Australian Hotelier February-March 2026

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Editor’s Note

WELCOME TO the 2026

Industry Leaders Forum of Australian Hotelier!

In this issue, we’ve asked some leading operators and industry stakeholders to reflect on their businesses in 2025, and look forward to what they’re focused on in 2026.

As always, the leading operators featured in these pages run the gamut of what excelling pub operations can look like – from multi-generational family-owned pubs, to large corporate companies.

There are multi-award winners in this issue, household names of the industry; as well as smaller up-andcoming operators who are starting to leave their mark on the sector by approaching the pub offer a little bit differently.

Each business is different in their scope and focus, but they all constitute leading pub outfits in their dedication to excellence, in challenging the status quo, and catering to their communities.

The team at Australian Hotelier has similarly been inspired by the need to evolve and grow. In 2026 we’re also celebrating 10 years since we launched the Pub Leaders Summit. The Summit has been popular among publicans nationwide for a decade now, as we constantly strive to evolve the show and make it worthy of your attendance. This year will be no different.

I’m pleased to announce we’ll be hosting this year’s Summit on Monday 13 July at Park Hyatt Sydney. We have some big news to share about the event – but all in good time! Scan the QR code below to keep up to date with what’s happening.

In the meantime, I hope 2026 is a fruitful year for your businesses and teams. We wish you all the success with your goals this year.

Vanessa Cavasinni, Managing Editor E: vcavasinni@intermedia.com.au

Each business is different…but they all constitute leading pub outfits in their dedication to excellence, in challenging the status quo…

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PLAN YOUR VISIT 25 & 26 MARCH 2026

WEDNESDAY 25 MARCH

EXPO DAY 1

10.00am Expo doors open

AHG Talks: A series of free educational seminars

11.00am An update from Tabcorp

Learn how Tabcorp is raising the game by creating the most engaging betting and entertainment experiences business in the world. Tabcorp

1.00pm Building connected community partnerships

Discover how collaboration can strengthen your venue’s impact & reputation.

Chris Boyle, Chief Visionary Officer, StandbyU Foundation

2.00pm Diversification strategies

Future proof your venue by unlocking property assets for long-term success. Anna Porter AAPI/CPV, Principal & Property Advisor, Urbanite

3.00pm Gambling health in venues

Empower your staff to recognise gambling-related behaviours.

David McAnalan, Gambling Health Services Manager, Clubs Queensland

4.00pm Expo doors close

Happy hour on the show floor (concludes at 5.00pm)

THURSDAY 26 MARCH

EXPO DAY 2

10.00am Expo doors open

On the Discovery Deck

11.00am AHG Expo Diageo Cocktail Competition - The Spritz Alternating heats with Diageo’s Christopher Lai, cocktail-making masterclasses

AHG Talks: A series of free educational seminars

11.00am Women in Leadership

Knock out imposter syndrome and learn how to lead with confidence. Global Gaming Network (GGN)

12.00pm The Art of Kitchen Management

Learn how to control transparency on your costs in the kitchen. Andrew Briese, Director, Cooking the Books by Quantaco

The biggest news of 2025

Tabcorp trials in-play betting in pubs

In May 2025, Tabcorp managing director and CEO Gillon McLachlan announced that digitally integrated in-play betting would begin trials within pubs in New South Wales after regulatory approval was confirmed for the first time.

At the time, in-play betting was only available via TAB selfservice terminals, over the counter with a TAB operator, or by calling the TAB call centre.

McLachlan stated that he believed it was “the future of wagering”.

The trial was the key strategy behind a push to ensure

Grand View Hotel’s surprise find during renovation

In October 2025 Kickon Group completed renovations on one of Queensland’s oldest continuously licensed pubs – the Grand View Hotel in Cleveland.

The pub was acquired in 2022 and renovations commenced in late 2024. However, the discovery of a historic water well – sitting beneath the area that straddles the kitchen and the walkway to the new outdoor area – put works on hold in February 2025.

The unexpected piece of history was quickly incorporated into the design of the kitchen.

“It turned out fantastic, but when we found it, it was a nightmare,” said Kickon CEO and founder Craig Shearer.

“The builders demolished an old bar built over the top of it, and as soon as the bar was removed this well appeared. [They] contacted Queensland’s heritage office, who came and inspected it and shut the site down for almost eight weeks… What started out as a real pain for us has ended up being a real showpiece of the venue.”

Check out the pub stories from 2025 that garnered the most attention from the industry.

stronger retail partnerships with pubs and clubs. The aim was to innovate retail as the key channel of engagement, creating the optimal in-venue wagering experience.

This includes exclusive in-venue products and offers, as well as integrated media and wagering content. Modernising retail technology and investing in customer footfall and engagement is also a part of TAB’s strategy (see p 59 for more details).

The news was part of the first comprehensive presentation from McLachlan since he was appointed TAB’s MD and CEO in mid-2024.

The Guy Matthews Group rebrands to Piermount

As a period of consolidation ended and a phase of new growth began, South Australia’s The Guy Matthews Hotel Group rebranded into Piermount.

The process to rebrand the pub group comprising of several venues including Mansfield Park Hotel, Stirling Hotel, The Marryatville Hotel, Seaton Hotel and the Australasian Goolwa, commenced in March 2024 and finalised in mid-2025.

The group worked with KWP and Partners who thoroughly went through the evolution of the family business to bring the rebrand to life. Together, they landed on Piermount as a brand that embodied the group’s values, celebrated its history, and aligned with its goals for 2025 and beyond.

Brett Matthews, executive chairman of Piermount said: “The name Piermount is a nod to our family’s history in hospitality. It combines the names of two hotels of significance. The Largs Pier Hotel at Largs Bay and the Mount Gambier Hotel. While we no longer own or operate these venues, they played a huge role in shaping our group today.”

Sonnel’s new leadership tackles Western Sydney hospitality

Sonnel Hospitality appointed Tim Fitzgerald as COO and Jacqui Corbett as general manager of operations as it began major redevelopments to several of its pubs in western Sydney. Fitzgerald, who previously was CEO of Morris Hospitality in Melbourne, drove revenue growth across the 18-venue portfolio, ensuring that systems and procedures worked efficiently, allowing for more creativity and individuality at the venue level.

While Corbett, who was most recently COO of Momento Hospitality, focused on investing in team upskilling and leadership, building strong relationships with venue teams and creating top-tier guest experiences.

These focuses coincided with major projects, including the planned work on New Victoria Tavern in Wetherill Park, and renovation of Ashfield Hotel which is set to begin works in mid-2026. A complete rebuild of Ermington Hotel is also slated for 2027.

Meanwhile, the Crossroads Hotel – the jewel in the Sonnel portfolio – currently has a DA lodged with Liverpool City Council for a major renovation and expansion, adding in extra accommodation and event spaces.

Dakabin Hotel enjoys highly anticipated opening

Comiskey Group’s highly anticipated Dakabin Hotel opened its doors in May 2025 receiving 5,000 bookings in the 48 hours after reservations opened – which signalled the local community’s enthusiasm for the new pub.

Group director David Comiskey said it was a fantastic result.

“It has been so rewarding to see the community rally around and get excited for their new local,” he said.

Situated on 3.75 hectares of land on the corner of Alma and Old Gympie Road in Moreton Bay, the $35m Dakabin Hotel development includes a $15m on-site shopping precinct and service station.

The pub’s unique concept features a one-restaurant, two-kitchen design blending modern Australian and international flavours, the Sin Bin Sports Bar with expansive LED screens, and entertainment offerings such live music and DJ events, electronic darts, pool tables, a gaming room, a kids arcade and a half basketball court.

Oscars Group moves into South Australia

Sydney-based pub and accommodation group, Oscars Group, made its first move into South Australia with the acquisition of Fahey Hotels’ portfolio of pubs within Adelaide.

Oscars Group acquired the freehold going concern interests in the Lakes Resort Hotel, Bridgeway Hotel and Maid & Magpie Hotel all located throughout metropolitan Adelaide.

The acquisition included 80 hotel rooms, 30,000sqm of land, 113 gaming authorities and extensive retail liquor and function facilities.

Oscars Group director Bill Gravanis said: “We were excited by the portfolio opportunity that JLL identified as a natural fit to our diversified hospitality interests and national growth strategy and are grateful to the Fahey family for the carriage of these great businesses.”

The sale exemplified interest in the Adelaide hotel investment market, with South Australia becoming sought-after for its stable legislative environment, robust trade growth and value-add operating opportunities, while asset availability remained tight due to long-term generational ownership and the low number of hotels per capita.

Redcape divests Beach Hotel Byron Bay to focus on Queensland

MA Financial Group’s Redcape Hospitality announced the sale of the Beach Hotel Byron Bay – one of Australia’s most recognisable and sought-after hotels – in May.

The hotel which includes a large pub, beer garden, restaurant, bottle shop, function spaces, 25 luxury hotel rooms and a swimming pool was sold to the Didier family, led by Melbournebased businessman and philanthropist, Scott Didier AM.

The transaction represented one of the largest pub sales in Australian history, at a reported $140m following its last sale in 2020, when MA Financial acquired it off the van Haandel family and Impact Investment Group for $104 million.

The sale occurred during continued market activity from Redcape, which spent the past year rebalancing its portfolio, with a focus on acquisitions in Queensland.

In February 2025 the group added two Queensland pubs to its portfolio – The Prince Consort and Saltwater Creek Hotel for a combined value of $66m.

Two months later, Redcape announced it had acquired

Hospitality’s portfolio of

The purchase of Springfield’s Orion Hotel in August took the company’s spend to $250m over 12 months in Queensland and was increased in October by the $40m purchase of Brisbane’s heritage-listed Plough Inn from Kickon Group.

“Pubs remain a standout investment class. The demand for affordable hospitality and community connection is as strong as ever. Venues like the Plough are evidence of this dynamic,” stated Redcape MD Chris Unger, at the time.

Redcape has also divested four Western Sydney pubs as part of its portfolio recalibration strategy.

Unger stated: “We are seeing continued strong results in our venues, and these acquisitions position us well for further improvement in investor returns. Our operational initiatives are proving effective at introducing new customers and our refurbishment program is also driving improved earnings.”

AVC’s Crafty Squire Pub reopens as Hickens Hotel

Australian Venue Co. (AVC) reopened the Melbourne CBD pub formerly known as the Crafty Squire, as Hickens Hotel following months of extensive renovation.

The venue was originally established as Hickens Hotel in the 1870s, named after Ebenezer “Abe” Hicken, the pub’s manager, landlord and onceinfamous British boxer and Australian champion.

Located on the corner of Russell and Little Collins streets, the $6.5m renovation included a full transformation of the ground and first floors, a brand-new second level and an open-air rooftop overlooking the city.

The venue also features The Carlton Lounge – the country’s first public bar collaboration with the famous Victorian beer.

Hickens Hotel was among several inner Melbourne pub projects from AVC, which was active with venue transformations and openings in the city in 2025– including the opening of the brand-new CBD development Quarterhouse.

ALH, Asahi Beverages partner on Great Northern venue

ALH and Asahi Beverages partnered on Northern Grounds, a flagship Great Northern venue on the site of the former Waterfront Hotel in Diddillibah, Queensland.

Former ALH Hotels managing director Paul Carew remarked on the partnership on the venue.

“What connected the two brands is important, and this was a fairly traditional pub before this, so it was a bold move from both companies to partner on this one. But when you see the location and you see the way that it’s come up, it’s a perfect combination.”

David Stingl, commercial director – on-premise for Asahi Beverages said that bringing the Great Northern brand together with a venue that focused on celebrating the surrounding natural environment creates a unique experience.

“Although Great Northern is a brand loved by Australians all around the country, it was actually born in Queensland, and what a perfect location on the Sunshine Coast. It’s such an iconic spot on the Maroochy River to actually launch such a stunning venue.”

Public Hospitality’s receivership woes

In what was a financially troubled eighteen months for Public Hospitality Group, it had multiple venues assets placed into receivership in 2025, as a part of the continued breakdown of Jon Agdemis’ group.

McGrathNicol Restructuring announced the appointment of receivers and managers for the Empire Hotel, Hotel Diplomat Sydney, the Exchange Hotel, Claridge House and South Bondi Hotel.

The trustee for the bankrupt estate of Agdemis was also appointed by order of the Federal Court in October 2025, after the collapse of Public Hospitality. The trustees were tasked with commencing investigations into the estate with Agdemis said to owe creditors and suppliers over $1.8bn.

Since then, The Saint Hotel in St Kilda was sold for $8.4m to Kokoda Hospitality and the Kurrajong Hotel in Erskineville, the Rose, Shamrock and Thistle in Paddington and the Town Hall Hotel in Balmain were all sold on behalf of receivers.

Meanwhile, Solotel took over the management of The Norfolk in Redfern, Oxford House in Paddington and Camelia Grove Hotel in Alexandria, and The Strand Hotel in Darlinghurst.

Hospitality veteran revives the Laurel Hotel

One of Victoria’s oldest pubs, the Laurel Hotel in Ascot Vale, was given a new lease of life by Kickon Group’s ex-COO Sam Capogreco in 2025.

He started his hospitality career pulling beers at the venue and with 25 years’ industry experience under his belt, Capogreco took ownership of the venue and oversaw a full restoration, honouring its historical significance.

