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From the Publisher
Welcome to our new look
With this issue of Australasian Leisure Management we are pleased to introduce new branding and a new feel to the magazine.
Replacing our longstanding look, this new approach aims to deliver a fresher and more contemporary style.
The new branding is also being introduced on our website and EDM which will be offering new features including a more user-friendly design, greater ability for readers to contribute content and a section for sponsored/partner posts.
Perhaps the most significant development with the new website is that we have removed its paywall, which means all of our online content is now free to access - contributing to enhanced industry communication, learnings and information sharing.
Optimism in the economy?
While the Reserve Bank of Australia (RBA) recently reduced the cash rate, much of the leisure industry remains impacted by consumer spending constraints as a result of inflation and stagnant real income.
While there is cause for optimism, operators are faced with the challenge of adapting to a market where consumers are more cautious and deliberate with their spending. This means there is an increasing need to redefine and offer genuine value in terms of pricing and/or delivery of the leisure industry’s product.
As David Anderson, co-founder and Group Chief Executive of the Big Red Group, recently explained “the path to recovery is uneven. Larger cities tend to rebound faster due to more diverse offerings and infrastructure, while smaller operators often struggle with limited access to customers and higher operational costs. While the burden on households is anticipated to ease further in the coming months, the experience economy must be ready to meet the changed conditions and increased demand by continuing to adapt and delivering compelling, accessible, and affordable experiences.”
Artificial intelligence may not be your friend
This industry, like the wider world, is increasingly aware of the growth of artificial intelligence (AI), which, according to a recent report from the United Nations, is on course to become a US$4.8 trillion global market by 2033.
Projections in the UN Conference on Trade and Development (UNCTAD), reveal a staggering growth trajectory for AI and an estimate that it will impact up to 40% of global jobs noting that while the technology brings new opportunities, especially through productivity gains and new industries, it also raises serious concerns about automation and job displacement - especially in economies where low-cost labour has been a competitive advantage.
While we celebrate the potential of AI - as explored in features in this issuethere needs to be caution about an over reliance on AI.
Users need to verify what models they use and what assumptions have gone into the large language model (LLM) [the foundation training model for AI understanding] is behind it.
And there’s also the need to check the information that AI delivers as there are instances where AI-generated information is incorrect or even made up.
In the legal world there have been a number of embarrassing cases of AI generated information being presented in courts - leading to apologies, embarrassment and delays. There are also somewhat comic examples of users thinking they have discovered new theories in maths and physics - encouraged by AI’s cheerleading.
So, if seeking reliable and verifiable facts and answers to questions, it might be worth remembering that such reliable information is likely to be already available through traditional and online media.
Nigel Benton, Publisher
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Viva Leisure corporate rebranding reflects its tech-enabled fitness, health and wellness portfolio
ASX-listed health club and facility operator Viva Leisure has launched a bold new corporate brand to reflect its ongoing diversification and investment in technology.
From a single club in 2004 to nearly 500 locations today, Viva Leisure has built a multi-brand offering that serves more than 600,000 members across Australia, New Zealand, and India - with recent expansion into Asia and the UK.
The company has acquired a 33% stake in Gold Coast sports nutrition startup Gorilla X Labs.
NSW Government releases new guidelines on synthetic turf sports fields
The NSW Department of Planning, Housing and Infrastructure has advised of the release of new guidelines on the best practice management and assessment of synthetic turf sports fields.
Targeted principally at local government, the introduction to the Synthetic Turf Sports Fields in Public Open Space: Guideline for Decision-Makers document advises “the use of synthetic turf as a replacement for natural grass sports fields has attracted high levels of interest from a wide range of stakeholder and community groups.
“Concerns include impacts on the local environment, perceptions of lost open space, and changes to the amenity for the local community.”
Life Saving Victoria calls for industry-wide action to address violence in aquatic facilities
Growing instances of violence at aquatic and recreation facilities has prompted Life Saving Victoria (LSV) to undertake a comprehensive Risk Treatment Plan to address this concern.
The action follows coverage of several high-profile incidents in mainstream and social media over recent months and national data from Royal Life Saving Australia which identified over 2,000 acts of violence at aquatic and recreation facilities across the country each year. These incidents range from verbal aggression to physical altercations, posing a growing threat to the safety and wellbeing of staff and patrons.
Falling box office drives
Opera Australia to $10 million loss
Opera Australia has reported a dramatic 23% drop in box office revenue for 2024, culminating in an operating loss of $10.1 million - the company’s worst financial result since the pandemic-stricken year of 2021.
Opera Australia’s 2024 annual report paints a sobering picture of a year defined by soaring costs, falling audience numbers, and a high-risk production strategy that failed to deliver.
At the heart of the company’s woes was a costly bet on the Andrew Lloyd Webber musical Sunset Boulevard, headlined by his former wife, Sarah Brightman.
ASSA announces new BOSS Leadership initiative
The Australian Swim Schools Association (ASSA) has announced the launch of BOSS (the Business of Swim Schools) initiative to unite and empower swim school professionals across Australia and beyond.
Described as a “bold new leadership and community initiative”, the program builds on recent momentum from ASSA Swimposium events held across the country which saw early engagement from industry professionals through the BOSS W events in the first few months of 2025.
With the national launch, ASSA Chief Executive, Luke Daly is inviting swim school owners, managers, emerging leaders and advocates to find their place within this fastgrowing initiative, explaining “everyone in our industry is passionate about something in particular.”
Theatre Royal Sydney has advised it has achieved the milestone of selling over one million tickets since reopening its doors in December 2021.
Following its acquisition of Crunch Fitness locations in Victoria, almost doubling its footprint in the state, Revo Fitness has now rebranded each of the sites.
The Aquatic and Recreation Institute (ARI) NSW has launched a new member portal powered by technology and innovation partner Xplor Recreation.
Melbourne-based Funlab has opened a new Hijinx Hotel ‘leisure-tainment’ destination in Melbourne’s CBD.
A key issue in the recent Tasmanian election, an updated cost estimate for the new AFL stadium to be built at Hobart’s Macquarie Point says it will now cost $945 million, up from its previous figure of $775 million.
Christchurch City Council has advised that the Parakiore Recreation and Sport Centre is nearing completion, with two major milestones met - the installation of the Show Courts and the filling of the competition and dive pools.
World Gym Australia has hit a significant milestone with the opening of its 50th club at Lambton in the NSW Hunter region.
Ipswich City Council is marking the 50 year history of its Ipswich Civic Centre as a key feature of the community’s performing arts scene.
Live Nation has further expanded its live entertainment presence in the southern hemisphere with the acquisition of festival producer Team Event - the people behind New Zealand’s largest two-day music festival - Electric Avenue, based in Christchurch.
The NSW Government is to invest $4.8 million to restore more quality green space at Callan Park in Sydney’s inner west.
Works have commenced on the $150.3 million transformation of the historic Perth Concert Hall with the revitalisation project having been awarded to Australian company ADCO Constructions.
Luna Park Melbourne’s Luna Palace is being restored via a $5 million investment from the Victorian Budget 2025/26 along with a co-contribution of $17 million from the site manager Luna Park Melbourne.
The AFL has completed a deal to purchase Waverley Park in Melbourne’s east from the Hawthorn Football Club ahead of the Hawks’ planned move to their new Dingley training base.
Mt Buller has celebrated 75 years of offering the longest continuous Ski Patrol service in Australia.
ICC Sydney Theatre is to be temporarily rebranded as the Entertainment Centre as operators of the venue commence a search for a long term naming rights partner.
Australian Sports Commission to develop
national sport infrastructure plan
With a goal to make sporting facilities across the country “more welcoming, accessible and inclusive”, the Australian Sports Commission (ASC) has announced that it is to develop a National Sport Infrastructure Action Plan.
Claimed as “the first time ever” that such a plan has been developed, the Commission introduced the initiative in a statement that advised “Australian sport infrastructure is set to undergo a major transformation following the launch of a nation-first project involving all levels of sport and government.”
Court clears Movie World over Looney Tunes Carousel incident
Gold Coast theme park Warner Bros. Movie World has been cleared of any wrongdoing in relations to an incident on a carousel ride that left a 12-year-old boy with severe head injuries.
In the Southport Magistrates Court, Work Health Safety Queensland (WHSQ) withdrew its prosecution of Movie World operator, Village Roadshow Theme Parks.
WHSQ had accused Village Roadshow of failing in its duty of care after the 12-year-old suffered an “earto-ear de-scalping injury” and several fractures on the attraction’s Looney Tunes Carousel ride in April 2022.
AusFitness
Industry 2025 looks to shape the future of fitness
AusFitness Industry, the Southern Hemisphere’s most influential fitness trade event is counting down to its return in September, promising to offer a “bigger, bolder and more forward-thinking event than ever”.
Returning to Sydney’s International Convention Centre (ICC Sydney) on 19th and 20th September, AusFitness Industry is the must-attend event for Australia’s fitness business leaders - from gym chains and boutique studios to elite sports organisations, allied health professionals, councils and universities.
The event is known as the place where the industry’s decision-makers gather to discover what’s next, connect with top-tier suppliers and spark collaborations that drive real business growth.
Four million containers collected during State of Origin at Suncorp Stadium
Stadiums Queensland has advised that more than four million containers were collected at its venues during the State of Origin through Containers for Change.
The recycling initiative sees dedicated container recycling bins located across eight Stadiums Queensland venues including Suncorp Stadium, Queensland Country Bank Stadium, CBUS Super Stadium, Brisbane Entertainment Centre, People First Stadium, Sleeman Sports Complex, QSAC and The Gabba.
Club Pilates Australia signs milestone franchise agreement with Riser Fitness
Club Pilates Australia, the Australian operator of the world’s largest Pilates brand, has secured a franchise agreement with United States - based Club Pilates franchise group, Riser Fitness. Riser Fitness, led by President and COO Mike Gray, operates more than 90 studios worldwide.
The agreement will see the opening of 40 Club Pilates studios across Australia over the next four years.
Warner Bros. Movie World’s Looney Tunes Carousel ride - used for illustrative purposes only. Credit: Village Roadshow Theme Parks.
PCYC NSW shares insights into its impact on NSW Communities
PCYC NSW has released its 2024 Impact Report which highlights the annual impact of its Youth Programs, sport and recreation facilities, events and OOSH Services.
With 67 Clubs, 88,059 members, and 829 volunteers, PCYC Youth Programs are positively changing lives across New South Wales, from Tweed Heads to Alburybuilding the capability of young people from all walks of life so they can reach their full potential.
Some of the highlights from the report include:
•4,963 Fit for Life participants started their day with social and physical activities designed to prevent antisocial behaviour.
•105 teenagers participated in Fit for Work, with 40 jobs or apprenticeships secured.
•6,218 young people were off the street and engaged in evening activities through the U-Nites program.
New World Aquatics Bureau elected at
General Congress in Singapore
Global swimming’s national federations have voted to approve the new World Aquatics Bureau - the body that organises and controls all aquatics competitions at Olympic Games and World Aquatics competitions and events.
Agreed at the World Aquatics Ordinary General Congress, held in conjunction with the World Aquatics Championships and Masters Championships - Singapore 2025, Australia’s Matthew Dunn was elevated from World Aquatics Second Vice President to First Vice President.
Dunn, who also serves as a World Aquatics Continental Representative for Oceania, is reported by a range of sources to being in a prime position to become the next World Aquatics President.
PCYC participation in Nations of Origin sporting tournament.
City Venue Management appointed to operate additional
City of Logan aquatic centres
Logan City Council has appointed City Venue Management (CVM) to operate additional aquatic and recreational facilities on behalf of Council effective 1st July.
CVM has already been operating Logan West Aquatic and Fitness Centre and Gould Adams Park Aquatic Centre on behalf of Council and will now also manage the Logan North, Beenleigh, Bethania and Eagleby centres.
Mountain Bike Community launches manifesto
The mountain biking (MTB) community is uniting for change with the official release of the MTB Merimbula Manifesto.
Developed from the insights and priorities of more than 130 stakeholders who attended the 2024 MTB Symposium in Merimbula, the Manifesto is a powerful call to action for the future of mountain biking in Australia.
The Manifesto outlines eight critical focus areas including trail maintenance, volunteer burnout, inclusivity gaps and infrastructure challenges, alongside a bold vision for the sector’s sustainable growth. It urges governments, land managers, businesses, clubs, and advocacy bodies to work together to address persistent issues and seize the vast potential of mountain biking as a driver of health, tourism, and economic development.
Genesis Health + Fitness introduces smaller club model with lowercost entry point for Franchisees
Genesis Health + Fitness has recently introduced a new 750 square metre club model to its franchise portfolio designed to improve accessibility, reduce entry costs, and drive nationwide growth.
This adaptable club footprint strategy now offers potential franchisees the choice between the existing 1200 square metre format or the new 750 square metre model, which is tailored to suit regional markets, high-rent urban areas, or franchise partners looking for a more manageable financial commitment.
Derrimut 24:7 gym grappling with multiple crises
The Derrimut 24:7 fitness group is experiencing a series of issues having seen members reportedly “kicked out mid-workout” in mid-July as it was evicted from its Angle Vale, Adelaide location due to around $220,000 in unpaid rent.
In addition, its long-awaited nearby gym in Munno Para has received a termination-of-tenancy notice prior to opening, apparently due to over $50,000 in accrued rent arrears.
Turbulence around the business is seeing the Australian Taxation Officer (ATO) pursue a winding-up order after Derrimut’s $14.61 million tax debt (covering GST and withholding taxes) was allegedly denied an instalment repayment plan.
The Deputy Commissioner of Taxation filed an application in the Federal Court for a winding-up order against the business entity A.C.N. 139 283 104 Pty Ltd (formerly known as Derrimut Health & Fitness Pty Ltd).
In addition, owner Nikolaos Solomos is facing personal liability claims of approximately $11 million, covering unpaid superannuation, PAYG, GST and personal income tax, lodged in the Victorian County Court.
One of New Zealand’s most ‘out of this world’ experiences, Tekapo’s Dark Sky Project, is celebrating 20 years since its two co-founders introduced the astrotourism experience.
Formerly known as Earth and Sky, the joint venture between Ngāi Tahu Tourism and co-founders, Graeme Murray and Hide Ozawa attracts more than 45,000 visitors each year who take in seeing the stars up close through exclusive star gazing tours on Mount John and other digital and outdoor experiences.
Tekapo Dark Sky Project marks 20 years of astrotourism
Belgravia Leisure’s GOswim program sees winter swimming numbers surge
Belgravia Leisure’s GOswim program, offered in partnership with Swimming Australia, has seen more than 3,000 additional children stay in swimming lessons over winter last year as parents embrace year-round safety, with Belgravia Leisure keen to promote the message that Australian families can do even better this year.
Despite the winter traditionally seeing a drop in swim lesson participation, particularly as families navigate rising cost-of-living pressures, GOswim reported a positive change last year.
New shark mitigation measures implemented for South Australia
Aiming to reduce the risk and impact of shark interactions along South Australia’s coastline, a number of localised shark mitigation measures have been delivered via a collaboration between the South Australia Government, Surf Live Saving South Australia (SLSSA) and coastal councils.
SLSSA has identified sites for improved signage and shark warning systems, as well as trauma kits at key locations. The first batch of trauma kits have been delivered to Streaky Bay and Elliston on Eyre Peninsula and information and warning signage has been installed at Granites.
The warning signage, in the shape of a surfboard, will provide a space for community members to record latest shark sightings, and is positioned next to a warning flag, which will be raised in the event of a sighting, informing beach goers of the potential risk.
