HOSPITALITY REVIEW TASMANIAN June/July 2026
How a sandwich shop became a hospitality success story More Than Just a Sanger
Also Inside: Hamlet Cafe | Art Meets Ale | Women in Leadership
NEW
Tasmanian Hospitality Review June/July Edition For further information please contact Lachlan Craven on 0434 842 496
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INSIDE THIS ISSUE
President Update 5 CEO Update 7 FEATURE: Happy Larry 8-12 Events Calendar 13 Government Update 15 Opposition Leader Update 17 FEATURE: Hamlet 18-21
Women in Leadership Update 22-24 Workforce Development Update 26-27 West Coast Roadshow 30-31 Corporate Update 32-33 Great Customer Experience Update 36-37 Industry Engagement Update 38-39 TasTAFE Update 40 Hospo Health Update 41 FEATURE: Communion Brewing Co 43-45 FEATURE: Lumina 48-49
Hamlet
Tourism Tasmania Update 51 Clubs Tasmania Update 52-53 Business Events Tasmania 55 Hospitality Dr 57 Corporate Glossary 58-59
Lumina
Cover Photo: Happy Larry co-owner Varun Khetarpal. Pic: Sammy Jones Photography
TASMANIAN HOSPITALITY REVIEW BY
For editorial enquiries contact Adam Smith adam@tha.asn.au 0417327093
@hospitalitytasmania
@hospitality_tasmania
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Tasmanian Hospitality Review June/July Edition
PRESIDENT UPDATE
The recent announcement that Lion is closing the James Boag’s Brewery in Launceston should concern every Tasmanian who cares about local jobs, local identity and the future of our hospitality and tourism industry. The immediate concern must be for the 42 workers and their families impacted by the closure. These are skilled people who have contributed so much to one of Tasmania’s most recognisable brands. The hospitality industry thanks you for all your work over the years. For 145 years, Boag’s has been part of the fabric of Northern Tasmania. It is not just a beer brand. It is part of Launceston’s story, part of our visitor economy and part of the state’s hospitality identity.
operators are being squeezed from every direction.
The latest occupancy figures also show the state cannot take visitation and spending for granted, particularly heading into winter. April was down more than 13 per cent on March and more than three per cent on the same time last year, with southern Tasmania recording a notable fall. That matters because when visitation softens, the impact flows quickly. It hits accommodation providers, pubs, restaurants, bars, cafés, breweries, suppliers, producers and local workers. We need to create the right settings for events across the state that will bring consumers to Tasmania, because we know that when we invest in events it provides a return to the state’s economy. Tasmania has built an incredible reputation around food, beverage, hospitality and tourism. But our industry needs to be protected. This means we need to be backed with practical policy settings that allow businesses to remain viable. Announcements like this should prompt important conversations about the conditions businesses need to succeed and for people to invest in Tasmania. Hospitality Tasmania will continue to advocate strongly for policies that support local businesses, reduce unnecessary cost and policy pressures and encourage year-round visitation and activation. To keep local jobs and vibrant venues that can help build strong regional economies, we need to back them not just in words, but in action. The Boag’s announcement is deeply disappointing, but it should also sharpen the conversation about what kind of future Tasmania wants to build.
That is why this decision has landed so heavily.
But this announcement is also bigger than one brewery. It raises important questions about the operating environment facing businesses across Tasmania. All levels of government need to take notice – this includes local councils – our industry covers every inch of the state and every decision affects what we do, how we can employ and provide for the communities we operate in. When a brand so closely tied to Tasmania can no longer make the numbers stack up to continue brewing here, we need to take that seriously. Rising costs, freight challenges and energy prices are not abstract issues. These are just some of the real pressures being felt by businesses right across the hospitality sector.
