Harrison Holidays: From single caravan to UK leisure powerhouse

From a single caravan bought for £250 in the 1970s, George Harrison’s vision has grown into Harrison Holidays, one of the UK’s largest family-owned holiday and leisure park businesses. Today, with 11 sites stretching from Ayrshire to Suffolk, the company is also driven by George’s three sons – Billy, George Junior, and Robert – who have been central to its growth since the 2000s. Their expansion is defined by a hands-on approach to acquiring and transforming properties, each stamped with the Harrison brand of quality and experience. This ambitious trajectory is increasingly supported by a close relationship with David Edwards, Global Relationship Director at HSBC UK.

The Harrisons don’t just run a business – they live and breathe it. The three brothers and their father are frequently visiting their parks and potential acquisitions across the UK. “We like to get out there and speak to the managers and customers,” says Billy Harrison. “If we sit in an office and look at a screen all day, the numbers might look good, but when you go outside, it might not be that pretty.”

Their buying strategy hinges on spotting untapped potential and trusting their instincts, choosing properties that need work in scenic coastal or countryside areas. “When we visit a site, you know within the first 30 seconds if it’s going to work or not,” says Billy. “Even if it’s right financially, it doesn’t mean it’s right for us. We work with our gut, and we go wherever it takes us. And David understands this.”

And the business continues to expand, developing new pitches, enhancing facilities and identifying new locations. Across their 11 sites, Harrison Holidays manages over 3,000 pitches (adding around 150 annually) and over 280 accommodation units. It sells around 400 new or pre-owned holiday homes each year, typically with long-term ownership licences.

While COVID-19 initially posed challenges, Harrison Holidays benefitted from the surge in UK staycations. Building on that demand, the family would typically reinvest every penny they made back into the business, even when capital was tight.

But David has helped to change their point of view. “With David on board, we accept finance, instead of using our own money and limiting the development of the business. By doing this, it means we can grow the hire fleet business (company owned caravans) much faster,” says Billy.

Utilising finance is also helping Harrison Holidays adapt to evolving customer expectations. The company has invested in diversifying its offerings, and now provides glamping pods, hot tubs and enhanced on-site leisure facilities like indoor-outdoor swimming pools.

The relationship between HSBC UK and Harrison Holidays is now central to the company’s growth, which has accelerated in the past five years. David’s strategic guidance has reshaped their attitude towards financing, enabling expansion without compromising the family-focused ethos.

“Harrison are passionate and I’m passionate,” says David. “We all understand each other. It’s a partnership between them and me.” It’s a sentiment shared by Billy: “David is interested in our business; he cares and gets excited with us. He’s not just a ‘bank manager’. It's nice to have somebody from outside the business that’s coming with you on the same journey and understands it. He’s with us every step of the way."

Before David, property acquisitions relied on a complex web of commercial mortgages. “I could see we needed to rationalise and simplify things,” David explains. HSBC UK consolidated acquisitions against two simple covenants and introduced bespoke lending facilities, including revolving credit on Loan Market Association terms. Now, new site costs are covered by loans, making lending integral to expansion. This includes the company’s latest acquisition – its first in Scotland – backed by HSBC UK.

Looking ahead, the Harrison family remains optimistic: “We are very positive people,” Billy notes. “We all want the same thing and have the same drive. While sales are becoming harder, we’ve adapted our business model to focus on hire fleet.”

Their philosophy is simple: “No matter what’s happening in the world, we still have to get up in the morning and make it happen. If you get up with a positive attitude, good things can happen.” Flexibility is key, and they will change course overnight, if needed.

Billy adds: “David visits the sites, he sees the atmosphere in the office and on the parks, so he understands that everyone is on our journey. He knows how passionate we are, and if we’re changing, he’s with us. We know where we’re going and it’s growth. Our dream is to be the largest independent family business in our sector, and we're working very hard towards it.”

1. Stay hands-on and trust your instincts
   Be actively involved in your business. Visit your sites, talk to your team, and connect with customers. Trust your instincts - if something doesn’t feel right, walk away, even if the numbers look good.

2. Reinvest and adapt to customer need
   Reinvest in your business and embrace financing if it’s going to help you grow faster. Stay ahead by evolving with customer needs – whether it’s new products, better facilities, or enhanced experiences.

3. Build Strong partnerships
   Choose a banking partner who understands your vision. Our relationship with HSBC UK simplified financing and accelerated growth. The right partner can make all the difference.