Honesty
Writing
Planning
Coaching
Marketing
Operations
Leadership
Scalability
Communication
Accountability
Operating Systems
Service Standards
Influencing Skills
Program Management
Facility Management
Logistics Management
Training And Development
Balancing (Ledger/Billing)
Stakeholder Communications
Influencing Without Authority
Continuous Improvement Process
Milestones (Project Management)
Posted 101 days ago
This role is STARs-friendly: Skilled Through Alternative Routes.
54% STARs in role.
Description:
ABOUT CBRE
CBRE manages more buildings than any company in the world. Across 7,000+ experience employees and 2,500+ buildings, we operate with a real hospitality model so that being in a building feels human. We want every person in those buildings - whether greeting a guest at the door or working behind the scenes - to feel that standard in how they are trained, supported, and led.
This role exists because someone has to take what has been built centrally and make it real on the ground - reading the client, reading the team, and knowing what needs to shift so the standard lands.
ABOUT THE ROLE
This is not a training job with a hospitality title. It is a hospitality operations and guest experience role for someone who has run great teams, driven occupancy and satisfaction outcomes, and now wants to develop others to do the same. Whether your background is in hospitality operations, marketing, or both, if you have spent your career holding high standards for how people are treated - and you understand that a hospitality mindset belongs as much in the back office and the loading dock as it does at the front desk - this role was designed with you in mind.
Your most visible responsibility is to design, adapt, and execute the training and development program for this site. CBRE provides the framework; your job is to localize those centrally designed resources to the realities of this client and building, then drive the rollout until measurable behavior change takes hold. That means conducting gap analyses with the site lead and operational leads, setting completion targets for every team segment, and tracking participation and retention metrics so training reaches 100% of staff - not just the people guests see first.
Beyond the program itself, you own the day-to-day standard of how this building feels. That means coaching managers on a regular cadence, initiating direct performance conversations when the standard slips, and building accountability structures so every person on site - whatever their role - can articulate what good looks like and demonstrate it consistently. This is a high-profile, high-visibility account; the client measures the difference you make in NPS scores, QBR feedback, and lease renewal conversations.
Adapting a program for a specific building and client is not a clean process. Some modules will land; others will need to be redesigned after the first session. You will need to influence colleagues, vendors, and client contacts who do not report to you - negotiating priorities, building buy-in, and maintaining momentum without formal authority. You will manage a training calendar while responding to the demands of a live operation. Balancing both, without letting either slip, is a core part of the role.
The upside is real. This is a flagship account where the standards you establish, the managers you develop, and the culture you build will be measured, recognized, and replicated. Succeed here and you will have demonstrated the ability to transform a hospitality operation at scale - the kind of track record that opens doors across the CBRE portfolio and beyond.
A TYPICAL DAY MIGHT LOOK LIKE
You start the morning by analyzing last week's guest feedback with the site lead - not just the scores, but the specific service moments driving them. You identify a recurring complaint traced to a back-of-house team that has never been meaningfully included in the hospitality program; you work with the relevant manager to design a targeted intervention and set a 30-day milestone to measure impact. After lunch, you revise the next workshop module, translating the central curriculum into language and scenarios that reflect how this client operates. The afternoon is a Quarterly Business Review: you present participation rates, behavior-change indicators, and NPS trends, then outline the three adjustments you are making in the next cycle. You close the day by documenting your coaching notes, converting the morning's conversation into a written development plan the manager can act on independently.
WINNING IN THIS ROLE MEANS
• Achieve and sustain 90%+ training participation across all staff segments, with documented evidence of behavior change within 60 days of each program rollout - and a structure that runs without you in the room.
• Develop site and operational leads into measurably stronger managers: each one can point to specific coaching conversations that shifted how they run their teams, and your departure would leave the capability behind, not take it with you.
• Drive client satisfaction scores that reflect the whole building - not just guest-facing touchpoints - and earn unprompted recognition in QBRs and NPS responses that attribute improvements directly to the program.