Our industry has been saying for some time that
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Tasmanian Hospitality Review June/July Edition
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CEO UPDATE
The cooler months always bring challenges for hospitality businesses, but they also provide an important reminder of just how critical a vibrant and active night-time economy is to Tasmania’s broader visitor experience and community life. Last month, we joined industry, government and community representatives at a night-time economy round table discussion focused on the future of Hobart’s CBD and waterfront precincts. It was an extremely productive conversation and reinforced the important role hospitality venues play in shaping safe, welcoming and engaging city experiences. Whether it is restaurants, pubs, bars, cafés, clubs or live music venues, hospitality businesses are often the heartbeat of our cities and towns after dark. They create atmosphere, support jobs, encourage visitation and help bring energy and confidence into precincts that benefit the wider community. Like many sectors, hospitality businesses continue to face significant pressures. Rising operating costs, workforce challenges and changing consumer spending habits remain ongoing issues for operators across the state. Safety and perceptions around safety within entertainment precincts also continue to be important discussion points. However, one thing that became very clear during the round table discussions is that collaboration remains essential. Hospitality Tasmania continues to work closely with Tasmania Police, government and industry stakeholders to ensure our entertainment precincts remain vibrant, safe and welcoming for patrons, staff and businesses alike. The round table also benefited from the expertise of interstate guests Michael Rodrigues, Commissioner for the 24-Hour Economy in NSW, and John “JC” Collins, Queensland’s Night-Time Economy Commissioner, who shared valuable insights from their experiences in other jurisdictions. Their
perspectives reinforced that vibrant and safe night-time economies are built through long-term thinking, collaboration and a willingness to adapt to changing community expectations. Importantly, the conversation around nightlife is about much more than venues trading late into the evening. It is about culture, activation and creating experiences that encourage people to spend time in our cities and regional centres. Live music remains a great example of this. Around 18 months ago, Hospitality Tasmania travelled across the state filming a live music video series featuring venue operators and musicians discussing the role entertainment plays within hospitality settings. A common theme quickly emerged – live music creates atmosphere, supports local artists and helps shape the personality of venues and precincts. Tasmania has worked hard to build a strong reputation around food, beverage, tourism and events, and maintaining an active and engaging night-time economy is an important part of that broader story. Visitors increasingly expect vibrant dining precincts, entertainment offerings and venues that contribute to the overall character of a destination. As we head deeper into winter, continued activation across our hospitality precincts will remain critically important. Major events, live music, local experiences and welcoming venues all play an important role in supporting visitation, jobs and confidence within the industry. Hospitality has always been about bringing people together – and vibrant communities don’t happen by accident. They are created through businesses willing to invest, communities willing to engage and industries willing to work collaboratively toward positive outcomes.
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Tasmanian Hospitality Review June/July Edition 8 The recipe behind Happy Larry’s rise INDUSTRY FEATURE
PICS: SAMMY JONES PHOTOGRAPHY
On any given lunch hour in Hobart, there is a good chance someone is walking down a laneway clutching a Happy Larry sandwich and trying not to wear half of it home. What began as a simple idea built around good bread, quality ingredients and a hidden-away vibe has quickly become one of Tasmania’s most recognisable café success stories, and now it is growing again.. W hen Happy Larry opened its second store in Kingston last month, it was not just another café expansion story. For co-owner Varun Khetarpal, it was a sign of confidence – in the brand, in the growing southern suburbs community, and in the idea that even in a difficult hospitality climate, good concepts still cut through. “Kingston we’ve been seeing as a growing community for a while, and we thought it was the right time to be able to expand there as well,” Varun says of opening his second store. “Especially with what’s going on in the state and in that region, it was the right time to be able to do it.”
recreate the atmosphere that made the original Hobart CBD store such a hit. But unlike the first site, which tucked itself away from the bustle of the main strip, Kingston offered something different – a completely blank canvas. “It’s an extension of the CBD store, but because we are making it from scratch, the space was an empty shell, so we’ve been able to design and style how we want and we’ve got our special things that are going in there,” he says. That original CBD store is still not yet two years old, but it has already become one of the city’s most talked-about food venues. The queues, the reels, the sandwiches that require both hands and possibly a strategy meeting, all of it has helped build a fiercely loyal customer base. Varun says the response has exceeded anything he expected. “We absolutely are blown away,” he says. “The shop started as a love for sandwiches. I used to work in the city and thought there was a bit of a gap, so thought why not try and make something of our own, and it’s just blown up.”
The new venue gives Happy Larry the chance to
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That momentum recently received national recognition when Happy Larry was named Tasmania’s People’s Choice winner in the annual Time Out Australia Food and Drink Awards 2026. The recognition placed the venue alongside some of the country’s best operators and continued a strong run for Tasmania on the national stage. Other Tasmanian winners included Bar Wa Izakaya, Peppina and The Winston, further reinforcing the state’s growing reputation for quality food and hospitality experiences. For Varun, the award was particularly meaningful because it came directly from customers. “We won Time Out Australia Magazine People’s Choice Award for 2026 as the best café in Tassie, which is pretty special,” he says. “We’ve got an amazing crew to be able to work with as well and just seeing our regulars day in and day out, coming in, enjoying their matcha, enjoying their coffee, and grabbing a sanger, that’s what we want.” The formula itself sounds deceptively simple: good sandwiches, quality coffee and a welcoming atmosphere. But as with many successful hospitality ventures, the real difference lies in the detail. Varun says travel played a major role in shaping the Happy Larry concept. “I do travel a bit, and whenever I travel, I go look for a good sandwich,” he says. “I just thought in Hobart, that was probably missing at the time a little bit.”
Equally important was the location itself. Rather
HAPPY LARRY’S NEW KINGSTON STORE. PIC: SAMMY JONES PHOTOGRAPHY
than chasing maximum visibility on a busy city strip, the team deliberately chose a more tucked-away space that could develop its own personality. “We did not want something on the main strip in the CBD, something a bit hidden, something that can have its own vibe,” Varun says. “I’m just very pleased that we’ve been able to create that.” That identity has been strengthened by strong social media traction and a customer base that increasingly includes interstate visitors seeking the venue out specifically.