The project preserved the pub’s historic character with features such as its retro bathroom tiles, 170-yearold original fireplaces, original mid-1800s cellar and old hitching rings on the walls.

The venue was renovated creating an open, familyfriendly space to engage the local community, emphasising the central role pubs play in shaping local social life.

The Laurel Hotel is Capogreco’s first solo pub project.

Townsville welcomes Flinders Street Wharves

Flinders Street Wharves, a new $30m waterside hospitality precinct opened in Townsville, headed up by publican Grant Morgan and partners.

The 2600sqm building located in the former Burns Philp & Co building at 108 Flinders Street, has capacity for up to 1000 guests and houses six unique indoor and outdoor spaces, including Townsville’s first floating pontoon bar, The Docks, and a marine tourism hub.

“Our role here at Flinders Street Wharves is to create a sense of place for the people of Townsville. For years, our city centre has longed for renewal, and now, this vibrant precinct has been delivered back to the locals as a destination to catch up, connect, and celebrate,” stated Morgan.

According to the Townsville Enterprise Economic Assessment, the precinct created 120 jobs for locals and hopes to attract over 350,000 guests in its first year, injecting approximately $6m back into the local economy.

Modern liquor reform passed in WA

New laws to modernise Western Australia’s liquor licensing system passed Parliament, cutting red tape and facilitating business for the state’s liquor, tourism and hospitality sectors.

Under the reforms, alcohol can be served by hotels, taverns, small bars and producers with or without a meal on Good Friday and Christmas Day, while trading hours on those public holidays and Anzac Day is allowed from 10am to midnight – an increase of up to four hours, to meet customer demand.

The amendments allow for digital ID checks, as well as the

scrapping of extended trading permit renewals. They’ve also made the Banned Drinkers Register permanent in the Kimberley, Pilbara, Goldfields, Carnarvon and Gascoyne Junction.

AHA(WA) CEO Bradley Woods welcomed the long-awaited reforms: “The AHA(WA)’s strong advocacy has ensured these long-overdue reforms passed before the end of the year, allowing hospitality venues and patrons to enjoy simpler and more contemporary trading arrangements commencing in the festive season,” he said.

PUB OPERATORS

Publicans from across Australia – from one-venue family-owned operations, to large corporate portfolios of pubs – discuss the past year for their businesses, and what’s up next.

AI-enabled decision making

Last year, AVC made meaningful progress with AI-assisted operations, targeted renewal projects and organic network growth.

AUSTRALIAN VENUE Co. (AVC) finished 2025 with strong momentum after a year focused on doing what it does best: creating great pub experiences, driving operational efficiency, and delivering long-term value through acquisitions, brownfield and greenfield developments.

Elevated construction and consultant costs reinforced the need for greater discipline in capital allocation and tighter project sequencing, but nonetheless the group undertook 25 brownfield projects. Standouts include the Leichhardt Hotel, Mansfield Tavern and Hickens Hotel – each demonstrating how targeted reinvestment can have a tangible impact, says Kylie Moncur, chief marketing officer.

“Across all these projects, we’re seeing real benefits: higher engagement, stronger

Exploring synergy

Last year, AVC partnered with globally renowned cocktail bar Death & Co on the opening of its first international outposts in Melbourne and Brisbane, allowing the group to blend its local knowledge with Death & Co’s world-class approach to hospitality and cocktails, says Moncur.

“Collaborations like this allow us to push the boundaries of what we can offer our guests, and they’ve reinforced our appetite to explore more partnerships where there’s genuine alignment on quality and guest experience.”

community connection, and a more versatile offering that appeals to different audiences. Each venue is unique, and we approach every project with extensive demographic and customer research –listening closely to local communities to ensure each venue reflects the character of its area while meeting contemporary guest expectations.”

These redevelopments were complemented by the launch of greenfield project Quarterhouse, a multi-level venue designed to cater to both corporates and eventgoers around Marvel Stadium.

Harnessing AI

Over the last 18 months, AVC has been at the forefront of the industry with AI implementation, from the deployment of voice AI in its contact centre to AI-driven menu categorisation. Moncur describes AI as a meaningful operational advantage for AVC – one that allows the group to make better decisions at scale.

“We’re using AI to make smarter pricing and promotional decisions, and to improve forecasting across labour, demand and inventory, reducing waste and operational inefficiency. In addition, we’re leveraging AI and machine learning to deliver highly personalised offers for our loyal customers, by identifying patterns in behaviour and spend and responding with more relevant, timely engagement.

“Looking ahead, the opportunity is far

less about replacing people and much more about augmenting expertise across the group. We see significant potential in AI-assisted operational insights, more granular demand forecasting by daypart, and increasingly personalised guest experiences – all while preserving, and enhancing, the magic that will always be at the heart of a very human hospitality experience,” she stated.

The outlook for 2026

With patrons being more deliberate about how and where they spend, and latenight trading getting tougher, Moncur sees opportunity in clarity of offer in the year ahead.

“Pubs that understand their role – whether that’s food-led, communityfocused, entertainment-driven or premium – and execute it well will outperform. There’s also a real opportunity for venues that can win across multiple dayparts, rather than relying on a single trading window,” she explained.

While AVC will tighten the offer across its existing venue network, it also aims to continue to deliver 20–30 brownfield projects a year and acquire a similar number of new venues.

“It’s about building on the foundations we’ve established, delivering great experiences, and evolving in ways that feel authentic to each location,” Moncur concluded.

Setting new standards for excellence

Comiskey Group celebrates a landmark year defined by growth, recognition and community impact made possible by a commitment to quality and consistency.

AFTER 12 months of significant growth, Rob Comiskey, co-founder and director of Comiskey Group sets his sights on 2026 with unwavering optimism.

“We have never been more excited about the future, with a strong pipeline of projects ahead and a continued focus on growing our team.”

The group’s list of achievements in 2025 spans venue developments, food and beverage production and several awards including three Australian Hotels Association (AHA) National Awards for Excellence across tourism, dining, and retail liquor.

“We opened the highly anticipated Dakabin Hotel, completed the full renovation of the Imperial Hotel in Eumundi, and purchased Eumundi Brewery. We acquired land next to Eatons Hill Hotel to support future expansion and unveiled major projects including the $180m North Lakes Town Centre and a $250m five-star hotel at Sandstone Point.

“We also completed earthworks for our current development at the Country Club Hotel in Strathpine. Across Southeast Queensland, we continue to invest in our venues, raise money for local community groups and create experiences that bring people together,” said Comiskey.

What continues to set the group apart is its elevated food and beverage offering

underpinned by the group owned and operated Comiskey Distillery, Comiskey Butcher and the recently acquired Eumundi Brewery.

“We are proud to celebrate the brewery’s longstanding, beloved recipes and history. It is exciting to be part of the brand’s legacy and take it to the next level. Feedback from locals and fans around Australia has been overwhelmingly positive, particularly because we have kept the iconic recipes of the core range – Ginger Beer, Pale Ale, and Lager – unchanged.”

He said bringing these operations in-house allows Comiskey Group to have complete control over quality, consistency, and delivery.

“For us, it’s about operational efficiency as much as product excellence. Patrons notice the difference. The feedback we receive is overwhelmingly positive. We’ve always taken a hands-on approach in everything we do and having control over our F&B operations means we guarantee a level of quality that keeps our guests coming back. It’s an approach that underpins the success of the Comiskey Group and sets a standard for hospitality in Queensland.”

Scaling investment in 2026

While large scale hotel renovations were a major focus in 2025, Comiskey

explains that 2026 is all about delivering development across sectors including hospitality, retail, entertainment and tourism.

“In 2025, we didn’t play it safe by any means, but we did largely focus on projects within our realm of experience. Over the next few years, we are investing in the City of Moreton Bay and the Sunshine Coast, shifting focus as we undertake our most ambitious projects to date,” said Comiskey.

“We’re bringing decades of experience with us into this next chapter, and an epic team supported by highly respected architects including bureau^proberts, KP Architects and Cusp, as we continue this evolution of the group.”

Looking ahead, Comiskey pointed to a growing pipeline of projects for the group including the recently approved Aura Hotel and the Coochin Creek Holiday Resort on the Sunshine Coast.

“This year brings the completion of our Strathpine project, the commencement of Aura Hotel and North Lakes Town Centre, and the progression of several new developments yet to be announced. Together, these projects reflect our continued focus on thoughtful growth, high-quality development, and creating destinations that add long-term value to the communities we operate in.”

Reimagining the public house

In just two years, a string of awards confirm The Dry Dock has achieved the ambitious vision set at opening.

IN 2025, The Dry Dock celebrated its second anniversary, marking a significant milestone and the realisation of the vision that co-founders James Ingram and Mike Everett set out to create.

The heritage-listed Balmain pub has a storied history dating back to 1857 and reopened in November 2023, after a twoyear renovation that transformed it into a multi-venue experience while honouring its historical significance. Two years on, Ingram says 2025 was the year that strategically everything started to fall into place.

“Opening a pub is about building a community, and it takes a good two years to do that and settle in. Last year was an amazing year,” he told Australian Hotelier

That sentiment was felt across the industry, with The Dry Dock scooping several prestigious awards in 2025, including Best Wine List at the Australian Liquor Industry Awards (ALIA), plus one hat and Pub of the Year in the Good Food Awards, and Best Restaurant and a Distinction Award in the Metropolitan Hotel of the Year category at the AHA NSW Awards for Excellence.

“Everything we do is for our guests, but

to have that recognition from the industry is also extremely important for me,” says Ingram.

He attributes a lot of the pub’s success to recruiting a team of experienced staff whose visions align with his own, many of whom have been with the pub since its reopening.

“When we were opening, people thought it was just another pub in Balmain. But we were looking for really good chefs, managers, waitstaff and bartenders, people with excellent experience. It took time for people to wrap their hands around what we were doing, it was about getting them to buy into our vision – you have to do it one by one, and it’s really amazing when you find people that share your vision, and take that risk with you,” Ingram explains.

Equally, it’s The Dry Dock’s focus on doing things differently that has established the venue as a go-to destination in a suburb famed for its pubs.

“We try to be forward facing, while still being respectful of the pub’s history and what a pub should be, but it’s about layers of experience,” Ingram continued.

“Everything we do here is focused on quality and an evolved experience. Our customers love going to the pub, but they want an enhanced experience – good wine and great food in a nice environment – so it’s about creating those layers of experience, without pretension.”

Defined by quality

Winning Best Wine List at the ALIAs ahead of dedicated wine bars from across the country underscores just how well executed The Dry Dock’s wine program is. Led by Ingram, his general manager and a team of sommeliers, it adds a new dimension to the offering, driven by quality and value.

“Our menu is modern European with French provenance – a significant portion of the list is French, but we live in Australia, so Australian and New Zealand wines need to be the heroes. They lead, with France, Italy, Spain and US being the other regions showcased, and that has resonated with our customers.”

Since Covid, Ingram has observed a tendency for operators to mark-up wines significantly to counteract rising costs,

Community-centric collaboration

The Dry Dock began a special partnership with Rozelle’s Red Mill Rum Distillery last year, launching a range of locally made rums and specialty amaro liqueurs exclusive to the venue.

“We had the unique opportunity to collaborate with David Fesq, who is from a local Balmain family that has incredible heritage in the liquor industry and produces artisan spirits in the local community. When Red Mill first operated in 1933, all the Mort Dock workers would have been drinking it here, so there is a natural connection and synergy,” says Ingram.

The co-branded bottles are presented in a dedicated section on the back bar, a double-page spread in the bar menu, and through a tableside service ritual in the dining room where they are served as a signature after-dinner drink.

The Dry Dock’s public bar

however, he believes wine drinkers are seeking a strong value proposition.

“I believe that the consumer is pretty well educated when it comes to wine. I make sure that we’re not marking anything up too much – we’re prepared to sacrifice a bit of margin to make sure that that value is obvious, and it speaks to the heartbeat of what a public house should be to its community. We don’t want to be thought of as an occasional place, but somewhere that guests can come and enjoy regularly.”

A focus on quality produce, seasonal ingredients and food cooked with passion and expertise is a central pillar in The Dry Dock’s identity. With a dedicated a la carte menu in The Dining Room and a curated bar menu of bistro classics and bar snacks available across its Lounge Bar, Public Bar, Sports Lounge and Outdoor Area, the pub’s commitment to quality food has redefined what modern pub dining can look like.

“In the 80s and 90s in Sydney it was common to find high quality Hatted chefs in pub dining rooms, but that concept sort of got lost in the 2000s partly due to the trend

towards gaming. I come from a restaurant and bar background and have always been focused on the art of hospitality and doing food and beverage really well. I wanted to bring excellent, classic and unpretentious food back into the pub,” Ingram added.

“Our head chef Ben Sitton comes from a great pedigree and that concept really resonated with him – the idea of doing classic food in an a la carte dining room, but also having this pub setting and being able to offer different layers to the dining experience.”

That commitment to quality has remained unchanged since the very beginning, and after two years, Ingram feels the pub is a true reflection of the vision he and Everett set out to create.

“Our thesis for this pub, when we were looking at it back in 2021, has not changed to this day. We’ve created what we said we were going to create. Would we change anything? Not really, this was a highly considered renovation. It’s been an incredible journey to see the pub evolve like this, and to realise that other people want what we want as well,” Ingram concluded.