• Embed hospitality standards so thoroughly that every team member - regardless of role or guest visibility - can demonstrate and articulate them without prompting.
• When something goes wrong, respond within the hour: diagnose the root cause, own a clear resolution plan, and communicate status to leadership at every stage until the issue is closed.
YOU'LL LOVE THIS ROLE AND SUCCEED AT IT IF
• You are a hospitality person first. Not because it is on your resume, but because you cannot walk through any part of a building, lobby, back office, service corridor, without reading the temperature in seconds. You have spent years in places where the standard applies to everyone, not just the people guests see first, and you carry that expectation everywhere you go.
• You have a genuine interest in developing people. You have taken individuals and teams from disengaged to proud, including people who never thought of themselves as part of the hospitality team. You understand that a culture only holds if it reaches the people working behind the scenes, not just the ones at the front of the room, and developing those people is the part you would do for free.
• You instinctively codify what works. Once you have done something well, your instinct is to write it down, so it does not depend on you being in the room. You have done this before - turned experience into something teachable that others can use.
• You thrive when influence matters more than authority. You get things done across functions, vendors, and client stakeholders who do not report to you. You do not wait for a reporting line to take ownership.
• You are comfortable at the executive level. You communicate up with clarity and appropriate brevity. Senior leaders trust you quickly because you tell them what is true, not what they want to hear.
• You are energized by a challenge that has not been done here before. Taking something that exists on paper and making it real inside a specific building, with a specific team and a specific client, is the kind of problem you find genuinely interesting.
THIS MIGHT NOT BE THE RIGHT ROLE FOR YOU IF
• You want to be the one running the floor rather than the one developing the people who do. This role is primarily about building other people's capability.
• You need to be handed a program and just deliver it. A big part of this job is taking what exists centrally and making it fit, which requires judgment, not just execution.
• You are primarily an L&D professional without deep hospitality operations experience. The credibility this role requires comes from having worked the floor, not from having designed the training for it.
• You find it frustrating when the work you put in gets handed to someone else to run. Some of what you develop here will become part of how the team operates independently of you, and that should feel like a win.
• You have managed buildings but not experiences. If your background is property or facilities management without direct hospitality operations, the daily rhythm of this role will feel unfamiliar.
CBRE manages more buildings than any company in the world. Across 7,000+ experience employees and 2,500+ buildings, we operate with a real hospitality model so that being in a building feels human. We want every person in those buildings - whether greeting a guest at the door or working behind the scenes - to feel that standard in how they are trained, supported, and led.
This role exists because someone has to take what has been built centrally and make it real on the ground - reading the client, reading the team, and knowing what needs to shift so the standard lands.
ABOUT THE ROLE
This is not a training job with a hospitality title. It is a hospitality operations and guest experience role for someone who has run great teams, driven occupancy and satisfaction outcomes, and now wants to develop others to do the same. Whether your background is in hospitality operations, marketing, or both, if you have spent your career holding high standards for how people are treated - and you understand that a hospitality mindset belongs as much in the back office and the loading dock as it does at the front desk - this role was designed with you in mind.
Your most visible responsibility is to design, adapt, and execute the training and development program for this site. CBRE provides the framework; your job is to localize those centrally designed resources to the realities of this client and building, then drive the rollout until measurable behavior change takes hold. That means conducting gap analyses with the site lead and operational leads, setting completion targets for every team segment, and tracking participation and retention metrics so training reaches 100% of staff - not just the people guests see first.
Beyond the program itself, you own the day-to-day standard of how this building feels. That means coaching managers on a regular cadence, initiating direct performance conversations when the standard slips, and building accountability structures so every person on site - whatever their role - can articulate what good looks like and demonstrate it consistently. This is a high-profile, high-visibility account; the client measures the difference you make in NPS scores, QBR feedback, and lease renewal conversations.
