Your Hospitality Structure is Suffocating Your Talent

For years I’ve been seeing the same posts on social media, opinion pieces and expert conferences lamenting the same thing we’ve heard for the last five or seven years (maybe more). Talent retention, how we need to “woo” employees, how people don’t want to work in hospitality anymore…

The problem is not the people. The problem is that the system is 1990 software trying to run in a 2026 world. The system is obsolete.

The Prophet Antonio

Back then, my boss —the General Manager, a funny guy who knew the trade from the ground up and had only a couple of years left before retirement— used to tell me between laughs: "Marian, the problem is there are too many chiefs and not enough Indians." I don’t know if he was related to Nostradamus, but the structure has definitely become unsustainable.

Big Corporates: the game of internal PR

In the C‑Level and management of established companies, a dangerous game has taken root: internal PR. The structures are so archaic they look more like political parties fighting for the next candidacy than high‑performance teams.

• More energy is spent “navigating” the hierarchy than innovating.

• Silos are created where information doesn’t flow.

• The result: the structure burns the best people.

Unless the CEO truly wants to change the dynamics, this won’t change. Middle management —the ones who actually move the operation— are exhausted pushing against a wall of bureaucracy more interested in taking photos for the press than in doing anything for the company.

If you pause for a moment and look at what big hotel chains are doing, you’ll see they’re starting to copy and create sub‑brands under their umbrella that imitate startup models. But… and I hope I’m wrong… they’ll end up being museum brands. Because the problem lies in their DNA and in their slow implementation. Their top level is like the Sistine Chapel: beautiful to look at, but not something you’d want in your living room. Imagine all the maintenance… and add that it doesn’t resonate with the changes and redecorations over the years. That’s what they are: a museum.

Mid‑market and startups: agility and DNA

The management of a startup and mid‑market is, today, my favorite. When it flows, the system is agile. Many people say the industry changes quickly. I disagree. The industry evolves organically through sociological; political, technological, environmental and economic changes. The problem is that the corporate world waits five years for a “trend” to be safe, while the startup has already taken action.

In these companies:

• Teams are dynamic.

• They have a voice and a vote.

• The DNA of the business makes people want to be there. Not because they’re “wooed” with Friday pizza they actually hate, but because the purpose is real.

• The investor usually knows not only the C‑level, but even the waiters, which gives them a more realistic view of the business and how operations are lived on the front line.

The executing body: where structure really matters

This is where it gets sensitive. We cannot ignore a key factor: the base teams. Waiters, housekeepers, line staff. This is where Big Companies usually win by a landslide (when they do it well). They have the logistical capacity to offer what a startup sometimes forgets:

• Stability and clarity: The executing profile sometimes doesn’t want “creative flexibility” or headaches. They want to know what they have to do, what their schedules and shifts are. They want structural stability, not the investor coming to the housekeeper and telling her to fix the email issue… without having any idea what he’s talking about or who she should ask, under the stunned gaze of an employee who doesn’t have email because she’s a housekeeper, not IT, and it slips his mind that for that he has a GM who already knows who to send the message to (the recipient) and ensures it happens successfully.

• The housing challenge: Hotel chains already have in their DNA that if they open in a remote area or in tight markets like Mallorca or Ibiza, they must solve the housing problem for their team. The startup falters here: it finds flexibility for its C‑Level, but loses its executors because it lacks physical infrastructure. Focused on their C‑Level, they forget they also need someone to deliver the service and execute. Otherwise, you only have a nice photo of your ExCom in the office.

The question is not how to retain talent. The question is: Is my structure a living ecosystem or are we still painting Neanderthal caves?

Evolution is inevitable. You can keep talking about the same trends for another five years at FITUR, or you can start changing the dynamics of the process.

Do you feel your structure is slowing down the growth of your Hospitality or Wellness project?
We help companies transition to an agile and human ecosystem as part of their strategy. Let’s talk at www.mariangomez.com.

Marketing from the C-Level: Strategies that Transform Companies (Part 1/2)

Remember when marketing was just "making pretty ads"? I laugh every time someone mentions that phrase in a meeting. Marketing has evolved from being a "necessary expense" department to becoming the strategic engine driving business transformation.

After participating in multiple board meetings, I have seen how marketing has shifted from being a topic at the end of the agenda to becoming the center of crucial conversations in the boardroom. And it is no wonder: in a world where digitalization advances at lightning speed, how we connect with our customers defines the success or failure of our organizations.

Strategic Alignment: Beyond Immediate ROI

One of the most valuable lessons I have learned is that marketing cannot operate in a silo. In my experience leading teams, I have seen how successful companies are those where marketing is perfectly aligned with every aspect of the business, including each department.

Recently, in a quarterly meeting, a campaign was proposed that, on paper, promised spectacular results. However, something didn't align with our long-term vision. Instead of seeking quick success, we decided to redirect the strategy to align with our sustainability and international expansion goals. The result was surprising: we not only achieved our marketing objectives but also strengthened our position in key markets.

The key lies in understanding that each marketing initiative must answer three fundamental questions:

• How does this contribute to our long-term vision?

• How does it integrate different departments?

• What real value does it bring to our customers?

The Digital Revolution: Data that Speaks, Decisions that Transform

"We need to be more digital," a board member once told me. My response was simple: "We do not need to be more digital; we need to be smarter with digital."

Digital transformation in marketing is not just about having a presence on every possible platform or collecting mountains of data. It is about making smarter decisions based on real, actionable information.

In one of our recent projects with a hotel holding company, we implemented an advanced analytics system that helped us discover our most valuable customers weren't who we thought they were. This insight triggered a complete shift in our marketing and sales strategy. We redesigned our customer journey, adjusted our messaging, and most importantly, started speaking the language of our true ideal customers.

Digital transformation in executive marketing involves:

• Investing in technology that truly adds value, not just the latest trend

• Developing a data-driven mindset across the executive team

• Maintaining humanity in our digital interactions

The Power of Data in the Boardroom

One of the most significant changes I have experienced is how data has transformed our C-Level conversations. We do not discuss opinions or hunches; we talk about real customer behaviors, verifiable trends, and measurable results.

I remember a particularly tense meeting where we were debating annual budget allocation, presenting a detailed multichannel attribution analysis that not only justified current investment but clearly identified where each dollar generated the greatest impact. It was a revealing moment for the entire executive team.

True transformation occurs when data stops being numbers in a presentation and becomes the foundation for strategic decisions that drive growth.

Looking Ahead

If you found this article interesting, next Tuesday I will share the second part, focused on building and leading high-performance marketing teams, the KPIs that really matter at the executive level, and how to prepare our organizations for the future of marketing.

Marketing from the C-Level is not just about campaigns and metrics; it is about transforming entire organizations to thrive in an increasingly digital and connected world. The question is no longer whether we should transform, but how quickly we can do it without losing our essence in the process.

Let’s connect!