Australian Ski Areas Association rebrands as Snow Resorts Australia
After more than four decades operating under its current identity, the Australian Ski Areas Association (ASAA) Board has approved a new name and identity for the organisation - Snow Resorts Australia.
The rebrand marks a significant shift in how the peak body represents the alpine industry - and while its purpose remains the same, to support Australia’s alpine resorts - the new identity is seen as better reflecting the full breadth of snow experiences offered in Australia including skiing, snowboarding and snowplay.
Fitness and Lifestyle Group
marks 50th Reform Pilates studio milestone
Fitness and Lifestyle Group (FLG) has achieved a significant milestone with the opening of its 50th Reform Pilates studio across Goodlife Health Clubs and Fitness First Australia.
A signature boutique concept with dedicated studios in Goodlife Health Clubs and Fitness First Australia clubs, Reform Pilates is a highly curated, premium group reformer programme designed and produced entirely in-house at FLG.
Launched with two studios in 2020 to now reach 50 purpose-built spaces across the FLG Australia estate - 32 in Goodlife clubs and 18 in Fitness First - Reform Pilates is fast becoming a key growth engine for FLG.
UNICEF highlights the importance of outdoor play
UNICEF (the United Nations Children’s Fund) has drawn attention to the growing body of research showing that children have better physical, mental and emotional health, and even improved learning, when they play outdoors.
In an advisory on why outdoor play matters, the United Nations body points out that, in many parts of the world, children are spending less time outdoors than ever. This outdoor play ‘deficit’ is more pronounced for some children than others. Studies have found, for example, that girls, children from racial or ethnic minority backgrounds, and children who live in urban areas may be less likely to spend time outdoors. Children are also less likely to play outside the older they are, although outdoor activity benefits children of all ages.
Funding agreement reached for 2032 Games venues
The Federal Government is to contribute $3.435 billion towards the $7.1 billion cost of building the venues for the 2032 Brisbane Olympics, clearing the way for the start of construction.
Both the Australian and Queensland governments will now work together to deliver 17 new and upgraded venues across Queensland including the main Games stadium and National Aquatic Centre.
The Federal funding contribution to the Games Venue Infrastructure Program will be refined and reallocated to ensure legacy Olympic and Paralympic infrastructure is delivered for 2032 and beyond.
The main stadium at Victoria Park will become the new, world-class, 63,000 seat home to AFL and cricket in Queensland and attract major national and international events, leaving a lasting legacy for 2032 and beyond.
SWIM Australia launches revamped national awards program to recognise excellence in aquatic education
SWIM Coaches & Teachers Australia has announced its refreshed and expanded SWIM Australia Awards.
The newly designed awards program celebrates outstanding achievements and contributions across Australia’s aquatic industry, with new categories recognising cultural diversity, youth leadership, and excellence in swim teaching and school management and operations.
Introducing the changes, SWIM Coaches and Teachers Australia Chief Executive, Brendon Ward advised “through these awards, we aim to acknowledge the dedication and creativity of our swim teachers and swim schools, while also shining a light on initiatives that promote water safety, accessibility and community engagement.
NSW Government launches funding program to help businesses explore Energy-Saving Heat Pumps
Aimed at assisting businesses across diverse sectors and applications - including recreational pool heating - to investigate the feasibility of energy-efficient heat pump technology, the NSW Government has launched a new $1 million grants program.
Electric heat pumps are far more efficient than gas boilers, using significantly less energy and producing fewer carbon emissions. While a gas boiler might be 90% efficient, a heat pump can exceed 400% efficiency.
Women’s competition sees AFL ‘losing $50 million a year’
The AFL has been reported as telling its 18 teams that the AFL Women’s (AFLW) competition is losing $50 million each year.
AFLW, which is operated by the AFL, was launched in 2017 and is now nine seasons old. Each team is set to play 12 regular season games in the upcoming 10th campaign, with the top eight clubs qualifying for a monthlong finals series.
A review of the competition, undertaken by the AFL, also found that an expanded season, which has been requested by players, would result in an annual loss of $200 million. Factoring in cost considerations, the report advised that the plan for Tasmania to launch its inaugural AFLW team in 2027, before its men’s team joins the AFL a year later, is now unlikely.
Sydney’s Victoria Park Pool Credit: Evoheat.
AUSactive reveals ambitious 2025-27 Strategic Plan to cement its role in preventative health
AUSactive has unveiled its 2025-27 Strategic Plan, reinforcing its commitment to advocacy, professional credibility and delivering value to its members.
With a core objective to be recognised as an essential player in Australia’s preventative health environment, the plan outlines a clear vision for the future of the industry - one led by an association uniquely positioned to influence real change.
AUSactive’s Million Moves campaign (pictured) is launching for 2025 on 1st September and will run in Queensland and Western Australia as well as in Ballarat in Victoria and Wollongong in NSW.
Nature-based tourism projects continue to be supported across South Australia
The $2 million Experience Nature Tourism Fund, administered by the South Australian Tourism Commission in partnership with the Department for Environment & Water and the South Australian Government Financing Authority, will continue to support nature-based tourism projects across South Australia, with round four applications now open.
All tourism operators currently or thinking about operating in and around SA National Parks are encouraged to level up their project by applying for the Experience Nature Tourism Fund.
To date, the Fund has supported 46 projects, unlocking almost $2.5 million in combined project value.
Cairns’ Skyrail announces $85 million upgrade
Coinciding with its 30th anniversary, Cairns’ renowned Skyrail Rainforest Cableway has announced an $85 million upgrade aimed at securing its status as Tropical North Queensland’s number one commercial tourist attraction for another three decades.
Owned and operated by the Chapman family, the pioneering, multi award-winning Cairns attraction will undergo one of the most significant private sector tourism infrastructure investments in Northern Australia’s history to modernise the experience and maintain its deep commitment to environmental stewardship.
Australian music industry generates $8 billion revenue
Music Australia has released their report - ‘The Bass Line: Charting the Economic Contribution of Australia’s Music Industry’ which finds the Australian music industry generated revenues of $8.78 billion and contributed $2.82 billion in direct gross value added (GVA), to the Australian economy in 2023-24.
The Bass Line, undertaken by McAtamney & Advisors, provides the first comprehensive measure of the economic contribution of Australia’s music industry. It brings together hundreds of thousands of data points, including data from industry, government, and over 1,000 individuals and businesses working across the music industry.
It shows strong international demand for Australian music with music exports, including income from overseas streaming, performances, rights and retail, contributing an estimated $975 million to the total Australian music industry revenue.
The operator of the jumping castle in Hillcrest Primary School tragedy in which six children died in December 2021 has been found not guilty of charges in the Devonport Magistrates Court.
Rosemary Gamble, trading as Taz-Zorb, was cleared of workplace safety breaches in charges brought by WorkSafe Tasmania.
In the complaint, WorkSafe Tasmania alleged Gamble and two employees tethered the jumping castle at four of the eight required anchor points, and did not install the pegs at the appropriate angle.
A Coronial inquest will now follow, while civil lawyers are understood to be preparing a class action.
Tasmanian jumping castle operator found not guilty of criminal offence
Credit: Bike About Flinders Ranges.
Elite and Inclusive
Warren and Mahoney’s Kate Roach celebrates the recent completion of two new projects centred on women’s sport and leadership and the duality of their design
What makes a women’s sporting facility different from men’s? On a fundamental, functional level, one might first assume not that much.
However, when you consider the specific needs of women, the way in which women and girls connect, socialise, lead and nurture talent - and layer that with a female design perspective - a distinctly new experience emerges. It’s an experience that aims to foster elite performance - while not excluding anyone.
At Warren and Mahoney (WAM) we’ve recently had the pleasure of working on two fantastic Victorian projects where the facilities - including the Western Bulldogs Women’s Health and Leadership Hub (WH&LH) and the Presbyterian Ladies College’s (PLC) new recreation centre - have significantly altered the journey for aspiring female athletes, as well as the broader communities in which they exist.
Completed in late 2024, the distinct experience at the Western Bulldogs WH&LH at Mission Whitten Oval is evidenced by the popularity of the space in its first six months of operation.
The careful reimagination of the 95-year-old John Gent stand and Infill building has not only created a purpose-built hub to foster women’s health, wellbeing and leadership at the heart of an elite football club, it is now providing greater connection to these benefits for the wider community.
Our female-led project management, architecture and interior design team was a fitting representation of the Hub’s primary function.
Women’s sporting communities typically manifest in a different way to men’s sport. When you step into the Hub, there’s a different kind of energy than you would usually get from an AFL club. It’s been designed as a powerful instigator for building resilience and confidence, but the welcome is unmistakably and unapologetically warm. Making the elite female athletes training there feel right at home - and welcoming anyone else into that fold.
Advising that the Hub’s overarching vision is to improve the social, emotional and physical health and wellbeing of women, which extends to the broader community and AFLW, Western Bulldogs Chief Operating Officer, Sue Clark stated “it is enabling us to expand the existing health, wellbeing and leadership programs run by the Club and our Community Foundation across the diverse communities of the West, and to unlock new opportunities to support and advance women of all levels through sport.
“While the construction of the Hub was part of the broader redevelopment of the Mission Whitten Oval precinct, the space itself is completely unique. It provides a different experience than our other facilities - and one that all four
The Western Bulldogs Women’s Health and Leadership Hub.
Western Bulldogs teams and the broader community are already embracing.
“In its first six months, the hosting space on Level 3 overlooking the oval has been hugely popular within the sporting industry as well as corporates, community organisations and networks and private businesses. We’re excited to continue growing the space and to develop unique programs and partnerships that deliver meaningful outcomes for the women of the West, and beyond.”
Level 1 of the Hub includes training rooms, gymnasiums, Pilates studios, flexible learning spaces and Allied Health consulting suites. Level 2 of the building is let for private use and Level 3 has flexible meeting spaces, a premium boardroom and entertaining areas - including a balcony space with unparalleled views over the famed oval.
WAM Project Architect, Marianne Calvelo, says the design team began with the provocation - how can we blur the line between conventional learning personas and a facility for elite sports to achieve a positive experience that will meet the needs of female athletes?
Calvelo explains “we’ve intentionally utilised glass walls or flexible walls to open up the floors and create multiple opportunities for connection. It’s about functionality of use, but it’s also about enabling collaboration in a very inclusive way. The materiality is very tactile and warm - the place is not designed to feel sterile. We believe we’ve landed on a professional and mature environment that still embraces the Western Bulldogs’ identity through use of texture and ambience.
“We’ve intentionally developed highly flexible spaces to enable the Club to consider how they bring the community in and then build leadership internally. We’re hoping this space may provide inspiration, format-wise, for other clubs looking
to nurture closer relationships with their local communities. And we’re particularly thrilled to hear it’s become a beacon of activity right across the Western Bulldogs Football Club.”
On the other side of Melbourne, WAM is proud to have unveiled the Joan Montgomery Centre at Presbyterian Ladies’ College (PLC), which aims to provide a ‘real-world’ recreation and learning space and is a key element in the school’s masterplan for its evolving student experience.
Officially opened in March this year, the cutting-edge sports, aquatic, and fitness facility features a 50-metre heated pool with seating for over 400 spectators, a learn to swim pool, a fully equipped gymnastics arena and three multi-purpose sports courts. It also includes a dance and movement space, strength and conditioning room and dedicated group fitness area.
The Western Bulldogs Women’s Health and Leadership Hub.The Joan Montgomery Centre at Presbyterian Ladies’ College (at top and below).
Named in honour of former Principal, Joan Montgomery AM OBE, WAM Project Principal, Daryl Maguire, says the design focuses on creating a seamless connection between learning, an active lifestyle and a positive experience for all girls at the school, as well as the wider community.
Maguire notes “the design and amenities deliberately seek to engage the broadest possible cohort into the facility and its programs. From students seeking places to quietly recalibrate to those with elite athletic aspirations - there are now dedicated spaces to support all those varied recreational needs.”
Maguire says well-placed entrances, open sightlines, and welcoming pathways inspire curiosity and invite exploration. The design equally respects privacy, with distinct ‘wet’ and ‘dry’ areas to ensure users of the sports hall are visually separated from the swimming area while maintaining an integrated feel across the centre.
Cheryl Penberthy, Principal of Presbyterian Ladies’ College, says the Joan Montgomery Centre represents a bold step forward in the school’s commitment to the holistic development of its students.
Penberthy comments “there is a great deal of evidence that being active and strong and having a good level of physical fitness helps young people to be well balanced and able to cope with the challenges of life. The Joan Montgomery Centre is dedicated to empowering young women through physical activity, which not only promotes health and wellbeing but also builds confidence, leadership, and resilience. It helps redefine what it means to be a strong, capable woman both on and off the field.
“I’m proud of being part of a school community like PLC that truly prioritises sport and physical education for women. It’s significant because historically, women’s sport hasn’t always received the same attention or resources as has been available to young men.
“It speaks to the priority that PLC places on girls having
the opportunity to be active sportswomen and significantly broadens the program offerings for our 1,700 students. And with this new facility, we no longer need to limit participation numbers.
“Previously we were limited to a three-quarter sized sports court, which was not suitable in unfavourable weather and classes were sometimes cancelled. For swimming and other sporting electives we needed to book offsite venues, which also required travel time that could impact students learning timetables. We’ve now got an extensive offering and very little need to leave the campus, which is already proving very popular.
“Design-wise, I particularly love the clever design of the windows and the light that comes into the Centre, which makes the spaces very light but also private - particularly the courts with low windows on the west side. Once you’re inside, there is a natural flow from space to space, which creates harmony across the different sporting codes. With all the facilities well connected, there is a sense of collective liveliness when multiple spaces are activated.”
Penberthy says PLC is looking at a variety of options for the College to make its facilities open to the local community, adding “the Aquatic Centre classes are already in place and lots of families are taking up this opportunity, with the Aquatic Club open to students from other schools. The new gymnastics space enables us to expand our curriculum offerings for PLC students. It also allows us to provide out-ofhours gymnastics programs for both PLC students and the broader community. The courts will also be highly sought after - particularly for basketball - as there is a shortage of courts in our area and basketball is steadily growing in popularity.”
Warren and Mahoney takes a lot of pride in building facilities we know will not only better serve aspiring female athletes, but also provide warm, welcoming places for all those looking to be active across the community. A female design perspective is innately inclusive.
The secret lies in an integrated design approach that encourages elite performance while championing inclusivity.
Warren and Mahoney (WAM) Principal Kate Roach is a multidisciplinary architecture, interior architecture, and interior design specialist and a co-leader of WAM’s experience sector. She has designed and delivered award-winning projects across North America, Europe, the Middle East, Asia, and Australia.
For more work from Warren and Mahoney visit wam.studio. Warren and Mahoney (WAM) Principal, Kate Roach, shares how her practice - which has created some of Australasia’s most cutting-edge recreational facilities - is celebrating the recent completion of two new projects centred on women’s sport and leadership.
The Joan Montgomery Centre at Presbyterian Ladies’ College (and below).
Under Pressure
Karen Sweaney considers challenges facing the aquatic industry’s workforce
The ability to recruit and retain staff is a recurring issue across all sectors of Australia’s workforce, with the leisure industry feeling acute employment pressures in recent years - with worst case scenarios threatening the delivery of services.
In some cases, key offerings are being undermined by staff shortages, career structures that staff often view as fragile and wider social and economic pressures.
The most pressing concern remains the shortage of qualified swim teachers and lifeguards, a problem that has lingered for years and only deepened in the wake of the pandemic.
