Every morning, a Premier Inn kitchen has one clear job: deliver breakfast at scale, safely and consistently, for every guest who walks through the door. At my hotel, that means serving up to 130 breakfasts in a single morning. Across a week, it’s hundreds of guests, thousands of products handled and zero room for shortcuts.
As Kitchen Team Leader I run the day-to-day operation of the kitchen, lead and train the team, manage stock and food safety, and make sure we’re ready for audits and inspections. Alongside that, I’m the national back‑of‑house Our Voice representative, bringing feedback from Premier Inn kitchens across the UK directly into senior leadership.
I joined Premier Inn in 2021 as a Kitchen Team Member while I was at university. I didn’t come in looking for a career in hospitality leadership – but the responsibility, development and scale of the role changed how I saw the job. Four years on, I’m still in the same kitchen, because the role has continued to grow.
This is what working in a Premier Inn kitchen actually involves – the pace, the standards, the development and the opportunities that sit behind the pass.
I’d worked in hospitality before, so kitchens weren’t new to me. Premier Inn was though. I knew the brand as a guest, not as an employer. What stood out straight away at this hotel was the culture: it didn’t feel like a rigid hierarchy. Managers worked alongside you. You weren’t spoken down to. That matters in a kitchen, especially when you’re learning.
I joined as a Kitchen Team Member on a part‑time contract, mainly evenings. Training wasn’t a “sink or swim” situation. There’s a clear structure through Academy Online and on‑shift coaching. You work alongside different people, build confidence, and only work independently when you’re genuinely ready. I’ve since led training myself, and that approach hasn’t changed.
A Premier Inn kitchen isn’t about fancy plating or ego. It’s about consistency, food safety and volume. On a busy morning we can serve 100–130 breakfasts. That’s 700–800 guests a week relying on us to get it right.
As a Kitchen Team Leader, I work four to five shifts a week alongside my team, plus the behind‑the‑scenes responsibilities:
Health & safety and food safety compliance
Stock control and ordering
Internal and external audit preparation
Coaching new starters with little or no kitchen experience
You don’t just “cook breakfast”. You run a system. When it works, guests notice. Green WIN cards, strong guest feedback and all‑green audits aren’t abstract targets – they’re proof that the kitchen is doing its job.
When you break it down, that’s hundreds of people every week having their day shaped by what comes out of our kitchen
I became a Kitchen Team Leader when my previous KTL moved on – the same day I graduated from university, I got the job offer. Moving from team member to leader was easier because I already knew the hotel, the systems and the people. The challenge was learning the parts of the job you don’t see as a team member: stock management, audits and leading others.
What helped was support. There are resources for everything, from SharePoint guides to structured training and a strong local network. Other Kitchen Team Leaders in my city are only a message away. When the city is busy – events, football, weekends – that wider support really matters.
For the first few months after graduation, I assumed my degree would take me elsewhere. Over time, I realised there were just as many opportunities for me inside Whitbread than outside it. That’s not Whitbread marketing – that’s my experience of working here!
Development here isn’t just promotions. It’s exposure. I’ve taken part in Skills Academy sessions, worked with learning teams around menu and system changes and had conversations with people in the Support Centre about secondments and projects. If you’re willing to ask, people will respond.
The more you say yes to opportunities, the more people notice what you can do.
Alongside my day job, I’m the national back‑of‑house Our Voice representative. I started as a divisional rep for the North and put myself forward for the national role. That means representing thousands of kitchen team members across the country.
It’s not a separate job – it’s an extra responsibility that fits around your role. Regular calls, feedback sessions, and meetings with senior leaders. The impact is real: issues raised don’t disappear into a void. They’re discussed at the highest level, including biannual meetings with executive leadership.
For me, that’s proof that kitchen teams matter to the business – not just operationally, but strategically.
Hospitality can be demanding. The difference here is flexibility and support. Scheduling is a give‑and‑take: if you’re fair with your team, they’re fair with you. Time off, appointments and life outside work are respected.
The scale of the business helps too. With nearby hotels and people in similar roles, cover and support are realistic. You’re not on your own and you’re not set up to fail.
Ask guests what they remember about Premier Inn and it’s usually two things: a good night’s sleep and breakfast. Kitchens sit right at the centre of that promise. We’re a commercial engine, a guest experience driver and a training ground for future leaders.
I’ve gone from a part‑time student job to leading a kitchen team, contributing to national conversations, and shaping my next steps inside the business. If you’re looking for a kitchen job that offers structure, progression and real responsibility, this is it.
I'd say that this is what working in a Premier Inn kitchen really looks like.