Raring to grow

Owned by the Fitzgibbons family for 65 years, bustling pub

The Glen Hotel is not afraid to evolve – and has big plans on the horizon.

WITH THE Brisbane Olympics 2032 looming ever larger for Brisbane’s business community, it’s been well documented that the city falls short on accommodation requirements for such a global phenomenon. Pubs are being asked to take up the mantle to grow their accommodation offer.

One pub to heed the call is The Glen Hotel, with owners Cathy and Brian Fitzgibbons announcing in late 2025 plans for a $30m redevelopment of the pub, that will see it add circa 80 new five-star rooms, to take its accommodation proposition to more than 125 rooms.

“The thought of having more rooms has been on the agenda for some years. There’s plenty of times in the year where we have to knock back business because we don’t have enough rooms vacant. We need more rooms so that we can grow,” Brian explained.

“And the Olympics, of course, are a huge factor in the decision, and also Brisbane City Council’s enthusiasm to encourage us to actually do more of this type of development. It’s a no brainer for us to want to do this.”

Importantly, the investment is expected to be fruitful well after the Olympics.

“We’re very mindful that the Olympics is a moment in time. We feel strongly that our current occupancy rates and our current customer base can sustain the accommodation and events investment long-term,” Cathy added.

Planning is well underway for this massive project, and the pair hope that they can begin turning ground by the end of the year, with the accommodation to open at some stage in 2028. The build will be phased to ensure that the pub continues to trade throughout construction, and patrons will be kept informed every step of the way.

With The Glen Hotel having been in the Fitzgibbons family for 65 years, the couple believe it’s important not to rest on your laurels.

“When you have a generational family business like this, you can get to a stage where everything’s going well, and you can feel you don’t really need to grow. But we know that if you don’t, you will stagnate,” suggested Cathy.

“As soon as all the approvals are done it will be full steam ahead, and we’re really keen to take our customers along that journey. And of course, there’s disruptions, but we want it to be like our customers are insiders – they’re getting insight into what’s happening along the way.”

“Hopefully then, when it is eventually done, it’s a real community moment, a third space for everyone to enjoy. We’re excited about where the pub and Brisbane are going.”

Pushing the envelope

In 2025, The Glen Hotel’s executive chef Brad Casey was named Chef of the Year at the QHA Awards – recognition of the emphasis The Glen Hotel team have placed on redefining what pub food can look like.

Pub classics are always available, but the menu changes often and different types of produce are heroed in special dishes. It means people travel across Brisbane to the suburban pub for a meal, as well as encouraging repeat visitation. It’s another facet in the growth mentality that informs all the pub’s operations.

“The key to the success of it, is understanding and always wanting to improve,” stated Brian.

“We never, ever have a static venue. Competitors probably don’t like that because they don’t know what we’re going to do next.”

Half a century of hospitality

Hurley Hotel Group celebrated its golden jubilee in 2025 – and the South Australian pub group has no intentions of slowing down any time soon.

HURLEY HOTEL Group had an excellent 2025, winning multiple major awards at both the national and state level.

“It’s been a really good year for us,” stated Jenny Hurley, managing director of the group.

Arkaba Hotel, one of the group’s key venues, took out multiple awards last year, including Overall Hotel of the Year –Metropolitan at the AHA National awards for the second year in a row, as well as taking out Best Hotel at the Australian Liquor Industry Awards (ALIAs).

Hurley says that keeping the venue true to its history has gone a long way to making it a pub that is well regarded across the country.

“We were fortunate enough to buy a magnificent building that is the base of the Arkaba, and so to be able to renovate it to its iconic state, but to keep its history intact was amazing. Between Anna Hurley and Peter and our team, and the architects and interior design, we tried very much to keep Arkaba’s mid-century theme. What was done quite special.”

1975-2025

The awards weren’t the only highlights of 2025, with Hurley Hotel Group celebrating

50 years of being in business, and creating quite the mark on the South Australian pub scene. Though family-owned, Hurley puts the group’s longevity down to its people.

“We’ve got a passion for the hospitality industry. And through that, we’ve been able to employ some quite amazing people, many who have stuck with us for a long time.”

Having seen how pub operations have changed, Hurley points to a couple of key differences since she and husband Peter started out in the 70s.

“These days, there’s barely any cash. Back then, we counted the tills, bagged up the money, and physically took it to the bank. Everyone had to be sharp with mental arithmetic, you’d add up the price of drinks in your head on the spot. I don’t think kids leaving school now would be able to do that. We even worked out wages by calculator and paid staff in cash, straight into a bag.”

What hasn’t changed is the fundamental attitude towards showing people a good time.

“The hospitality has stayed the same –looking after people, and trying never to say no to anyone, if you can possibly do what they want,” stated Hurley.

And beyond

Hurley Hotel Group has no intention to slow down, with its greenfields pub build, Hotel Panorama set to open in the middle of the year. The $60m pub build is the biggest investment the group has made in a single venue, and Hurley believes that the investment will be well worth it.

With the bottle shop having been up and running for two years, and a temporary pub operating out of a nearby warehouse, the group has every indication the local community is crying out for the new hotel.

“I believe it will be a very successful hotel for accommodation, functions and bar sales. It’s probably a bit ambitious, but we believe we can be at 90 per cent occupancy for the accommodation soon after opening, because of the demand in the area,” Hurley said.

And while the group has known success for 50 years now, Hurley says the team are always looking for new ways to appeal to patrons.

“You have to just be innovative in ways to keep people wanting to come to your pub.”

Here’s to the next fifty years of Hurley Hotel Group.

Diversifying the revenue mix

Food, event programming and upgraded spaces are being used to rebalance Laundy Hotels’ sales mix.

A BUOYANT yet challenging landscape saw Laundy Hotels reinvest in its existing offer while branching out into areas it wouldn’t traditionally look at in 2025 – including major renovations, evolved food offerings and an expanded events calendar.

A clear commitment to growth and innovation reinforced the group’s pubs as enduring community favourites, while industry acclaim recognised its success with the Best Hotel Group Operator award at the 2025 Australian Liquor Industry Awards. Laundy Hotels also collected AHA NSW Awards across dining, people and hotel categories, and maintained Sinclair’s hat in the Good Food Guide.

Laundy Hotels director Danielle Richardson describes the recognition as a reflection of the huge effort made across the portfolio – from floor staff to those working behind the scenes – to ensure the group excels in its operations.

“What we pride ourselves on is understanding our communities and creating venues people want to visit regularly. We’re focused on delivering great value and quality food, strong customer service, and building genuine relationships with our customers,” she stated.

New growth levers

2025 brought significant transformation

milestones for Laundy Hotels, including a new gaming room at Northies Cronulla; upgrades to outdoor dining and the childrens’ playground at The Tropicana Hotel in Wilberforce; and the restoration of Sydney’s oldest licensed venue, the Lord Nelson Brewery Hotel.

The most notable, however, was the $3 million transformation of the Watsons Bay Hotel, lifting the standard of the events offering significantly across upgraded spaces and representing a key element in the group’s strategy.

“In December, we hosted more events than any other December in the past five years. It’s a fun and exciting part of the business, and we’re excited that it’s growing as we continue to refine our offer. Events allow us to showcase our venues at their best, and live entertainment and well-run functions continue to contribute meaningfully to overall performance,” Richardson explained.

Another major focus for Laundy Hotels was refining the food offering across the portfolio to better match guest expectations. While the Sunday roasts at the Lord Nelson have generated strong organic interest, ventures like Bistro Red Lion by Manu allow the group to deliver more diverse experiences.

Richardson says: “Food remains central

to the way we operate because it strongly influences how and why people choose a venue. We look for opportunities to diversify our offering and respond to gaps in local areas. Rather than applying a one-size-fits-all approach, we assess each opportunity as it comes or move on it when we see a gap.

“Partnering with someone like Manu, who can do food in a way we can’t, brings a great level of interest into the traditional local pub space.”

While cost pressures, increasingly complex regulatory requirements, and staff recruitment and retention all represent challenges in the year ahead, Richardson is optimistic that pubs can reinforce their place in Australian culture through great food, high standards of service and local familiarity.

Differentiation will be critical, and in 2026 Laundy Hotels will maintain a relentless focus on consistent, highquality customer service, while continuing to refine its food and beverage and events offerings.

“We’ll also be investing in more of our current hotels that need some love and looking at some exciting new and unique concepts that hopefully continue to challenge our thinking and fill gaps in the market,” Richardson added.

Staying local to stand out

Focused on local identity and elevated guest experiences, Western Australia’s LocalsCo celebrated a landmark year of achievements in 2025.

MULTI AWARD-WINNING

pub operator

LocalsCo celebrated a successful 2025, marked by a focus on strengthening brand recognition at the group level and significant redevelopment across its venue portfolio.

The Western Australian group won six awards at the 2025 AHAWA Awards, including two of the three overall awards.

On winning Best Group Operator, group operations manager Matt Marinich said what set LocalsCo apart this year was its consistency and hyperlocal focus.

“LocalsCo succeeds because we run each venue with care while keeping a strong shared framework. Our central support team gives consistency, but our individual venue teams still have room to create within their community. We stand out because we stay local, keep things simple and back our people.”

Notably, the group’s historic venue The Rose Hotel Bunbury, which underwent a $3m renovation that was completed in time for the pub’s 160th anniversary, also won Best Overall Venue – Regional at the AHAWA Awards for Excellence, as well as the Western Australian Heritage Awards for its restoration.

Marinich said successfully celebrating the venue’s history, while simultaneously

shaping the best regional offer in Western Australia, was the result of a deep respect for the space and a clear vision for its future.

“We respected the history by restoring key features and showcasing the building’s character. At the same time, we continued to deliver modern hospitality that suits today’s guests. The balance came from treating the venue’s story as an asset not a limitation.”

The achievements at the AHAWA Awards followed a massive 12 months for LocalsCo, which also completed a $7m refresh of the Bayswater Hotel in Perth and was awarded Best Redeveloped Venue.

LocalsCo’s venues also performed well in the dining categories, with The Rose named joint winner in the Casual Pub Dining Regional category, as well as Eaton Tavern taking out Family Dining Regional.

Despite the level of critical success in 2025, Marinich said what he is most proud of is the staff that shape each venue.

“We delivered major wins across multiple venues and strengthened our operational systems but the real highlight for me was seeing our teams lift the overall guest experience across the group.

“We are extremely proud of our people and grateful for the community

support across all our venues. The last year has shown what our teams can achieve together.”

Building on momentum

Reflecting on the momentum of 2025 Marinich said, opportunity was rooted in venue renewals, new partnerships and stronger community engagement.

“We also saw huge momentum through improved training and tighter group-wide standards. Our main challenges were maintaining margins with increasing CPIs. Proudly we have strong retention so labour shortages are not a huge concern for us currently.”

In 2026 he said it is all about building on the group’s well laid foundations and the success of 2025.

“In the next 12 months we expect to see continued growth in premium, casual dining, family friendly spaces and fast and efficient digital service. We will also explore better guest data insights and smarter labour planning.

“Additionally, we plan to strengthen the training and professional development of our people. Several venue upgrades and new offers are already scheduled. Next year is about consistency, quality and preparing for long term growth.”

Modernising a regional hub

After years of renovation and a renewed commitment to delivering quality to the community, The Loxton Hotel has achieved national success.

FOR COMMUNITY-OPERATED pub The Loxton Hotel, the past 12 months have proved to be some of the venue’s best in its 117-year history.

Located in South Australia’s Riverland region, the hotel has spent the past six years renovating and upgrading its offering.

With a focus on quality food and beverage in seven distinct zones, and both hotel and motel accommodation, the venue is a hub for locals and visitors alike and was named Best Regional Hotel in South Australia and nationally by the AHA in 2025.

General manager Darren Morrison said the achievement is a result of the venue’s dedicated team and refreshed offering.

“We have a great crew of almost 90 staff who are happy and friendly and go out of their way to help our guests. This year we looked after our people to ensure they look after our customers. None of our success would be possible without them.

“The renovations are a massive factor. The quality and results are incredible and makes our hotel a standout. We’ve turned what was once a traditional country pub into something modern, while hanging on

to some traditional Riverland features.

“In our cafe the light shades are made from tins used for washing apricots in the region. We’ve also drawn inspiration from the historical Nissan huts in the area that were used for housing soldiers returning from war.”

A standout dining experience

Delivering a food and beverage experience focused on versatility, quality and comfort is something Morrison emphasised as another driving factor in the venue’s ongoing success.

“Our population is about 4000. Customers can’t come here every night and have the same thing, so we range everything from rib eyes to rabbits to crocodile and it’s proving very popular. Our head chef is 21 and he’s a superstar. He’s looking at international menus and experimenting with specials while also maintaining the high quality, original pub grub that everyone loves.”

He added: “We have also focused on giving our patrons what they want, where they want it. You can have breakfast till 3pm in the café or beer garden and bars. We don’t restrict what you

have in any area. This allows people to be comfortable and define their own experience.”

Setting the standard for 2026

Looking at the year ahead, Morrison said despite the venue being in a fantastic position, there are plans to further enhance the guest experience with updates to the sports bar and entertainment spaces in 2026.

“We’re going to make over the space and increase what we do in it with a big focus on diverse entertainment. Not just bands, but more comedy shows and bingo too. We’ll set that up and then that’s where we’ll land for a little bit.”

