One enterprise ecosystem across a house of hospitality brands
Setting enterprise application strategy for a multi-brand hospitality group — integrating ERP, POS, CRM, CDP, RPA and cloud platforms so that separate restaurant brands run on one coherent data and governance layer.
Role — Senior Manager IT — Lead Enterprise Applications
- System classes under one architecture
- 8System classes under one architecture
- Business functions partnered with
- 4Business functions partnered with
- Portfolio scope
- Multi-brandPortfolio scope
The shape of the problem
A house of hospitality brands is a harder integration problem than a single chain. Each brand has its own guest, its own service model, and often its own operational systems inherited from before it joined the group. Guests, however, do not experience brands as separate companies — and neither does the finance function.
That produces a specific tension. Brands need autonomy to run their own experience. The group needs one view of the guest, one set of numbers, and one security posture. Enterprise architecture in this setting is the discipline of giving both without letting either win outright.
What the role covers
Enterprise application strategy. Aligning ERP, CRM, CDP, POS and cloud ecosystems to business goals rather than letting each function procure in isolation — which is how most organisations end up with the fragmentation that takes years to unwind.
Integration across the estate. POS, Loyalty and CDP, reservations, WhatsApp bot, online reputation management and custom club applications, connected so that data flows once and analytics has a single place to look.
Application lifecycle ownership end to end — requirements, vendor selection, implementation, optimization, and the continuous improvement that most implementations skip.
Governance. Frameworks covering data integrity, cybersecurity and compliance with corporate IT standards. In a group of this size, this is not paperwork; it is the condition under which anything is allowed to go live.
Cloud migration and API security compliance, aligned to group standards.
Leadership of internal IT specialists and external partners, with adoption and scalability as the measures that matter rather than delivery alone.
Working with cross-functional owners
The part of this role that is invisible on an architecture diagram: the systems above belong to Finance, HR, Operations and Marketing as much as to IT. Every integration is also a negotiation about process ownership, and the technical design that survives is the one those functions agreed to.
Why it matters
The pattern here is the one that runs through the rest of this work: fragmented systems produce fragmented decisions. The value of integration is rarely the integration itself — it is that the organisation stops arguing about whose number is right and starts arguing about what to do.