Even before COVID-19, swim schools struggled to attract and retain instructors, but the industry disruption caused by rolling closures and the exclusion of casual workers from JobKeeper payments led to a serious exodus.
Many instructors, a significant proportion of whom were students or young people in casual employment, simply left the sector for steadier jobs in retail, logistics or other service industries.
When pools reopened, the capacity to deliver programs had been slashed, leading to long waitlists and unmet demand. In Victoria alone, it is estimated that as many as 1,800 teachers were lost in this period, while Royal Life Saving Australia revealed in its 2023 National Aquatic Industry Workforce Report that more than 80% of swim schools held serious concerns about staff retention.
Examples of facilities that, in recent years, have had to
temporarily close for periods due to staff shortages include the Jindabyne Pool, Alice Springs Aquatic and Leisure Centre, Cowra Aquatic Centre, Parkes Aquatic Centre and the Dubbo Aquatic Centre.
Industry leaders warn that the issue is not merely one of recruitment but of long-term job attractiveness.
Aquatic roles remain under-valued, seen as casual stepping stones rather than careers with clear progression. The result is high turnover, inconsistent service quality and a struggle to hold onto talent even when new entrants are trained.
In response, Royal Life Saving has designed its National Aquatic Workforce Framework (currently being revised) to professionalise the sector, define capability standards and establish transparent pathways from entry-level positions such as lifeguard or swim instructor through to duty managers, operations managers and facility directors. The Framework aims to give employees not only skills but also a sense of purpose, recognition and opportunity in what is often dismissed as temporary work.
Overlaying these workforce problems are the pressures facing the facilities themselves. Royal Life Saving’s The State of Australian Aquatic Facilities 2025 report drew attention to an ageing infrastructure base and inequitable access to pools, particularly in regional and outer metropolitan communities. Many local councils find themselves grappling with ageing pools that are increasingly expensive to maintain or replace, while rising operational costs have forced difficult decisions about programming and staffing. In some regional
Image credit: Shutterstock.
areas, facility closures are reducing not only opportunities for the community to swim but also the employment prospects of those who might otherwise have pursued aquatic careers. For young people in country towns, a job at the local pool has long been an entry point into the workforce, but with facilities under threat that option is narrowing.
These workforce shortages and facility challenges come at a time when water safety skills among young Australians are slipping to alarming levels.
Released earlier this year, another Royal Life Saving study showed that almost half of Year 6 students are unable to swim 50 metres or tread water for two minutes, the basic benchmarks of aquatic competency. Unlike previous generations, today’s children face more limited opportunities, with programs cancelled or scaled back due to rising costs, staff shortages and logistical hurdles.
Alarmingly, many of the children who fail to reach minimum standards by the end of primary school see their aquatic skills stagnate through adolescence, leaving a generation illequipped for a country defined by its coastlines, rivers and backyard pools.
Swim schools report that the shortage of teachers compounds this problem, creating long waiting lists that delay or interrupt the continuity of children’s lessons. Parents willing to pay for classes cannot always secure a place, while school-based programs are hampered by transport costs and teacher availability.
The implications for drowning prevention are serious, with Royal Life Saving and other water safety bodies warning that the loss of a generation of swimming competence will increase risk for decades. For the workforce, the skills gap has a direct feedback effect: fewer children able to swim leads to weaker participation in aquatic sports and recreation, which in turn limits the vibrancy and sustainability of the industry.
Another area where workforce capability is being tested is in the delivery of inclusive programs.
Australia’s population is increasingly diverse, with growth in communities from culturally and linguistically diverse backgrounds as well as rising expectations for disability access. Yet many swim teachers admit to lacking the confidence or training to effectively teach participants with
disability or those with limited English skills. This has the effect of reducing participation rates among vulnerable groups and reinforcing inequalities in access to aquatic activity. Initiatives such as the Belgravia Foundation’s ‘All In!’ program are attempting to bridge this gap, offering targeted training and mentoring to give staff the tools to engage all participants with confidence.
Aquatic fitness instructors face similar challenges of recognition and career progression. Despite the welldocumented wellness benefits of water-based exercise for older adults, people with injuries and those seeking lowerimpact activity, the segment continues to be undervalued.
Instructor numbers have fallen since COVID-19 and many report that the pathway into aquatic fitness is opaque, with training requirements perceived as complex and the pay scale offering little incentive. Without a concerted effort to better market aquatic fitness and elevate its professional standing, the segment risks stagnation at a time when health policy emphasises the importance of active ageing and chronic disease management.
Industry consultant Jenn Schembri-Portelli, co-founder of aquatic fitness group Aqua Alliance, confirms this, pointing out “attendees at our last industry Forum shared their concerns about a shortage of aqua fitness instructors with numbers having declined as a result of the pandemic when professionals were forced to find other employment as a result of facility closure and programs being halted.
“Low wages, a complicated process for qualification and a lack of education providers were also cited as being a deterrent to employment in aquatic fitness.”
Economic pressures are compounding these workforce problems. The Fair Work Commission’s 3.5% wage increase, effective from July 2025, has raised costs for swim school employers who are already struggling with recruitment and retention. For larger operators the increase may be absorbed through economies of scale, but for smaller independent swim schools the higher wages represent a genuine challenge to financial sustainability.
With families also facing cost-of-living pressures, the capacity to simply raise lesson prices is limited, meaning many operators are caught between the imperative to pay staff fairly and the difficulty of maintaining margins.
Solutions
One of the most powerful sessions from the recent SPARK Conference (presented by the Aquatic Recreation Institute NSW and the Australian Swim Schools Association) was a presentation by Suellen Goyne, Coordinator - Aquatic Centres for Maitland City Council and a Director of ARI NSW, on research on workforce challenges undertaken by ARI and Council.
Belgravia Foundation’s ‘All In!’ program’.
Suellen Goyne.
Speaking after her presentation of the research, Goyne advised “key takeaways from the session included a clear appetite for transparent career pathways while there was also strong interest in scalable mentoring, especially through practical, lightweight formats and a demand for culture rituals that regularly recognise staff and connect them to purpose.”
In her ‘Smash Down the Silos’ address, Goyne also presented that top reasons for not seeing aquatics as a longterm career included unclear career pathways, the perception that it’s ‘not a real job’ and limited full-time roles.
Mentoring was another strong theme, with staff expressing interest in practical, lightweight formats that could scale across the industry while the culture of workplaces was repeatedly identified as more important than cash when it came to retention, with participants emphasising the importance of rituals that connect staff to purpose, recognition initiatives that celebrate achievements, and a sense of team belonging.
At the same time, rostering emerged as one of the sector’s biggest pain points, with a desire to trial simple rules of thumb to relieve pressures on managers and staff.
These insights translated into several quick wins that centres felt could be rolled out within 30 to 60 days, including the creation of a clear pathways map for major job families, a mentor matching form supported by regular office hours, weekly recognition shout-outs across sites and the industry, and pilot roster reforms at one or two centres that could be shared more widely.
Looking further ahead, these findings are already shaping the ARI’s strategic engagement plan, with workforce development being embedded as a priority through measurable actions and centre-led trials. Collaboration around mentoring, recognition and rostering practices is emerging as a unifying theme for the sector.
The research also highlighted that staff development remains predominantly informal, dominated by on-thejob training. Structured coaching, mentoring and financial support for further study had low uptake, with fewer than 15% of participants reporting access to these opportunities. This underlined the frustration of many respondents who argued that the absence of a consistent national career framework was holding the sector back. Nearly 70% disagreed that such a framework exists, and in open responses, many pointed to the need for greater collaboration, clearer communication, more training and networking, and closer attention to the challenges faced in regional areas.
Women in the Workforce
While identifying narrowing great gender disparity in its 2023 Industry Workforce Report, Royal Life Saving found more than half of the aquatic industry’s workforce (58%) is female.
However, the ARI and Maitland Council’s research found that women, in particular stressed that progression support, mentoring and leadership development opportunities as being crucial to ensuring their continued advancement in the sector.
Goyne explains “women aren’t just part of the workforce - they are driving it forward at every level and, for the next generation of women, this visibility makes the pathway clearer than ever.
“From entry-level swim teachers to centre managers and executives, the opportunities are real, and they’re growing.”
Moving forward, these challenges present a layered picture of an industry under strain.
The reliance on casual labour has left the sector vulnerable to shocks, while the undervaluing of aquatic career has eroded retention.
Nonetheless, there are green shoots in the form of structured workforce initiatives such as the National Aquatic Workforce Framework, which if embraced broadly could professionalise the sector and create the career pathways that have long been missing.
Inclusion programs are showing how training and mentorship can shift confidence and capability while the recognition of aquatic fitness as a health intervention rather than a recreational add-on offers potential for growth.
There is also renewed policy interest in water safety as governments acknowledge the social and health costs of declining swimming skills.
Karen Sweaney is Editor of Australasian Leisure Management.
Image credit: Belgravia Leisure.
Image credit: Shutterstock.
The Future is Here
Wayne Goldsmith explains how AI can help swimming coaches, learn to swim teachers and other aquatic professionals
Every time I talk with swimming coaches about artificial intelligence (AI), I get the same response … “it will never replace coaches”.
And they are right. AI will never replace coaches or coaching or teachers or teaching for that matter.
However, AI can help you be more efficient in ways that give you back that most precious of all commodities: time.
AI can be a time saving tool that can give you more opportunities to coach, to spend time with family and friends, to work on your own health and fitness or to just chill out, rest and recover.
And if you aren’t using AI in your coaching and teaching programs, I promise you many of your competitors already are!
To quote Adam Druissi, founder and Chief Executive of leading Australian Data Science company Qantium (and the current Chairman of the Bulldogs NRL Club) “AI is going to change everyone’s jobs.
“If I look at executive teams, I think probably in two years time, 30% of the people around the table won’t be sitting here any more - and that’ll be the 30% that don’t embrace AI, and don’t think about how they change their jobs and how they lead their organisations to embrace AI.”
What do we know?
I asked one of the AI services that I use - Claude.ai - to explain to me - and an audience of swimming coaches, teachers and aquatics professionals who read this magazine what AI is. It replied, “AI is like having a tireless assistant coach who
never forgets anything and can instantly compare thousands of swimmers’ data to help spot what’s working and what isn’t. It’s simply a computer tool that learns from information to give coaches and teachers better insights about their swimmers’ progress and technique.”
In short, AI - can - if you take the time and make the effort to learn how to use it effectively, be a transformative game changer: a revolutionary workplace efficiency tool that can help you achieve remarkable things regardless of your role in the aquatics industry.
What are some examples of ways AI can be useful and helpful for swimming coaches, teachers and aquatic professionals?
There are five basic ways that swimming coaches, learn to swim teachers and swim school leaders can simply and easily integrate AI into their daily workflows. AI can:
1.Assist you writing programs, practices, workouts and lesson plans
2.Help you develop weekly, term and annual program plans, learn to swim school syllabi and curricula and other aquatic learning systems
3.Review data and quickly analyse large, complex sets of information, such as Excel spreadsheets with attendance data - (without you needing to know all that Excel formula stuff ) and help you write a professional report based on that data
4.Help you develop marketing plans, promotional materials and other public facing advertising resources
5. Help you develop admin forms, processes and operational management tools.
Quite simply, there are very few limits in the capability of AI to streamline your daily work tasks.
How can swimming coaches use AI?
Let’s look at a very simple and practical example for swimming coaches:
Go to ChatGPT - (the free version is fine for this exercise) and in the box in the middle of your screen ask it to “Write a workout for my swim squad. It should be targeted for young swimmers aged 11-14 years of age and be a balance of kicking, freestyle technique drills and a main set with a focus on aerobic fitness. The total workout should be no more than 3000 metres”.
(Note *In writing this article, I did the above exercise. Opposite is what ChatGPT delivered in under 10 seconds.)
You will note that ChatGPT didn’t just write the workout. It
-Provide feedback during drills - focus on body position and hand entry.
-Use underwater filming or mirrors if available.
-Keep main set consistent but not exhaustingbuild fitness through rhythm.
offered ‘coaching’ advice as well.
If you’re an experienced swimming coach, you’ll probably look at the above workout and think “it’s not perfect” - and you’d be right.
But - stop and look for a moment at what the AI produced in seconds - without any detailed background knowledge of the swim squad - then consider how long it takes you to write a workout and you’ll start to realise that this is potentially the greatest time saving and efficiency tool ever invented for swimming coaches. And, believe it or not, this is AI at its simplest form!
So AI can write programs quickly but what else can it do? Here’s another simple, yet mind blowing example from AI: this time about technique.
I asked Claude.ai this question: “I have a 10 year old swimmer who has a ‘screw-kick’ in breaststroke. Can you recommend some drills and skills practices I can do to help them develop a more even, symmetrical, legal breaststroke kick?”
And the Claude.ai response below - this time delivered in around five seconds:
Below are some effective drills to help correct that screwkick and develop proper breaststroke technique:
Wall Work: Sit on the pool edge with legs in the water and practice the kick motion slowly, focusing on both heels coming up together and both feet pushing out equally. Have them watch their feet to see the symmetry.
Kickboard Drills: Use a kickboard and kick on their back - this makes it easier to see and feel if one leg is doing something different. The symmetry is much more obvious in this position, and they can self-correct.
Streamline Kick on Back: Arms at sides or in streamline position, kicking breaststroke on their back. This removes the complexity of coordinating with arm stroke and lets them focus purely on leg symmetry.
Single-Leg Practice: Hold the pool wall and practice the kick with one leg at a time, then put them together. This helps identify which leg is causing the asymmetry and allows focused correction.
Mirror Work (if available): If your pool has underwater viewing windows or you can use underwater cameras/ phones, visual feedback is incredibly powerful for young swimmers to see what they’re actually doing versus what they think they’re doing.
The key is lots of repetition with focused attention on keeping both legs moving identically - many young swimmers develop these habits simply from lack of body awareness (AI response ends here).
However, while AI is brilliant at developing programs, designing practices and doing a lot of the mundane administrative and operational tasks that coaches and teachers face daily, someone still has to connect with, engage with and build relationships with the young people we coach.
And that’s why AI can and will replace some of the time consuming elements of our profession but - for now at least - your job is safe.
Where to start - Using AI in my swimming coaching
Start small and simple. Go to CHATGPT - https://openai.com/
Ask (when you ask AI something it’s called a prompt) the AI to list the top ten backstroke drills or to write 10 brilliant speed training sets for 15 year old sprint swimmers or to write a one week school swimming program for primary age children. You will be blown away by the response.
Then when you’re a little more comfortable, ask the AI something with a bit more depth and detail and something that’s directly relevant to your own aquatics role, such as “I am a swimming teacher. I’ve got a class of 6, nine year olds every Friday. I am looking for 10 x 30 minute workouts I can use that are based on having fun, learning backstroke and butterfly, teaching freestyle turns and end every session with a game”.
From there…it’s up to you.
So What’s the Bottom Line?
AI is here. Get comfortable using it and understanding its
capability and limitations. Ultimately, this industry is still about people and relationships and while AI can provide an unprecedented level of efficiency, data management and time saving, it’s impact and effectiveness will still be based on the human connections of coaches coaching and teachers teaching.
Summary and Take Aways
1.AI is a tool - a tool with incredible potential and limitless possibilities for coaches, learn to swim teachers, swim school managers and other aquatic professionals.
2.Try to think of AI - not as another search engine like Google - but as your own Personal Assistant.
