A digital environment for the “Rosatom Higher School of Hospitality”
When an educational program grows beyond a single cohort and runs in 13 cities at once, with dozens of experts and hundreds of participants, the main risk is losing control.
This case study shows how Rosatom’s Higher School of Hospitality turned a complex, multi-level education and acceleration program into a transparent, manageable and scalable system.
Client
The project is part of the Rosatom Higher School of Hospitality, an educational initiative of the Rosatom Hospitable Cities tourism development program. The program runs in the cities where the state corporation operates and aims to develop local tourism economies.
As part of the project, the School trains entrepreneurs, municipal teams and hospitality professionals. Participants take education and acceleration programs on creating and developing tourism products, analyzing markets and trends, building marketing strategies, financial modeling and forming partnerships.
The program’s key feature: participants work on real city development initiatives rather than training cases. Teams learn while developing their own projects aimed at strengthening local tourism infrastructure and economies.
Project challenges
In 2025, the program expanded to 13 cities and dozens of entrepreneurs and municipal team members. Training is supported by trackers, experts and speakers and includes acceleration and investment support for projects. At this scale, the key challenge was keeping the program manageable and coherent.
Before a unified digital environment was introduced, the program partly relied on Telegram chats, Google Docs, separate spreadsheets and Zoom webinars with no end-to-end tracking. This worked at a small scale, but as the program grew, it led to fragmentation and information noise.
“The program isn’t a course — it’s a multi-level system of training, practice and project work. At this scale, it’s important to preserve the overall logic of participants’ progress and keep the process manageable.”
Control and scale
To scale the program, the team needed to solve several problems:
- create a single entry point for participants and gather all program materials in one place;
- ensure transparent tracking of assignment completion and progress through stages;
- get analytics on participant engagement;
- spot participants who are “falling behind” in time and reach out to them early.
In essence, the team needed a single space for learning and communication where they could see each participant’s progress, monitor program completion and respond quickly to drops in activity. Without a digital architecture, the program risked turning into a set of parallel activities with no shared logic.
Solution: a unified digital environment for program management
A unified digital environment was introduced on the Talent Rocks platform, bringing all program stages together into one end-to-end flow. The program was built as a sequential path through the modules.
Each stage had its own topic and timeframe — from the introductory module to market and trend analysis, product creation, marketing strategy development, and financial modeling and partnerships. On the platform, participants saw the entire path, knew which stage they were at, which steps they had completed and which modules lay ahead.
Assignments were directly tied to real city projects, which made the program more practical and increased participants’ personal accountability for results. Participants worked on their own initiatives rather than abstract cases and, when needed, could reach out to different program roles via the “Who works with you” section of the platform: speakers, team coaches, trackers for business and municipal projects, track coordinators and other experts.
This environment made the program more practical and increased accountability for results. At the same time, the management team could see each participant’s status, reach out to those falling behind in time, respond to risks faster, distribute the workload among experts and produce transparent reports for the client.
“It’s important not to underestimate the role of digital architecture. The platform should be designed for the program’s scale from the start, link learning to real actions and metrics, build in analytics at the outset of the project, and create a true environment rather than just a place to host materials.”
Results
By the end of the program, participants reached the final stages of training and defended their projects, after which they received continuing professional education certificates. 85% of participants reported greater confidence in implementing their own projects, 92% reported improved competencies, and 73% found new partners through the program.
Beyond learning metrics, behavioral changes were recorded: participant dropout decreased, activity on practical assignments grew, and city teams’ work became more structured.
After moving to a unified digital environment, participants began to perceive the program differently. Discipline in completing assignments improved, fewer participants got “lost,” and they better understood the logic of moving from learning to practice. The completion rate through the final stages, including project defense, went up, and transparent progress increased accountability for results.
“The program became easier to manage: we see each participant’s status, can respond to risks faster, and monitoring assignments and preparing reports got simpler. As a result, participants began to see the program as a systematic process rather than a set of separate lectures. This is especially important as the program continues to grow in 2026.”
“My Learning Path” section
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Summary
The project made it clear that complex educational programs cannot be managed effectively by hand. At scale, the key role is played by a digital architecture that supports the methodology and keeps the program manageable.
The unified environment helped preserve the program’s integrity, provide transparency for the client, increase participant discipline and engagement, and turn an educational project into a manageable system.
In 2026, the team plans the next stage of the program’s development — stronger learning analytics: engagement by module, average completion speed and the correlation between participant activity and project outcomes.
Oksana Karpova
EdTech methodologist, Talent Rocks“In this project, it was essential for us not just to ‘digitize’ training but to build a clear, supportive learning journey. The program is modular and blended: in-person sessions, self-study between modules, project work and regular tracking. Without a digital environment, these formats quickly fall apart into disconnected activities. The platform allowed us to connect the in-person modules with the work between them, bring participants back into learning between sessions, keep them moving along the path and see their progress. In the end, it became not a storage space for materials but a working tool for the entire program.”