Hospitality has always been about people. But as technology, workforce expectations and business models evolve, the way the industry attracts talent, develops skills and creates exceptional experiences is changing.

For SaCSA’s Independent Director and Chair of the Hospitality Strategic Workforce Advisory Group (SWAG), Lynda Ugarte-Carral, that evolution presents an opportunity to rethink how hospitality operates while protecting the human connection at its heart.

Hospitality is Part of my DNA

“Hospitality is part of my DNA. I grew up in the industry. What continues to inspire me is its energy, the teamwork involved in creating exceptional guest experiences, and the constant pursuit of business excellence.

“I have been privileged to work with talented people and see them build broad, rewarding careers. Their growth and success, together with the industry’s ability to continually evolve while retaining its heart, remain the driving force behind my passion.”

Having led people across 10 countries and 150 hotels, she has seen first-hand the connection between leadership, effective teams and business performance.

“When teams have clarity of purpose, trust, open communication and complementary capabilities, along with a shared commitment to results, they can move mountains together.

“As leaders, we create those conditions. We model the behaviours we expect, remove barriers and bring out the best in each person. When we build an environment where people feel valued, challenged and connected, teams perform, learn and succeed together.

“Ultimately, what I’ve learnt is the critical link between great leadership, leading effective teams and outstanding business results. They go hand in hand.”

Rewriting the Blueprint for Hospitality

For hospitality leaders today, she believes a growth mindset and passion for the future must be matched by ethics, trust and a strong understanding of the industry.

“Great leaders are equally committed to business performance and people leadership, with a deep understanding of hospitality’s DNA.

“Today, that means balancing connection and care for employees and guests with the need to improve productivity through innovation and technology. The challenge is to evolve without losing the essence of hospitality, preserving what makes the experience special while making bold changes for the future.

“This is not a copy-and-paste decade. We are rewriting the blueprint for how hospitality operates.”

That transformation also requires the industry to reconsider how it talks about hospitality careers.

“We need to change the narrative about what it means to work in hospitality today, inspiring more Australians to see it as the exciting, rewarding career choice that it now is.

“Across the industry, responsible employers are creating vibrant workplaces where people feel safe, respected, rewarded and connected to others. Hospitality offers energy, variety and genuine career mobility, with many people progressing across sectors and ultimately leading the businesses in which they began.

“Yet outdated stories continue to be told, stories shaped by past practices or the failures of a minority of employers. By overlooking the significant progress made over the past two decades, we risk discouraging Australians from choosing hospitality as a place to study, work and build a successful career.”

Technology with People at its Centre

Technology is already changing hospitality, but she believes its greatest potential lies in supporting better experiences for both employees and guests.

“What excites me most is seeing the traditional art of hospitality evolve for a new generation. Hospitality is being reshaped by technology, changing social expectations and a deeper understanding of what employees and guests value, while still retaining the warmth and human connection at its core.”

Workforce planning is one example.

“Technology is transforming workforce planning from a reactive rostering process into a dynamic, data-led talent marketplace. Real-time forecasts can be translated into workforce demand, with employees able to access and nominate for shifts earlier.

“Combined with capability, performance and availability data, this creates a more agile, productive and employee-centred way of operating.”

Skills Will Become More Valuable than Jobs

Looking ahead, she believes one of the most significant changes will be a shift in how organisations think about jobs and skills.

“Skills themselves will become more valuable than jobs. Traditional job descriptions are likely to evolve into dynamic skills profiles, with people moving more fluidly across roles and industries.

“Future hospitality professionals will need to continuously learn, unlearn and relearn as technology, customer expectations and business models evolve. Learning itself will become a core capability.”

She sees three broad areas becoming increasingly important: enduring human skills, technology-enabled skills and future business capabilities.

“Hospitality has always been a people business. AI can answer questions, but it cannot genuinely make someone feel welcome, understood or cared for. That means human capabilities such as emotional intelligence, relationship building, cultural intelligence and adaptability will become even more valuable. In a world of increasing automation, authentic human connection will be a key differentiator.

“Technology capability is no longer optional. Every hospitality professional will need to work confidently alongside intelligent technologies, making AI literacy, digital fluency, data literacy and cyber awareness essential skills rather than specialist expertise.

“Equally important are the business capabilities that connect every role to organisational performance. Skills in workforce planning, commercial acumen, innovation, sustainability and change leadership will enable organisations to respond to changing workforce needs while delivering better customer experiences and stronger business outcomes.”

Contributing to SaCSA

Since joining the SaCSA Board in October 2024, she has brought her experience in hospitality and business leadership to SaCSA’s work. She also chairs SaCSA’s Hospitality SWAG, which brings industry perspectives into workforce planning and skills development.

“What I’ve enjoyed most about my role on the Board is the opportunity to draw on my experience in hospitality and business leadership to contribute to SaCSA’s purpose.

“I do this alongside a diverse and highly engaged Board, where different perspectives are welcomed and constructive, inclusive conversations lead to stronger thinking and better outcomes. The quality of the dialogue and our shared commitment to making a meaningful contribution have been particularly rewarding.

“As Chair of the Strategic Workforce Advisory Group, I’ve most enjoyed bringing together a broad cross-section of industry leaders to share insights into emerging workforce challenges and opportunities.

“These discussions provide SaCSA with real-world perspectives, help test strategic thinking and ensure our work remains closely connected to industry needs. I have found these conversations both energising and invaluable in shaping future-focused workforce solutions.”

Ultimately, the contribution she hopes to make is grounded in collaboration, constructive challenge and the realities facing industry.

“I’d love my impact to be about supporting SaCSA to think collectively, challenge constructively and shape workforce solutions that are both ambitious and grounded in the realities of industry.”