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That challenge – balancing rising costs with sustainable operations – is something Varun understands from another angle too. Alongside Happy Larry, he is also behind the popular Hobart restaurant Farzi, which late last year relocated into a shared arrangement with neighbouring pizza business Ti Ama on Castray Esplanade. The partnership is an example of a growing trend emerging across the country as hospitality operators search for smarter ways to survive escalating rents and operating expenses. For Farzi and Ti Ama, it made practical sense.
“I mean, the space has doubled,” Varun says. “Plus, collaborating with a business like Tiama, who are known for probably one of the best pizzas in Hobart, to be able to share the costs in this climate, in this market, where everything has gone up, just helps both of us.” Rather than viewing hospitality venues as businesses that must independently occupy a space seven days a week, the model focuses on maximising how a venue is used throughout the day. One operator may dominate breakfast and lunch trade, while another takes over in the evenings. In theory, everybody wins, including customers, who see more activation and vibrancy in hospitality precincts. For Varun, the move came together remarkably quickly.
“People when they’re travelling from interstate are coming for Happy Larry, which is always good as well,” he says. Still, Varun is realistic about the broader environment facing hospitality operators. Like many businesses across the state, Happy Larry has felt the effects of quieter CBD activity and changing customer patterns. Throw in the current global climate, and most venues are being forced to keep a close eye on the overheads.
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“Our lease was coming to an end and we were looking for a new site,” he says. “We didn’t want to move anywhere too far from where we were, because of our locals and regulars and stuff. “I just made a phone call to Tiama and said, ‘Hey, would you be keen?’ and they did not have plans at the time to open during the day, so it was, ‘Yep, let’s make it happen’.”
involved in grassroots sponsorships and community initiatives. “We always try and do what we can to be able to get kids to go out and play and maybe then enjoy a sanger afterwards,” Varun says. The café’s links to cricket are particularly strong, with Tasmanian and Australian fast bowler Nathan Ellis serving as a brand ambassador. “We are quite invested in cricket at the moment, and grassroots touch footy, and we’re looking into sponsoring a hockey team as well,” Varun says.
The idea itself was not entirely new to him.
Varun had seen similar concepts interstate and believed the model could become increasingly common as operators search for ways to reduce overheads without compromising quality or customer experience. “I do travel a bit, and whenever I travel, I go look for a good sandwhich. I just thought in Hobart, that was probably missing at the time.” - Varun Khetarpal “I think I read an article about it probably a few months ago, again, on the mainland, a few businesses are doing it,” he says. “And it’s something that when the costs are rising, rents are rising, potentially that’s one way to be able to reduce your overheads.” Importantly, he sees collaboration — rather than competition — as a key part of hospitality’s future. “The venue is there. If you can make use of it for a whole day, do it,” he says. “If you can’t do it yourself, then maybe there’s someone else who can. “And as long as both parties are ready to adjust a little bit and work together, it can be great.” That willingness to collaborate also extends into the community. Sport is a major passion point for the Happy Larry team, with the business heavily
“I’m very passionate about cricket.”
For all the awards, expansion plans and growing popularity, there remains something refreshingly uncomplicated about Happy Larry. At its core, it is still built around the same simple idea that sparked the business in the first place: creating food people genuinely want to come back for. And in an industry constantly navigating rising costs, changing customer habits and economic uncertainty, perhaps there is something reassuring in that. Good coffee. Good people. Good sandwiches. Sometimes hospitality success really can be stacked between two slices of bread.
PIC: SAMMY JONES PHOTOGRAPHY
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TASMANIAN EVENTS CALENDAR JUNE THROUGH AUGUST
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EDITORIAL
Tasmanian Government Hospitality Update
The Macquarie Point Urban Renewal project has taken a significant step forward, and with it comes a major opportunity for Tasmania’s hospitality industry. The awarding of contracts to respected Australian builder Hunter Mason and Tasmanian firm Hazell Brothers marks the beginning of visible on-the- ground progress. As a first step, Hunter Mason will be working closely with Heritage Tasmania ahead of works commencing to pack the Goods Shed down, while Hazell Brothers’ involvement ensures local expertise is driving bulk earthworks, supporting jobs and supply chains within Tasmania. As part of these works, the Red Shed will also be removed from the site, with salvage and conservation efforts undertaken wherever practical. Materials and heritage elements that can be retained will be carefully recovered and assessed for re-use within the future stadium and precinct development. For hospitality operators across Tasmania, this is not just a construction update. It is the groundwork for one of the most significant visitor economy assets the state has seen in decades. The Goods Shed will be a game changer for Tasmania. Once reconstructed as part of the stadium precinct, it will become a signature hospitality destination, offering what will be a fantastic hospitality space for patrons to enjoy ahead of an event at the stadium. That is exactly the kind of offering that drives overnight stays, increases visitor spend, and strengthens demand across restaurants, bars, accommodation providers and transport operators.