3.AI can help you in many ways, but you need to invest time and effort in training your AI service to understand how you work and your specific needs. Think of it this way. If you were hiring a new team member, regardless of their previous experience or qualifications, you wouldn’t assume they know exactly what to do and how to do it: you would spend time training them, coaching them, mentoring them and working with them to help them better understand you - to give you time to better understand them. AI is the same!
4.Don’t be afraid to ask AI to coach you about ... AI! A great way to do this is to ask the Ai at the end of the task you’ve been working on together, “Is there a better way I could have done this?”. AI - can coach you to be better at using Ai.
5.AI is not perfect. It’s not infallible. It’s certainly not 100% right, 100% of the time. If you use AI for program development, lessons plans, swimming school curriculum and syllabus development, training sessions and workout design or any of your administrative or operational tasks, spend time reading, checking and reviewing the AI output. Do not assume it’s perfect.
Wayne Goldsmith is a globally recognised expert in the aquatics industry with over 25 years of experience across teaching, coaching, facility management and business operations.
Previously as Group Manager Aquatics at Belgravia Leisure, he led all elements of Australia’s largest aquatics program across Australia and New Zealand, overseeing delivery of over three million swimming lessons annually.
His career includes leadership roles with Swimming Australia, Water Polo Australia, Diving Australia and Triathlon Australia, where he spearheaded highperformance programs and developed innovative coach education systems.
Image credit: Shutterstock.
Reviving the Dream
Greg Yong, Group Chief Executive of Coast Entertainment Holdings - owners and operators of premium attractions Dreamworld, WhiteWater World and SkyPoint - has taken on the role of President of the Australian Amusement, Leisure and Recreation Association (AALARA)
Yong speaks to Australasian Leisure Management, expanding on his keynote address on the second day of the AALARA 2025 conference, delivering a presentation that was ‘fair dinkum’, operationally focused and clear.
Here, he talks about the challenges of turning around a large, public-facing business, the tough-decisions it required and how this was based on a clear commitment to getting the fundamentals right - especially in relation to safety and culture. Australasian Leisure Management: “The business moved from being Ardent Leisure to becoming Coast Entertainment Holdings at the end of 2023. What drove that?”
Greg Yong: “We’ve consigned Ardent to the dustbin of history,
with our name change reflecting a real paradigm shift in who we are as a company and an organisation, working really hard on making new memories. Everything we do is about Dreamworld, WhiteWater World and SkyPoint and improving its reputation and operations.
“Aware that we needed to change the perception of Dreamworld, we’ve made significant investments in safety measures, including re-profiling problem areas, upgrading infrastructure, and implementing rigorous safety drills and procedures. We looked at every part of the business and asked ‘how are we going to be uniquely different?’, not just to Village Roadshow but to the rest of the industry.
WhiteWater World (above), Greg Yong (below) and Halloween event at Dreamworld (opposite).
“When I joined it was for what was probably a once in a career opportunity to transform a business – and, while we have a high profile, Dreamworld is really a little business which we run more like a family business with a focus on long-term goals.
“Safety has been key to that.”
ALM: “In respect of safety, we can’t avoid the tragedy of 2016. However, with you joining the business in 2019 what changes have you driven since then?”
GY: “Safety is almost one of those things where it rolls off the tongue, but it’s been a big, big deal for us. It’s not just been about fancy manuals and that kind of stuff, rather we have spent money on things … which we have done in all areas as we can’t not spend on safety.
“It costs a ton to be unsafe but we’ve had our reputation to deal with, as a place where we’ve had a huge safety breach.
“I’ll give you an example.
“We had this situation at WhiteWater World in an area of the main pool which we called the black line where, every single day, we’d be pulling kids out of the water.
“So we swam it and we realized that there was a gradient change in the pool, with the floor falling away which saw kids lose their depth and us having to jump in and do a rescue.
“Having looked at more lifeguards, more vigilance, more signage and more training, we chose to empty the pool and we spent $300,000 to re-profile it to take this whole gradient issue away.
“And we haven’t had a rescue at the black line for three years.
“Backing this up, we have a safety team comprised of
people who used to work for Qantas and Virgin, as we think that commercial aviation is a really good proxy for what safety looks like.
“My colleague Michelle Erasmus (Dreamworld Director of Operations) says that we drill like there’s oil under us at Dreamworld! We spend a huge amount of time doing drills as safety only works when it becomes habit. Saying it’s important isn’t enough.
“And another thing we are big on is how we present our properties, which sends a strong message about our care and attention.”
ALM: “Financially, most of the last eight or so years have been a challenge for you.”
GY: “Since 2016 we’ve lost $83 million as an organisation and invested another $100 million plus on the company. Pleasingly, it’s not so bad anymore, but it’s not been a good time.
“But we can see how this investment has refreshed and upgraded key rides and facilities as we try to make more money and grow the business.
“We now have an event program that’s been really great, starting with an event called Winterfest, expanding our Halloween festivities and hosting different events.
“We’ve really tried to work hard on our food with offerings which is now much better than what it was.
“We’ve also spent a lot of money on the rides that we
thought we should keep and that are really good: refreshing the Gold Coaster, giving the Giant Drop its first paint job since 1997 and we upgraded the Dreamworld Express, one of the most enjoyable parts of the park for a lot of people.
“Our capital spend has seen us introduce Sky Voyager, which is probably Australia’s best indoor ride, put in new product at WhiteWater World and also reinvested in our kids’ area.
“Bigger investments have included the Steel Taipan, Wave Swinger - which has been tremendous, and, at the end of last year, the brand new area called Rivertown, which has been fantastic.
“We’ve got three attractions in there: Murrissippi Motors, which was the old vintage cars at Dreamworld, completely reimagined; a great new family coaster called Jungle Rush and the Jane’s Rivertown Restaurant – and I’m calling a restaurant an attraction, it’s that good.
“And we’ve got another new ride coming which will open towards the end of this year called King Claw, replacing the old claw ride that we had at Dreamworld.”
“We’ve spent a lot of time on trying to get more out of Skypoint - which is a great part of our business which we’ve made better with great food and delivering a really good experience.”
ALM: “It is noticeable how you are focussing on the guest experience.”
GY: “We’re over 40 years old at Dreamworld and have made some fantastic memories over that time.
“We’ve also made some really terrible mistakes but are working hard to make some new memories, really trying to change the perception of Dreamworld from what was clearly
a terrible situation to a very different organisational state.
“To achieve the improvements we wanted, we have this thing called the strategy wheel, looking at every part of the business and with a really hard focus on being differentiated.
“As I said, we are run like a family business doing everything we can to run a great company.
“So, we don’t have a special car park for the managers, we don’t have fancy discounts for executives, and that kind of stuff. We run it very flat. We’re all the same. We all do the same things. One of the best parts about it is that if you come to our place at school holiday, you’re going to find all of us out there in the park: cleaning the toilets, running the bar, doing whatever we’ve got to do. It’s one of the best parts of our company.
“There’s no formal service training at Dreamworld. The focus is on treating people right, setting the tone through culture, and then trusting the Team to deliver. And when they do, it’s celebrated.
The new Jane’s Rivertown Restaurant at Dreamworld.
Dreamworld’s Steel Taipan.
The heights at SkyPoint.
Family at Dreamworld.
Dreamworld’s Murrissippi Motors.
“This has helped us achieve what I think is Australia’s biggest turnaround for a business over recent years. Not in a corporate sense but in terms of heart.”
ALM: “And you’ve also introduced changes with Tiger Island?”
GY: “Tiger Island is a good example about where we have made big decisions.
“We’ve had the program for more than 30 years, with people going in with the tigers and it’s been a really fantastic program.
“But, as we look at safety we started having a real good look at this attraction, saying ‘well, there’s a lot of soft controls. There’s no engineering controls here. There’s no redundancies. There’s no tertiary seatbelts here or anything like that. It’s just a tiger’.
“At end of the day, we are dealing with a wild animal. And we had to consider that every time a team member or guest goes into the enclosure with a tiger, ‘is that going to be the last time it happens?’.
“So, we made the decision two and a half years ago to get out of that and to move to what we call a protected tiger program and have spent around $4.5 million to set up our tiger program so we can move tigers around the whole facility without human interaction.
“I think its been a good example, of where we made a courageous decision to say, ‘we’re not doing it anymore’we’re just not willing to take that risk, which is an illustration of the importance of safety through actions and not just words.”
ALM: “It’s very clear how respected you are in the industry. Do you have any thoughts to share on that?”
GY: “If you are wanting to build a positive, service-oriented culture and engage your team in delivering excellent customer experiences, the most important thing to do is actually look after the customer.
“Team engagement is key to this, so we spend a lot of time on our team members and trying to get them hugely engaged in what we’re doing.
“And it can be very easy for senior leaders to drift from the guest experience. The further you get from the day-to-day, the easier it is to lose sight of what really matters - open rides, clean spaces, respectful language, and a team that lives the culture, not just hears about it.
“Anyone can write a strategy - but it’s your team that brings it to life.”
ALM: “And this then translates to an improved guest experience?”
GY: “It’s what you present to the customer that matters. And so we spend a truckload of time trying to make sure that we understand the things that are important.
“I’m going to shock you and amaze you, but I’ve done a lot of consumer research in this regard and found that people really like going on rides. You better have them open when you’re not maintaining them - so we spend a lot of time on maintenance.”
ALM: “And you are now the new President of AALARA. What are your aims in that role?”
GY: “As President of AALARA I want to focus on listening to members and understanding what they want from the association. They want to avoid the organisation becoming too ‘corporate’ and losing the entrepreneurial spirit seen in smaller operators.
“We’ve made efforts to improve the annual conference based on feedback, trying to find the right balance between different topics and ensuring value for all members.
“There’s also a focus on attracting and involving younger leaders and up-and-coming professionals in the association, as they can provide valuable perspectives.
“AALARA is owned by the members, so, I’m in this custodial role to try to create value and make it better than what it was when I started this role. So I’m really keen to just re-establish what the members want out of their Association.”
ALM: “And do you have plans for growing membership?”
GY: “We need to find ways to attract new emerging leaders from organisations and have them come through and get some value out of membership.
“We have to look at the membership and the composition of the membership and make sure we’re giving everyone that membership some value that they deserve.
ALM: “And how do you view Australia’s attractions industry and what you can contribute?”
GY: “We’re in a great industry in which I want to drive collaboration and knowledge-sharing within the industry to promote safety and continuous improvement.”
Greg Yong was talking to Nigel Benton.
The AALARA 2025 Conference saw the announcement of a partnership between the association and Leisure Media Limited that will see all AALARA members receive Australasian Leisure Management magazine as membership benefit.
Tiger Island.
Reimagining the Holiday Park Experience
From splash parks to mini golf, BMX courses and more, Gwen Luscombe looks at how Discovery Parks’ recent multi-million-dollar upgrades are elevating the family holiday park experience
Owner-operated lifestyle holiday parks, Discovery Parks, are unveiling $80 million worth of exciting new additions to its portfolio of more than 90 parks across Australia. Much of this investment is focused on leisure amenities designed to uplift the guest experience.
With family travel experiencing a surge, the holiday park industry is enjoying growth too, Discovery Parks’ Chief Development Officer, John Domino advises “family remains the main growth market, and, at the same time, the demographic is shifting as millennials enter the family stage of life.”
Explaining that this brings a changing expectation around the quality of accommodation, but also the digital experience and leisure facilities offered in the parks, Domino states “a focus for Discovery Parks as we continue to develop our properties is to be able to offer a diversity of leisure facilities, but also ensuring they are fit for purpose in each location.
“We’re continuing to invest in our network to reimagine
guest expectations of holiday parks, ensuring memorable stays at destinations that will have customers coming back time and time again.
“This may mean one location is better suited to a waterpark while another may see more benefit from something like a nature playground. This approach, which combines regional research and customer insights is really key to how we leverage these investments to grow visitation.”
One of the major recent developments is the completion of a $20 million project at its Forster, NSW holiday park. Located on the banks of the Wallamba River and its beaches, the park has been overhauled with upgraded caravan sites, including new cabins and family amenities, namely a resort-style swimming pool, waterpark and playground.
The new upgrades further add to the park’s existing appeal with boat ramp access to the river and a great range of facilities for dog lovers, including an off-leash play area and an automatic dog wash.
Discovery Parks - Forster. Credit: Cassandra Hannagan.
Every facility has a story to tell. Journeys from concept to grand celebrate.
Surfaces are the largest features present at any venue. They take up
Domino notes “holiday parks still remain an incredibly accessible and affordable way to travel, which remains a key factor to the continued strength of the market, particularly given the tighter economic conditions.
“To this point, parks have evolved significantly to provide more leisure inclusions than ever, which really emphasises the value for money. Importantly, whether you book an unpowered site or a deluxe cabin, you still have access to the same facilities in the park.
“As much as this change has been driven by changing customer expectations, it’s also a reflection of the incredible innovation of industry suppliers and manufacturers who continue to develop and market exceptional leisure products. This incentivises operators to invest to ensure their parks remain or become go-to destinations for families.”
In Victoria’s Echuca, a multi-million-dollar land development
has not only increased accommodation capacity but has seen investment in family-focused leisure amenities such as a waterpark, indoor and outdoor swimming pools, a miniature golf course and a BMX pump track.
Likewise in South Australia, Discovery Parks - Hahndorf has added to its accommodation offerings as well as investing in a new playground and BMX bike track along with their existing mini golf course, giant chess set, swimming pool and jumping pillow and further boosting its appeal to the family market.
With the devastating Murray River flood in 2022 impacting their Mildura location, the park has received a $4 million transformation and upgrade to its guest leisure facilities. Aside from rebuilding campsites and adding 20 new cabins and an upgrade to the camp kitchen, they have also rebuilt two amenities buildings, refurbished both swimming pools and upgraded the signature bouncing pillow.
Discovery Parks - Forster. Credit: Cassandra Hannagan.
Discovery Parks - Mildura, Buronga Riverside. Credit: Cassandra Hannagan.Pump track at Discovery Parks Hahndorf Caravan & Holiday Park.
The park’s waterfront area has also been rejuvenated with dedicated sandstone seating and two waterfront BBQs, offering guests a picturesque setting to relax and enjoy the natural beauty of the region.
Domino says that the recent investment is just the start, going on to say that “(with) over $1 billion in development opportunities in the pipeline and roughly $100 million in spend annually … there’s always plenty of fantastic projects underway.
“We plan to deliver around 20 projects this year including a new waterpark at Discovery Parks - Alice Springs, which is due to come online in Q3 2025 as part of a broader $8 million project, a new games room and sensory room at Discovery Parks - Nagambie Lakes in Victoria and a heated pool and tennis court are being put in at our Bunbury, Western Australia park later this year too, just to name a few.”
Gwen Luscombe is an award-winning journalist and a former recipient of the Write It Fellowship with Penguin Random House Australia. She is also a Publisher’s Australia Bell Award-winning editor.
Discovery Parks - Forster. Credit: Jacquie Manning.
Discovery Parks Hahndorf Caravan & Holiday Park.
Playground at Discovery Parks Hahndorf Caravan & Holiday Park.
The bet That saved Australian rugby
Zoe Samios looks into fund manager Ares’ 2021 loan to Rugby Australia
In May 2021, a US investment firm took a leap of faith on a struggling Australian sport.
Ares Management, a New York Stock Exchange-listed asset manager, was starting to put its stamp on the global sports industry and Rugby Australia, the local governing body of rugby union, was running out of cash.
The deal - a $40 million loan - was one of the first in Australia for Ares and was part of a new global strategy aimed at making money from sports leagues and franchises.
