Learning is a Team Sport: Transforming Talent into a Revenue Safeguard.

Founded in 2018, LEISURE has established itself as a leader in Qatar's entertainment sector. Backed by a $700M investment and managed by a 100% Qatari-owned company, LEISURE brings together over 300 experts from diverse fields. The company anchors its portfolio with three iconic theme parks at Doha Festival City: Angry Birds World Park; Snow Dunes Park & Virtuocity Esports Park.

In the competitive leisure industry, our greatest challenge and opportunity was our people. We faced a critical choice: risk the "horrible situation" of stagnant, disengaged talent by maintaining transactional training, or strategically investing in human capital as our primary engine for growth. We chose innovation.

Our PEARLS Project (People Empowerment and Reframing Leadership Sub-Culture) was born from this imperative. Moving beyond isolated courses, we built an integrated learning ecosystem where "Learning is a Team Sport." This new paradigm, inspired by Dr. Peter Senge's book The Fifth Discipline, fostered a shared vision, personal mastery, systems thinking, mental models, and team learning across the organization.

Methodologically, we applied the rigorous ADDIE model and Kirkpatrick's Four Levels to ensure strategic impact from analysis to measurable results. Our Talent Roadmap created clear pathways, turning every critical role into a node in our growth network.

This learning ecosystem was created to cover every critical role and career stage within the organization as part of our organic growth and retention strategy.

This roadmap activated ten modular certification programs, each with six modules, designed for operational relevance with two-hour sessions and business-impact projects. The full suite of certifications was officially launched in May 2025, with an intended completion pathway of one to two years, allowing for blended learning. Most programmes have seen participants complete approximately half of their modules. 11 senior leaders were sponsored for the conferences and MBA programme.

The proof of concept is our Leisure Coaching Certification.

• Pre-assessment data revealed neutral capability (avg. 6.0/10), reflecting uncertainty.
• Post-intervention, using the ICF-aligned 9 Best Practices of Master Team Coaches framework, 13-line coaches demonstrated a leap to an 8.68/10 average, a 45%+ increase in measurable results towards the new direction and culture.

This quantifiable shift is the foundation of our new high-performance coaching culture, indicating a generally high level of trust, alignment, and understanding, directly enabling our strategic direction.

The overall 4 levels of learning evaluation:

• Level 1: 73.7% of our talent (229 employees) completed 12+ learning and engagement hours in 2025, with an average program satisfaction score of 4.83/5.
• Level 2: Based on the trainer assessment. 80% (targeted 70%) of participants can comprehend and practice the newly gained knowledge.
• Level 3: A total of 219 (90.0%) completed the Employee Engagement Survey and scored 3.82/5,
• Level 3: Overall OSAT 95% and NPS 88% for the year 2025
• Level 4:
  • (Intangible): ITD World (ICF-endorsed) recognized us as a global high-performance coaching culture company in October 2025:
    • Culminating in the receipt of 3 international awards for organizational excellence.
  • (Tangible): The attendance increased compared to 2024 (target 700K-scale of 3), despite two major attacks in Qatar.
    • Our in-park spending (Per-cap) increases by between 6% to 12%.

The overarching result? We have repositioned Learning & Development from a cost center to a Revenue Safeguard. It is our honor to submit this case study for your consideration to select us as the winner.