and world-renowned tourism industry is, supporting one in six Tasmanian jobs, with visitors injecting $3.7 billion into our economy each year. For every dollar visitors spend in Tasmania, another 83 cents flows through our economy. That’s why this 2026-2027 Budget is backing Tasmania’s visitor economy to grow sustainably and continue delivering for communities. This Budget includes a $2.55 million investment in our greatest asset, our workers, by supporting more training through the Tasmanian Hospitality and Tourism Academy. This will enable industry-led training, particularly in our regions, grow workforce attraction and build the profile of the industry. We are backing tourism at every level by growing demand and supporting businesses. It ensures we continue to drive visitation to our state while giving us room to handle the challenges ahead. Macquarie Point is being designed with that principle in mind. The integration of hospitality spaces into the stadium experience means local operators will not be an afterthought. They will be central to how visitors experience Tasmania on event days. For the hospitality sector, that means increased confidence and a clear signal that Tasmania is investing in its future as a premier destination for major events. The Tasmanian Government is getting on with the job of delivering Macquarie Point and building a stadium precinct that fuels visitation, supports local businesses and showcases the very best of Tasmania to the world.
We know how important Tasmania’s world-class
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EDITORIAL
Labor Leader Josh Willie
While it’s taken a bit longer to get here than usual this year, the cooler weather of a Tassie winter is finally settling in. These quintessentially Tasmanian conditions traditionally bring challenges for hospitality businesses, but also increasingly, are bringing opportunities too. We all know how special winter can be in Tassie, and thanks to experiences like Dark Mofo in Hobart, more and more visitors are also finding out about it. As I write this, event organisers are busily preparing Princes Wharf and other venues across the city to welcome thousands of people coming to enjoy the festival, and I hope that brings optimism and good trading conditions for businesses across the state. It’s an exciting time to be in Hobart, made even more exciting by the entry of the Devils into the VFL, which has provided a tantalising entree before the AFL and AFLW teams enter the national competitions over the next few years. And while the Devils continue to kick goals both on and off the field at both ends of the state, it is important to recognise and reflect on the contribution made to the north by Hawthorn following the announcement of their departure. Hawks games have been such a strong economic driver for Launceston, filling up not only York Park, but cafés, pubs and surrounding hotels too.
hopeful that with the right support they can provide strong economic benefits, as our entire state gets behind our very own team. That support will be even more important after the shock announcement that the iconic Boag’s Brewery will be shutting its doors later this year. As someone who grew up in the north, I have many a fond memory with a Boag’s in hand, and my thoughts go out to all the workers who are set to lose their jobs. The brewery itself is an iconic landmark in Launceston, and with a strong community determined to make up for its departure, I’m hopeful there’s an opportunity for something exciting emerge in its place. While it might be cold comfort for those in the north, I was buoyed by the news that Cascade will continue to brew locally in South Hobart. I note the comments of Steve Old, who pointed out the role that declining beer consumption volume played in the closure of Boag’s. Wherever I go I encourage people to continue to support local businesses, and local food and beverage whenever they can, because it’s such an important part of what makes Tassie great. So please, when you next get the opportunity please responsibly raise a glass to thank the workers at Boag’s, raise a glass for the Devils, and raise a glass to celebrate winter in Tassie too.
The Devils certainly have big shoes to fill, but I’m
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INDUSTRY FEATURE The Next Shift Begins
L-R: HAMLET NEXT SHIFT COORDINATOR ALICE CHUGG, HAMLET CEO EMILY BRIFFA, HOSPITALITY TASMANIA’S ANGIE MCMAHON & HAMLET IMPACT AND INCLUSION OFFICER AMY LAWLER
Ten years ago, Hamlet set out to prove that hospitality could be about far more than food and coffee. A decade later, the Tasmanian social enterprise is not only transforming lives through employment pathways, but helping lead a wider conversation about how hospitality can become one of the state’s most inclusive industries. W hat began as a social enterprise café with a mission back in 2016 has grown into one of Tasmania’s most important pathways programs, helping people with disability, neurodivergence, and mental health concerns build confidence, develop skills, and secure meaningful employment in an industry that thrives on human connection. In an environment where hospitality businesses continue to battle workforce shortages and retention challenges, Hamlet’s latest initiative, Next Shift, arrives at a critical moment – not just for participants, but for the broader tourism and hospitality industry. Celebrating its 10th anniversary this year, Hamlet is marking the milestone not by looking backwards, but by opening more doors forward.
