Building capability where business actually happens

• Most organisations grow faster than their talent pipelines. Roles expand. Expectations rise. Individuals step into leadership before capability develops.
• This layer consists of frontline teams, first-time leaders, supervisors and emerging operational leaders. They shape customer experience, performance and culture every day.
• This is the space we specialise in.

When capability gaps exist here, organizations experience:

• Inconsistent customer experience
• Weak accountability and communication
• High attrition in early leadership roles
• Strong performers struggling when promoted
• Operational inconsistency across sites or regions

Strengthening this level builds confidence, ownership and performance across the business.

Behavior change does not happen in a single intervention. It develops when learning is:

• Spaced over time
• Applied in real work environments
• Supported through coaching and reflection
• Reinforced through assessment and feedback

This approach strengthens retention, deepens confidence and turns capability into habit.

Every program delivered through ISH is credentialed. Learning leads to formal micro-credentials, assessment and recognized progression because ISH is a higher-education institution.

•⁠ ⁠Structured rubrics and assessment
•⁠ ⁠Reflection, coaching and evidence
•⁠ ⁠Clear mapping to career and operational pathways
•⁠ ⁠Recognition aligned to internal and external progression

Capability is built and recognized.

We develop capability across three universal role tiers in service-led industries.

Tier	Focus
Frontline capability	Confidence, communication and consistency
First-time leader readiness	Transitioning from individual contribution to leading people and outcomes
Emerging operational leadership	Ownership, decision-making, communication and team performance

These pathways align to organizational roles across hospitality, aviation, QSR, retail, facilities, real estate, food service and service operations.

Focused interventions

• Targeted capability blocks aligned to business priorities.
• Role-based pathways
• Structured development journeys tied to progression and performance expectations.
• Capability systems
• Multi-year academies with spaced learning, governance, assessment and certification.

We partner with organizations that build long-term capability systems aligned to workforce strategy.

The Leela Leadership Development Program (LLDP)

A multi-stage capability pathway with spaced learning and micro-credential progression culminating in a postgraduate qualification for selected cohorts. (Active implementation)

ISH–JLL Academy of Continuing Excellence

A governed capability system currently in build stage with credentialed learning pathways, spaced delivery, assessment frameworks, co-delivery models and BOT-lite scalability. (Build phase)

• We sit at the intersection of education, industry and talent pipelines.
• This gives us a clear view of how roles evolve, where capability gaps emerge and how future talent will need to lead.
• Our work spans undergraduate, postgraduate and enterprise learning. This longitudinal view allows us to design capability that is relevant today and aligned to where workforce and industry expectations are moving.

• Hospitality
• Aviation
• QSR
• Retail
• Real estate
• Facilities
• Food service
• Service operations
• Experience-led organizations