Multi-role engagement at a hospitality group launching a sustainability roadmap

Group Director of Finance, Director of Real Estate Investment, F&B Manager, Sustainability Lead, and a property-level General Manager at a multi-property hospitality group professionalising corporate functions while launching an ESG roadmap.

Industry context

The client operated a multi-property hotel group with corporate-office functions that had grown organically alongside the property portfolio. As the group prepared a sustainability roadmap and broader corporate-services strategy, the senior roles supporting that direction needed structured frameworks: partly to formalise scope that already existed in practice, partly to absorb new ESG-aligned responsibilities that did not previously sit cleanly with any single role.

What changed and why CCP applied

Five roles spanning Group Director of Finance, Director of Real Estate Investment, F&B Manager, Sustainability Lead, and a property-level GM were brought into scope. Each had a different shape of redesign requirement. Some were existing role-holders absorbing materially new responsibilities (finance leadership taking on ESG capital allocation, F&B management adding sustainable procurement scope). Others were new hires converting from adjacent sectors, with sustainability as a particularly clear cross-industry transition area.

Our strategy

Each role was scoped individually, with redesigned job descriptions written to show clear before-and-after delta where the role-holder was an incumbent. Shared modules around hospitality-sector context, group governance, and the sustainability roadmap were embedded across multiple OJT plans, so the cohort would generate a reusable internal training architecture rather than five disconnected workplans. Sustainability competencies were laddered consistently across all relevant roles, which made the ESG narrative coherent at group level.

OJT activities included

• Drafting redesigned job descriptions for five distinct roles, each with explicit scope expansion against the prior role definition where applicable.
• Building sustainability-aligned competency modules embedded across multiple OJT plans, with shared baseline content and role-specific application layers.
• Producing role-specific Reskilling Application Forms and trainee detail submissions, coordinated across multiple programme partners.

Outcome

Roles covered

Group Director of Finance, Director of Real Estate Investment, F&B Manager, Sustainability Lead, property-level General Manager

Approach

Individually scoped applications with shared sustainability and governance training modules across the cohort

Status

Several roles approved with funded structured training; one application not approved at submission stage

Strategic value

Cohort engagement gave the group a foundational sustainability and governance training architecture for future hires, beyond the funded roles themselves

Multi-property hospitality groups are well-suited to cohort engagements because the corporate-office functions tend to be small enough that a single funded build can change how an entire layer of leadership operates. The lesson from the one unapproved application: cohort momentum does not substitute for individual application strength. Each role still has to stand on its own narrative, even within a coordinated submission strategy.