Hotel Management Magazine:
Hotel industry speakers said Australia’s next generation of leaders would need commercial discipline, adaptability and strong people skills as AI, constrained supply, mixed-use development and shifting guest expectations reshaped the sector.
The 2026 AHICE Future Leaders Forum was hosted by the respected Professor Simon Pawson, Associate Dean of the Blue Mountains International Hotel Management School. Professor Pawson is a key figure in hospitality education and industry and is heavily involved with AHICE, frequently moderating panels, speaking on industry trends, and welcoming the next generation of leaders.

The Future Leaders Forum 2026 examined career pathways, leadership resilience, hotel development, operations, technology and the importance of building industry networks. The discussion was framed by the hotel school’s role in developing talent, with Pawson noting that industry input remained essential to producing graduates of value. The school’s evolution from its 1991 origins to campuses in Sydney, Melbourne and Adelaide was used to underline the sector’s growing need for executive education, applied management training and research-led industry partnership.
The first panel, hosted by Tristan Cooper of Marriott International, explored careers in hotel property and development. Speakers from Colliers, CBRE, JLL, Accor and Trilogy Hotels said many had entered hotels indirectly, often through broader property, valuations, law or operations roles. Sam Abel from Colliers described hotels as “a sub-sector almost in its own little area of property”, while Taylor Morris rom CBRE said she knew quickly that hotels were where she wanted to stay because it was “such a dynamic sector” and “such a beautiful asset class”. Chris Boyd from JLL brought an operations-led background, saying every job he had held had been “somewhat related to hotels.”
A recurring theme was the variety of hotel work. Josie Hungerford from Trilogy Hotels said her first major multi-hotel deal showed her that “no deal has been structured the same and every deal has been different”. The panel agreed that hotels demanded both technical knowledge and human skills. Valuations were identified as a strong foundation for understanding KPIs, value drivers and investor expectations. Hungerford said her legal background had been useful, not only for knowledge, but for “conflict resolution, negotiation, communication”, and relationship building.

Looking ahead, the panel identified AI, constrained supply, mixed-use development and branded residences as defining issues. Chris Boyd said AI would affect “every realm within our industry, from ops to brokerage”, while Taylor Morris from CBRE argued that rising construction and labour costs would restrict new supply and support occupancy, rates and existing asset values. Mixed-use projects were seen as a practical response, with hotels increasingly positioned within broader “living” and destination precincts.
A leadership discussion with 1834 Hotels Executive Chairman, Andrew Bullock, interviewed by Serene Capital Strategy and Investor Relations Manager Amelia Perez and CBRE Asia Pacific Senior Negotiator – Capital Markets, Hotels, Nick Hill, focused on managing uncertainty. Andrew compared the GFC and COVID, noting that each presented distinct challenges but that both reinforced the importance of resilience and balance sheet strength. His key advice was that “there is always a way through”, and he told younger leaders to “keep going, keep the line, keep your head up and just try and make good decisions every single day”. On AI, Andrew compared its impact to the adoption of the internet, saying its efficiency gains were already evident in tasks such as food and beverage displacement analysis. He said AI literacy would become “one of those absolute key skills” for future leaders.
The final panel, led by Scott Barton of EVT, looked at operations and career pathways. Nick Lockyer from Accor said hotels had allowed him to turn “pulling beers into a career,” and later move from operations to development. Jessica James, GM of QT Canberra, contrasted this with a more deliberate path, saying she had known from age 15 that she wanted a hotel career and had become a GM at 24 after taking regional and international opportunities. James Clark of Ovolo Hotels stressed empowerment, describing an internal “Shark Tank” concept where staff at all levels contributed ideas, including a rooftop beehive that produced 45 kilograms of honey.
The closing YHL (Young Hotel Leaders) update reinforced networking as a career accelerator. Speakers from Brisbane, Canberra and Adelaide described YHL as a practical network for young hotel leaders across operations, valuation, legal, construction and investment disciplines. Its expansion to Adelaide was presented as further evidence of a sector investing in its next generation.
All panelists and hosts agreed that future leaders needed resilience, curiosity and confidence with technology, while the industry had to keep investing in talent, mentoring and networks that helped emerging professionals build meaningful, long-term careers.
Source: Hotel Management Magazine
















