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According to CEO Surawut Sukcharoensin, the company's Community Manager Talent Certification didn't just solve the talent shortage – it redefined how LPP nurtures leadership, built clear career mobility, boosted engagement, and replaced transactional hiring with meaningful growth.
LPP Property Management's Community Manager Talent Certification (CMTC) emerged as the company's bold answer to a growing challenge: a shortage of capable project managers who not only had the technical ability, but the service mindset to match.
Rather than rely on costly external hires with poor cultural fit, LPP chose to grow its own talent by transforming its internal talent from support roles into capable project leaders. Guided by strong alignment to the organisation’s SERVICES DNA, the programme paired each talent with a real project, combined with the FBLESP model and close mentoring.
The results spoke for themself – confident, service-driven leaders who elevated client experience and reflected the strength of LPP’s people-first approach. In addition, earning the gold award for 'Excellence in In-House Talent Pipeline Strategy' at the HR Excellence Awards 2025, in Thailand.
Sharing more on how CMTC reshaped the organisation’s approach to developing leaders is CEO Surawut Sukcharoensin, who speaks candidly about the challenges, breakthroughs, and hard-won lessons behind the programme.
Q Tell us about your inspiring HR initiative – what sparked the idea, and how did you know it was the right path to take?
The Community Manager Talent Certification (CMTC) is an internal talent development initiative by LPP, CMTC originated from the urgent need to address the shortage of capable project managers, both in terms of quantity and service mindset. External hiring came with high costs and poor cultural fit, so LPP built CMTC to develop internal talent from support roles into project managers.
Selection focused on attitude and alignment with LPP’s SERVICES DNA. Learning was structured through 1 Talent, 1 Project, combined with the FBLESP model and close mentoring. Real results affirmed the rightness of this approach: many internal talents grew into confident leaders with service excellence, and clients expressed clear appreciation for the elevated quality.
Q Every journey has its ups and downs – can you share a challenge your team faced and how you worked through it together?
One key challenge of CMTC was creating a development journey that could truly transform support staff into high-performing building managers. It wasn’t just about training — it required a system that bridged skill, mindset, and real responsibility. We designed a structure that combined intensive learning, live project experience (one talent, one project), and personalised mentorship.
Using the FBLESP model, trainees developed both functional and leadership skills, while senior mentors helped guide them through change. The support from leadership played a crucial role in sustaining momentum and building confidence throughout the transformation.
Q What impact has this initiative had on your organisation so far, and what do you hope it inspires in the wider HR community?
The CMTC programme didn’t just solve a talent shortage — it redefined how LPP nurtures leadership. Internally, it built clear career mobility, boosted engagement, and replaced transactional hiring with meaningful growth. Externally, it raised our service standards, strengthened our brand, and built trust with clients who now ask for CMTC-certified managers by name.
Beyond metrics, CMTC became a mindset a movement that changed how we see potential and purpose.
"To the wider HR community: don’t wait for talent to arrive. Look inward. The next generation of leaders may already be on your people just waiting for belief and opportunity."
Q Looking back, is there a moment, person, or value that kept you and your team motivated throughout the journey?
What kept us going wasn’t just a goal, it was belief. We believed that the people in support roles held untapped leadership potential.
And every time one of them stepped into a real project, found their voice, and earned a customer’s trust, it reignited that belief. The turning point wasn’t a single milestone, it was the shift in how our people saw themselves.
When someone who once worked quietly behind the scenes grows into a confident, capable leader, it doesn’t just change them it lifts the whole team. That’s what fueled us: not metrics, but transformation.
Not promotion, but pride. Because that’s what CMTC stands for: turning everyday people into extraordinary leaders.
Q If you could offer one golden nugget of wisdom to HR professionals aiming for excellence, what would it be?
Hire for mindset, grow the rest. Don’t just plug a hole — plant a next leader. CMTC taught us that mindset matters more than experience. When we choose people who align with our values and trust them with real responsibility, they rise beyond what’s expected. Structured learning paired with real challenges doesn’t just build skills it builds identity.
Employees who feel seen, supported, and believed in don’t just stay; they lead. When development is rooted in the organisation’s DNA, it becomes a shared movement not just an HR mission. This is how we ignite leadership from within and build sustainable success from the ground up.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
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