“It’s a pretty big milestone,” Hamlet CEO Emily Briffa says. “I think it’s a big milestone for any hospitality business, but especially for an organisation like ours, which is tackling such a big issue in the state. “We’re very excited to have made it to 10 years, and that’s thanks to the ongoing support of the State Government and our community over those years.” Over the past decade, Hamlet has become far more than a café. It has become a training ground, a confidence builder, and for many participants, the first place they have truly felt seen within a workplace environment. The café’s warm atmosphere may be what customers notice first, but behind the counter is a carefully designed environment where people are supported to learn at their own pace, make mistakes safely, and build the confidence needed to step into the workforce. For many graduates, that safe space is life changing. Michael Rees, 22, knows that firsthand. Before Hamlet, he found the process of applying for jobs overwhelming.
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“A number of years ago I was sending resumes around, I was having trouble with the interpersonal things, having trouble with not having enough experience and not being good at fundamental small things like eye contact, attentiveness – just neurodiversity related things, really,” he says. “I think it’s a big milestone [reaching 10 years] for any hospitality business, but especially for an organisation like ours.” - Emily Briffa “Just getting the practice and having a space to be able to learn to develop those skills that come more naturally to some people, come less naturally to others, without an expectation of being able to do it professionally first try [is what separates Hamlet]. “It can sound a bit silly saying it out loud, but it’s just practice at the small things.” That practice environment is one of Hamlet’s greatest strengths. Hospitality can be fast paced
and unpredictable at times, balancing customer interaction, teamwork, timing, communication and consistency all at once. For many participants, simply having the opportunity to gradually build those skills in a supportive environment can make all the difference. Michael admits it was intimidating in the beginning. “Yes, it was scary at first, because you’re walking up to a table, you’re talking to people you’ve never met before,” he says. “You’re having to keep track of things you’re not used to keeping track of. You’re having to develop consistency you’re not used to start out with, but it’s very good to do it slowly, in a safe environment.” After honing his skills and building his confidence at Hamlet, Michael secured employment at MACq 01 Hotel more than two years ago, showcasing a journey that highlights exactly what Hamlet hopes to achieve through its programs. “Now it’s extremely easy, it’s like second nature, because now I’ve worked at MACq 01 for over two years, I’ve got a significant amount of experience behind me,” he says. “Whenever I have to do something I have to do, I know how to do it, I’ve
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done it a million times.”
Hamlet’s newly launched Next Shift program is designed to create more stories like Michael’s. The employment pathways initiative connects graduates from Hamlet’s training programs with tourism and hospitality employers actively seeking staff. But importantly, it is not simply about placing people into jobs. The model also supports businesses themselves, helping workplaces build confidence, improve inclusivity practices, and create environments where employees can genuinely succeed long term. Hamlet Impact and Inclusion Officer Amy Lawler says the industry is perfectly positioned to lead the way. “The Next Shift Project is an employment pathways project program, where we match employers who are looking for skilled staff, and graduates of our training program who have the skills, the motivation, proven attendance and they want to work,” she says. “Over the next two years, we want to see 40 people into jobs in the tourism and hospitality industry.” Importantly, the program has already demonstrated success through partnerships with businesses including Mona and MACq 01. “We’ve partnered with Mona and MACq 01 over the last four years, and we’ve had some really successful outcomes there,” Amy says. “We’ve created, I think it’s about 12 jobs between the two businesses over the last four years, and all of those people who have gained employment are still employed.” That retention figure is significant in an industry where staff turnover remains one of hospitality’s greatest challenges.
HAMLET KITCHEN STAFF
Shift focuses on practical solutions and untapped potential. The hospitality industry already offers many ideal entry-level roles – kitchen hands, food runners, customer service positions, housekeeping and linen attendants – where people can build careers from the ground up. Amy believes one of the biggest opportunities lies in rethinking traditional recruitment approaches. “Accessibility is a human right, and employment is a human right, and some of those systems are not inclusive, inherently,” she says. “If you think about a job interview, for example, they are geared towards a certain kind of person who might confidently speak in that scenario, but it doesn’t really test how they will perform their job. “So, we’re really there to support the employer, to really ask them to have a shift in their thinking about their entire recruitment practices and see how they can refine them.” That message strongly resonates with Hospitality Tasmania, which has partnered with Hamlet to help spread awareness throughout the sector. Industry Engagement Manager Angie McMahon says many operators simply need reassurance and support to take the first step.
Rather than focusing on perceived barriers, Next
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“To support the inclusivity and diversity in the industry, which it is a very inclusive and diverse industry anyway, is education,” she says. “A lot of people are probably scared to kind of get involved, simply because they are worried they’re going to do something wrong. “Being able to come along and let them know that there is support, and there is training, and they’re not on their own, and there is so much help, that’s going to bridge that gap in a huge way.” “Accessibility is a human right, and employment is a human right, and some of those systems are not inclusive, inherently.” - Amy Lawler For Hospitality Tasmania, initiatives like Next Shift represent more than workforce development. They represent a chance for hospitality to become an industry leader in inclusion, an industry willing to open doors wider and recognise talent in places others may overlook. Angie says that opportunity can have a ripple effect across the entire sector. “Most people who walk in [to Hamlet], walk in very nervous and very unsure what they’re doing, and the confidence that it can give them and grow is just extraordinary,” she says. “Giving them the training and the support in moving forward and transitioning into other roles is just an asset for the industry all over.” Hospitality has long prided itself on being an industry built around people. For many businesses, staffing shortages over recent years have forced operators to rethink traditional recruitment and retention models. Programs like Next Shift demonstrate that broadening recruitment practices is not simply a social good, it is also a smart and sustainable
workforce strategy.
