Hospitality professionals from across the country share their business acumen and tips to take the industry into the new year.
Ash Bailey, owner, Bar Yuki
Create a vibe you want to be a part of. There is so much stress that comes with running a hospitality business, but if you create a space that you genuinely enjoy being in, it will create an environment people love coming back to. There are things you have to be serious about, but try to have fun with all the things you can.
Simon Blacher, creative director, Commune Group
The midweek market has softened over the past 12 months with the demand for weekend trade increasing. Lean into what the market is telling you. Ensure you have a brand-sensitive promotion in place so you can capitalise on the heightened weekend market. Simultaneously, get rid of the fluff on your menu. Simplifying your offer will streamline your operations and help define your brand from a guest perspective.
Oliver Brown, CEO, Big Easy Group
Time to get ruthless with your numbers! Prices are up across the board – wages, energy, you name it. Don’t just accept it; tender out every cost. Remember, a dollar saved is a dollar earned. Or in hospo, a dollar saved is $10 earned.
Claudio Casoni, owner, Officina Gastronomica Italiana
Energy costs are set to remain high, so invest in efficient equipment and lighting sensors. Switch to biodegradable or reusable containers for takeout and delivery orders. Reducing plastic packaging waste is increasingly essential and shows customers you’re committed to eco-friendly practices.
Kiet Diep, director, Yum Sing House
Always have a clear business plan covering goals, marketing strategies, financials, hiring processes, training manuals, and standard operating procedures. It sounds obvious, but so many businesses move without purpose and therefore are left without a sense of direction. Failure to plan is a plan to fail.
Amber Doig, head chef, The Butler
People are important. If you invest in staff and take care of the people who take care of your business, everyone comes out on top. My focus is on kitchen culture. Ensuring diversity, tolerance, and respect is paramount as well as helping make our venues great places to work.
Jessica Favaro-Richards, co-owner, Favaro Group
Long-term success is really about creating connections with customers. Take the time to offer personalised experiences. What we are seeing in the Adelaide market is a real desire to connect with operators and to know who is behind the scenes. For us, next year is about getting back on the floor and fostering deep connections with customers.
Sandra Foti, owner, Piccolina Gelateria
The principles of hospitality don’t change from year to year. For us, hospitality is all about honouring our customers, connecting with them, and going above and beyond to make them feel special and valued. Exceptional product is non-negotiable, but the real magic lies in creating moments of pure joy for our community. As we head into 2025, this will continue to be our core focus.
Darren Fraser, general manager, Re’em Yarra Valley
Prioritising culture in our business fosters opportunity, growth, collaboration, innovation and sustainable practices. A strong culture promotes social wellbeing, attracts talent, and enhances loyalty, aligning employees and customers with shared values. This focus not only fulfils corporate responsibility, but also strengthens our business resilience and long-term success.
Gus Gluck, business operations and beverage manager, Neighbourhood Group
Don’t outsource your social media, even if you don’t know what you are doing. It’s your voice that only you understand. People pay for authenticity. A reminder that ‘going out for a meal’ is an experience and isn’t based on one single component. I’ve eaten good food and had bad experiences, but I’ve had amazing experiences with average food.
Rebecca Grey, co-founder, Luton Lane Wine Bar
The biggest challenge for hospitality at the moment is cost and revenue. The best way to win both challenges is efficiency. Look for ways to focus your staff time on service and sales. Look for products that don’t reduce your quality but reduce your time in preparation and waste.
Scott Huggins, owner and executive chef, Magill Estate Restaurant and Magill Estate Kitchen
The cost of living will see people become even more conscious of how they spend their money. As a business, you need to keep your percentages in check to ensure you are successful. However, more importantly, you need to keep the product you are offering at a good quality and at a fair price. Don’t rip the customer off to save your bottom line.
Tom Hunter, co-owner and proprietor, Pipi’s Kiosk and Dining Room
Make time for yourself. Work, family, and social activities can all start to overwhelm you to the point where you start thinking that you have no time… Take a few hours a week to be with your thoughts. Having a clear and calm head at work is essential.
