It’s also true, however, that you need to be strong enough to ask for recognition. “If you have a natural ability to want to speak to peo- ple and be heard, you can manage upwards rather than wait for the manager to give you what you want,” says Sandbach. At Hotel Café Royal, Coulson agrees that communication regarding career develop- ment opportunities needs to be a two-way street, particularly in bigger departments where managers have large teams. “I always encourage colleagues to keep an


open and honest dialogue with their manager – if you want to learn or experience something new, ask,” says Coulson. “Talk about your aspi- rations and goals openly, and work with your manager to develop a plan with clear and agreed objectives, both short and long term.” He adds: “Don’t just wait for your annual appraisal; it should be an ongoing conversa- tion. It is important at the same time not to try to run before you can walk, so be realistic and understand that there are always practicalities that need to be mastered first, along with the basic principles of managing people.” Like many operators, Hotel Café Royal looks predominantly for the softer skills rather than previous experience or knowledge and then trains up.


“Of course there are plenty of occasions where knowledge is not just advantageous but essential, such as in engineering or spa depart- ments,” says Coulson. “However, the key to advancement is the attitude and willingness someone brings to the work, coupled with a strong desire to succeed, achieve and advance.” Finally, if you are serious about becoming a head of department, you must show passion for your role and your department.


Aspire | The Caterer


CASE STUDY: MAX FENLON, FINANCIAL CONTROLLER UK, PPHE HOTEL GROUP (UK)


Age 29 Education BA in business


Max was just 20 when he began his finance career at accountancy firm KPMG. Within a few years, however, he’d had his first taste of the hospitality industry – as financial accountant at Crown Resorts. “My specialism is finance,


so I’ve worked across a number of industries, but it is hospitality to which I have chosen to return,” says Fenlon. “It is one of the warmest, most welcoming, diverse and supportive cultures I have had the pleasure to work in, and one in which progression is fostered


and encouraged across all levels, and disciplines.” Max moved to the UK in


2016 and joined Park Plaza Hotels as regional assistant financial controller. He was promoted to financial controller for the UK within 12 months, following his success in managing the pre-opening financial agenda in 2017 of Park Plaza London Waterloo and Park Plaza London Park Royal. Demonstrating his drive


to go above and beyond, Max is a regular mentor and speaker at Park Plaza’s externally accredited you:niversity Step-Up management programme. He has also supported internal promotions by coaching two financial


“Ultimately we are in the people business and happy guests make for successful hotels,” says Coulson. “Confident, knowledgeable and passionate colleagues make for happy guests. A love of service is imperative. I once interviewed a candidate in a previous job who confessed that they “didn’t like people very much” – good leadership starts with putting the guest first.” You also need to demonstrate a positive


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controllers and assistant financial controllers as part of Park Plaza’s talent management programme. At 29, he is responsible for nine UK hotels, representing 1.3 million room nights a year and revenue of £220m. He is also responsible for a team of 72, working alongside the regional vice-president of operations for the UK, Daniel Pedreschi. Fenlon says one of his


proudest moments was running a workshop for 50 finance leaders to exchange ideas and collaborate across the business. “The workshop received great feedback, and the outcome of this session will help drive our success as a business this year,” he says.


mindset, as well as a willingness to go above and beyond when necessary. “Guests won’t remember what you said, they


won’t remember what you did, but they will remember how you made them feel,” says Coul- son. “A willingness to go the extra mile, to listen and to understand the impact of decisions, but not be afraid to make them, is what it takes for our future leaders to stand out from the crowd.”


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