He added that The Loxton will use the momentum and success of 2025 to push boundaries with its offering and provide ongoing, excellent service.

“We are already working closely with suppliers and asked them if we can be as early to market with new opportunities as possible. That’s the focus for us now. We’re not going to sit back and just say we’ve won a national award and put our feet up. We now must build on that, keep being relevant and in front of the game.”

Backing good ideas with conviction

Nokturnl enters the new year with confidence and a renewed focus on operational excellence and delivering enhanced customer experiences.

WEST AUSTRALIAN

hospitality group

Nokturnl celebrated its biggest and most defining year to date according to its co-founder Ross Drennan.

The group made history at the 2025 AHA(WA) awards, with its CBD venue Stories winning Perth’s Best Hospitality Venue. It marked the first time in AHA(WA) history that an operator had won the major award three times – each with a different venue (Old Synagogue, 2020; The Beaufort, 2022).

“[It was] a significant milestone not just for Nokturnl, but for Yagan Square itself. It marked a real ‘full circle’ moment for a precinct that had once been written off,” said Drennan.

“CBD hospitality has been under real pressure nationally, so to see Stories perform as strongly as it did was incredibly rewarding. It became a genuine engine room for the group, both financially and from a brand perspective. Beyond the numbers, it validated our belief that well-executed venues in the right locations can still thrive if they’re relevant, well marketed and consistently delivered.”

Overall, Drennan said the group’s performance in 2025 was marked by a disciplined approach to operations, and its attention to customer experience.

“We made a very deliberate decision

to focus on value for money across all venues, knowing that cost-ofliving pressures were front of mind for customers. That value wasn’t just about price points, but about the entire experience – food quality, service, atmosphere and consistency.

“As a result, we saw strong growth in repeat visitation, which is something we’re particularly proud of. Customers are more selective than ever, and the fact they’re choosing to come back regularly tells us we’re getting the fundamentals right.”

He added: “2025 was a year that proved long-term thinking, strong partnerships and backing good ideas with conviction pays off.”

Sights set on 2026

Drennan said 2026 will be about leaning into the group’s strengths in food and beverage with an emphasis on value.

“Our biggest learning last year has been just how critical perceived value has become. That includes ingredient quality, portion size, presentation, speed of service and pricing architecture. Guests are far more discerning and far less forgiving, so there’s no room for complacency. We’ve also spent a lot of time refining menus to balance creativity with commercial reality, with less waste and more consistency,” he said.

In terms of entertainment, Nokturnl venues will build on the success of events in 2025, delivering a program aligned to each venue’s demographic.

“We’ve seen strong success where events feel purpose-built rather than bolted on or are obviously shared formats. Our Melbourne Cup and New Year’s Eve marquees are good examples – they continue to perform exceptionally well because they’re well produced, well marketed and genuinely offer something different to what’s already in the market.

“Entertainment will continue to be integrated in a way that enhances the guest experience while remaining operationally sustainable.”

Within the business he said refining operational systems and professional development to unlock each venue’s full potential remains a priority.

“We’re very conscious that growth only works if the foundations are strong, so we’ll remain disciplined about where and how we expand.”

With growth in mind, Drennan added: “We’re actively working through a number of opportunities, both within Western Australia and further afield. While we’re not ready to announce specifics yet, the focus remains on quality over quantity – venues that make sense strategically, commercially and operationally.”

MID STRENGTH. GREAT TASTE.

The not-socountry pub

Celebrating 80 years at the helm of Porters Plainland Hotel, the Porter family is embracing growth – mixing country hospitality with metropolitan expectations.

A HIGHWAY landmark in the flourishing south-east Queensland growth corridor, Porters Plainland Hotel experienced significant growth in 2025 – representing both the pub’s greatest win and its biggest challenge.

“We’re fortunate to be situated in the beautiful growing Lockyer Valley region, with the Warrego Highway bringing a steady flow of travellers between Brisbane and the west straight past our doors. That growth has meant a bigger team, busier days, and the pleasure of welcoming more smiling faces than ever,” says general manager Melissa Porter.

With the increased patronage comes the responsibility of maintaining an esteemed reputation, and for Porters Plainland Hotel that meant centring its strategic focus around its people and setting a new vision in motion that positions the pub for the future.

“With growth comes complexity, so we doubled down on staff development and lifted our training standards across the board. At the same time, we introduced a

new brand direction – the not-so-country pub. It’s more than a tagline; it underpins how we train, how we present ourselves, and how we deliver the experience. That shift has set a clear foundation for the next phase of growth, helping us stay true to our roots while evolving with our audience and the region,” Porter added.

Excellence in all areas

Not only was 2025 marked by significant growth for Porters Plainland Hotel, but also a string of respected accolades at the 2025 QHA Awards for Excellence, including the coveted Overall Hotel of the Year – Regional award.

Porter describes the recognition as a huge achievement, and one the team is incredibly proud of.

“Taking home five awards, including Overall Hotel of the Year – Regional, was unbelievable. But more than anything, it was recognition of the work our team puts in every single day. It validated the standards we’ve set, the culture we’re building, and the direction we’re heading

in. For the team, it was a massive morale boost – proof that you don’t have to be in the city to deliver a polished, standout pub experience,” she stated.

In addition to the major award, the team collected awards for Best Bistro – Regional, Best Hotel Bar – General Division – Regional, Best Hotel or Pub Style Accommodation and Responsible Service of Gaming – demonstrating excellence and a consistently strong experience across a variety of revenue streams.

Explaining why the pub stood out across so many service areas, Porter says: “Our facilities and offering rival some of the best city pubs, but we never forget the heart of it all – that genuine, welcoming country hospitality. Whether it’s a hearty meal in the bistro, a cold beer at the bar, or comfortable pub-style accommodation, we strive to deliver consistently good product but also a good feeling.”

Design and flow ensure the various service areas work cohesively to create a standout pub experience, but Porter

believes the key is having the right people in the right places.

“While our space is designed to feel cohesive – with everything under one roof and just a hallway separating accommodation from the bar, bistro, and gaming – it’s the team that truly ties it all together,” she explains.

“Each area has its own feel, and we’ve got the right people in place to bring it to life. Whether you’re at the bar, in the bistro, or checking into a room, the service you get is tailored to that space, with staff who understand how to deliver exceptional customer service in a way that feels unique to each area. It’s this balance of design, flow, and people that makes the whole experience seamless and special.”

A generational evolution

If 2025 was grounded in growth for Porters Plainland Hotel, 2026 will be about maintaining that momentum, with the Porter family embarking on a major milestone as they celebrate 80 years at the helm of the hotel.

“It all started in 1946 when my grandparents, Dick and Rita Porter, first leased the hotel, and in 1976, my parents, Bob and Julie Porter, purchased the freehold. Now, firmly under the third generation of management, it’s time to celebrate,” says Porter.

New beginnings

After 25 years working in the family pub, Porter congratulates her brother Michael, who has stepped out to try something entirely different – a non-managerial, non-pub job.

“He’s going to kill me for saying this, but I just want to publicly thank him for everything he’s taught me over the years. His impact on our family pub has been immense, and while we’re sad to see him move on, we wish him nothing but the best in this brave new chapter. It’s not every day you get to work with family, and I’m grateful for the time we’ve had,” she told Australian Hotelier

With that in mind, the focus for the year ahead will be honouring the family’s rich legacy while continuing to innovate for the future.

“We’ll be looking to build on what we’ve already achieved and explore new opportunities that align with our values – like keeping the tradition of great hospitality alive, while embracing new

trends in food, drink, and experience.

“As for challenges? With growth comes the constant need to evolve, and balancing the pub’s rich history with modern expectations will always be a fine line to walk. But it’s a challenge we’re excited to take on – especially with such an incredible team behind us,” Porter concluded.

Building venues and teams

Redcape continues to focus on portfolio expansion and renewal –and all the while is building great teams to service its venues.

REDCAPE’S MANAGING director, Chris Unger, believes the group’s strong performance in 2025 has laid the foundation for an even stronger 2026.

“2025 has been an excellent year for Redcape…It has been a year that exceeded its potential and, even more pleasingly, established an exciting base for 2026 to be even better.”

In 2025, Redcape made a concerted effort to gain more of a footprint in southeast Queensland.

“We really like the growth dynamics and prospects in the region at a macro level and we think these will be favourable for the sector, so we have leaned into it further,” stated Unger.

“We think there is good long-term growth ahead, so we see it as a long-term play for us and a strategy we want to keep building through 2026 and beyond.”

Key transactions in the region include the Maeva portfolio of pubs on the Sunshine Coast, and the high-traffic Plough Inn in South Bank.

“The Maeva transaction gave us immediate scale in a high growth area with venues that were already well loved and trading well.  Those venues lent themselves well to our operating model and the strategy we have so it was easy to see how that transaction was going to be additive from the outset,” explained Unger.

“The Plough is a real treat. It is in such a great location with enormous passing foot traffic, which means it does its thing week-in week-out and keeps on being busy… Additionally, in all these acquisitions, the existing teams have been great, and they’ve continued to trade well without any real changes needed.”

Key drivers

For Unger, the two main highlights for 2025 remain the focuses for 2026: continuing with venue renewals, and building strong teams. Last year, Redcape spent more than $30m on refurbishing its older venues, with “much more of that to come.”

To start, Redcape is currently putting the finishing touches on the Gladstone Hotel in Sydney’s inner-west, and has recently unveiled DEAD SET, a live rock’n’roll music room in the basement of Kinselas.

“We will [also] continue to push ourselves on our bars and food channels. We have made some major leaps in those areas in the last few years with some amazingly talented people, and we have more exciting plans ahead,” stated Unger. Redcape is also looking into building residential apartments at a few of its Sydney pub properties, but this is being approached cautiously.

“We will be careful not to get too

distracted on this. There are a number of venues where adjacent uses on the surplus land makes great sense, and we will go forward with that, but only where it can enhance the pub,” said Unger.

“We have cut the alternate usage options of our venues every way possible, and pubs are almost always the highest use of property… So we will advance this in a delicate way, where we can have a viable project and improve the pub at the same time in surplus areas. We do expect to submit a DA for a 120-room hotel build on one site which is quite exciting too.”

None of this can be implemented without great teams, and this remains a key focus for Redcape, with additional investment to be made in people and capability across its marketing, entrainment, events and functions teams, plus “a major transformation” of its approach to training and development.

“One of the major limiters to the growth we can achieve is the team we have, so it has been a pleasing highlight to see the capability that we have built across many fronts over the last year and the continuation of our people-first culture along with it,” stated Unger.

“That puts us in a great place for ‘26 and beyond.”

Sharpening the portfolio

Sonnel Hospitality’s growth is guided by a focus on genuine hospitality, an exceptional food offering and long-term relevance.

DESCRIBING 2025 as “a true watershed year for Sonnel Hospitality”, COO Tim Fitzgerald believes the group set the foundations and strategy for a trajectory of growth that will carry it through the next five years or more.

“We built capacity and capability within our teams, hired an extraordinary amount of great talent into the business at all levels, invested in market-leading systems and processes across all departments, and built out an exciting pipeline of redevelopment for our venues,” Fitzgerald told Australian Hotelier.

One particular milestone was the rollout of the Paid Parental Leave Policy – offering employees four weeks of paid parental leave for both primary and secondary carers, and company-paid superannuation during the leave period. As one of the most inclusive in the industry, the policy also includes casual employees and visa holders.

The redevelopment pipeline

In 2025, Sonnel Hospitality purchased the Firehouse Hotel in North Sydney – representing its first foray outside of Sydney’s west and an important step in the group’s growth strategy.

“It’s a great venue and the perfect

example of the type of pub we’d love to own more of. We had a fantastic first Christmas with the team at the Firehouse, well above our expectations trade-wise, and the team has taken to being part of Sonnel really nicely. I can only hope any and all future acquisitions will be as smooth,” says Fitzgerald.

The group continued this momentum by announcing a major portfolio overhaul, finishing the year with granted planning approval for the Ashfield Hotel, Crossroads Hotel and Ermington Hotel.

“We’ve already completed stage one at Ashfield, and we’ll get under way on the much larger, second and final stage as soon as possible. Crossroads and Ermington are both in detailed design and program planning – both are big and tricky builds and will need to be completed in a number of successive phases, as both businesses will continue trade throughout their respective programs,” Fitzgerald explained.

The group is also working through planning approvals for the New Victoria Tavern, and prior to Christmas submitted a development application for a renovation of the Hurstville Ritz.

“We’re remodelling and updating our accommodation business across all our venues with rooms, we’re also adding new

sports bars to several of our other venues, and in 2026 we’ll kick off a major program of reinvention for the Australian Hotel & Brewery in Rouse Hill.”

Fitzgerald expects 2026 to be a pivotal year for the execution of Sonnel Hospitality’s redevelopment strategy, with a continued focus on acquiring the right assets.

“I’d like to think our guests will notice a renewed focus on warm service and genuine hospitality when they visit our venues throughout the year,” Fitzgerald added.

An enhanced food program

The success of Sonnel Hospitality’s development pipeline will be heavily reliant on its culinary program, with most projects focusing on large-scale growth in food sales. As the group looks to in-source its kitchens, Fernando Sanchez (ex-Opera Bar) was appointed group head chef to streamline the diverse kitchen operations across the portfolio.