Matthew Jenkins, director of people & operations, Applejack Hospitality
Applejack is committed to creating a workplace that instils a sense of purpose, empowering team members to unlock their potential, grow their skills, and build lasting friendships. Our people are at the heart of Applejack, which is why we prioritise treating them with the same care and respect as the customers we serve.
Sunny Lusted, co-owner of Woodcut Restaurant, Marmelo, and Mr Mills
Creating, opening, and operating multiple businesses across two cities requires an enhanced level of support. Surround yourself with passionate, dedicated professionals so you can inspire and support each other. One of the most exciting aspects of my business is finding exceptionally talented hospitality leaders and giving them an opportunity to collaborate at the highest level within our venues.
Telina Menzies, executive chef, Australian Venue Co.
Build a team culture that thrives on collaboration and creativity. When your team is genuinely passionate about hospitality and feels encouraged to contribute, it builds loyalty and sparks fresh ideas like innovative menus or unique guest experiences.
Matt Moran, co-owner, Aria, Chiswick, North Bondi Fish, et al.
Personalisation and building connections will be everything in 2025. Take the time to get to know guest preferences, whether it’s their favourite drink and seat or a special dietary need. Small details, like remembering their name or a previous visit, make a huge impact. When guests feel seen and valued, they’re more likely to return and it’s these personal touches that help drive a hospitality business.
Jamie Musgrave, executive chef, Restaurant Botanic
Create long-lasting relationships with suppliers who can give you access to niche products. Offering guests something they can’t get elsewhere is a great way to stand out from the crowd. Ensure your team creates a personalised dining experience for each diner… Good service is timeless and the backbone of the industry. It’s hard to compete with even when the market is tough.
Stephen Nairn, culinary director, LK Hospitality
We have found great success working closely with our suppliers, growers, and purveyors. One supplier had lots of Gamay grapes not suitable for wine. Another grower was playing with the idea of unfiltered verjus. We brought everyone together and ended up with a delicious verjus that now flows through our restaurants. Not only is the solution both cost- and waste-effective, but we connected three like-minded people.
Justin Newton, director, House Made Hospitality
In a highly competitive market and in an environment of reduced spending, look at your product and service in terms of value. Does a guest walk away from an experience with you feeling like they got their money’s worth or more? That is what will bring them back, build loyalty, and set you apart.
Sarah Proietti, venue manager and head of people & culture, Maybe Sammy
Build a team culture based on respect and open communication. Prioritise mentorship, creativity, and networking. Set clear expectations early, as consistent core values drive long-term success. Support wellbeing through tangible actions such as nutritious meals, regular check-ins, public recognition, and constructive private feedback.
Nicole Samodol, owner, Rowlee Wine
Support local growers and producers to sidestep costly imports while strengthening the regional food and wine economy. Emphasising local suppliers can cut down on supply chain expenses, create fresher menus, and showcase your region’s unique flavours. A commitment to local partnerships reduces food and wine miles and elevates your brand’s community impact.
Dylan Sanding, executive chef, MCG
2025 needs to step beyond just ‘sourcing local’. My tip would be to profile who you rely on for exceptional produce. Collaborate to generate unique offerings, hero what they bring to your plates, and let their brand shine through. A good supplier then becomes a great partner.
Frank Tucker, CEO, Hunter Street Hospitality
My tip is that people should learn to take more personal risks so that they reach higher personal rewards. I look at the next generation as having an unbelievable amount of information and opportunity, and I think they’re going to do well. They just have to trust themselves.
Claire Van Vuuren, co-owner and chef, Bloodwood
Success in 2025 will be about creating a community rather than just offering a service or product. Guests need to have a connection to your venue. They are looking for honesty and authenticity with your staff, your menu, and the overall experience. You will need more than just a great social media strategy to strive in 2025.