It was a risky play for Rugby Australia, which agreed to an interest rate of about 11% as part of the deal.
However, former Rugby Australia Chairman Hamish McLennan said the sport would have collapsed without it. McLennan, who became Chairman in 2020 said “the game was completely broke” when he arrived.
He notes “we ended up losing (more than) $25 million that first year with absolutely nothing in the cupboard, and our real fear was that we would lose all of our players overseas.”
Like most sports in 2020, the COVID-19 pandemic sent Rugby Australia into a downward spiral. The absence of matches made it difficult to meet the demands of broadcasters and sponsors, and in the year ending 31st December 2020, the body had posted a $27.1 million loss.
Major sponsor Qantas ended its relationship after 30 years, and the governing body was forced to sign a new broadcast rights deal worth substantially less than the previous agreement.
McLennan, who was ousted from his role in November 2023, recalls “the primary concern was to get a line of funding
that would keep the game alive while we fixed the game, and no local institution would loan us a cent.
“We had active discussions about the possibility of the game going amateur.”
There was another problem - Rugby Australia had signed a foreign exchange agreement with HSBC, a contract that allowed it to hedge against currency fluctuations related to a media contract that was in US dollars.
The collateral? The Wallabies brand.
McLennan explains “the thought of a foreign bank owning the Wallabies brand sent shudders down our spines.
“The Ares loan was a big call, but in the fullness of time, it saved the sport.”
Ares’ money was used to restructure Rugby Australia, pay players (including women for the first time), and to fund the bid for the Rugby World Cup in 2027 and Women’s Rugby World Cup in 2029.
Rugby World Cup 2023 match between the Wallabies and Georgia (above) and fans at the 2022 Test Match series between the Wallabies and England at the SCG (below). Credit: Shutterstock.
It was the bridge required to get RA to the British and Irish Lions Tour, a once-in-12-year event that is expected to deliver a major windfall for the sport. It was not used to pay the first part of ex-NRL star Joseph Suaalii’s contract, which did not begin until October 2024.
John Knox, head of Ares Management Australia and New Zealand, said the loan was provided because the sport was globally recognised and had highly predictable revenues, including long-term media rights.
Knox states “the benefit for Rugby Australia for the loan over equity is it is a cheaper form of financing with less governance rights.”
Rugby Australia still has its challenges, but it remains a professional sport. If all goes to plan, the governing body will post a $50 million surplus in 2025 - a record.
Ares was repaid when Rugby Australia refinanced its debt with Pacific Equity Partners in 2023, but the initial deal was an early example of the increasingly influential role investment firms have in the growth of sport.
Since the COVID-19 pandemic, private equity has become a more common source of capital in the fast-growing global sports industry.
Sport has been part of Ares’ business for nearly two decades (its first investment was in 2007), but the firm moved further into the space during the pandemic while watching Michael Jordan’s documentary The Last Dance, according to an article by Fortune.
It became clear at that time that sports stadiums were empty and major codes would need liquidity solutions.
Knox, who is also chairman of Cricket NSW, comments “if you look at the structure globally of many sports clubs and leagues, historically they were financed through traditional bank debt and rated securitisation facilities at the league level or common equity from majority and minority owners.
“As these leagues and clubs have continued to benefit from secular growth trends, there is greater interest in flexible and scalable capital solutions from institutional investors.”
Ares and its competitors such as Apollo Global Management believe the sports market - everything from teams to technology, stadium development, and athletic gear
- is underpenetrated and resilient to macroeconomic factors. The valuations of sports franchises and leagues have grown rapidly as broadcast deals with streaming services extend fan bases (and sponsorship) to new markets.
Knox went on to say “many sports derive significant value from their unscripted live content, which we believe is largely uncorrelated to the broader market.
“Underpinning that demand is the scarcity of available teams, emotional connection for fans, and increasing value of global media rights.”
Since the deal with Rugby Australia, Ares has established itself as a major player in global sports investment through a range of equity and private credit deals.
Among the more notable transactions is the 10% stake in the NFL’s Miami Dolphins and a $US75 million investment in Inter Miami FC. More recently, Ares acquired a minority stake in France’s Sail GP team alongside French footballer Kylian Mbappé.
Ares has no active loans or equity positions in the Australian sports landscape. It’s a reflection of the size of the market, the potential for international brand recognition, and the way sports codes have operated historically.
Australia’s largest sports codes, such as the AFL, NRL, and cricket, have historically operated under memberowned not-for-profit structures. AFL clubs and BBL franchises are not privately owned, while there is only a handful of clubs in the NRL with individual investors - the Manly Sea Eagles, Melbourne Storm and the Gold Coast Titans are among them.
Other competitions, such as the National Basketball League or the A-Leagues, are far smaller (though private equity firm Silver Lake has a minority stake in the soccer competition and New Zealand Rugby).
But the amount of private investment in sport could change in a matter of months if Cricket Australia decides to privatise all or some of its Big Bash League franchises.
Zoe Samios is a Business Reporter for the Australian Financial Review (AFR).
The article first appeared in the AFR and is reproduced with permission.
Women’s 2023 International match between Australia and Fiji at Allianz Stadium. Credit: Shutterstock.
Belgravia Group is a family owned, family run, multigenerational business servicing Australia and New Zealand.
Divided into activity-based and business services, Belgravia Group is delivering sport, fitness and wellbeing opportunities to improve the lives of as many Aussies and Kiwis as possible and bestpractice business support solutions allowing existing and emerging businesses to reach their peak.
Established 1990.
www.belgraviagroup.com.au
Model Transformation
Aiming to reflect a growing and diverse industry, AUSactive has unveiled a transformed membership model
In a significant move to elevate exercise professionals’ recognition and modernise the standards of Australia’s exercise and active health workforce, AUSactive has announced a transformative overhaul of its professional membership framework.
Launched as of late July, the new two-tiered membership model promises to bring clarity, accessibility, and inclusivity to an industry that continues to evolve in scope, depth, and community impact.
The update replaces what many professionals considered a complex and often fragmented system of registration with a simplified structure that better reflects the realities of today’s multidisciplinary exercise environment.
It’s a significant moment for the organisation and the thousands of professionals it supports across modalities such as personal training, yoga, Pilates, aqua fitness, tai chi, and group exercise.
Advising that the move is more than an administrative change, AUSactive Chief Executive, Barrie Elvish states “it’s about recognising the incredible diversity and professionalism within our sector and giving every practitioner - from yoga teachers to clinical exercise physiologists - a clear and credible pathway forward.”
A New Era of Professional Recognition
At the heart of AUSactive’s announcement is the introduction of a streamlined two-tiered system: Registered and Accredited
Registered
Under this model, Registered members are those who hold a nationally recognised qualification in their chosen modality, have valid first aid and CPR certification, and possess personal insurance or are covered by their employer’s insurance.
This tier allows individuals to be recognised as active health professionals without necessarily engaging in ongoing professional development activities - though they can upgrade at any time of their choosing.
Accredited
The Accredited tier, meanwhile, is reserved for those who commit to continuous professional development (CPD). Accredited professionals will have completed the existing base requirements plus 20 CPD points over a two-year period.
Main image credit: Shutterstock and AUSactive leaders at the recent Canberra Leadership Forum in Canberra (below, from left): outgoing AUSactive Chair Jayne Blake, Chief Executive Barrie Elvish, incoming Chief Executive Ken Griffin and current Chair Emmett Williams.
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Elvish explains that this tier not only represents a higher level of expertise and commitment but also comes with enhanced access to tools, benefits, and commercial opportunities, noting “think of it as building both a recognition of achievement and a ladder of opportunity.
“Professionals can start where they are and choose how far they want to go. It’s about meeting people where they are in their careers and helping them move forward.”
More than a Title
While the terminology shift from ‘Registered Exercise Professional’ or specific modality-based labels might seem minor, industry insiders see it as a strategic move.
It’s a shift toward a more inclusive and unified professionone that acknowledges the growing demand for integrative, multi-disciplinary approaches to health and wellness.
For AUSactive members and the broader industry, the model is designed not just to categorise, but to empower.
Elvish discloses “we want members to see their registration as a badge of credibility - something that opens doors with clients, employers, business stakeholders, and the broader health system.”
Accredited members will have access to critical industry programs such as AUSactive’s upcoming registered NDIS provider program, and depending on their qualification, may also be eligible for private health insurance rebates for their clients, adding a compelling financial and professional incentive.
Elvish expects that most current AUSactive members will transition to Accredited status, as the majority have already met the criteria or will soon.
A Sector Ready for Change
The new model is the result of extensive consultation over the past year. According to AUSactive, feedback was gathered through surveys, focus groups, and one-on-one interviews with members, employers, training organisations, and even non-members.
Elvish advised “what we heard loud and clear was the need for simplicity and recognition.”
“Professionals were frustrated with the complexity of the previous system - split categories, multiple tiers, different names across modalities. We’ve addressed that.”
From its roll out as of late July, the new model has a
transition period extending through June next year, giving professionals ample time to understand, align with, and embrace the new model.
Group Exercise Leaders get a Boost
The update also includes important changes for group exercise leaders (GEL) - a key workforce in Australia’s fitness and wellness landscape, often on the front lines of community engagement and active ageing programs.
The qualification requirements for GELs have now been broadened. While the traditional GEL Certificate remains valid, AUSactive will now recognise a wider range of private provider training courses, offering more flexible pathways into the industry.
Elvish goes on to say “this is about increasing accessibility.
“Not everyone follows the same path into the industry, and we want to make sure we’re acknowledging the many valid routes people take.”
With Australians increasingly turning to group fitness as a way to connect, stay active, and manage physical and mental health, the expanded GEL criteria could pave the way for a new generation of community-based leaders.
A Fresh Approach to Professional Development
In tandem with the registration overhaul, AUSactive is also moving to replace its Continuing Education Credit (CEC) system with a new Continuing Professional Development (CPD) framework.
This update, which brings AUSactive in line with Allied Health and many other professional bodies, is designed to better reflect the value of ongoing learning - whether it happens in a formal workshop, a digital short course, or even a peer-led mentoring setting.
It has also implemented a flexible ‘rolling CPD period’ for Accredited professionals. Identifying CPD points may be accrued within the previous two-year timeframe, regardless of the registration period/s.
A Vision for the Future
Behind all these changes lies a deeper strategic goal.
AUSactive is positioning itself not just as a registrar of qualified professionals, but as a credible, influential voice in Australia’s public health system - one that can advocate for the role of physical activity in everything from chronic disease prevention to mental health support.
Elvish goes on to say “the UK government has just announced a 10-year pivot to preventive health to address a floundering healthcare system; many other western countries, including Australia, are in similar circumstances and in many ways, this model is a foundation for the next chapter of AUSactive.
“We are working to integrate our members into the broader health ecosystem, where they are recognised not just as exercise professionals, but as essential players in Australia’s preventative health strategy.”
The stakes are high. As Australia grapples with rising levels of inactivity, obesity and lifestyle-related illness, the demand for skilled, credible movement professionals has never been greater.
Elvish concludes “there’s a window right now where exercise professionals can cement their role as health professionals, not just fitness enthusiasts.
“This model helps make that possible.”
Contact www.ausactive.org.au
Aiming for the Top
With a mantra ‘Designed by Science’ DRAX Fitness makes no secret of its ambition to become the world’s number one fitness brand within the next decade
South Korea’s leading fitness brand, DRAX Fitness, is expanding its presence in Australia, driven by its core principle: equipment engineered to facilitate natural movement, enhance the mind-body connection and deliver a superior training experience. Every treadmill, strength machine and AI-powered system embodies this philosophy. Founded in Korea in 2001 and rebranded as DRAX Inc. in 2016, DRAX operates three highly automated manufacturing facilities, producing 99% of its components in-house. This vertical integration ensures consistency, quality, and efficiency across global product lines. DRAX holds more than 90 patents and 110 industrial property rights, including the DraxFit AI fitness platform, which integrates digitally controlled equipment and facility processes to deliver a dataled experience.
In Australia, the company’s heritage stretches back nearly 50 years. In 1976, German-born engineer and bodybuilder Manfred Meier, frustrated by the high cost of imported equipment, began designing and building his own strength machines for his gym in Mackay. Demand grew quickly, and by 1982 he had established Caloundra Gym Equipment (CALGYM). Over the next 25 years, CALGYM, later rebranded as Synergy Fitness, became one of Australia’s best recognised manufacturers of commercial strength machines and performance air ergometers.
In 2021, DRAX Inc. acquired Synergy Fitness, creating DRAX Australia, one of four international subsidiaries (alongside the UK, Germany, and Japan). Today, DRAX exports to more than 40 countries.
Innovation
The Designed by Science philosophy underpins every DRAX product, ensuring cardio and strength equipment is
All images courtesy of DRAX Fitness.
engineered to replicate natural movement, build stronger mind-body connections and deliver measurable results.
Key examples include:
•SpeedSync Auto Speed Control Technology - featured on DRAX performance treadmills, this patented innovation allows users to accelerate or decelerate responsively without touching controls, promoting stride variability and natural movement as if training outdoors.
•Bilateral Stability Control - built into DRAX Synergy pin and plate loaded strength ranges, this mechanism enables users to destabilise lifting arms for independent limb coordination, balancing both physical performance and neural engagement.
Andrew Pettet, Chief Executive of DRAX Australia, explains “what we manufacture is designed to mimic natural movement in the closest possible fashion. Once SpeedSync is engaged, users no longer need to worry about speed toggles or buttons, they simply adjust their position on the running deck. This creates a stronger mind-body connection, keeping people engaged in the activity, whether walking, jogging, or running. The result is a more mindful workout and a healthier state of being.”
Vertical Integration and Support
One of DRAX’s greatest strengths lies in its vertical integration. All AI systems, software, cardio and strength
equipment, kiosks, and vending machines are designed and manufactured in-house at DRAX’s Korean facilities. This eliminates compatibility issues and ensures a seamless member experience.
Clients benefit from:
•Comprehensive onboarding and training delivered by DRAX’s technical team
•Class leading warranties and tailored preventative maintenance programs
•An online service portal with automated technician dispatch
Additional business advantages include class leading manufacturing lead times, competitive finance solutions, professional installation, and nationwide after-sales support.
Drax Factory tube laser.
Drax Factory robot welding.
Drax Factory bending robot.
Innovation and Inclusivity at the Core
With vertically integrated manufacturing, AI-powered gym management, and inclusive design, DRAX’s mission extends beyond profit: to make fitness accessible, engaging and effective for all.
By addressing the underserved majority and creating judgement free environments, DRAX is positioning itself not just as an equipment provider but as a transformative force in public health.
DRAX Australia today offers a complete commercial equipment solution, including:
• Facility design and planning
• DRAX premium cardio equipment range
• DRAX SynergyAIR Power Ergometer range
• DRAX Pure Plate and Forge plate-loaded machines
• DRAX Pin Loaded Strength
• DRAX Racks and Benches
• DRAXFit Integrated Digital AI ‘Turn Key’ fitness club solution Pettet adds “our proximity to Australia and our fully in-house production means our lead times are class leading compared to the industry average. The result is that we can deliver high quality equipment to our clients faster than the competition.”
With the strength of its equipment portfolio, the disruptive power of DraxFit, and a mission centred on inclusivity, DRAX is redefining how the world engages with fitness.
Nigel Benton was talking to Andrew Pettet.
DRAX is a finalist in this year’s AUSactive National Awards, with its DRAXFit AI-powered gym solution competing in the Most Innovative & Best Technology Integration Supplier of the Year category.
