When I first came to London shortly after my marriage, I needed an immediate job and found myself in occupations that, at the time, felt entirely ordinary. Yet looking back now, they seem almost like relics of another information age — roles that have largely been absorbed, streamlined, or replaced by the rise of digital systems and, more recently, AI.
At the time, AI was still something abstract, something being developed in research laboratories rather than anything that touched daily life. We certainly did not imagine that, within a few decades, it would reshape the very kinds of jobs I was doing.
One of my earliest employments was with the London Tourist Board. The work had two main elements: answering public enquiries by phone and helping with hotel bookings at a front desk in Victoria station. (Cheap flights were not quite there yet although Laker would shortly establish his airline office at the same place demolishing a historic station pub which had seen young men go to the slaughter in World War One after their last drink before boarding the train for the front).

The office itself was very near Belgrave Square, which gave the whole routine a particular geographical intimacy. My wife had been brought up in that area, as the daughter of the Secretary General of the Italian Institute nearby, so there was already a sense of familiarity with the streets and buildings. I used to go to her parents’ house for tea and comfort, and then simply walk from there to the London Tourist Board office. It was a short walk through that particular London atmosphere — moving quietly from domestic life into work routine.
We worked in a shared room with perhaps ten other people. Around us were shelves of reference books covering every aspect of London — museums, hotels, transport, places of interest. Each of us also had folders filled with carefully assembled information. When someone rang, the process was simple in structure but very human in execution: listen, search, interpret, respond.
Information was not retrieved in any modern sense; it was consulted. Pages were turned, details checked, judgments made on the fly, and then translated into calm reassurance down the telephone line. In my case, somewhat unexpectedly, I already knew quite a lot of London by instinct and memory, which proved more useful than I had realised at the time.
There was also a strong social texture to the work. The room was full of young people, and there was a constant low current of conversation, humour, and shared problem-solving. It was work, but it was also a small, informal society.
A further part of the job was that, as part of our training as employees of the London Tourist Board, we were required to experience tourism directly ourselves. In particular, we had to take part in organised coach tours. This was not optional; it was considered essential training. The principle was straightforward: you could not properly advise the public unless you had personally experienced the systems you were describing from the inside.
In practice, this turned out to be quite revealing. We discovered that there was considerable room for improvement, even in something as apparently straightforward as coach tourism. Our own experience made clear that there were inefficiencies in organisation, occasional lack of clarity in communication, and a general unevenness in the visitor experience that would not necessarily have been visible from the administrative side. It was an early lesson in how systems often look different from within than they do from the outside.
On one occasion, my wife and I joined a coach tour going towards Salisbury and Stonehenge. The guide was an older man, somewhat retired in manner, with a slightly sergeant-major tone — authoritative, but very much of another era of tourist guiding.
At one point during the excursion, we found ourselves accidentally left behind at a stop — I think it was Salisbury.. The coach departed without us, and for a brief moment there was a disorientating sense of having been simply left outside the system.
Fortunately, we still had the route details, so we worked out the next destination. We took a train ahead of the coach, moved faster than the schedule, and arrived at the next stop before it did. When the coach eventually turned up and we rejoined the group, there was clear surprise — from the guide in particular, who seemed not especially pleased, and from the other tourists, who had assumed we had simply disappeared.
It was a slightly absurd episode, but also revealing. It showed, quite literally, what it was like to experience the system from the receiving end, including its gaps and assumptions. In that sense, it fulfilled exactly what the exercise was meant to achieve.
Another role took me to Harrods, where I again worked answering public enquiries — this time in a more formal, front-facing environment.

Harrods, of course, is a very upper-class sort of store, and there was an expectation that one should look smart and composed at all times. That required a certain adjustment, but I managed it, partly because I had come directly from a very different world.
Before that, I had been working as a labourer on the construction of the Cambridge bypass. That was heavy, muddy, physical work in the open air, with a strong sense of camaraderie among the men. The contrast could hardly have been sharper: from earth and machinery to polished floors and quiet, controlled elegance.

In Harrods I also worked closely with a girl who was training to become an opera singer. I cannot now recall her name, though I have always assumed she must have gone on to do very well. She was practising Songs of the Auvergne.. There was something striking about sitting beside someone so clearly formed by another world entirely — one of discipline, voice, and performance — while we dealt with the ordinary flow of public enquiries. It gave the work an unexpected depth and resonance.
There was a similar role at Victoria Station, where I helped allocate hotel bookings and respond to queues of travellers. Much of the work centred on accommodation in areas like Pimlico, and part of the job involved actually visiting hotels to see what we were sending people into. We were not meant to be distant from what we recommended; we were meant to know it.
Looking back, that feels important. We were not simply information handlers, but intermediaries who added judgement, context, and lived verification to what we passed on.
It is hard to say now, but some of the hotels people were being sent to were rather dingy. We had to inspect them ourselves, so we knew exactly what we were recommending, but standards were uneven. Today, with systems like TripAdvisor and similar platforms, people are far more informed in advance, and far more selective. There is a collective filtering that simply did not exist then.
When I was working at the London Tourist Board I remember thinking I should perhaps have come there earlier, because the girls were very attractive. It was a particular moment in time — everything had that slightly softened, recognisable look of the period, with tweed jackets and leather elbow patches returning in fashion, a kind of understated workplace style that now feels very specific to that era.
I noticed it, as one does when one is young and the world is still full of immediate visual impressions. But at the same time, I was very aware — and quietly reassured — that I had married someone who, to me, was more beautiful in a deeper and more complete sense. That awareness sat underneath everything else, steady and unspoken.
It was the time of Saturday Night Fever. The music, the discos, the fashion, the sense of movement and nightlife — it was simply there in the air. Not something reflected upon, but something lived inside the background noise of everyday life. London itself felt as though it was slightly moving to that rhythm.

If one looks at these roles now, it is clear that much of their function has been absorbed by technology in layers.
First came digitisation: printed guides, folders, and telephone enquiries gave way to websites and booking systems. Then platforms such as Google Maps and TripAdvisor introduced collective review and comparison at scale. Now AI compresses the entire sequence — search, judgement, explanation — into a single exchange.
The difference is not just speed. It is the disappearance of steps: thinking, checking, comparing, translating, responding. All of it collapses into one moment.
In that sense, the jobs I once did have not simply declined; they have been structurally absorbed into something else.
Yet it would be too simple to say that nothing remains. These jobs were never only about information.
They were about reassurance for uncertain travellers, about judgement made in real time, about small human encounters in unfamiliar spaces. At Harrods or Victoria Station, what mattered was not just correctness, but presence — the sense that someone was there who understood, who had seen, who could guide.
That is something digital systems can simulate, but not quite reproduce.
What remains strongest in memory, though, is not the efficiency of it all, but the atmosphere.
The rooms full of conversation, the shared problem-solving, the steady rhythm of enquiries coming in and answers going out, the sense of being in contact with a city through its questions. It was a social world as much as a working one.
And perhaps that is what is most difficult to replace: not the information itself, but the human density around it — the small, continuous presence of other people, thinking, asking, deciding, and talking.



















































































































































































