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 The system is obsolete.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: From Strategy to Action (Part 2/2)

In the first part of this article, we focused on how strategic marketing and digital transformation are redefining the business landscape. Now, let's dive into what really brings these strategies to life: people, culture, and measurable results.

Building the Marketing Dream Team

"The best talent does not look for a job, they look for purpose." I learned this phrase the hard way after losing several exceptional professionals because we focused too much on objectives and too little on purpose.

One of our biggest challenges is creating an environment where talent can thrive. It is not just about hiring the best; it is about creating an ecosystem where they can give their best.

A year ago, implementing a hybrid work model for a marketing team, many board members were skeptical, but the results spoke for themselves: productivity increased and talent retention improved significantly. The lesson was clear: trust and flexibility are as important as technical expertise.

Data-Driven Culture: Beyond Metrics

"We can not improve what we can not measure" is a phrase I constantly repeat in our meetings. However, I have learned that creating a data-driven culture goes beyond obsessing over numbers.

In the organizations where I have collaborated, we transformed how we view data. They are no longer just metrics on a dashboard; they are stories about our customers. This perspective has radically changed how we make decisions.

• We identified behavior patterns that led us to completely redesign retention strategies

• We discovered cross-selling opportunities that no one had noticed

• We improved our NPS by truly understanding what our customers value

The KPIs that Really Matter

I have learned to distinguish between metrics that sound good and metrics that truly drive business. It is not about having more data, but having the right data. This might seem obvious, but just the other day in a friend's office, he mentioned that "that lady was solely dedicated to collecting data." When I asked what they did with it afterward, the answer was meme-worthy: "we still do not know."

In monthly meetings, I like to focus on what I call the "Triangle of Impact":

• Customer lifetime value (not just immediate sales)

• Acquisition efficiency (not just volume)

• Recommendation index (not just satisfaction)

This approach allows for smarter decisions about where to invest resources. For example, with one social club and wellness center, we reduced our budget in channels that seemed successful in terms of volume but were not generating quality long-term customers.

The Future of Executive Marketing

If there's something I have learned in my professional journey, it is that the future belongs to organizations that can adapt quickly without losing their north star. The marketing of the future will be:

• More personalized but less invasive

• More automated but more human

• More measurable but more creative

AI and machine learning are transforming how we understand and connect with our customers. However, the key to success will remain the same: the ability to balance technological innovation with the human touch.

From Insights to Implementation

As leaders, we have the responsibility to prepare our organizations for this future. This means:

1. Investing in continuous team development

2. Fostering a culture of controlled experimentation

3. Maintaining focus on real customer value

Marketing from the C-Level is not just about directing campaigns or measuring ROI. It is about creating organizations that can thrive in a world where change is the only constant.

Marketing as a Transformation Engine

Marketing has evolved from being a support function to becoming a strategic driver of business transformation. As leaders, our role is to ensure that this transformation not only happens but generates real value for our customers, employees, and stakeholders.

The question is no longer whether we should transform our marketing approach, but how we can do it in a way that builds sustainable competitive advantages. The future belongs to those who can see beyond traditional metrics and create experiences that truly matter.

Let’s talk and connect!