DRAX will also be exhibiting on Stand 402 at the AusFitness Industry Show at ICC Sydney, Friday 19th and Saturday 20th September.
DraxFit: A Global Game Changer
While DRAX’s equipment sets benchmarks in engineering, its true disruptive force lies in the DraxFit system - the world’s first fully AI-powered turnkey gym solution. Launched after five years of testing in Korea and Japan, DraxFit integrates every aspect of gym operations:
•24/7 Automated Point-of-Sale - for memberships and casual visits
•AI-Driven Body Assessments - autonomously measuring blood pressure, body composition, height, weight, grip strength, and flexibility
•Personalised Training Programs - adapting daily to each member’s progress
•Automated Facilities Management - including lockers, vending, and retail integration
By automating operational tasks, DraxFit reduces staff costs, improves retention, and frees staff to focus on member experience.
Designed for the 80% who avoid gyms
Most traditional gyms compete for the 10 to 20% of the population already inclined toward fitness. DraxFit instead targets the 80%+ who avoid gyms due to intimidation, discomfort, or cultural barriers. By creating inclusive, judgement free environments, powered by AI and supported by intuitive kiosks and app integration, DraxFit attracts this untapped audience.
Accessibility, Privacy and Security
DraxFit adapts in real time to performance and safety needs, catering to older adults, beginners, and diverse demographics. All data is securely hosted on Amazon Web Services (AWS), with anomaly monitoring and restricted access ensuring compliance with global privacy standards.
Proven Success
Already, DraxFit has delivered strong results in Asia. In Seoul, a 350 m² facility supports 700+ members with an average of 300 daily visits and an 85% retention rate. With six sites in Korea and three in Japan, the model has proven commercially viable and scalable.
Pettet advises “it’s an entire ecosystem of everything you’d find in a typical 24-hour club. From entry systems to kiosks for membership or casual visits, to automated fitness assessments measuring proven metrics, it’s all possible without human intervention.”
Women Innovators in Australian Fitness and Wellness
Leading women fitness and wellness innovators share their thoughts, achievements and experiences
Women play a significant leadership role in the Australian fitness and wellness sectors.
Diana Williams, founder of Fernwood Women’s Health Clubs, is a standout pioneer, building a national network of around 70 women-focused clubs.
While women make up the majority of gym-goers, they are still significantly underrepresented in positions of leadership within the industry.
This was shown by international research from the Women in Fitness Association and Sport Alliance, released in 2022, which found that just 29% of self-employed gym owners were women, compared to 70% men.
Broader workplace data from the Australian Workplace Gender Equality Agency shows women hold around
Mel Tempest Founder of Ignite fitness business solutions and events
Tempest describes herself as a collaborator, fast-thinking problem solver, lover of Group Fitness and someone always looking for fitness industry opportunities.
Tempest is a visionary, gym owner, speaker, and fitness industry leader who has spent over two decades challenging norms and driving innovation.
She has been one of the most vocal voices for independent gyms, pushing for recognition and fair treatment in an industry dominated by large chains and was the first to openly challenge politicians and lobby for the industry during Covid19.
Tempest is known for her disruptive and strategic approach to fitness business success.
As one of Australia’s original independent health club owners (of Ballarat Body & Soul 24/7 health and fitness now known as Genesis) Tempest has innovated throughout most of her career in the fitness industry from pioneering Australia’s first male-only gym in 2005 to being an early adopter of an array
30% of senior management roles and just 17% of chief executive positions (as well as hold around 34% of leadership roles in Australian small and medium enterprises,) highlighting structural barriers that are also evident in fitness.
Nonetheless, female executives and business owners in Australia are not only establishing commercially successful enterprises but also shaping new models for participation and inclusivity.
The following contributions from women innovators came about via discussions and networking at two very significant and highly valued events in the fitness and wellness space supported and attended by Australasian Leisure Management - the 2025 Fuel Women’s Fitness Business Summit, co-founded by Deborah Goldberg; and the 2025 Healthy Ageing Summit, co-founded by Ken Baldwin, Director of the Healthy Ageing Institute.
of programs and technology for the regional Ballarat club such as Les Mills Virtual programs; Evolt body composition technology; Myzone Fitness On Demand and Wexer; online bookings and a club Netpulse app for group fitness (before it became standard practice); functional training zones and circuit classes; and 24/7 access.
She founded Ignite Women Leaders in Fitness years before ‘women in leadership’ became a significant theme in industry conferences and has gone on to provide speaking and networking opportunities for women in fitness when most conference stages were still male-dominated.
Tempest has built a reputation for breaking barriers and empowering gym owners.
She is the pioneer of Fitness Business Networking Events having founded Ignite Fitness Business Events in Melbourne, later expanding to Singapore and the USA.
Tempest has also created roundtable discussion formats where suppliers, club owners, and trainers sit together in small groups – an event model rarely seen in fitness before she introduced it.
Tempest’s Genesis Ballarat Body & Soul 24/7.
Michelle Furniss General Manager – Xplor Gym
In her role with Xplor Technologies, Michelle Furniss has held pivotal roles for over a decade, including her most recent position as Chief Commercial Officer for Australia/ New Zealand, where she led sales, marketing, account management, and client services, overseeing a team of over 100 colleagues and serving more than 5,000 clients.
Her extensive experience in the fitness, tech, and payment solutions industries fuel her passion for assisting fitness professionals and businesses in delivering exceptional experiences, streamlining operations, and fostering lasting communities.
Furniss sees innovation in the wellness and fitness industry as being more than new tech and advises “it’s about helping people stay active and solving the real challenges gym owners face as they grow. For me, that means building practical solutions that make life easier for both operators and their members.”
Much of today’s innovation is focussed on AI which Furniss highlights is quietly transforming gym operations behind the
scenes. It’s helping gyms respond faster to enquiries, manage leads, and deliver consistent, high-quality experiences. Operators are using AI to automate follow-ups, streamline workflows, and personalise member communications based on behaviour and engagement data. The result is smarter decision-making, improved retention, and less reliance on manual processes.
Members are also seeking more personalisation - from customised workout plans to onboarding experiences tailored to their goals and preferences. They expect 24/7 virtual support, with AI assistants helping them manage bookings and memberships outside staffed hours.
Furniss explains that Xplor Gym asks one simple question before investing in innovation ‘does this solve a real business problem?’ If it doesn’t save time, simplify operations, or improve the member experience, it’s just noise.
She notes “the real value lies in reducing friction, supporting growth, and enabling faster, better decisions.”
Furniss shares that Xplor Gym is also seeing significant expansion across Australia and New Zealand, especially among multi-site gyms. Growth brings opportunity, but also new layers of complexity - particularly around operational consistency and visibility.
What excites Furniss the most is that innovation is happening collaboratively and in her experience “conversations and feedback with our customers to identify pain points, test ideas together, and refining have the most successful outcomes.”
Jen Dugard Founder of MumSafe
With almost 20 years in the fitness industry and a personal journey that spans from competitive gymnastics to award-winning entrepreneurship, Jen Dugard is a recognised leader in women’s health, specialising in the pre and postnatal space.
Following personal experiences with postnatal depression and navigating solo motherhood, Dugard became a passionate advocate for systemic change in how the fitness industry serves women. She was one of the first exercise professionals in Australia to champion formal partnerships with Pelvic Health Physiotherapists to ensure best-practice care for pre and postnatal clients.
In 2016, Dugard launched Safe Return to Exercise™, a professional pre and postnatal certification that has been delivered to thousands of trainers across Australia, New Zealand, Singapore, Taiwan, Bermuda, and the UK impacting tens of thousands of mothers worldwide through better-educated professionals.
In 2018, Dugard sold her group training business to focus on broader industry impact. This led to the evolution of MumSafe™ - a movement, education provider and network that delivers:
-Ongoing pre and postnatal education for exercise professionals
-Business mentorship to build sustainable, values-aligned fitness businesses
-A searchable directory for mums to find safe, expert-led support in their local area.
Energy is never lost; it only transforms. The power you put into every ride doesn’t disappear. It builds you up, fuels those around you and comes back stronger.
The same principle drives how we create our bikes. By repurposing recycled fishing nets and ABS plastic, we give discarded materials a new purpose. What once polluted our oceans now powers performance. What once was waste is now movement.
Ind pe be big col jus to Wh me nev for wa oor rsonal It’s about ing part ger. feeds the lective t as our choices contribute a healthier hat ntally and er still. It moves ward, ays future. COME AND VISIT US
What we invest physically, mentally and environmentally never stays still. It moves forward, grows and returns in ways that shape the future. y t , s y g e w s s
Indoor cycling isn’t just about personal progress. It’s about being part of something bigger. Your effort feeds the collective energy of the ride, just as our choices contribute to a healthier planet.
Sydney, 19-21th September
Emma Stallworthy Co-founder of Your Reformer
For over a decade, Emma Stallworthy has lived and breathed the gym industry.
Her involvement in building, owning, and running multiple full-service health clubs, taught her everything from the heartbeat of member engagement to the daily grind of operations.
Stallworthy notes “those years shaped me deeply. They taught me how movement transforms lives, how community sustains retention, and how the right offering at the right time can change someone’s health trajectory. But it also revealed a gap. One that we couldn’t ignore.
“Amid the high-intensity training, the cardio, there was one modality I kept coming back to: reformer Pilates. It offered something profoundly different and supported me both on a personal wellbeing level as well as a strength and confidence level too. A chance to slow down, align, strengthen, and support the body in ways few other methods could.”
For all its benefits, reformer Pilates remained out of reach for many, whether that be constrained by location, cost for boutique studio classes, waitlists or just access to specialist instructors.
The goal for Your Reformer, was to make premium reformer
Nat Grosvenor Chief Executive of BodyFit
For Nat Grosvenor, innovation in the fitness industry is revealed through many facets from leadership style and team empowerment through to technology, facility design and location, acquisitions and affiliations.
Grosvenor notes “as leaders, it’s important that we’re continuously learning how we need to innovate in terms of our style, approach, methodologies and conversations.
In recent times it’s been really interesting and encouraging to see the fitness sector look outside of itself.”
Grosvenor highlights the learnings that can be had from the health and recovery sector, along with retail and commercial and advises “our industry is merging into others now, but we’re learning from them and we’re applying what we learn.”
To innovate means change. Grosvenor adds “to change, you have to encourage and empower others within your work environment to be curious and to do the thinking and the research and then have the confidence and the culture for them to put forward their ideas and contributions in a safe space.
“It’s one thing to go out there and be really innovative in your approach, but what happens after that I think is most
Pilates more accessible, scalable, and sustainable, without compromising on quality or experience. Your Reformer’s OnDemand suite of Pilates reformer solutions is designed specifically for both the commercial and residential fitness environments.
Stallworthy advises “Clubs can now offer reformer Pilates 24 hours a day, seven days a week, and drive new revenue streams with minimal labour overhead. Members can walk in, select a class from an intuitive digital interface, and enjoy a full session tailored to their level - whether they’re new to Pilates or advanced in their practice.
“The result? Increased member retention, diversified offerings, and access to a market that’s growing fastespecially among women aged 30–60 who are underserved in traditional gym programming.”
Via Your Reformer, Stallworthy is innovating at the intersection of fitness, tech, and inclusivity. Partnering with more independent clubs, boutiques and chains, creating hybrid models that blend human touch and digital delivery, and ultimately, reshaping what reformer Pilates looks like on a national, and global scale.
important in terms of the review and the reflection, the chance for the trial. An expectation of mine is for self-development along with the growth and development of the business.
“In terms of why innovate? We often don’t have a choice, with most of it driven by consumer expectations.
“You’ve got to make sure that the decisions are right in terms of who your third parties and suppliers are when it comes to innovation as well, because there’s a heavy reliance on having the right relationship for them to be able to guide and shape you.”
Chanel Stuck Nutritionist and Menopause Health Coach
The relationship between fitness, health, and wellness is increasingly recognised as synergistic, with improvements in one area positively impacting the others. Chanel Stuck recognises the importance of offering an holistic approach to women’s wellbeing.
Stuck is a Menopause Nutritionist and Health Coach based in Brisbane who helps women navigate midlife and menopause through innovative tailored nutrition and lifestyle strategies.
Stuck helps women master their nutrition and lifestyle to improve their quality of life during menopause, focusing on areas like body composition, symptom management, and overall wellbeing.
Stuck is passionate about helping women thrive and notes “the current statistics around women and ageing are confronting, and they’re exactly why I’m so passionate about helping change the narrative.
“While women in Australia are living to around 85, our quality of life in those later years is often poor. Many aren’t
CJ Zarb
Founder and Editor-in-Chief of The Pilates
Journal
CJ Zarb is the founder and Editor-in-Chief of The Pilates Journal and Pilates Journal Expo, a digital publication and global community platform dedicated to celebrating and supporting Pilates professionals around the world.
A passionate advocate for quality education and connection within the industry, Zarb’s mission is simple yet ambitious: to unite the Pilates community while respecting all voices and approaches, and to build a culture of inclusivity, accessibility, and professional excellence.
Zarb launched The Pilates Journal in 2022 to give the Pilates industry a dedicated home for important conversations that are shaping the future of the industry, while offering insight, inspiration, and information. The journal features indepth stories, interviews with leading instructors, business strategies for studio owners, and spotlights global innovations
living independently. They’re struggling with osteoporosis, dementia, metabolic disease, and more. We’re not thriving, we’re declining.”
That’s what Stuck wants to change.
Her passion is deeply personal and she shared “in my 40s, everything started to shift. I was raising three teenage girls with my husband, working, constantly busy, and putting myself last. By chance, I started CrossFit when I turned 40, not realising how critical building muscle would be for my future health.
“When my menopause symptoms started, I was blindsided. All I knew was ‘hot flushes’ and I’d watched my mother struggle through menopause for over a decade.”
Stuck didn’t want that for herself and studied to become a Sports Nutritionist noting “as I shared my journey, women began reaching out, and I knew I had found my purpose.”
Now, Stuck helps women navigate midlife with confidence, energy, and clarity. Stuck’s innovative ‘Thrive’ program is a fast track to learning the tools women were never taught about - strength, nutrition, hormones, and long-term health.
Through social media, Stuck’s ‘Menopause Nutritionist’ podcast and ‘Thrive In Menopause’ programs spread the message that ageing doesn’t have to mean decline with Stuck sharing “there is so much we can do to feel our best. It’s not ageing or menopause holding us back, it’s what we don’t yet know. Let’s change that, together.”
in Pilates. With her background in both communications and Pilates education, Zarb brings a distinct editorial voice that blends industry knowledge with a strong commitment to storytelling.
At the heart of the Journal is the belief that Pilates canand should - be for everyone. The publication intentionally features diverse perspectives, training lineages, and teaching styles. From classical purists to contemporary innovators, the Journal strives to represent the full spectrum of the Pilates world without judgment or gatekeeping. It is a place where different ideas can be shared and respected, where educators are celebrated, and professionals of all experience levels can find value.
One of Zarb’s proudest achievements is the development of The Pilates Journal Awards which were launched to celebrate everything from rising stars and innovative educators to meaningful mentors and standout boutique studios. The Awards spotlight all those shaping the industry’s future.
Zarb has recently announced the international expansion of The Pilates Journal Expo with the launch of its first U.S.based event: The Pilates Journal Expo USA, expanding from its roots in Sydney’s Eastern Beaches to Huntington Beach, California in January 2026. This marks a major step in the Journal’s growth and reflects its goal of creating spacesboth online and in person - where Pilates professionals can come together to learn, connect, and grow.
