Your operation is only as strong as the people doing the work. Whether that’s a founder wearing every hat or a multi-market leadership team managing complexity. The People pillar evaluates structure, clarity, capacity, and capability at every level.

Example:

A coordinator spends half their week solving issues outside their job description because no one else has true ownership.

Ask Yourself:

Does my team operate in defined lanes, or are they constantly compensating for system gaps?

Workload examines how real work flows through your team, not what’s written in the org chart. It captures seasonality, distribution, invisible labor, and operational strain across every function.

Example:

During peak weeks, guest messages double and response times slip because the workload model assumes “typical days” rather than realistic volume.

Ask Yourself:

Does the amount of work match the team I have, or does it rely on heroics?

Process measures whether your workflows are defined, accessible, and followed consistently across teams and markets. This is where operational drift, rework loops, and gaps in sequencing appear.

Example:

A new home gets onboarded with missing information because there’s no universal checklist across departments.

Ask Yourself:

If one key person stepped away, would the work break—or would it continue cleanly?

Tech looks at whether your systems accelerate work or create drag. It identifies misconfigurations, manual patches, tool overlap, and automation failures that slow teams down.

Example:

Your PMS sends duplicate messages because automations were built on top of old workflows, and nobody knows which rule controls what.

Ask Yourself:

Do our tools make the work easier or have they created more of it?

Coordination evaluates how well teams hand work off, close loops, and communicate during transitions, high volume, or cross-market operations. This is often where high-performing teams quietly lose efficiency.

Example:

A maintenance issue is resolved in the field but never communicated back to guest services, leaving the guest waiting for an update that should have been immediate.

Ask Yourself:

Do our teams operate as one system or as separate parts hoping everything connects?