That’s usually how I describe how I joined Whitbread. I was 18, in college, studying Engineering when I took a part-time Team Member role at a new Premier Inn opening in Solihull Town Centre. I didn’t have a career plan at that stage. I didn’t know much about the business. I just needed a job I could fit around my course.
Pretty quickly, I realised Engineering wasn’t for me but the environment I found myself working in very much was. Someone suggested I try the Level 2 apprenticeship. At the time, it didn’t feel like a big decision. It just felt like an opportunity to learn something new while I figured things out.
That decision changed the direction of my career.
The apprenticeship gave me confidence before it gave me progression.
It helped me understand how the business worked and what good leadership looked like in practice. From there, things started to move. I went from part-time to full-time, and into leadership roles, then on to the Level 3 and Level 4 apprenticeships. By the time I was 21, I was in my first salaried management role, managing a team of ten people.
That was daunting. I was young and very aware that people were trusting me with their time and development. What made it manageable was the support around me. I wasn’t pushed forward and left to sink or swim. I was coached, challenged and backed to learn as I went.
One of the biggest stretches I’ve had was working on the Opera programme – Whitbread’s rollout of a new hotel management system across more than 800 Premier Inn hotels.
I became a Divisional Implementation Manager for the South East, leading regional teams, managing senior stakeholders and working with external suppliers. It meant travelling, presenting at levels I hadn’t before and dealing with problems where there wasn’t a ready-made answer.
If I hadn’t taken the opportunities earlier in my career º the Level 2, 3 and 4 apprenticeships – I wouldn’t have had the skills or confidence to step into that role. The project went on to win national awards, but for me, the real value was learning how to lead through complexity and uncertainty.
“Whitbread will be the company that really puts you on the path to where you want to get to – as long as you put the work in.”
I didn’t go to university. I left school without many GCSEs and I knew early on that classroom learning wasn’t where I performed best. Everything I’ve achieved has come through learning on the job and development funded by the business; Level 2, Level 3, Level 4, and now being lined up for Level 5.
I’ve made mistakes along the way. I still do. But I’ve never felt unsupported because of them. Rather, every manager I’ve worked with has focused on helping me learn and improve rather than placing blame. That culture has made it possible to keep progressing without having to leave the business to do it.
Why am I still here? Because of what’s next!
Today, I’m the Lead Service Delivery Manager for Premier Inn Hotel Operations, leading national teams across laundry, cleanliness, innovation and third-party partnerships. It’s a role that draws on everything I’ve learned so far.
It’s not the end goal. I’ve always wanted to return to operations as a Regional Operations Manager and everything I’m doing now is intentional. Every day I’m building experience, leading at scale and continuing to develop.
If you’re thinking about applying and you’re unsure whether you fit the mould of working here, my experience is simple. There isn’t one. If you’re driven and willing to put the work in, this is a place that will meet you halfway. Whether you want to progress into leadership or become the best team member you can be, the tools, support and opportunities are there to take.
You won’t regret applying.