Michelle (Mish) Wright
Head of Education at Women’s Fitness Education.
As a writer, educator, speaker, and consultant, Wright supports organisations large and small in improving/creating their education products.
Wright notes “when half the population will experience menopause, you’d think the fitness industry would have nailed how to train women through it. Instead, most education still takes a ‘one-size-fits-all’ approach that ignores symptoms, lived experience, and the messy reality of midlife bodies. My work is about changing this narrative.”
The Menopause Training Matrix™ (MTM) is the first symptom-led training system designed. Instead of, ‘Just Lift Heavy Shit’ the Menopause Training Matrix™ teaches health professionals to start with the client’s symptom sethot flushes, pelvic floor changes, sleep disruption, belly fat, stress - and then provides a teaching framework (the ALPS Method) to help teach others.
The MTM is practical, evidence-based, and designed so trainers can walk straight from the workshop floor into their next session with tools that work. The innovation is in the
Lisa Cash, Accredited Clinical Exercise Physiologist and founder of the Boonah Health Hub
For Lisa Cash the Boonah Health Hub began long before the bricks were laid, with Cash running mobile group fitness sessions across parks, halls, and schoolyards and those early years helping Cash connect deeply with the community, revealing how limited rural access to preventative and allied health care truly was.
At just 22 years old, Cash took a massive risk - one that many said wouldn’t work in a small rural town like Boonah –located in the Scenic Rim Region, Queensland. Some banks wouldn’t even loan Cash the money, saying the cost was equivalent to four or five houses and the business model wasn’t viable for a rural area.
However, Cash believed otherwise and notes “to get the building up faster, I even jumped on the roller and helped the builder myself because I’m a bit impatient and fully
structure: MTM gives trainers a system to apply the science, not just learn more facts about menopause.
The GRACE Protocol™ tackles another blind spot: the outdated exercise guidelines that can leave midlife women burnt out, injured, or simply overwhelmed. GRACE stands for Grit, Regulate, Accumulate, Cardio, Endurance - five elements that together create a realistic weekly plan. Instead of obsessing over hitting 150 minutes of moderate exercise or chasing arbitrary ‘PBs’, GRACE focuses on capacity building, habit stacking, and working with the hormonal and physical shifts of midlife. It’s adaptable, memorable, and gives both trainers and clients a common language for progress.
Wright adds “neither Menopause Training Matrix™ nor GRACE are about reinventing exercise. They’re about rewriting the lens through which we approach women’s health - putting application before assumption and recognising that most trainers have never been taught how to bridge the gap between research and reality.
“And here’s the kicker: for all our talk of ‘innovation’ sometimes the most powerful tool is the simplest one. The Peri-curious Symptom Checklist is exactly that - a straightforward list of symptoms that helps women, and the professionals who train them, an excellent conversation starter for peri-menopause.
“If the fitness industry wants to be truly innovative, it needs to start here: by meeting women where they are, training with the body in front of us, and giving professionals the tools to respond with confidence and nuance.”
invested in making this dream a reality. What began as a gym and group fitness space quickly became something much bigger: a bold vision to transform access to allied health in our region.”
Cash cold-called and networked endlessly, reaching out to allied health professionals from outside the region. It took persistence and more than a few knockbacks but Cash advised “eventually I built an incredible team who shared my vision. One by one, we brought vital services into Boonah.”
Now, over a decade later, the Boonah Health Hub is a thriving community facility offering 24/7 gym access, group fitness, reformer Pilates, exercise physiology, physiotherapy, podiatry, dietetics, chiropractic, continence nursing, counselling, acupuncture, massage, beauty therapy, and audiology.
The model is innovative in more than just structure, it’s built on collaboration, sustainability, and community first thinking. Each practitioner operates their own business, supported by a shared hub that fosters professional growth and seamless care for clients. This model empowers the Boonah Health Hub team and ensures the Boonah community has consistent, high-quality access to holistic health services.
Cash highlights “this hub now stands as proof of what’s possible when you back your community, yourself, and build something that puts people first.”
Shaping Tomorrow’s Festival Industry
Carlina Ericson explains the five key challenges being faced by festivals that AFIC 2025 will help organisers overcome
The Australian festival market has certainly faced its fair share of challenges over the past first years. First with the Black Summer Bushfires of 2019/20, followed by COVID-19 and most recently with floods and other natural disasters. Add to that the overall cost of living pressures and you have, as some would say a ‘recipe for disaster’.
It’s no wonder that festival organisers have been doing it tough! But it’s not all doom and gloom. There’s a wealth of industry research to suggest that there’s light at the end of the tunnel.
The Australian Festival Industry Conference (AFIC) is the Asia Pacific’s ‘must-attend’ industry event for festival management personnel who deliver quality festivals spanning across music, arts and culture, food and drink, special interest
and ideas, and sport. The event returns for a fourth edition on 8th and 9th September at Rivershed in Brisbane.
I see five key challenges currently facing the Australian festival industry - and the ways in which this year’s conference program will help overcome them.
Changes to ticket buying behaviour and music tastes
Many people in the industry still talk of the ‘covid hangover’or, the long-term effects on ticket buying behaviour. It’s well accepted throughout the industry that COVID-19 created a fundamental impact upon the way in which people plan and attend events, with the general consensus being that people are booking later and later. Some events even report having 60% of their sales occur in the week leading up to the event! Others barely make it across the break-even finish line. It makes it a highly risky business to be in.
In terms of music festivals, the growing trend is that event-goers prefer a more singular, genre-focused lineup (according to the Tixel 2024 report). This is evidenced by the cancellation of a number of festival mainstays in 2024, such as Splendour In The Grass and Falls Festival. It’s no wonder then that festivals which are sticking to single genres, such as country music, continue to thrive. In fact, according to research published by Live Nation this year, Australia is now
The Australian festival market is facing a range of challenges (above, credit: Shutterstock) and Carlina Ericson, founder and Event Director of the Australian Festival Industry Conference (below).
AFIC 2023 at Luna Park Sydney.
KEYNOTE
KEYNOTE
the third-largest consumer of country music in the world. Furthermore, from 2019 to 2024, there was an astronomical 746% increase in country music tickets sold.
Rising operational costs and tightening profit margins
In a 2024 study published by Creative Australia, 47% of festivals said that rising operational costs, such as insurance, marketing and electricity, had severely impacted their festival. According to ArtsHub, Sydney Festival, for example, over the course of 2013 to 2023 only experienced an 11.8% increase in its annual income, compared to its annual expenditure growth of 8.4% over the same period.
Securing funding from government and donors
Speak with any festival director or promoter and they’ll say that securing additional sources of funding beyond ticket sales is absolutely crucial. It’s also increasingly hard to come by, especially since COVID-19. As reported by ArtsHub, government funding makes up a huge portion of any festival budget, ranging anywhere from 30% (such as the Sydney Festival), through to 70% (such as the Perth Festival).
Philanthropic donations are another important revenue source for festivals. For example, Adelaide Festival’s philanthropic income in 2023 accounted for 5.5% ($1.2 million) of its overall income.
Responding
to the ‘cost of living’ crisis
According to recent research published by Creative Australia, 72% of respondents noted ‘cost’ as the primary barrier and “almost three quarters saved up money to attend one or more major live music events in the past 12 months”. Furthermore, it’s not just the cost of tickets, but the associated additional expenses, such as travel, accommodation, food and drinks, etc, that all contribute to the financial barrier of attendance.
This is not just a problem that’s unique to Australia, but rather, globally.
AFIC’s keynote speaker, John Rostron, Chief Executive of the UK’s Association of Independent Festivals which represents around 150 members, will share what’s going on in the UK and how the industry is working together and with government to combat this issue. Such programs include a voucher scheme to incentivise younger audiences to attend events and/or adding a small levy to the price of tickets to events and direct the funds raised to support for small venues.
These options were also recommended by the recent Federal Government inquiry into live entertainment.
Here’s the good news: a 2024 report by Tixel noted that
the Australian event-goer attended more events per annum during the period from 2022 to 2024 than pre-COVID times. Moreover, a study by Eventbrite showed that two thirds of 18-35 year-olds say they find live experiences more fulfilling than buying an item of the same value and 62% plan to spend more on experiences, rather than possessions over the next 12 months.
Responding to changing audience demographics
Festival audiences are constantly evolving. By 2030, most “event travellers” will be Gen Z. These groups are already fuelling a growth in demand for experiences. They’re also heavy consumers of social media, with around 51% saying they have purchased a ticket to see an artist they discovered through TikTok or IG Reels Audio (according to Tixel’s 2024 report).
The way in which music festivals in particular, market themselves will no doubt need to evolve over time. It’s something that AFIC will cover this year; firstly, from Alana Hay, Managing Director of one of Australia’s leading event marketing agencies, Milestone Creative; and secondly, from our range of event experts who represent nationally-recognised brands such Tixel, Flicket, Brisbane Festival, Bluesfest Byron Bay, Deni Ute Muster and Crafted Beer Festival.
The full conference program is now live and includes keynotes, presentations, Q&As and panel discussions from 20+ industry-leading personnel. It also features a trade exhibition and networking events.
AFIC’s second keynote speaker, Christopher Breedlove from the USA’s Burning Man (Black Rock) will deliver a keynote address exclusively via livestream on the topic of ‘the future of festivals’. The topic will explore what makes Burning Man’s business and operational model unique, from its “gift culture” to ‘leave no trace’ policy.
Breedlove will also outline how the festival has continued to evolve in response to technological advancements in waste management and energy production, as well as how it has responded to recent natural weather events. The keynote will conclude with what he feels are the hero opportunities for festivals across the globe in terms of their ability to stay viable and relevant, particularly in the wake of post-pandemic changes in consumer and ticket-buying behaviour.
Carlina Ericson is founder and Event Director of the Australian Festival Industry Conference (AFIC). She can be reached on 0431 523 970, E: carlina@australianfestivalconference.com.au
To view the AFIC program and to buy tickets, visit www.australianfestivalconference.com.au
Philanthropy accounted for 5.5% ($1.2 million) of the Adelaide Festival’s income in 2023.Christopher Breedlove of the Burning Man Project.
Venues and the rise of Women in Sport
Attending the 2025 Venue Industry Congress, Arthur Stanley reflects on how the success of our female athletes is driving inspiration, the visitor economy and new content for venues
The stellar international and domestic performances of Australia’s women athletes is driving cultural change on and off the fields of play, which made Sarah Walsh the perfect choice to deliver the Keynote Opening Address of the 32nd Asia-Pacific Venue Industry Congress in Sydney in late June.
Having transitioned from elite athlete to senior sports industry administrator, Walsh was able to provide a unique insight into the rise of women’s sport throughout the Pacific region, as well as a snapshot of the next major football tournament that Australia will host - the AFC Women’s Asian Cup in 2026.
A 70-games star striker for the Matildas from 2004 to 2012, Walsh was Head of Football at the hugely successful FIFA Women’s World Cup in Australia and New Zealand in 2023, and is now Chief Operating Officer for the Women’s Asian Cup, to be played across five Australian stadiums from 1st to 21st March next year.
Interviewed by renowned sports commentator Stephanie Brantz, Walsh delivered a stirring opening address to almost 600 venue managers seated in the Pyrmont Theatre at ICC Sydney, revealing the skills she learned as a footballer had proven invaluable in business and administration.
She told the audience “elite athletes learn how to make quick decisions under pressure, they learn to manage their time well, and the nature of what they do means they become very resilient.
“These are skills that I continue to call upon as a senior tournament administrator. As an example, with not a lot of
time to prepare for the Women’s Asian Cup next year, we have made it a general rule that we do not leave a single meeting without a decision being made.”
The AFC Women’s Asian Cup 2026 is one of eight major international sporting events that Australia will host between now and the Brisbane 2032 Olympic & Paralympic Games. These are all large-scale events requiring operational expertise, security planning, and careful event scheduling by the region’s major venues, while also opening up significant opportunities for businesses across the sport and leisure industry.
Sarah Walsh, Chief Operating Officer for the AFC Women’s Asian Cup 2026, interviewed by Stephanie Brantz at the 32nd Asia-Pacific Venue Industry Congress.
Sarah Walsh.
The upcoming major international events scheduled for Australian venues are:
•ICF Slalom World Championships Sydney 2025 (29th September to 4th October) at Whitewater Stadium, Penrith. More than 300 athletes from 40 nations will compete over six days, with Australia’s 10-athlete team to feature another high-achieving Australian woman, Paris Olympics double Gold Medallist Jessica Fox, widely considered the greatest of all time in her sport.
•Virtus World Athletics Championships 2025 (8th to 15th October) at Queensland Sport & Athletics Centre, Brisbane. The event has additional importance as an early test event ahead of the 2032 Paralympic Games.
•AFC Women’s Asian Cup 2026. Teams from 12 Asian nations will play matches across three states and five stadiums. Optus Stadium (Perth Stadium) will host the Opening Ceremony and the first game featuring host nation Australia, with the Final at Accor Stadium (Stadium Australia) in Sydney. Three purpose-built rectangular stadiums have been chosen to also feature matchesCommBank Stadium (Western Sydney Stadium), HBF Park (Perth Rectangular Stadium) and Cbus Super Stadium (Gold Coast Stadium).
The Matildas’ last group stage match will be played on the poignant date of Sunday 8th March 2026, International Women’s Day, at Accor Stadium.
•Men’s Rugby World Cup 2027 (1st October to 13th November). Teams from 24 nations will play at seven stadiums across seven Australian cities. The Opening Ceremony and the first game featuring host nation Australia will be played at Optus Stadium, with the Final at Accor Stadium. Other cities and venues to feature matches will be McDonald Jones Stadium (Newcastle International Sports Centre), Adelaide Oval, Melbourne (venue to be confirmed), Suncorp Stadium (Lang Park, Brisbane) and Queensland Country Bank Stadium (Townsville Stadium).
•Netball World Cup 2027 (25th August to 5th September).
To be played at Qudos Bank Arena at Sydney Olympic Park and other NSW venues.
•Women’s Rugby World Cup 2029. Dates and venue to be confirmed.
•World Masters Games 2029 in Perth. An international multi-sport competition held every four years by the International Masters Games Association (IMGA) for athletes over the age of 30. Dates and venues to be confirmed.
•2032 Brisbane Olympic & Paralympic Games.
Walsh hopes her unique journey from athlete to senior administrator will help Australia deliver another highly successful major international sporting event with the AFC Women’s Asian Cup.
She admits the Local Organising Committee’s greatest challenge will be following the phenomenally successful FIFA Women’s World Cup of 2023 that broke all attendance, visitation and TV viewing records around the Pacific region.
Australia hosted a total of 35 matches at the Women’s World Cup, attracting 1,269,531 spectators at an average of 36,272, while New Zealand had a total of 708,743 at an average of 24,439 for its 29 matches, including the largest ever attendance for a football match in NZ (43,217).
With the Matildas going deep into the tournament, the Australia versus England Semi-Final attracted a capacity crowd to Stadium Australia and packed out live sites across every major Australian city. The broadcast reached 11.5 million people - making it the most-watched TV program in Australian history.
Significantly, the World Cup was a boon for visitation, filling hotels beds in all host cities and attracting 86,654 international visitors.
Not surprisingly given their huge popularity, the Matildas continue to pack out stadiums across Australia and organisers are hopeful that there will be further success at the AFC Women’s Asian Cup.