“Fernando has been a fantastic addition to our business, adding not only structure and process to our kitchens but a great deal of creativity and passion also,” says Fitzgerald.

A trusted voice

With pubs navigating different cost pressures, the AHA’s advocacy at all levels continues to bring real change for venues and their patrons across the country.

“2025 WAS an interesting year, because with the cost-of-living crisis, it actually probably brought people back to the pub a fair bit. People saw pubs as a place of value and consistency, so that was a real positive.

“But, on the other side of the coin, that same cost of living also affects a lot of publicans. We had the obvious heavy increase in costs as well, so we ensured the AHA was at the forefront of discussions with Government.”

So says David Basheer, elected national president of the AHA in September last year. Basheer says his main goal is to build on the good works of his immediate predecessors - previous presidents David Canny and Scott Leach - working with the AHA leadership team across Australia.

“We’ve got a fantastic network throughout our states and territories: our CEOs are accomplished and highly experienced, and our presidents tend to be good networkers. That ensures we’re always talking with government and have a respected view that is evidence-based,” stated Basheer.

At the forefront of discussion

In 2025 the AHA was able to advocate for pubs on a couple of key issues affecting both venues and their millions of patrons. The freezing of beer excise until mid-2027 was a significant win for the on-premise,

with the AHA being the key figure in getting the freeze across the line.

“The excise freeze does protect jobs, but most importantly, it gives our customers some really important costof-living relief. The Nationals and David Littleproud were the first to support it, but it was the Prime Minister who heard and understood our argument, and then acted upon it. All deserve our thanks,” stated Basheer.

Another key point of advocacy in 2025, was surrounding the RBA’s review on merchant card payment costs. A complex system to untangle, the review is ongoing – and the AHA continues to express its viewpoint on behalf of pubs and other small businesses.

“Probably the most fundamental point is to separate debit cards and credit cards. With the debit cards, we’re trying to make sure the safeguards are in place for small businesses and consumers, so they can benefit from lower costs. With credit cards, part of the fees goes towards things like interest-free payments, frequent flyer points, lounge access, and travel insurance. It’s totally unfair that the pub or any small business has to pay for those fees through the transaction across the counter. Our national CEO Stephen Ferguson has done a great job keeping this issue at the forefront, on behalf of venues.”

The work continues

This year, the AHA will focus on building on the work of 2025. Discussions around merchant payments and labour migration will continue, but the AHA will also look to build on the beer excise win – looking to extend the freeze beyond August 2027, but also get spirits sold on-premise included in the freeze.

“It’s in the on-premise where the benefits of the freeze lie. In terms of economic value, it’s where the jobs are. In terms of safety, hotels are really the safest place to consume alcohol as you’ve got trained staff to put an arm around people’s shoulders at the right time and check they are ok. And there’s also the enormous social value of the on-premise with people coming to the pub and talking to mates - which has a fantastic mental health outcome as well keeping people connected to their communities.”

Regardless of the topic, Basheer says the AHA’s aim is always to represent members.

“We’ve got a huge cross-section of membership, and we’ve got to make sure they’re all represented, be they accommodation members, major metropolitan pubs or our country hotels. Pubs are hotels are the hearts of their communities – we want to make sure they’re represented in every conversation.”

OPERATIONS

Optimising the efficiencies of your venue is key to improving your bottom line and increasing the value of your business. Using the right tools and services can help boost your trade and profits.

Simplifying hospitality

ALM On-Premise is ramping up for a massive year, capitalising on new tools and parent company Metcash’s other businesses to provide venues with plenty of added value.

AFTER SEVERAL years of outstanding performance from ALM’s retail arm, IBA, the ALM On-Premise business is gearing up for a step-change in 2026. Backed by new resources and investment, its new strategy will provide venues incremental value through the foundations of price, service, exclusive brand activations and the use of AI technology to better connect suppliers and customers.

“This reset is about providing venues with the appropriate tools to run their business more efficiently and effectively. We have a new structure including some very experienced and passionate onpremise industry champions to support our aspiration of being Australia’s premier liquor wholesale partner, which we’re super excited about,” stated Jeremy Goodale, General manager of ALM Southern Region & National On-Premise.

Adding value

While logistics has always been at the core of ALM, the future ALM On-Premise model aims to mirror the way leading major businesses create value beyond their primary offering. With logistics as our foundation, on premise customers will increasingly benefit from improved pricing, loyalty programs, Metcash Services and expanded support.

“Our core function is to move boxes from warehouses to venues. But it’s the value that we can provide venues in all hospitality settings that we’re really excited about bringing to market,” stated Goodale.

“The first major source of value ALM On-Premise delivers to its venue customers is through its participation in Metcash Services. This gives venues access to exclusive rates and offers across essential business services, from merchant fees and energy to accounting, safety, and staffing solutions, all secured through Metcash’s collective buying power and designed specifically for the on-premise environment.”

Hand-in-hand with the added value from Metcash Services, is the rollout of a customer loyalty program, which is high on the agenda early this year, in partnership with Metcash, offering rewards and incentives to on premise venues whilst also providing value to customers via the other Metcash pillars such as IGA, Mitre 10 and Total Tools.

Most importantly for pubs and clubs, Metcash’s recent acquisition of Superior Foods – a leading foodservice distribution business with branches all over Australia – creates an opportunity for ALM On-

Premise to deliver a more integrated F&B offering to its on premise customers.

Direct commercial value has also been created for venues, as the rising cost of doing business remains the number one concern for publicans.

Amplifying the opportunity

With the reset, ALM On-Premise is also focused on promoting itself as a brand and creating new communication channels and opportunities with its venue clients and supplier partners.

As an example, in late 2025, ALM On-Premise launched an influencer campaign, where venues that made purchases through ALM On-Premise went into the draw to have a prominent influencer promote their venue to the local market in 2026.

ALM On-Premise has also relaunched its ordering portal, now using a platform called Sorted, which has in-depth analytical tools that benefit the venue customer.

“It is a very advanced ordering technology that provides a much better user experience for the customer.

As ALM On-Premise steps into 2026 with renewed energy and a bold vision, the focus remains clear: making hospitality easier for venues across Australia.

Accelerated investment activity

A robust finish to 2025 has underpinned JLL’s confidence and momentum for the year ahead.

THE INVESTMENT market saw a considerable uptick in demand and heightened engagement across the pub sector in 2025. For JLL’s pubs team, a strong year was rounded out with exceptional momentum in the back half of the year, when more than 70 per cent of all transactions were facilitated.

Ben McDonald, managing director and head of pubs, investment sales for JLL, told Australian Hotelier: “Being at the forefront of capital flows we saw a wide spread of resources being deployed across state lines with Queensland seeing a major uptick in transaction volumes year-on-year.

“We saw a few key things play out last year that fuelled transaction activity –generational hotel owners and operators returned to the market after largely sitting on the sidelines in 2024, debt liquidity improved as interest rates eased, and there was a greater level of certainty in the legislative environment underpinning a heightened level of confidence for capital deployment into the sector,” he continued.

New

investment milestones

With investment momentum taking hold across the market, JLL facilitated seven of the top 10 pub sales in Australia last year – including the top three. Standout transactions included Sydney’s biggest pub sale, the Silverwater Hotel; the $64m Richard’s on the Park sale; the renowned sale of Byron Bay’s Beach Hotel; Charter Hall’s purchase of the iconic Garden State Hotel in Melbourne; and Redcape’s acquisition of both Brisbane’s Plough Inn and the Orion Hotel Springfield, representing one of the biggest leasehold asset sales on record.

“These sales highlight the ongoing capital demand for well-located pubs with strong underlying trading fundamentals and genuine upside potential – whether that be in the trading operation itself, a strong growth narrative of the area and/or a combination of the two,” McDonald stated.

“These transactions also highlight the strength of the pub market and that valuations remain robust. We are of the strong belief that pubs as an asset class

offer some of the best risk adjusted returns available in commercial real estate.”

Keeping pace

Backed by sustained investment appetite, it is McDonald’s view that the strong market momentum seen in the back end of 2025 will continue into Q1 and Q2 of this year.

“Success thereafter will largely depend on how the debt market shapes up and where we see key markers from the banks land – I’m talking covenants such as loanto-value ratios, interest cover ratios and an increasing one to watch, asset profile with a particular focus on the departmental mix of trade,” McDonald continued.

“In terms of opportunities, hoteliers and investors continue to seek out pubs with tangible upside potential and with a clear path to realising that upside. We will continue to keep our focus where capital demand lies. With several live mandates and an expanded team of brokerage specialists, we are well positioned to cater to the evolving appetite of our clients across the country.”

Redefining efficiency for hospitality businesses

In 2025 Quantaco’s evolution was underpinned by investment in its comprehensive technology platform, optimising the future of hospitality business in Australia.

IN A year marked by strategic evolution, Quantaco has continued to position itself as a leader in technology solutions in pub operations.

Recently appointed CEO Mark Brixton said: “For over 10 years Quantaco has been known as a leader in hospitality financial operations, but we identified that more of our clients needed something beyond our accounting services.

“They needed us to deliver timely, actionable insights that help them boost efficiency, reduce costs, and drive growth. In 2025 it became clearer we could help more operators by productising our approach and evolving into a ‘Hospitality Management System’.”

Brixton explained that the Quantaco ecosystem was designed to set pub operators up for long-term success, future-proofing their businesses, and ensuring they have one trusted partner for the process.

“In today’s high-pressure environment, operators simply cannot afford to have their critical business data scattered across disparate systems. Nor do customers want to manage multiple vendor relationships given how busy they are running their business. Our ecosystem solves this integration pain point. It ensures that every piece of data, from labour management to cash handling to P&L reporting, is integrated, providing

a single source of truth. This is critical for operational excellence because it gives publicans the confidence to make faster decisions.”

Investing in the future

Brixton said 2026 is about hospitality operators regaining control of their operations with a dual focus on deepening data assets and strengthening Quantaco’s partnership model.

AI innovation and data security

With the rapid evolution and integration of AI in hospitality solutions, in 2026 Quantaco will be focused on improving the quality and efficiency of its AI tools while ensuring a responsible, data-secure approach for its partners.

“We are excited by the potential of AI to transform profitability in hospitality, and we know there’s huge interest in what this means for our customer data. AI is predicated on secure and scalable data storage, and we are working hard to build necessary security and guardrail protocols around our business initiatives,” said Brixton.

“Our focus isn’t on buzzwords; it’s on developing practical-use cases that add value for our customers. We want the market to have confidence in our platform and know that we are treating data security and governance as paramount.”

“We want to lean into the spirit of connection within the pub industry. We will develop our ability to facilitate anonymous, accurate performance benchmarking. Our aim is to move beyond simply managing transactions to fundamentally driving performance.”

Brixton added: “At a recent event, I noticed two publicans openly discussing their challenges and sharing approaches. In many sectors, that kind of operational sharing is unthinkable. It’s this collaborative spirit that makes the hospo industry so resilient, and we’re keen to support it by turning collective wisdom into actionable, benchmarked insights through our platform.”

With an emphasis on flexibility, Brixton said Quantaco will also give operators ultimate autonomy over how they utilise their software and services in 2026.

“Whether it’s simply using us to help with wage efficiency and controlling their biggest flexible overhead with Salesline; managing their kitchen inventory and costs with Cooking the Books; or having us deeply embedded in their business keeping them compliant and helping them with financial decisions our commitment is to ensure that every hospitality operator has the integrated technology, expertise, and guidance they need to navigate a high-cost economy and truly thrive.”

BEVERAGES

The drinking habits of Australians continue to shift dramatically, with the drinks selection behind the public bar responding accordingly. Get all the latest insights from producers, suppliers and distributors here.

ARCHIE ROSE DISTILLING CO.

Pouring premium, Australian-made spirits

With sights set on 2026, Archie Rose Distilling Co. continues to champion provenance, partnership, and the sustainability and accessibility of Australian spirits

ARCHIE ROSE Distilling Co.’s Trevor Hannam defined 2025 as a year of growth, marked by an ongoing commitment to scaling the influence of Australian, premium spirits.

“We’ve cemented our range of highquality Australian spirits in the rails of venues nationwide, continuing to advance our ambition to get more people drinking exceptional Australian spirits. International spirits still dominate, with only 10 per cent of all consumed spirits in here being Australian. Things are changing, and local brands are gaining recognition,” stated the head of sales.

Hannam emphasised that Archie Rose’s focus on provenance and partnership have resonated with venues and patrons across the country.

“We’re noticing a push for local sourcing, tracing the journey from the field right to the venue. Where possible we source all of our ingredients locally and we are proud to support producers, reducing our carbon footprint and imports. It allows us to be more competitive on price, removing barriers for consumers, while telling a positive sustainability story.

“Our account managers across the country have also participated in a range of activations and partnerships. A fantastic mix of venues have chosen to work with us, and it’s been great to

Premium spirits that excite

Hannam noted the premium products that performed best in the on-premise in 2025.

“White Cane has quickly become a favourite among on-premise customers. It’s approachable and versatile, offering an Australian-made alternative in a category traditionally dominated by imports. The rest of the Premium Spirits range, comprising Double Malt Whisky, Straight Dry Gin and True Cut Vodka, has given pubs the confidence to build great signature and house pours, while sharing their story of provenance and support for Australian spirits.”

see the continued support for Australian spirits across the country.”