For Emily, the momentum building around the program is one of the most exciting parts of Hamlet’s next chapter. “The issue that we’re tackling is we have a significant skill shortage in the tourism and hospitality industry,” she says. “And I think what we’ve learned over the last 10 years is that it’s not because people are unwilling or unable to work, it’s that there are systems that were not created to be inclusive. “I think the hospitality industry has a really good opportunity to become more inclusive in their recruitment and hiring practices and we’re excited to be involved with that.” Ten years in, Hamlet’s impact can already be measured in careers launched, confidence built, and barriers broken down. But with Next Shift now underway, the organisation’s next decade may prove even more influential. And in an industry powered by people, that could end up being hospitality’s most important shift yet.
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ALICE VAN DER WOUDE (LEFT) WITH TASPORTS SENIOR COMMERCIAL MANAGER KRISTY LITTLE AFTER RECEIVING THE 2025 WOMEN IN LEADERSHIP AWARD.
The return to hospitality wasn’t necessarily part of Alice van der Woude’s original plan. Like many in the industry, it began with casual work while studying at university, before her career took her in a very different direction. After completing a business and law degree and working in advertising, Alice eventually found herself drawn back home to Tasmania – and back into the world of tourism and hospitality. Today, as Director of Marketing and Experience at On Board Expeditions and Above and Beyond Tasmanian Sea Planes, she helps deliver high-end tourism experiences in Tasmania’s remote south-west wilderness, blending accommodation, guiding and hospitality into one unique offering. Along the way, she also rediscovered something else: a passion for an industry built around creating memorable experiences for people.
Alice is one of several women to benefit from Hospitality Tasmania’s Women in Leadership scholarship program — an initiative designed to support and empower women across the state’s hospitality and tourism sectors.
“I really enjoy my role at the moment,” Alice said.
“You really can make a positive impact on people’s lives, and you’re giving joy by giving them this tourism and hospitality experience. I find that really rewarding.”
Applications for the 2026 Women in Leadership
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Women in Leadership
scholarships are now open, continuing a program that has already helped many women build confidence, strengthen leadership skills and pursue opportunities they may once have thought were out of reach. Alice’s opportunity came at a significant point in her life and career a couple of years ago as a 2024 scholarship recipient. “I had [welcomed] a baby, and it would have been really easy for me to take a step back in my career and put everything on hold,” she said. “I feel having that opportunity kept me engaged in the industry still, and I felt like I came back stronger, and there’s more opportunities still.” Alice’s leadership journey was also recognised at the 2025 Hospitality Tasmania Awards for Excellence, where she was named the recipient of the Women in Leadership Award. The award celebrates women who are making a significant contribution to Tasmania’s hospitality and tourism industries through innovation, leadership and a commitment to supporting others. For Alice, the recognition was both humbling and encouraging. “It was a wonderful acknowledgement, but it also reinforced that there are so many talented women across our industry doing incredible things every day,” she said. The accolade also came during a period of significant professional growth and highlighted the impact that investing in leadership development can have, both for individuals and the businesses and communities they serve. Through the scholarship program, Alice completed training with the Australian Institute of Company Directors (AICD), something she had long wanted to pursue but previously considered beyond reach financially and professionally. “I’d had my eye on doing the AICD training program for a while, but it was just something that was out of my reach,” she said. “The scholarship particularly upskilled me in areas like corporate governance, which is something that I’d never really been exposed to in my other roles and boards.”
Following completion of the course, Alice secured another international role and says the confidence gained through the program helped give her the foundation to pursue new opportunities. “I’ve already seen now that foundation has given me confidence to apply for new roles,” she said. “All that training and program kind of built that foundation for me and allowed me to extend myself.”
Beyond the formal training, Alice believes one of the biggest strengths of the Women in Leadership program is the connection it creates between women working across the industry. “One of the main things that I’m seeing people get out of that is confidence and connection with other women, feeling more empowered to make change and step up.”
The impact has already been tangible.
23 Tasmanian Hospitality Review June/July Edition
As applications open for the 2026 scholarships, Alice is encouraging women across hospitality and tourism to back themselves – even if they are unsure whether they are ready. “Just do it,” she said. “You can only learn something by getting stuck in there and giving yourself the opportunity. You don’t know, you might shine. “And if it doesn’t all work out as you planned, you learn something and can come back stronger. There’s certainly no harm in trying.” For Alice, success is not just about personal achievement, but about helping shape a stronger and more inclusive future for Tasmania’s hospitality and tourism industries. “I’d like to see businesses running and being commercially sound, but also leading the way as sustainable tourism businesses and giving back to the community,” she said. “I guess success for me is also working in the hospitality and tourism industry and supporting other women and lifting them up too.” To find out more about this year’s Women in Leadership scholarships, scan the QR Code.
