I joined Whitbread ten years ago on the Finance graduate scheme. At the time, I didn’t have a fixed end goal – I just wanted a role that would stretch me and show me what a career in Finance could offer.
I hadn’t heard of Whitbread before applying. I knew Premier Inn, saw the role online, and assumed that a brand with that scale would have strong people behind it. That turned out to be true.
I studied Economics and Finance at uni, so I understood the theory. What I didn’t yet understand was how Finance actually works inside a large, complex business. The graduate scheme gave me that perspective; three years, three rotations and exposure far beyond the teams I sat in.
“You only experience three areas directly, but you work with far more than that – and you start to understand how everything connects.”
Alongside the rotations, I completed my ACCA qualification which Whitbread paid for. I valued having a choice of pathways – different learning styles suit different people, and Whitbread recognised that early on.
I moved a long way for the role, which could have felt overwhelming. What made it work was the culture.
The environment was welcoming from day one. People cared about what they were doing and took the time to help. Because I enjoyed my work, everything else – settling in, building a life outside work – felt easier.
The graduate scheme also helped. You’re part of a cohort going through the same challenges at the same time, which makes a huge difference in those early years.
After the graduate scheme, I made deliberate moves to broaden my experience rather than specialise too early.
I moved into Property Strategy to understand a core part of the business I hadn’t touched before, then into Operations Finance, partnering directly with Operations Directors running Premier Inn hotels.
That role shaped how I see Finance.
You work at a granular level – hotel by hotel – but you also step back to understand what that means for the wider business. You’re not just reporting numbers; you’re helping leaders make better decisions.
Finance here is about working with the business, not commenting from the sidelines.
My biggest challenge probably came when I stepped into my first senior management role. I was managing people I’d previously worked alongside and taking over from someone far more experienced.
There was imposter syndrome – without question.
What made the difference was support. I had a line manager who pushed me to go for the role and backed me once I was in it. I was trusted to shape the role in my own way, not just inherit it.
“Whitbread looks for potential. You don’t have to be the finished article – if you’ve got the right attitude, they’ll support you.”
That experience changed how I think about progression. Growth here isn’t about waiting until you feel 100% ready. It’s about being willing to stretch.
Over time, Whitbread has continued to invest in my development – not just through roles, but through leadership training.
I’ve completed internal leadership programmes and I’m currently on an external future leadership course designed to prepare people for senior roles.
I’m not there yet – but the business is investing ahead of time, based on potential rather than titles.
Today, I work as a Transformation Manager, aligned to strategic projects focused on Whitbread’s future growth. I’m currently working on the development of our hub by Premier Inn brand, which we see as a real opportunity to unlock our next engine of growth.
The role still sits within Finance, but it doesn’t operate like a traditional finance role. It’s project-based, future-facing, and focused on shaping what the business could look like next – not just reporting on where it’s been.
For the first time, I can see a very direct link between my work and the guest experience. A big part of the project is listening to customer feedback and using that insight to help evolve the hub brand – making sure decisions are grounded in what guests actually want, and then scaling that impact across the business.
If you’re wondering what Finance here actually feels like I’d say it’s supportive, varied, and full of opportunity – but you do need to put yourself out there.
Build relationships. Be curious. Say yes to roles that feel uncomfortable.
Ten years in, I’m still learning, still stretching, and still supported. That’s why I stayed.