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What does it really take to lead one of the world’s largest employers into the future of work? Ty Breland, CHRO and EVP of Global Operations Services at Marriott International, oversees a workforce of 800,000 people spread across nearly 10,000 hotels in 143 countries. His answer to that challenge is simple but powerful: “Be tech-enabled, but always human-centered.”
In my conversation with Ty, he shared how Marriott is navigating the intersection of technology, people, and culture — and what CHROs can learn from their approach.
Listen to the episode here on Apple Podcast & leave a review!
Technology should create space for people, not replace them
Breland is clear about the role of AI and analytics in Marriott’s workforce strategy. These tools are becoming essential for decision-making at scale, but the company refuses to use them as a substitute for people. Instead, the goal is to automate repetitive processes and allow employees to focus on the moments that matter most. “Technology should free our associates to deliver the experiences that define Marriott,” he explained.
That philosophy reflects a deeper truth about the future of work: efficiency alone doesn’t create competitive advantage. What differentiates Marriott is its ability to blend digital capability with authentic hospitality. By keeping employees at the center, Marriott ensures that technology amplifies — rather than erodes — its brand promise.
For CHROs, this means reframing AI adoption in boardroom terms. It isn’t about replacing labor or cutting costs. It’s about enabling people to perform higher-value work and strengthening customer loyalty in the process.
Wellbeing must expand beyond physical health
Marriott also views employee wellbeing through a broader lens. Breland pointed out that traditional wellness programs focused almost exclusively on physical health, but today’s workforce demands more. “Wellbeing must go beyond physical health to include financial and mental resilience,” he said.
That shift has led Marriott to expand initiatives that touch employees’ full lives, from enhancing 401(k) and stock purchase options to embedding more robust mental health resources. The idea is simple: when employees feel secure across multiple dimensions of life, they bring greater energy and commitment to their work.
This approach reframes wellbeing as a business strategy, not just an HR benefit. For CHROs, it offers a practical lesson: investments in financial and mental resilience pay off in retention, performance, and engagement. It’s not just about supporting employees; it’s about building a workforce capable of sustaining growth through uncertainty.
Listen to the episode here on Apple Podcast & leave a review!
Change is accelerating, not managing
Perhaps Breland’s most striking perspective is his rejection of the term “change management.” In a world where disruption is constant, he argues, the real challenge isn’t to manage change — it’s to accelerate through it. “It’s about alignment over consensus, fueled by healthy debate and executed with agility,” he explained.
That mindset requires leaders to abandon the comfort of long roadmaps and embrace shorter, adaptive cycles. At Marriott, that means engaging leaders early, surfacing disagreements quickly, and pushing for alignment even when consensus isn’t possible. It’s a model built for speed rather than stability.
For CHROs, this idea of “change acceleration” is especially powerful. Boards aren’t rewarding organizations that avoid disruption — they’re rewarding those that adapt faster than competitors. By teaching leaders to anticipate disruption and adjust in real time, CHROs can position HR as a driver of resilience and growth, not a support function.
The Takeaway
What struck me most in my conversation with Ty is how these philosophies tie back to leadership development. Marriott invests in programs like Elevate to grow leaders at every level, from the frontline to the executive suite. “We grow leaders at every level of the company. It’s not about static jobs. It’s about investing in people so they can grow with us,” he said.
For CHROs navigating their own disruption, Marriott offers a powerful model: combine technology and data with human connection and trust. The future of work won’t be won by those who automate the fastest, but by those who remember that technology should serve people, not replace them.