Pay less at tax time.
If you earn over $101,000 a year on your own or $202,000 as a couple, family or single parent and you don’t have Hospital cover, you may have to pay the Medicare Levy Surcharge. Take out Hospital cover with St Lukes and pay less at tax time. If you earn over $101,000 a year on your own or $202,000 as a couple, family or single parent and you don’t have Hospital cover, you may have to pay the Medicare Levy Surcharge. Take out Hospital cover with St Lukes and pay less at tax time. Join before July 1. Join before July 1.
Get in touch with us to find out more, and to access your Hospitality Tasmania 8% discount* Get in touch with us to find out more, and to access your Hospitality Tasmania 8% discount*
Abbie Chatwin - North West 0417 563 546 achatwin@stlukes.com.au 0417 563 546 achatwin@stlukes.com.au Malcolm Scriber - South 0417 561 948 mscriber@stlukes.com.au 0417 561 948 mscriber@stlukes.com.au Abbie Chatwin - North West Malcolm Scriber - South
Luke Richards - North 0499 626 417 lrichards@stlukes.com.au 0499 626 417 lrichards@stlukes.com.au Jamie Shearing - South 0439 392 453 jshearing@stlukes.com.au 0439 392 453 jshearing@stlukes.com.au Luke Richards - North Jamie Shearing - South
Tasmanian Hospitality Review June/July Edition *T&C’s apply. ^Discount only available on corporate products when payment is made by direct debit. The discount cannot be combined with any other discounts oered by St Lukes. stlukes.com.au 1300 651 988 *T&C’s apply. ^Discount only available on corporate products when payment is made by direct debit. The discount cannot be combined with any other discounts oered by St Lukes. 24
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25 Tasmanian Hospitality Review June/July Edition
Workforce Development
Career Expos
Hospo Go
We continue our focus on engaging with students to highlight the various career opportunities within the Hospitality and Tourism industry. We have recently attended expos at Hobart College, St Michaels Collegiate, Reece High School, St Virgil’s College, Glenorchy Job Hub, Burnie High School and Campbell Town District High. Attendees have enjoyed interacting with our team and walk away with a better understanding of what the industry can offer.
After last year’s successful pilot program in Launceston, we are looking at supporting the program this year in both Hobart and Launceston. There were learnings and great feedback from the pilot program last year. Some of the key learnings were getting the balance right with theory and practical, making the industry sessions more hands on, providing knowledge that then generated confidence within the students and feeling ready for the next step into VET courses and employment. The feedback from the service event was positive, staff were very friendly, servers were engaging and communicated where we were at in each stage of service, students were very personable and professional and the seat allocation allowed you to engage with people that you may not normally do. If you would like to participate in the Hobart co- design process and program, please contact us to discuss further.
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Tasmanian Hospitality Review June/July Edition
Workforce Development
Jobs Portal
vacancies are promoted beyond Tasmania, helping you connect with potential candidates from across Australia looking to relocate or work in the state.
Tasmanian Hospitality & Tourism Jobs Portal
Find the right people for your business - faster and free Finding great staff can be one of the biggest challenges facing hospitality and tourism businesses. That’s why the Tasmanian Hospitality & Tourism Academy (THTA) continues to develop and manage the Tasmanian Hospitality & Tourism Jobs Portal — a free industry-specific recruitment platform designed to connect employers with jobseekers who are actively looking for opportunities in Tasmania’s hospitality and tourism sector. Whether you’re recruiting chefs, cooks, baristas, waitstaff, housekeepers, receptionists, event staff, tour guides or managers, the portal makes it easier to reach the right candidates in one convenient location.
More Than a Jobs Board
The Tasmanian Hospitality & Tourism Jobs Portal is part of THTA’s broader commitment to strengthening Tasmania’s hospitality and tourism workforce. The platform is promoted through THTA training programs (more about those here !), industry engagement activities, training initiatives and workforce development projects, helping employers connect with both experienced workers and emerging talent. If you’re looking to grow your team, reduce recruitment time and access a larger pool of candidates, now is the time to register.
Register Your Business Today
Create your free employer profile and start advertising vacancies through Tasmania’s dedicated hospitality and tourism recruitment platform. For assistance with setting up your profile or posting a vacancy, contact the THTA team via email at: info@thtacademy.org.au
Why use the jobs portal?
