When Matt Dolan joined Whitbread's energy team in 2015, he brought five years of engineering experience from Tesco. What attracted him was the opportunity to apply that experience in a different industry, take on new challenges and build his career. More than a decade later, his responsibilities have grown far beyond energy, taking in property, maintenance, offices and refurbishment. It's been a journey shaped by new opportunities, supportive people and a willingness to step outside his comfort zone.
For Matt, moving into hospitality wasn't just about the job. It was also about finding a different working environment. “Hospitality is much friendlier than retail, which is very cut-throat and numbers-driven,” he says. “It sounds a bit cliché, but it’s true hospitality really is all about people, which is more up my street.”
He also found a business that combined scale with the freedom to make a difference. “It’s the perfect size company, big and with scale, but still very relationship based. It’s a relatively lean team, and you’re trusted to get on with stuff.”
Matt's career hasn't followed a single, predetermined path. Instead, his responsibilities have expanded as he's taken on new challenges. “Over the 10 years, I’ve been bolting things on as I go,” he says.
Starting in energy, he moved into repairs and maintenance analytics, wider property responsibilities and eventually the management of Whitbread's offices. Taking on the offices was a particularly important step, giving him responsibility for a larger team and exposure to different parts of the business.
“That was an opportunity as a non-expert, and I wasn’t sure at first,” he admits. “But now I’ve become one of the most well-networked people in the business.” The experience helped prepare him for his next promotion, adding refurbishment to an already broad remit.
“The business has backed me all the way. They’ve given me the chance to go and do bigger things.”
Alongside learning through experience, Matt has benefited from formal development opportunities, including the Future Senior Leaders Programme at Ashridge. He describes it as “a really good investment in people”, helping him reflect on his own development and build relationships across the business. But it's the willingness to recognise potential that has made the biggest impression.
“They don’t overvalue letters after your name; they give people a chance to go and have a go.” Matt also credits the support of managers, senior leaders and people across the business with helping him progress.
One of Matt's biggest lessons has been the importance of understanding the wider business, particularly the hotels and teams that Support Centre functions are there to help. “Get out of your function and out of the office. You need to understand what you’re supporting. We’re here to support operations, it has to link back to the guest or the operator.”
It's an approach that's helped him build relationships, understand different challenges and recognise where his work can make the biggest difference.
“It’s about doing a good job, getting out of your silo, and taking opportunities when they come.”