In addition to ongoing training and support, Hannam said in 2025 the team worked closely with their pub partners to help optimise the Archie Rose portfolio on-premise.

“We’re continually finding new ways to support Australian venues and their teams. We launched our Local Pours series – a social-first content initiative highlighting venues nationally that use Archie Rose Single Malt Whisky and Rye Malt Whisky. The series celebrated talented bar teams, giving them the chance to craft their own signature cocktails, share their personal stories, and

showcase their outstanding venues, while demonstrating the versatility and impact of whisky in cocktails.

“We also ran our first White Cane Rum Riff competition and received over 130 entries from more than 100 bars, hotels, and restaurants in Australia. We were blown away by the brand love, quality of the submissions and level of support from the on-premise and look forward to delivering something equally as exciting again soon.”

New year, same vision

Looking ahead to 2026, Hannam expects on-premise trade to continue to seek accessibility, sustainability, provenance, and storytelling centred on local products – which Archie Rose is committed to delivering.

“We have a series of new and exciting products and initiatives planned that will provide venues with fresh ways to engage customers and celebrate locality and provenance.

He added: “We will also once again be the official gin partner for Sydney Gay & Lesbian Mardi Gras. As the first Australian spirits brand to sponsor Mardi Gras, we are proud to continue supporting local LGBTQIA+ communities and will once again partner with a range of groups and venues to deliver memorable experiences.”

Becoming a total beverage partner

With the Bacardi-Martini Australia distribution agreement now underway, CCEP is laying the foundations for market expansion and stronger on-premise partnerships.

A NEW deal between Coca-Cola Europacific Partners Australia (CCEP) and Bacardi-Martini Australia marked an opportunity to combine BacardiMartini’s iconic brands with CCEP’s legendary distribution network in 2025.

By taking responsibility for national distribution and market expansion in the fast-growing spirits category, CCEP has strengthened its position as a total beverage partner. Bacardi-Martini will continue to lead engagement in the onpremise channel, leveraging its strong relationships and profile in these venues.

Mitchell Lenaghan, director of licensed, CCEP, says: “Bacardi’s varied, premium portfolio allows us to serve customers more comprehensively, while leveraging our national footprint more efficiently. By broadening our offering, we become more relevant to customers across more occasions, helping them unlock value, while enabling CCEP to continue investing in capability, innovation and future categories.

“Consumer marketing and the ever important on-premise channel continue to be driven by Bacardi-Martini Australia. Our experience in the market means we can help ensure these well-loved brands are where customers need them, when they need them.

“We’re focused on creating more opportunities for customers to grow their spirits offering. It’s an exciting step for both businesses, and we’re looking

forward to delivering real value for our customers,” he continued.

Meeting growing demand

Having completed a $22.2 million can line upgrade at its Richlands production site in Queensland, backed by a further $75 million multi-year investment in a new can line at the same facility, CCEP is reinforcing its long-standing commitment to making its products locally and supporting Australia’s manufacturing industry.

“Across our four key production sites, Richlands in Queensland, Moorabbin in Victoria, Northmead in New South Wales and Kewdale in Western Australia, we continue to invest in capability, capacity and technology to meet growing demand.

“These investments reflect our ambition to build a modern, scalable manufacturing network that’s ready for future category growth. We’re focused on staying ahead of consumer expectations, ensuring our operations are efficient, flexible and capable of supporting new products and formats.

“For pubs, this means more consistent supply, faster replenishment and the confidence that products are made locally to a high standard. It also means we’re better placed to support customer growth, whether through innovation, new pack formats or improved route-to-market capability. Ultimately, our investment is about helping our customers grow with us,” Lenaghan stated.

Boosting the portfolio

Strong momentum in the on-premise channel drove major investment last year, with a focus on helping customers create exceptional experiences and leverage brand equity, supported by actionable insights and impactful activations.

Looking ahead, CCEP’s priority is building on these foundations and deepening its on-premise partnerships by continuing to deliver solutions that help venues grow and meeting evolving consumer expectations around premium serves, value and sustainability.

“For national and multi-site groups, we’re focused on strong planning cycles and aligning on strategies that drive mutual growth. For independent venues, consistency is key, delivering reliable service and tailored support to help them make the most of our portfolio.

“The big opportunities lie in premiumisation, sustainability and innovation, which continue to shape consumer expectations. The challenge will be staying agile in a fast-moving market, and that’s where collaboration with our customers will make all the difference,” Lenaghan added.

With a goal to support customers with options that are commercially relevant, CCEP also has an exciting pipeline of innovation planned for 2026 – reflective of emerging drinking trends and where consumers are heading.

For the love of the pub

Backed by national expansion, Good Drinks Australia is investing heavily in its pub partners to drive visitation and higher spend.

GOOD DRINKS Australia (GDA) saw significant distribution and VPO growth in all states in a relatively flat market last year, contributing to double digit volume growth. The business had a great year from an on-premise perspective, securing new partnerships with ALH Hotels and Australian Venue Co and many state-based groups.

While GDA sustained momentum in its original home of Western Australia, head of on-premise James Whiteford notes

A leading portfolio

In the on-premise, Gage Roads Single Fin and Matso’s Ginger Beer remain GDA’s hero products – two truly national brands.

“Our international brands in Coors and Magners are also experiencing huge growth and can play a great role on any tap bank in Australia. They bring with them amazing assets for our customers to leverage,” says Whiteford.

Meanwhile, Gage Roads’ Huey Coastal Lager had an impactful launch in 2025 thanks to the brewery’s partnership with Gold Coast-based lifestyle brand The Mad Hueys, and healthy competition from global players pushed GDA to drive innovation forward for Matso’s with new Lemon Lime Crush and Pash Pine Crush flavours.

tremendous growth on the East Coast, and a focus on driving foot traffic and increased spend in pubs.

“Our goal is to have a Good Drink in every pub in Australia and thanks to our amazing customers we’re well on the way to this goal. Matso’s Eumundi, Superbowl and St Patrick’s Day events, and now the Gage Roads’ partnership with the legends The Mad Hueys, have really put us on the map,” he stated.

“Consumers have many options these days so we’ve been working with our customers to drive engagement back into beer and the pub. We introduced our on-premise program with the Alby brand ‘For the Love of the Pub’ which focuses on all the great things about the pubs in our communities and invests back into venues to drive this message.”

The business will maximise this opportunity in the year ahead with a focus on long-term partnerships “done the GDA way” – leveraging its agility, experimental nature and reputation for being easy to do business with.

“We’re always happy to give new ideas a crack, and in the modern world of the onpremise we believe this is what customers need to succeed and keep up with the

modern consumer. With every brand trademark in growth, we have a solution in all segments and we’re confident we can offer something different to our partners from the norm,” Whiteford added.

Upping the ante

Looking to the year ahead, a major focus for GDA will be continuing its momentum as a third force within the on-premise and providing an exciting alternative for customers old and new.

“Our East Coast expansion will continue, and we look forward to leveraging new partnerships with Perth Bears and Sydney FC with our customers. Huey Coastal Lager and Mr Matsumoto Premium Japanese Style Lager are going to be exciting new additions to the tap bank and will bring with them experiences to drive visitation and higher spend. To support our customers even further, we’ll continue to invest in key account resources.

“No doubt there’ll be some challenges along the way, but we enjoy challenges and work harder with our partners to pivot accordingly and make sure the on-premise stays relevant. After all, there’s no better place than the pub to bring everyone together,” Whiteford concluded.

Crafting a dynamic product mix

LION continues to reinforce its role in the pub, meeting the needs of every consumer and occasion and actively contributing to the communities it serves.

LION ENTERED 2026 with a new structure and leadership team, positioning the business to become more dynamic and focused on its core markets of Australia, where it is headquartered, and New Zealand, where it was founded, building on its 180-year heritage.

Anubha Sahasrabuddhe, CEO of LION, told Australian Hotelier: “Last year, we achieved some key milestones, including a record eight awards at the Australian Liquor Industry Awards, and my immediate priority is to build on that momentum. In 2025, we laid the foundation for success – now, we’re focused on continuing to delight the drinkers who buy our products, drive increased value for our customers, and position LION as an unstoppable Force for Growth and a Force for Good in 2026.”

Occasions drive momentum

Increased patronage created strong demand for LION brands in the onpremise in 2025, with several standout products highlighting how strongly the portfolio resonates with consumers.

“Hahn 3.5% has emerged as one of the fastest-growing mid-strength beers of the year, particularly on tap, and the Hahn brand overall has enjoyed double-digit growth across most states in Australia.

Giving back

LION’s brands have a long, rich history of supporting their communities, and in 2025 that was demonstrated through many major partnerships. Two highlights included Tooheys partnering with North Coast Hotel Group, C.ex Group and the AHA NSW to raise funds for GIVIT and support flood recovery efforts on the NSW Mid North Coast and Northern Rivers, while XXXX again teamed up with leading pub group Australian Venue Co and their loyalty program The Pass to do the same for flood-affected communities in Western Queensland.

Stone & Wood has become our number one most distributed tap beer, driven by Pacific Ale, which continues to outperform the market in all states.

“And of course, Guinness has been an absolute powerhouse going from strength to strength and fast becoming a favourite in pubs across the country. Customers love the touch of theatre and uniqueness Guinness brings, with the long pouring of the pint creating a rich creamy head on top of the smooth, easy-drinking black liquid.”

Another highlight was helping pub partners make the most of occasion-led opportunities and create memorable moments for their patrons.

“We worked hard to boost planned

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Expanding wine’s relevance

Less than a year into operations, Vinarchy now has real scale, a world-class portfolio and the ability to invest in long-term category health and growth.

DESPITE THE challenging operating environment for wine, Vinarchy’s founding year created significant opportunity for the business. In May 2025, Vinarchy launched following the merger of Accolade Wines with the Australia, New Zealand and Spanish wine businesses formerly owned by Pernod Ricard, investing significantly in its Australian operational footprint.

Against the backdrop of integrating two large-scale businesses, Vinarchy’s CEO Danny Celoni highlights the progress that was made last year, with a focus on stabilising the foundations of the business while gearing up for a more ambitious growth agenda.

“Combining two businesses across all organisational levels and markets was a substantial undertaking. The team globally mapped this transition meticulously and executed it with real discipline and care,” he told Australian Hotelier.

“In 2026, our focus is on embedding the fundamentals that will drive long-term success. This includes better utilisation of our assets, scaling customer engagement, and delivering a step change in brand plans and our innovation pipeline.

“We are focused on category expansion and sustainable growth across the markets we operate in, working closely with

customers to help reinvigorate the wine category globally. This is something we are deeply passionate about as a team and it has become a shared driving force.”

A true on-premise partner

A standout example of Vinarchy’s success in the on-premise last year was its Grant Burge partnership with the Wallabies during the British and Irish Lions tour –continuing this momentum into 2026 when Jacob’s Creek returns as a key partner of the Australian Open.

“We activated across more than 250 venues nationally, creating genuine energy in pubs, driving foot traffic, increasing spend, and delivering the kind of gameday experience consumers actively seek,” says Celoni.

Beyond the platform this provides the brand, Celoni shares his ambition is to be a genuine partner to the on-premise – helping venues grow total turnover, not just wine sales.

“The on-premise is critically important for us because it allows a direct, oneto-one relationship with consumers. We see a significant opportunity to learn from spirits in how they create rituals, occasions, and immersive experiences, and to apply that thinking to wine in a more deliberate way.

“Our focus is on partnering closely with on-premise customers, in Australia and globally, to introduce differentiated experiences that elevate wine’s role across more occasions and appeal to a broader demographic. When done well, these experiences not only build stronger brands in-venue but also create a powerful halo effect into retail, driving conversion and long-term brand growth,” he stated.

Celoni hopes that by building enjoyable, differentiated programs that are repeatable and scalable, venues can rely on them as part of their trading rhythm rather than one-off activations.

“My message to the industry is we are here, we are committed, and we are passionate about working together. We will absolutely be leaning further into the on-premise, accelerating our investment, strengthening existing relationships and building new ones. Our intent is to show up with new thinking, category-led ideas and a strong commercial mindset that genuinely helps enhance venue performance.

“Ultimately, we see the on-premise as a key engine for redefining how wine shows up in consumers’ lives and for expanding wine’s relevance as part of a broader social and cultural landscape,” Celoni concluded.

ENTERTAINMENT, GAMING AND WAGERING

All forms of entertainment are becoming more critical than ever to a hotel’s offer, as patrons want more than just a drink and a meal from a pub visit.

Creating a premium sport experience

With new global backing, Foxtel Business is ensuring that venues get access to premium codes, with marketing infrastructure to boost sports bar patronage.

LAST YEAR, DAZN acquired Foxtel, receiving increased global backing for ongoing investment in sport, technology and customer experience.

“2025 was a year of real momentum for Foxtel Business, driven by standout sport, continued investment and strong adoption of Business iQ across venues,” stated Greg Bohlsen, head of licensed venues –Australia for Foxtel Business.

“DAZN’s acquisition strengthened our ability to invest in premium sport, technology and customer experience, while our local focus remains unchanged and Foxtel continues operating with deep hospitality expertise.”

