amongst the written proposals, you could invite the consultant for a discussion, without commitment, prior to formal appointment. This will give you a chance to meet face-to-face and confirm that they are the right team for the job.
  • If you decide to interview, do so only with those consultants who have a realistic chance of success.

3.4 Getting the best from Consultant interviews

  • Your interview team should ideally be not more than two or three people - all of whom are knowledgeable about the proposed project and the brief.
  • The interview room should be arranged in a welcoming style with consultants and sponsors sitting alongside each other around the same table.
  • Allow sufficient time to meet and greet the consultants, and for them to settle in and set up any presentation equipment as many consultants will wish to use audio-visual material. (Candidates should be asked in advance if they wish to make audio-visual presentation and, if so, what equipment you will need to provide.)
  • Specify the interview length:  If you are interviewing several consultants on the same day, the best is perhaps a 60 minute cycle: 25 minutes for presentations, 25 minutes for discussion and 10 minutes for changeover. Anything under 45 minutes will probably be too short.
  • You may wish to limit the amount of time allocated to formal presentations.

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4 Appointing the consultant

4.1 Informing consultants of the outcome and documenting the appointment

  • Lengthy legal contracts are sometimes required, notably by major donor agencies for major contracts but more simple options should be sought for smaller projects.
  • A simple letter of appointment, clearly stating the agreed terms of the commission, will often suffice. The consultant should then confirm acceptance, also in writing.
  • It is courteous to inform unsuccessful consultants as soon as possible after the selection process has been completed.
  • Offer to inform them of what were seen as the strengths and weaknesses of their proposal/presentation.

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5 Working together to ensure the best results

5.1 What makes a good timetable for the project?

  • Start date: most consultants cannot allocate time for your project until you have confirmed their appointment.
  • It is vital to agree a timetable for the project with the consultant, and for this to be flexible to cater for contingencies that arise during the study.
  • Give your consultant sufficient time to carry out a full professional job. Getting the best outcome is usually more important than saving a few weeks.
  • Allow plenty of time for setting up meeting and interview programmes and conducting contextual research and surveys; the people the consultants need to interview cannot always be available or respond instantly.

5.2 What about meetings during the project?

  • One costly element of a consultant’s work is attending regular client meetings. If you can keep these to a minimum during the project itself, this will be beneficial to you and to the consultant.
  • A schedule of organisations or persons to be consulted should, if possible, be in the agreed brief; otherwise it should be drawn up and agreed at the start of the work.
  • For longer projects, many international organisations require the consultants to present an inception report after the first couple of weeks on site, which summarises briefly the consultants’ proposed methodology and embraces any agreed last-minute minor modifications to the brief. This document de facto becomes part of the contract between client and consultant.

5.3 Payments

  • For all but the smallest jobs, consultants will want a clear invoicing and payment schedule and should, in fairness, be paid  an inception fee  as there are inevitably start-up costs and some time-lag before the first milestone. Prompt payment after each agreed milestone is important, particularly for the many small consultancies.

5.4 What is the process for submitting the final report?

  • Your consultant should send you a draft report, for comment and amendment if necessary, in advance of the final text.
  • Ownership of the copyright of any new material produced in the course of a project should be agreed at the start of a project.

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6 The Guidelines and TCN Code of Good Practice

Irreconcilable disputes between Client and Consultant are rare.  If they occur, it is in the best interests of both parties to resolve them as soon as possible. 

All Members of the Tourism Consultants Network have agreed to comply with the TCN’s formal Code of Practice. Details can be found here. When commissioning a consultant, the terms of this Code of Practice should be borne in mind.  In the case of any dispute Clients should refer to the Code for any references therein that are helpful in clarifying the potential points of dispute.

However, if an apparently unresolvable dispute arises between a Client who has engaged a Consultant for the provision of services in accordance with these guidelines and a Consultant who is a member of the Tourism Consultants’ Network, the Client may apply in writing to the TCN Chairman who will review the matter in dispute. The Chairman may himself advise on the issue or he may appoint another individual to act as an informal mediator.

The objective will be to provide impartial guidance to assist the Client and the Consultant to resolve the matters in dispute.

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7 Feedback

The Tourism Consultants’ Network committee has drafted these Guidelines, which will be kept under review and revised in response to changing circumstances in order to provide the most constructive and mutually beneficial advice possible. The TCN would welcome feedback on this advice or suggestions for improvements from both clients and consultants: please send any comments to


[1] We advise that you do not prohibit specialist sub-consultants from participating in more than one submitting team. If you do, you may lose a particular expert with particularly relevant skills because his or her team is not chosen.

The TCN Committee consists of between four and eight members elected by TCN members at the Annual General Meeting for a period of twelve months. The Chairman is elected by the Committee, for a period of three years, which can be renewed once. The Committee may co-opt up to two additional members at its discretion. Full details of election procedures, committee responsibilities, financial arrangements etc are laid out in the Constitution, which can be accessed here.

The Committee organises discussion meetings, professional development, and networking opportunities, and actively promotes the TCN in domestic and international markets. Details of TCN activities and networking opportunities, and the minutes of all committee meetings are communicated regularly to members by email and newsletters.


Roger Goodacre FTS - Chairman

Oliver Bennett FTS - Vice Chairman

Tom Buncle FTS

Philip Cooke MTS

Dr Richard Denman FTS

Pam Foden MTS

Dr Rebecca Hawkins MTS

Chairmen of Tourism Consultants Network
1989-92     John Brown
1992          Michael East
1993-2000 Chris Evans
2001-02     John Toovey
2002-11     Chris Wikeley
2012-         Roger Goodacre





For all enquiries relating to the Tourism Consultants Network, please email

WTM, Tuesday November 8th 2016

Speakers:             Carlos Vogeler, Executive Direct of Member Relations, UNWTO
                               Robert Travers TCN, Independent Tourism Consultant
                               Kevin Millington TCN, Director, Acorn Tourism Consulting Ltd.
Moderator:           Roger Goodacre TCN, Chairman, Tourism Consultants Network

This was the sixth consecutive year in which TCN had organised a discussion-meeting in partnership with UNWTO, at the invitation of the WTM organisers. As always it drew a good audience, with a healthy representation of DMOs and consultants from around the world.

A decision was taken this year to have fewer speakers in order to allow more time for both presentations and questions, a format that seemed to work well.

The session was opened by Carlos Vogeler (UNWTO), who identified governance, quality management and competitiveness as the three fundamentals that an emerging destination had to address in order to develop a thriving tourism economy. He spoke also of good crisis management, citing the case of war-torn Colombia where a bold advertising campaign that broke all conventional rules had met with exceptional success.

He was followed by TCN member Robert Travers, who illustrated some different marketing and development approaches taken in different destinations, in projects on which he’d worked in recent years in exotic places, notably Albania, Georgia and Vietnam.

The value of comprehensive up-to-date statistics harnessed by technology was strongly brought out by Kevin Millington, who used recent experience in the Falklands, Lesotho and the South Pacific to demonstrate the importance in making strategic decisions of having reliable data as a basis.

Photo of our panel:

Carlos Vogeler's slides are available here

Kevin Millington's slides are available here

Robert Travers' slides are available here