Adapting a program for a specific building and client is not a clean process. Some modules will land; others will need to be redesigned after the first session. You will need to influence colleagues, vendors, and client contacts who do not report to you - negotiating priorities, building buy-in, and maintaining momentum without formal authority. You will manage a training calendar while responding to the demands of a live operation. Balancing both, without letting either slip, is a core part of the role.
The upside is real. This is a flagship account where the standards you establish, the managers you develop, and the culture you build will be measured, recognized, and replicated. Succeed here and you will have demonstrated the ability to transform a hospitality operation at scale - the kind of track record that opens doors across the CBRE portfolio and beyond.
A TYPICAL DAY MIGHT LOOK LIKE
You start the morning by analyzing last week's guest feedback with the site lead - not just the scores, but the specific service moments driving them. You identify a recurring complaint traced to a back-of-house team that has never been meaningfully included in the hospitality program; you work with the relevant manager to design a targeted intervention and set a 30-day milestone to measure impact. After lunch, you revise the next workshop module, translating the central curriculum into language and scenarios that reflect how this client operates. The afternoon is a Quarterly Business Review: you present participation rates, behavior-change indicators, and NPS trends, then outline the three adjustments you are making in the next cycle. You close the day by documenting your coaching notes, converting the morning's conversation into a written development plan the manager can act on independently.
WINNING IN THIS ROLE MEANS
• Achieve and sustain 90%+ training participation across all staff segments, with documented evidence of behavior change within 60 days of each program rollout - and a structure that runs without you in the room.
• Develop site and operational leads into measurably stronger managers: each one can point to specific coaching conversations that shifted how they run their teams, and your departure would leave the capability behind, not take it with you.
• Drive client satisfaction scores that reflect the whole building - not just guest-facing touchpoints - and earn unprompted recognition in QBRs and NPS responses that attribute improvements directly to the program.
• Embed hospitality standards so thoroughly that every team member - regardless of role or guest visibility - can demonstrate and articulate them without prompting.
• When something goes wrong, respond within the hour: diagnose the root cause, own a clear resolution plan, and communicate status to leadership at every stage until the issue is closed.
YOU'LL LOVE THIS ROLE AND SUCCEED AT IT IF
• You are a hospitality person first. Not because it is on your resume, but because you cannot walk through any part of a building, lobby, back office, service corridor, without reading the temperature in seconds. You have spent years in places where the standard applies to everyone, not just the people guests see first, and you carry that expectation everywhere you go.
• You have a genuine interest in developing people. You have taken individuals and teams from disengaged to proud, including people who never thought of themselves as part of the hospitality team. You understand that a culture only holds if it reaches the people working behind the scenes, not just the ones at the front of the room, and developing those people is the part you would do for free.
• You instinctively codify what works. Once you have done something well, your instinct is to write it down, so it does not depend on you being in the room. You have done this before - turned experience into something teachable that others can use.
• You thrive when influence matters more than authority. You get things done across functions, vendors, and client stakeholders who do not report to you. You do not wait for a reporting line to take ownership.
• You are comfortable at the executive level. You communicate up with clarity and appropriate brevity. Senior leaders trust you quickly because you tell them what is true, not what they want to hear.
• You are energized by a challenge that has not been done here before. Taking something that exists on paper and making it real inside a specific building, with a specific team and a specific client, is the kind of problem you find genuinely interesting.
THIS MIGHT NOT BE THE RIGHT ROLE FOR YOU IF
• You want to be the one running the floor rather than the one developing the people who do. This role is primarily about building other people's capability.
• You need to be handed a program and just deliver it. A big part of this job is taking what exists centrally and making it fit, which requires judgment, not just execution.
• You are primarily an L&D professional without deep hospitality operations experience. The credibility this role requires comes from having worked the floor, not from having designed the training for it.
• You find it frustrating when the work you put in gets handed to someone else to run. Some of what you develop here will become part of how the team operates independently of you, and that should feel like a win.
• You have managed buildings but not experiences. If your background is property or facilities management without direct hospitality operations, the daily rhythm of this role will feel unfamiliar.
Posting ID: 254876_crt:1783051597140