Several key initiatives were aimed at helping pubs turn premium sport into visible, in-venue trade, including Foxtel’s biggest ever AFL and NRL merchandise drop to venues, providing pubs with highimpact, in-venue assets to promote live footy to their customers.

“Alongside delivering exclusive live sport and a reliable broadcast experience, we made it easier for venues to promote that they were the place to watch the footy,” stated Bohlsen.

Combined with Business iQ’s on-screen messaging and premium 4K presentation, this gave publicans practical tools to drive awareness, foot traffic and dwell time, while ensuring they never missed a key trading moment across the season.

Key sports for 2026

As the sports landscape becomes more fragmented, Foxtel is focused on investing in codes where it can deliver comprehensive, venue-ready rights. For publicans, simplicity matters – having confidence that a single Foxtel Business subscription allows them to show every game or race across key sports without managing multiple services is critical.

That includes every game of every round of the AFL and NRL, as well as every race of Supercars and Formula 1.

“The result is a simpler proposition for venues, where staff know they can turn on the screens and deliver the sport customers expect – every week, all year long,” explained Bohlsen.

The AFL and NRL will once again anchor the sports calendar for venues in 2026, underpinning weekly trade. Beyond footy, Formula 1 continues to grow as an on-premise opportunity, driven by the success of Oscar Piastri.

The Super Bowl also continues to become an increasingly popular event for Australian venues year on year. As a oneoff global sporting moment, it provides venues with a strong opportunity to create a destination event and attract patrons outside of traditional local sporting windows.

“Together, these moments, anchored by AFL and NRL, and complemented by

growing interest in global motorsport and major international events, give publicans a diverse calendar of opportunities to promote live sport and drive trade throughout the year.”

Enhancing the in-venue experience

In 2026, Foxtel Business will continue to invest in the areas that matter most to pub operators: premium live sport, reliability, and an in-venue experience that helps drive trade. A key focus will be the continued evolution of Business iQ, with regular enhancements designed to make it easier for venues to manage live sport and present key moments exactly where they want them on screen.

These updates are driven by how pubs actually operate—helping staff reduce manual intervention, ensuring the right game is on the right screen at the right time, and making it easier for venues to confidently promote major fixtures during peak trading periods. Alongside this, Foxtel Business will continue to build on its position as the home of must-have sport for pubs.

“Backed by DAZN’s global scale and ongoing investment in premium rights, we see 2026 as a year where Foxtel Business continues to help publicans turn must-watch sport into sustained trade,” concluded Bohlsen.

Changing with the industry’s needs

The Australasian Gaming Expo underwent a brand refresh in 2025, reflecting the integration of gaming and hospitality within venues.

SINCE ITS establishment in 1994, the Gaming Technologies Association (GTA) has always endeavoured to ensure both the association and its premier event, the Australasian Gaming Expo (AGE), are modern, innovative and inclusive.

In 2025, this meant a new brand identity for AGE, to reflect how the industry interacts with the event and the various sub-sectors that participate.

“The refreshed AGE identity reflects how the event has evolved. It’s no longer just about gaming equipment, it’s about the entire venue ecosystem, and we wanted a brand that confidently represents that breadth, professionalism, and innovation,” explained Jinesh Patel, CEO of the GTA.

The updated identity was designed to feel more contemporary and confident, while still retaining the strong recognition and trust the event has built over more than three decades.

The response has been very positive. Exhibitors and attendees have expressed that the refreshed brand better reflects the scale, professionalism, and innovation of the show, and it has translated well across digital channels, exhibitor communications, and the on-site experience.

Save the date for AGE 2026

AGE 2026 will be held from 11-13 August 2026 at ICC Sydney.

For more information, visit www.austgamingexpo.com

On with the show

With its new identity in place, Patel says AGE 2025 was a strong showing for the largest gaming and hospitality expo in the Southern Hemisphere.

“AGE 2025 was a standout year, not just in scale but in the quality of engagement. We saw venue decision-makers attending with clear intent, strong planning objectives, and a genuine appetite for innovation.”

Close to 9000 delegates attended the show over three days, visiting 217 exhibitors who occupied 19,000 sqm of exhibition floor.

“Events like AGE are critical because they allow operators to see solutions sideby-side, ask the right questions, and make informed decisions with confidence,” stated Patel.

Beyond the numbers, attendance quality was a standout. The GTA saw strong representation from venue decision-makers, with many venues attending as crossfunctional teams (operations, compliance, IT, and hospitality) reflecting the increasingly integrated nature of venue management. The show floor was consistently busy, with clear intent around procurement, planning, and solution comparison.

This was also reflected in AGE’s program, which showed how interconnected gaming, compliance, technology, and customer experience have become for venues, along with the ongoing commitment to ensure a safe, pleasant gaming experience for those customers.

Strengthening advocacy and policy

Another key milestone for the GTA was the strengthening of its policy and advocacy capability with the appointment of Daniel Maloney as its new General Manager of Policy, Strategy and Industry Relations. This key appointment reflects the increasing importance of constructive, collaborative and meaningful engagement between industry, government and regulators, ensuring industry perspectives are clearly, respectfully and professionally represented.

Meanwhile, the GTA remains actively engaged with government and other stakeholders on gaming reform. The association has been a longstanding supporter of Australia’s robust regulatory framework, welcoming any measures that ensure this framework is always relevant, contemporary and fit-for-purpose.

“We remain actively engaged with government and industry peers, and our focus continues to be on solutions that improve player safety while remaining practical and workable for venues,” stated Patel.

In the meantime, the CEO looks forward to bringing gaming and hospitality operators more education and insights at this year’s AGE.

“AGE 2026 will continue to focus on delivering a high-value marketplace and education forum that reflects the realities of operating venues today, while showcasing what’s next for the industry.”

Ensuring responsible, viable gaming

A defining year has strengthened MAX’s ability to support venues with robust gaming compliance and more powerful, data-driven decisions.

MOVING BEYOND consolidation and modernisation, 2025 was the year that MAX fundamentally reset the way that it operates as a business – marking a transformation into a more agile, customer-led organisation.

That meant simplifying its technology stack, strengthening its operating model and deepening on-premise partnerships by delivering a true end-to-end service with a fully integrated B2B solution.

“While there is still a lot of work to do, we have embedded a new cultural way of working that combines the scale, reliability and integrity MAX is known for with the speed, adaptability and innovation mindset of a startup,” says MAX general manager Nick Keenan.

MAX delivered major advances across technology, operations and services, including progressing towards a unified, modular monitoring and data platform; rolling out a new, modernised field service management system; and strengthening proactive, preventative venue services.

Focused on delivering better outcomes for pubs, MAX worked closely with operators to help them optimise their existing gaming rooms through smarter use of data, improved asset performance and more resilient infrastructure.

“We enhanced our venue insights, preventative maintenance programs and service response models to improve uptime, compliance and the in-venue experience

all without adding operational burden for venue teams,” Keenan explained.

With a suite of in-venue data integrations that offer insights into patterns and behaviours in gaming rooms, these tools allow publicans to identify issues early, support compliance, and balance customer experience with responsible gaming obligations.

“Some of the most valuable tools include performance trend reporting, asset health insights, gaming floor manufacturer performance vs floor share and time-based utilisation analysis, which help venues understand what’s working in their gaming rooms and where improvements can be made while equally maintaining the highest standards of regulatory compliance” Keenan added.

The prospect for 2026

Regulatory complexity, rising costs, workforce constraints, and evolving customer expectations are all creating a challenging operating environment for pubs. However, Keenan believes the opportunities are just as compelling.

“Pubs that effectively leverage data, technology and smarter operating models are better positioned to remain both viable and compliant. There is also a significant opportunity for deeper collaboration across the ecosystem between operators, suppliers and regulators to design solutions that balance sustainability,

Underpinned by integrity

Ensuring responsible gaming policy aims are met, then engaging with pub operators to ensure requirements are practical and operationally achievable, is at the core of what MAX does, says Keenan.

“Our role is to act as a trusted intermediary translating policy intent into real-world systems, technology and processes that support venue viability without undermining harm minimisation. Our market leading technology, data capabilities, integrity services, and incredibly talented and experienced teams who are driven by a culture of collaboration, are key to achieving that balance.”

innovation and community outcomes.

“MAX sees its role as helping pubs navigate this complexity with confidence, providing the infrastructure, insights and services that enable venues to adapt, perform and grow responsibly in a changing environment.”

In 2026, MAX will continue to support its pub clients by delivering more reliable systems, faster service, and data that supports day-to-day decision-making.

“We’re focused on evolving our service and commercial models to be more predictable, scalable and aligned to venue needs, for small-to-medium operators and large hotel groups, leveraging our scale to provide customised service of the highest standards to all our customers,” Keenan concluded.

A renewed retail proposition

A significant evolution of Tabcorp’s retail strategy looks to secure long-term viability – including for its venue partners.

AN EVOLUTION of the TAB retail concept has been a long time coming, and in 2025 the overhaul of its retail strategy began in earnest.

“2025 was a year where we focused on getting real, to acknowledge the need for a renewed retail proposition to engage and excite customers in venue. Over the last 12 months we have been delivering on the first phase of a new retail plan which has seen the biggest upgrade to our retail network in the company’s history,” stated Jarrod Villani, Tabcorp’s Chief Commercial and Media Officer.

For pubs and clubs, those upgrades included new retail-only products like TAB Time which was supported by a 7-day retail customer generosity programme, meaning more value for customers when betting in venue.

The TAB Time offer is broadcast on Sky, promoted by Sky presenters, and can only be accessed in venue and the bet is placed on the TAB App.

“It connects all our touchpoints… When you open the App now or look on Sky every day there are offers which can only be accessed at your local.”

The aesthetic of the retail concept was also given a refresh, with the launch a new in-venue screens offering in June, and Tabcorp has committed to the roll-out of new EBTs across its nearly 3,800 venues from July 2026. TAB has also deepened

its integration with Sky, creating a true omnichannel experience for customers, with TAB offers now part of Sky coverage.

“It’s all about connecting our unique assets to bring more people into pubs and clubs,” stated Villani.

A new retail model

As investment in the new retail concept began last year, Tabcorp also communicated to its venue partners in that the retail model would also need reworking for long-term viability.

“Alongside outlining our plans to improve and invest in our retail network, we have also been very transparent with our venue and industry partners that our retail business model also needed to evolve to support this increased investment and the long-term viability of the TAB retail offering which in recent years has become challenged. Whilst change is difficult, we presented the new model at a Town Hall late last year, which allowed all pubs and clubs to see firsthand, step by step, how we are uplifting and innovating the retail experience and the commercial changes that are needed to allow us to achieve that,” stated Villani.

Feedback from the industry was adopted into the new model, with many venues having now signed up for the new commercial arrangement.

“I thank pubs, clubs and their industry

bodies for their engagement, I believe that we have listened to the feedback from venues earlier in the year, we amended and refined the commercial offering and we’ve been pleased with the number of venues who have signed up to the new model already, engagement across the network is very strong,” stated the CCO.

“These changes will allow us to invest more into venues than ever before. We want pubs and clubs to have a stronger retail offering – it’s good for them, it’s good for us and it’s good for the racing and sports industry.”

Value to be unlocked

Tabcorp’s leadership is insistent that there’s always opportunity to unlock more value within its asset base, and that retail is key to that value.

“We have a large footprint of venues across the country and we are really excited by the opportunity to better our omnichannel experience that connects Sky, Retail and the digital app for the ultimate racing and sports entertainment experience across the year, and we are working on some exciting initiatives that we are looking forward to announcing soon,” stated Villani.

“Turnover and engagement with our products in retail grew strongly in 2025 and we are confident that this will continue in 2026.”

An epic project of contrasts

When Covid put a stop to a minor renovation of the Waterside Hotel in Melbourne, it allowed Sand Hill Road to think bigger – and create an ambitious new venue that encapsulates the group’s 25 years in hospitality.

THE WATERSIDE Hotel, set on southwestern corner of Melbourne’s CBD, was acquired by Sand Hill Road in 2017. A small renovation began in late 2019, as a stopgap measure, with a major renovation planned for several years down the track. Covid struck in the middle of the renovations, shutting the pub and stopping the renovations altogether – with the long-term forecast for the pub looking bleak.

“To be honest, for the first few months of covid it looked like The Waterside would be unlikely to continue, to even be able to survive as a business, let alone renovate. So the renovation stopped and the site remained empty for years – the two years of covid plus a year of recovery,” explained Sand Hill Road director Matt Mullins.

In 2021 the group had to reassess – what to do with the Waterside Hotel? It had been five years since the small renovation had been planned, and in that time, that section of Melbourne’s CBD had changed quite a bit. Lots of office and apartment buildings had sprung up around the Waterside, vacant shopfronts had been filled, and some seedier elements had left the area. It was a whole new proposition that the Sand Hill Road leadership team had to contend with.

“Our intention had always been to do a one day to do a really big renovation, something that maximised the entire potential of the site, but five years previously, we just weren’t quite convinced that that part of the city was ready for it,” stated Mullins.

“We came back to review that decision and had a good look around and thought to ourselves, ‘If we were to do the bigger, more expansive, more ambitious renovation, that would still be many years away from opening anyway.’ So you add the five years since

we last talked about it, plus the three to four years it would take us to get the thing up and running, and probably you’re looking at having seen the change we would want to see for us to be confident that that part of the city was ready for that type of business.”

