I’ve spent most of my working life balancing responsibility at work and at home and learning how to keep both moving forward.
When I joined Premier Inn, I was a mum first and an employee second. I chose a housekeeping role because the hours worked around my life, not because I thought it would lead anywhere in particular. What surprised me wasn’t the role itself, but how much possibility came with it.
I began as a housekeeper and, within a year, I was asked to step up as a holding Head Housekeeper. Not because I’d ticked boxes, but because someone noticed how I worked.
From there, I moved into Reception, then into an Assistant Operations role, and later Operations Manager. None of those moves required me to be “ready” in advance. I learned by doing, with support around me.
No matter which hotel I worked in, the standards and expectations were the same. That made moving sites or roles feel manageable, not intimidating.
It meant I didn’t feel like I was starting from scratch every time. I could focus on learning, improving, and contributing rather than proving myself all over again.
Over time, I realised I get energy from seeing things improve; whether that’s a guest experience, a team’s confidence, or walking into a room and knowing it’s been done properly. That sense of pride matters to me.
Secondments played a big part in that too. I didn’t want to leave the business to try something new, I wanted to stay and broaden my skills. Moving between hotel operations and central teams helped me understand how decisions are made, while keeping my operational knowledge strong.
When I became a Hotel Manager, the part of the role I cared about most wasn’t performance metrics, it was people.
I worked closely with schools, colleges and the Prince’s Trust because I wanted to make one thing clear: we don’t discriminate, and there is no single type of person who belongs in hospitality. You can have a role here.
I spoke to people who thought this industry wasn’t for them for many reasons; because they didn’t have qualifications, experience, or confidence. I understood that feeling, because I’d lived it. Seeing people grow into themselves, gain confidence, and realise they had more to offer than they thought is what stayed with me.
“You don’t need a degree. I don’t have one. You just need the willingness to learn.”
Now, as a Talent Attraction Partner, I get to take that work even further.
Instead of influencing one hotel, I work across regions. Instead of creating opportunities in one place, I help shape how we attract, assess and think about talent more broadly.
A big part of my role is challenging bias – not confrontationally, but thoughtfully. Questioning why we think experience matters more than attitude. Why someone’s background should define their potential. Why “fit” can sometimes mean “familiar”.
When a hiring manager comes back and tells me someone they took a chance on is thriving, that’s the proof right there!
Hospitality is often underestimated. Sometimes people think it’s temporary, or narrow, or only for certain personalities. In reality, it’s vast.
Whether you’re confident or quiet, experienced or just starting out, there’s space to build something meaningful here. You can start anywhere and grow in directions you didn’t expect.
I came in needing a role that worked around my life. I stayed because people kept backing me… and then gave me the space to keep moving forward.