• Post jobs for free Advertise vacancies quickly and easily with no recruitment fees. • Access industry-specific candidates Connect with people who are actively seeking hospitality and tourism opportunities. • Create an employer profile Showcase your business, workplace culture and career opportunities to attract candidates who are the right fit for your team. • Use Talent Match technology Identify candidates whose skills, experience and interests align with your vacancies. • Expand your reach Through our collaboration with Eeger, your
Workforce Development Enquiries? Contact Emma Gillie E: emma@tha.asn.au Ph: 0417 741 057
27 Tasmanian Hospitality Review June/July Edition
If it wasn’t for the salmon farms this business would probably not exist.
Roz, Port Huon Trading Post
90% of the salmon industry’s economic activity happens in regional Tasmania. It keeps small businesses open, workers employed, and communities alive.
* Deloitte Access Economics 2023
Tasmanian Hospitality Review June/July Edition 28 Tasmanians depend on Salmon
Editorial
Tasmanians Depend on Salmon: A Campaign Spotlighting People, Industry and Community Salmon Tasmania has launched a major new campaign, Tasmanians Depend on Salmon , running across television, cinema, print, and strongly across social and digital channels. At its core, the campaign is about people. Filmed across Tasmania’s regions, it captures the scale, diversity and everyday reality of the salmon industry through a cinematic and highly authentic lens. It shines a light not only on the industry itself, but on the individuals, families and communities whose livelihoods are deeply connected to it. Central to the campaign is the economic contribution of salmon farming to Tasmania. Rather than relying on scripted messaging, the stories are told directly by Tasmanians - workers, locals and community members - speaking in their own words about what the industry means to them and the places they call home. This approach delivers a genuine, grounded perspective that resonates beyond the sector. campaign underscores the broader ecosystem that supports Tasmania’s renowned food and dining culture. Salmon remains a key product in the state’s culinary For hospitality operators, the
offering, contributing to menus, supply chains and the visitor experience that defines Tasmania as a premium food destination. The campaign also reflects a broader shift within the industry - an effort to confidently tell its story at a time when public discussion can often be shaped by competing narratives. By leading with transparency and real voices, Tasmanians Depend on Salmon aims to build understanding, trust and pride in a sector that plays a significant role in the state’s economy and identity. Developed in partnership with industry stakeholders including Tassal, the campaign features seven case studies, including well-known local identities who share their firsthand experiences of working within the industry. Over the coming months, audiences will see the campaign widely across media platforms. Hospitality businesses and industry professionals are encouraged to engage with and share the content, helping to amplify these voices and the communities behind them. Ultimately, the campaign highlights an important truth: behind every product served across Tasmania’s restaurants and venues are local industries, local people and local stories - each contributing to the state’s reputation as a world- class destination for food and hospitality.
TWINS PORCHA AND PIPER ARE JUST TWO OF THE HUNDREDS OF TRUCK DRIVERS WHO KEEP THE SALMON FARMS MOVING, TRANSPORTING VITAL SUPPLIES AND PRODUCT ACROSS TASMANIA. PIC: WILDMAN FILMS
29 Tasmanian Hospitality Review June/July Edition
Regional Roadshow
West Coast Hospitality Shines During Hospitality Tasmania Roadshow The recent Hospitality Tasmania West Coast Roadshow proved to be a fantastic success, showcasing not only the incredible hospitality businesses of the region, but also the passion, resilience and community spirit that make the West Coast so unique. Team one came from the NW Coast via Waratah, Savage River, Corinna, and down to Queenstown, meeting up with team two, who travelled up from the south via Derwent Bridge into Queenstown. Over a couple of days, the Hospitality Tasmania team travelled through Queenstown, Zeehan and Strahan, visiting venues, connecting with members and hearing firsthand about the opportunities and challenges facing businesses in the region. Along the way, there was no shortage of adventure, laughter and outstanding food. The roadshow kicked off with a warm welcome at Orange Pete’s Café, where the team enjoyed what many agreed was an unforgettable orange cake paired perfectly with great coffee. From there, the culinary journey continued at Risby Cove, where local flavours and beautifully presented dishes highlighted the quality dining experiences visitors can expect on the West Coast.
PARAGON THEATRE
Unfortunately, with the team’s tight schedule, they weren’t able to visit the cruise operators until lunchtime – long after the morning departures. This quickly became the running joke of the trip, with everyone saying Hospitality Tasmania had officially “missed the boat”! Thankfully, it also gave the team the perfect excuse to plan another visit to the West Coast. Day two continued to impress, beginning with a visit to the stunning Franklin Manor and Charlotte’s Restaurant in Strahan. The team was treated to a history tour of the property, with the famous wine cellar becoming a clear crowd favourite.
ORANGE PETE’S CAFE
A special highlight was a personalised tour of the historic Paragon Theatre, offering a fascinating glimpse into the rich history and character of Queenstown. Of course, no West Coast visit would be complete without stopping in at the iconic Empire Hotel, where plenty of laughs were shared with locals and staff alike.
Back on the road, the journey continued to Zeehan with visits to The Heemskirk and Big Z Café for another much-needed coffee stop. The roadshow
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Tasmanian Hospitality Review June/July Edition
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