The decision was made – time to skip right to the big ambitious version of what The Waterside Hotel could be.

A tear-down, inside-out concept

A major component of the new Waterside Hotel concept was giving Melburnians as much exposure to the outdoors as possible.

“Melburnians will always want to be outside as long as they can be dry and warm – all the more so coming out of covid. So it was really clear to us that the single best thing we could build into a newly developed Waterside Hotel would be outdoor spaces everywhere: terraces, balconies, gardens. Every single floor of the building should be connected to an outdoor space; every single room should open onto an outdoor space; every single part of every single room should have access to fresh air, should have doors and windows that open, should have sunlight flooding in.

“That’s not an easy thing to achieve in any building. It’s the reason that, frankly, most buildings in the world don’t have outdoor spaces at every single floor. And most don’t tend to have outdoor spaces attached to every single room,” stated Mullins.

“It was a very ambitious thing we were aiming for, but we went away and did some work on how that might be achieved, and ultimately, we worked up that concept that is the building that ended up constructing, where we had a series of step back levels that enabled us to create that green outdoor edge up on every single floor of the building.”

To create this new, bold concept, Sand Hill Road would need to start from scratch. Other than the heritage-listed façade, the entire building was razed, and a new seven-storey building was constructed. The end result is a building with a basement (for all of the back-of-house requirements and facilities), and then a ground floor public bar, with a large beer garden. Every level above it steps back slightly to create a central void with open-air balconies and terraces looking down on that ground floor beer garden.

While Mullins is quick to point out that no one person at Sand Hill Road is solely responsible for a venue concept, he has been credited by the other directors of the business with the initial concept for the Waterside Hotel – one that his brother and co-director Andy Mullins said has turned out to be in reality eerily similar to the very first concept that Matt put together for the venue.

Levelling up

Four years later from the initial idea to go all, the Waterside Hotel – in all its epic glory – reopened on 14 November 2025. Mullins worked with long-time collaborators Technē Architects on the venue design, as well as interior designer Eleisha Gray.

The ground floor houses the most traditional component of the Waterside Hotel: the public bar and beer garden. There are big banks of stainless steel fridges behind the bar, typical of what you would’ve seen at a pub in the 70s and 80s, and there are a few screens for sports viewing, there’s also room for a DJ to get the night going.

“The ground floor is really capturing most of what makes an Australian pub iconic – a beer garden and a big main bar – and that forms the basis of the ground floor,” stated Mullins.

Level one is the Waterside events space, where self-contained events of up to 350 pax seated or 150 pax seated can be accommodated.

Level two, home of Past/Port restaurant, is where Waterside Hotel begins to shrug off tradition and transports guests elsewhere. The Sand Hill Road team have re-teamed with Sarah Chan (ex Mya Tiger,

Esplanade Hotel), giving her the reins to create a Southeast Asian dining room, heavily influenced by her Malaysian heritage. The look and feel of the restaurant has a nostalgia to a time and place of the past.

“With the Pass/Port dining room you get a sense that that this could be the sort of Thai, Vietnamese, Malay, Filipino restaurants that you went to in the backstreets of a Southeast Asian capital city sometime when you were young. That wild sense of energy, that slightly chaotic, mix of interior styles and materials that is just so Southeast Asian. The noise, the bustle, the energy, the smells – they might all feel familiar but just a little bit otherworldly here in this pub in Melbourne.”

The restaurant has a series of outdoor terraces. Level two is also where the heritage façade meets the new build.

“On level two you can sit inside the old facade and look across the void and up towards the new building. So it’s a really dynamic combination of spaces,” explained Mullins.

Past/Port continues on Levels Three and Four, with the former being its rooftop bar component and the latter being its own private events space. With its own bar, Level Four can be used as an overflow space when the Level Three rooftop bar is packed out.

“The pattern is that people make their way up through the building from the ground floor, and either couldn’t find a spot on Level Three or just want to keep on moving up. The view’s pretty good up on level three, but it gets better as you get higher.”

Right up the top is Level Five: a blank slate, standalone private function space with showstopping views.

“It’s got extraordinary views out over the river. And, of course, pretty epic views down through the void, down to every one of the other floors. It’s a magical place to be.”

With so many levels, spaces and offerings, the Waterside Hotel lends itself to different kinds of experiences on repeat visits, or indeed in the same visit.

“You could come for lunch and have one experience and then go up two floors or down two floors and spend the rest of your day doing something completely different. And in fact, that’s exactly what tends to be happening,” stated Mullins.

“We’re constantly finding now that people will book, say, lunch at Past/Port and then have afternoon cocktails up on Level Three, with the full intention that they’ll hit the ground floor at 10 o’clock at night and

Where old meets new

The Waterside Hotel’s façade is distinctive, with a clear contrast between the white heritage façade of the first three levels, and then the new, stepped-back darker tower with organic shapes and overhanging greenery.

Mullins said many conversations were had with Technē and heritage architects about how to combine the heritage façade and something new, with the decision made to create something completely contrasting – that would also change over time.

“The architectural style of the new building is relatively influenced by modernist architecture from the middle of the last century, in that we’ve got a series of stacked horizontal planes that land one on top of the other. Obviously, the defining aesthetic of that new building in time will be the greenery that drops over every single one of those edges. The greenery takes time, of course, but that’s also one of the magic things about it, is that it’ll be constantly developing and changing. Which is a really exciting thing to think about – what that building look like in 2-5 years.

“So lots of conversations had about how these two buildings would fit together, but ultimately everyone agreed that the two buildings should contrast with each other architecturally, rather than try and sort of melding to each other.”

Colour, coordinated

Interior designer Eleisha Gray has a background in TV and film production design, so she approaches venue design through a storytelling lens.

“The palette, the artworks, the lighting, you know, the objects, all those sort of things, sort of, it’s almost like a scene. Things in a film, they all contribute to that mood and help guide people around the space. I’m really conscious of going on that journey with the patron and making sure that every time they come back, it’s like they sort of see something new.”

At the Waterside, part of that discovery and storytelling is through the use of colour, which can change the mood and energy.

“I think I sent the painters crazy with the amount of colours. We used 30 or so different colours, including 10 or 12 different greens. But, you know, every time you’re faced with a different colour, it really takes you on that journey,” stated Gray.

One dumpling to rule them all

Past/Port’s origins began when Sand Hill Road still owned The Espy and Sarah Chan was running Mya Tiger. Chan cooked up an off-menu dish for Mullins –a prawn dumpling in a Tom Yum sauce.

“It was just breathtaking. I’d never tasted anything like it, and Doug [Maskiell, co-director of Sand Hill Road] and I just sat there, just in shock at how special it was and how creative and how inventive it was.”

Mullins never forgot it, and years later, asked Chan to come back to Sand Hill Road as they started planning the Waterside Hotel, and bring to life the kind of Southeast Asian concept that was her own. Now, the pub is selling thousands of those prawn dumplings every single day.

“It’s a full circle moment. It’s just wonderful.”

dance till three in the morning. That’s a that’s a pretty good day out.”

Melbourne’s response to the venue has been one of great positivity, with massive crowds checking out the pub since it opened. It’s been a long journey to get to this point, and it took many people buying into the vision for the Waterside Hotel over several years to realise the dream.

“I’m incredibly proud the team of people that worked with us to build the place. Literally thousands of people have been involved in making this building come to life and then opening it and running it, and we couldn’t have asked for anything more than any of them, frankly,”stated Mullins.

“Waterside just feels magical and wonderful because of all that effort, all that love and care. I certainly feel it every time I walk in there, and people I speak to tell me the same thing. That’s really gratifying. It feels like the people who made it and run it really care about what happens there, and that’s really all we can ever ask for from the people we work with. It’s a hell of a joy.”

Two Times Australia’s Best Gin

Opportunities in 2026

Pub operators and industry partners reveal the trends and opportunities that they believe will shape the pub sector this year.

Providing variety and value

Looking ahead, Porters Plainland Hotel general manager Mel Porter sees a shift back to what Aussie pubs do best: offer variety and value.

“When times are tough, people can still rely on their local pub for a good, affordable meal. But when things are looking up, there’s always room for a premium steak or a top-shelf drink. It’s what

Aussie pubs do best – offer variety. And as always, the pub is a social hub – somewhere people can enjoy a relaxed meal, catch up with friends or celebrate special moments,” she stated.

Driven by data

“Operationally, we’re leaning further into datadriven decision making, from menu engineering and labour optimisation through to customer engagement. Technology is becoming less about gimmicks and more about quietly improving efficiency and consistency behind the scenes,” says Ross Drennan, co-director of Nokturnl.

“Ultimately, the trend we’re most committed to is doing things well – thoughtfully, intentionally and with the guest experience always front of mind.”

Staying agile

Ben McDonald, managing director and head of pubs, investment sales for JLL, sees three major fundamental shifts playing out in the pub market right now – he believes the pubs that manage the convergence of these trends will enjoy greater patronage, public social praise, and as a result, stronger business performance.

“Firstly, experience-driven venues and diversified offerings – pubs are increasingly shifting from being just places to drink to multi-purpose social and entertainment hubs,” says McDonald.

“Secondly, technology and data-led operations – technology adoption is accelerating rapidly as pubs modernise operations and customer engagement.

“And finally, shifting consumer preferences – attitudes and taste preferences of next-gen patrons are forcing greater diversification in product offering in order to attract and hold consumer attention,” he added.

New reasons to visit

The all-encompassing pub offer

“We’re seeing strong momentum around venues that offer more than just food and drinks, so expanding our entertainment-led offerings will be a key focus for us. At Strathpine, for example, we’re introducing a mix of karaoke, pickleball, bowling and arcade gaming to create a more diverse, experience-driven venue. We’re also continuing to evolve our food offering, with a growing focus on Mediterranean-style menus and low-and-slow cooking concepts that reflect changing customer preferences and encourage longer stays,” Rob Comiskey, director of Comiskey Group, stated.

Winning the wine consumer

Vinarchy’s CEO Danny Celoni says: “Over the past 12 months, we’ve seen consumers gravitate back toward trusted brands that deliver value at the right price point, and we expect this trend to continue as people remain more conscious of their spending. At the same time, venues are simplifying their wine lists and leaning into styles that reflect how customers actually want to drink, with lighter varietals growing and the overall experience becoming more relaxed, social, and enjoyable.”

In 2026, Australian Venue Co (AVC) is particularly interested in the continued evolution of experience-led hospitality, says CMO Kylie Moncur

“Across our portfolio, we’re increasingly investing in entertainment formats that are relevant to different audiences and dayparts. For families, that includes thoughtful kids’ entertainment – not as an add-on, but as a considered part of the venue experience.

“We’re also seeing strong demand for live entertainment formats such as comedy, live music and curated event programming, particularly where venues can offer an intimate, high-quality experience rather than large-scale touring acts.”

Whether through events, atmosphere, design or community connection, Drennan agrees that venues need to give people a reason to leave the house beyond just eating and drinking.

“Spaces that transition seamlessly from day to night, weekday to weekend, food-led to entertainment-driven will continue to resonate,” he explains.

Meeting evolving standards

James Whiteford, head of on-premise for Good Drinks Australia, said: “We’re starting to see visitation increase back into the on-premise which is great. We know that the consumer demands high standards when they go out, and we don’t see this changing. Our mission is to ensure we’re helping to deliver on that with our customers. Whether it’s quality product, branded glassware or innovative experiences, we’re excited to take things to a new level in 2026.”

Moderation mindset

“Moderation will continue to influence choices and it’s important that venues have a good mix of high-quality options for all consumer needs – full-strength, mid-strength, no-alcohol, low carb, low-sugar or low-calorie,” explains Anubha Sahasrabuddhe, CEO of LION.

Day to night

From earlier starts to later finishes, pubs are stretching their trading hours and broadening their offer as operators look for new ways to capture trade beyond traditional drinking occasions.

Brian Fitzgibbons, owner of The Glen Hotel, says: “Early morning trade is an opportunity, with coffee and cakes and all the trendy drinks, because we’re finding that the late-night dollar has shrunk. People don’t want to be out until 2am anymore, particularly in the suburbs.”

At the same time, late-night offerings are a major focus for AVC –particularly in inner-city and high-density locations, says Moncur

“These experiences aren’t about being everything to everyone –they’re about being clear on the role each venue plays in its community and executing that role exceptionally well.”

Always evolving

“Over the last few years with the higher interest rates we have seen visitation habits change – it used to be the case that people would visit and spend more consistently. While we are seeing total spend hold up, and indeed growing, visit frequency and drivers seems to have changed. We will be investing in more events and entertainment opportunities designed to give more reasons to choose our venues,” says Chris Unger, managing director of Redcape.

Operationally, I think well-run venues are in for another great year ahead.

Chris Unger, MD, Redcape

Tech talk

“There’s a lot of talk about the role AI and emerging technology will play in hospitality and we’re definitely exploring how these tools can make us more efficient in our operations. But our focus is clear – it’s about how technology can assist and aid our people to be more efficient so they can spend more time with customers. At the end of the day, hospitality is about people serving people and that’s the centre of everything we do. If technology can relieve our staff of administrative tasks and free them up to focus on service and creating great experiences, then that’s where the real value lies,” Laundy Hotels director Danielle Richardson stated.