The 2026 tournament hosted in Western Australia, NSW and Queensland is expected to generate more than $200 million for the local economy. More than 24,000 international
visitors are expected to fly in for the tournament, which will be broadcast to a global audience of hundreds of millions.
Walsh said a number of Women’s Asian Cup matches would be purposely scheduled in multicultural Western Sydney, home to tens of thousands of people who identify as Asian. She noted “you will find there will be many Australians who attend this tournament who will have two teams - the Matildas and another Asian nation that represents their ancestry.”
Walsh hopes the tournament’s legacy will be that Australia ultimately delivers more than just a football tournament. She wants the AFC Women’s Asian Cup to provide a powerful platform that unites people across Australia and the Asian region, fostering a sense of community and shared passion for the sport, adding “we are united, not divided. This tournament will bring diverse cultures together, showcase the unifying power of football and inspire future generations through the celebration of athletic excellence and cultural exchange.”
Walsh says international sporting administrators are more times than not suitably impressed with the existing
infrastructure in Australia’s major cities, but event and venue industry leaders are adamant our governments must push on with proposed upgrades and new venues if Australia is to stay competitive for major events.
What our stadiums will look like by the time these upcoming major events roll around was the focus of many of the presentations delivered at the Venue Industry Congress.
Over the three days of the Congress, delegates shared knowledge and discussed the future of the industry as our venues become smarter, more connected and more sustainable, while 40 businesses exhibited innovative products that will make attending events easier and more enjoyable for the fans - and potentially more profitable for venues and hirers.
Arthur Stanley is a former General Manager of Media & Communications at Stadium Australia and Western Sydney Stadium. He is currently Managing Director of Elevate Communications and Publishing.
Promotion for the AFC Women’s Asian Cup 2026. Credit: Visa.
Juxtaposed
Neil Gibson assesses themes presented at the 2025 Venue Industry Congress against wider societal changes
This year’s Venue Industry Congress featured a range of high-quality keynote sessions as well as presentations on topics relevant to the venue management industry, now and in the future. To provide a review of each session individually would, I think, do a disservice to the overarching themes and thought-provoking contradictions highlighted over the threeday conference. I do not use the term contradiction here in a negative way. Sessions that raise different perspectives are key in helping us formulate and crystallise our own opinions before trying to find solutions to some of the big challenges facing the industry.
Revolutions eat their young Technology, as you might expect, featured heavily in many of the presentations. We heard how frictionless payments and walk in-walk out technology was improving the fan experience at the Intuit stadium in Los Angeles (delivered by Jason Lemiere, Director of Broadcasting at LA Clippers); how mobile to mobile technology was facilitating in-seat food and beverage orders at the CBUS stadium (technology and innovation meet up); and how Anthropic’s next generation AI platform, ‘Claude.ai’ is helping solve a range of problems from note taking, providing feedback and developing a personalised style guide for marketing campaigns (delivered by Adam Driussi, co-founder and Chief Executive, Quantium
and Chairman of the NRL’s Canterbury-Bankstown Bulldogs). Technology, at least in the venue management space, resembles a desire-line operators must respond to. Desire lines have been used to describe a range of human behaviours including how we find the fastest route in navigation (Critical Mass by Philip Ball) and as a means by which we can analyse customer preferences (as explained by futuristGus Balbontin). In simple terms, they are the most effective path to a desired goal. Customers, ostensibly tired of traditional entertainment formats are demanding a more personalised and interactive environment. Venues have responded. In-seat entertainment allows the crowd to form part of the show, for example via the use of lighting systems linked to the seats of stadia.
Face recognition is replacing ticket booths and turnstiles and allowing fans to move through venues more freely without having to engage with staff at the point of entry or concession stands. The desire lines of customers point toward a need for more virtual interaction and less human contact, giving rise to venues that provide an alternative and immersive way to experience live events.
COSM is an American sport and entertainment technology company that focuses on immersive attraction with a range of venues in the USA, and more planned for the Middle East and UK. The extended reality entertainment venues provide an immersive experience from the comfort of private booths
designed to give the perspective of being at the heart of the action, even if they are watching from a different time zone.
The benefits are significant. There is no need to find a parking space, nor fight your way into and out of the venue. You are guaranteed a seat next to your friends, to have a perfect view of the event and pay considerably less than a premium product at the live venue. The technology employed at COSM venues means it can show a broad range of entertainment options. Think sport, concerts, cinema, and theatre. It is not hard to imagine that in time these technologies will be available in your home, via the new immersive technology that forms part of augmented and virtual reality.
As they say, revolutions have a habit of eating their young.
Move fast and break things, just not your employees
The benefit of adopting disruptive technology was advocated by Gus Balbontin. Balbontin delivered an energetic and engaging keynote presentation on the importance of being flexible, adaptive, and agile in our approach to work. He highlighted that industries who have not moved with the times and embraced change have fallen by the wayside. Lonely Planet, a company he was managing director of, being one such example. The message was clear, aside from businessas-usual activities, take a leap of faith to look beyond the immediate horizon for challenges and opportunities. This is sage advice for our professional as well as private lives.
Despite the call for greater adaptability, well-developed and trusted systems are key to maintaining business confidence. When we arrive at a venue, we want to be confident that the method used to secure a lighting rig is not experimental and part of a ‘move fast and break things’ approach. We also want certainty that the monetary exchange made for our ticket will be upheld by both our bank and the issuer.
Venues need to find ways to encourage their staff to leap forward while managing risk and protecting the long-term interests of their business. This is no easy task, and the challenge may be contributing to the rise in mental health issues within the industry, the topic of a session delivered by Julie Edwards.
Few of us like change however the venue industry is in the throes of what appears to be a seismic shift. There are conflicts abound between authentic live experiences, the growth in online entertainment and economic pressures linked to operating venues. We are having to up skill, and fast. Research shows that there are three key factors in developing a sense of fulfillment at work; competence, relatedness, and autonomy, together forming the basis of the self-determination theory. The first, competence, is where the industry needs to support its staff the most, providing tools and support so they can adapt and thrive in a changing landscape. Employers who do not take heed may find that they cannot look beyond the horizon because their staff have left the industry to seek better employment conditions elsewhere. Those who choose to stay will feel more prepared than most when negotiating a professional development plan with their employer.
You can’t have your cake and eat it
Paul Bloxham, HSBC’s Chief Economist for Australia, New Zealand and Global Commodities, in his keynote at the 2025 VMA congress delivered a tour de force of modern-day economics, highlighting the importance of stable financial systems in underpinning growth and investment. Both key
factors when we consider the venue management industry.
Bloxham discussed the issue of fledging productivity in Australia (we aren’t the only country), a metric calculated by dividing the output of an economy (GDP) by the number of hours that went into achieving it. Of course, this is not an easy calculation, and I would recommend the chapter in Government by best-selling author Michael Lewis which is dedicated to this topic. Productivity in Australia fell by 1% last year and is currently at the same level as 2016. Government spending on infrastructure like stadia, aquatic centres, and community venues is contributing, at least in part, to slow growth. Infrastructure projects of this nature have a high capital cost and require an operational subsidy often in perpetuity. In short, they represent a negative return on investment. Let’s take the venues required to host major sporting events as an example.
There has been a wealth of research on the economic benefits of new infrastructure required to host major sporting events, just ask the Brisbane 2032 organising committee. The cost of supplementary facilities required to support the training needs of teams who compete in such events is less well understood.
Not everything of value can be valued using qualitative methods. As Mark Carney (former Governor of the Bank of England and now Prime Minister of Canada) argues in his book, Value(s), the impact that projects have on wellbeing, mental health and social cohesion should not be understated when performing a cost benefit analysis. This is an argument used when advocating for new venues that cannot show long term financial viability.
This argument, however, is becoming more juxtaposed. As venues use technology to increase patronage and improve their bottom line, far from supporting greater social connectedness, they are exacerbating its collapse. The link between technology, declining mental health and rising levels of anxiety, especially in the younger generation (see the anxious generation by Jonathan Haidt) is well established. The more venues try to incorporate technology into their offer, the more they are contributing to the social ills their projects upon inception, were intended to combat. You can’t have your cake and eat it too.
The 2025 VMA Congress highlighted these juxtapositions. It will be the job of operators, promoters, and business to find a middle ground on which new funding strategies and operational models can be built that address them.
Dr Neil Gibson is the Project Director for Blacktown International Sportspark and Blacktown Exercise Sports and Technology Hub and is also Director of AHG Consulting.
People NEWS
Harvey Lister inducted into Queensland Business Leaders Hall of
Fame
In recognition of an outstanding contribution to the events and entertainment industry for over more than 50 years, Harvey Lister AM has been inducted into the Queensland Business Leaders Hall of Fame.
The Queensland Business Leaders Hall of Fame, which now has 105 members, was established by QUT and the State Library of Queensland in 2009 to recognise the state’s most influential business leaders.
Australian promoter Untitled Group partners with live music executive Jessica Ducrou
Australian promoter and music company Untitled Group has announced an ongoing touring partnership with live music industry executive Jessica Ducrou, who has unveiled her new venture, Black Peach.
Darren Burden named as new Suncorp Stadium General Manager
Legends ASM (APAC & MENA) Global has appointed Darren Burden as General Manager of Brisbane’s Suncorp Stadium.
Burden will lead the venue’s management team as of later this year after having successfully operated the US$4 billion Kai Tak Sports Park multi-venue development in Hong Kong.
Burden’s previous experience includes leading New Zealand’s Vbase (now Venues Otautahi) as Chief Executive operating Christchurch’s leading convention, entertainment, cultural and sporting venues and driving the development of the 30,000 seat capacity Forsyth Barr Stadium in Dunedin.
Burden will replace longstanding Suncorp Stadium General Manager Alan Graham who is retiring.
Former Football Australia
Chief Executive James Johnson to lead Canadian Premier League
Football Australia has confirmed a record $8.5 million loss with Chair Anter Isaac, stating he was “not satisfied” with FA’s financial results.
The loss comes despite record revenues of $124 million, and following the departure of James Johnson as Chief Executive after fiveand-a-half years in the role.
Canadian Soccer Business (CSB), the commercial arm of governing body Canada Soccer and the top-tier Canadian Premier League (CPL), has announced Johnson as its new group Chief Executive.
Renee Soutar promoted at Village Roadshow theme parks
Renee Soutar has been promoted to the role of Chief Marketing Officer at Village Roadshow Theme Parks, stepping up from her position as General Manager of Marketing.
After almost 20 years with the business, in her new role, Soutar will lead both the marketing and sales departments and oversee brand strategy, ticketing, creative, digital performance, CRM and loyalty and campaign development.
Venues West’s David Etherton receives VMA Lifetime Achievement Award
David Etherton, Chief Executive of Venues West, has received the Venue Management Association’s Lifetime Achievement Award, presented at the 32nd Asia-Pacific Venue Industry Congress.
Etherton has led the growth of Venues West’s portfolio from four to 14 venues, most notably the establishment of RAC Arena in 2012 and Optus Stadium in 2018.
Other award recipients for 2025 are: Young Achiever of the Year: Emily Jones. Marketing Manager Venues West; Allied Professional of the Year: Tim Long, CVE. Managing Director, Hawkridge Entertainment Services; Venue Professional of the Year: Houri Tapiki, General Manager, Theatre Royal Sydney.
People NEWS
AFL announces changes to executive team
AFL Chief Executive Andrew Dillon has announced a restructure of his leadership team, which will see a new Chief Operating Officer and a new Performance Executive join the League.
The changes have seen long-serving Inclusion and Social Policy Executive
Tanya Hosch depart the AFL after nine years, and General Counsel
Stephen Meade no longer featuring as part
People NEWS in Brief
Nick Aspinal is the new National Sales Manager at Australian Fitness Supplies.
Auckland’s Stardome Observatory and Planetarium has appointed Kelly Bewley as its new Chief Executive.
Murray Booth, an expert in water play, public recreation and related engineering design has joined the team at public aquatic experts Atlantis Liquid Dynamics.
Dion Brant has taken on an expanded role as President and Chief Executive of AEG Presents APAC in addition to being Chief Executive of Frontier Touring.
Dr Michael Butson has joined the Sport Innovation Research Group as Research Assistant.
Spiros Dassakis has departed his role as Chief Policy Officer at the Swimming Pool and Spa Association (SPASA) to establish his own consultancy.
The Australian Tourism Export Council (ATEC) has appointed Richard Doyle as its new Chairman, to serve a three-year term commencing later this year.
Neisha D’Souza has been confirmed as Chief Executive at the Sydney Olympic Park Authority.
Ben Eastgate has moved into the role of Operations Manager at Melbourne’s John Cain Arena.
Professor Wesley Enoch has been appointed by the Australian Government as Chair of the Australia Council Board of Creative Australia for a four-year term.
Former Victorian Government Minister John Eren has been appointed as Chair of the Kardinia Park Stadium Trust.
Leith Fradd has taken on the role of Executive Officer at LIWA Aquatics.
Swimming Australia has appointed Olympic gold medallist and qualified lawyer, Chris Fydler as President.
Alex Graham has been appointed Chief Executive of NSW National Parks and Wildlife Service (NPWS).
of the League’s executive team, although he will continue to report to Dillon.
Laura Kane’s previous role as Executive General Manager (EGM) of football has been split in two, with Kane to remain on the AFL’s leadership team as EGM of football operations. Kane will oversee the delivery of the AFL, AFLW, VFL and VFLW seasons and will also supervise a newly formed health and medical team that will handle the AFL’s response to mental health and concussion issues. She will also be the executive leading the AFLW as it celebrates its 10th season in 2025.
AUSactive has announced Ken Griffin as its new Chief Executive, replacing Barrie Elvish who is retiring after leading the peak body with distinction. Griffin will be profiled in our next issue.
City of Gold Coast has appointed Gareth Horner as Coordinator Commercial Services Aquatics.
Anytime Fitness Australia has promoted Rachel Kalwy to the role of National Performance Manager.
Cathy Kiss is the Service Manager - Recreation Services at the City of Cockburn.
Bipin Menon has started a new position as Sales and Marketing Director APAC at Pentair Australia and New Zealand.
Grant Mizens has been elected to the role of President of Paralympics Australia, with former Queensland Government Minister Kate Jones subsequently appointed Vice President.
David Monk has started a new position as DirectorCommercial Aquatics at Poolcorp.
Hannah Parkin has started a new role as Marketing and Communications Manager at South East Leisure.
The Victoria Tourism Industry Council (VTIC) has appointed Lisa Patroni as its new Chief Executive, replacing the outgoing Felicia Mariani.
Basketball Western Australia has appointed Fabian Ross as Chief Executive on a full-time basis, following a brief period in an interim capacity.
Touch Football Australia has appointed James Sharp in the executive leadership role of General Manager, Growth & Innovation.
Australian-founded but now USA-based Surf Lakes Global has announced former British Airways and Topgolf executive Troy Warfield as its new Chief Executive.
Amanda Watson is new Unit Manager Sport and Leisure at the City of Whittlesea.
SUPPLIER NEWS
Myrtha Pools backs competition and new world records at 2025 World Aquatics Championships in Singapore
The 2025 World Aquatics Championships held in Singapore delivered 24 days of high-level competition and highlighted Myrtha Pools’ role in delivering historic moments across the 77 medal events in six aquatic sports.
The first edition of the World Aquatics Championships to be held in Southeast Asia, the event welcomed more than 2,400 athletes from 203 countries and the Refugee Team.
At the heart of the global showcase stood the World Aquatics Championships Arena, equipped with two Myrtha Pools, competition and warm up, designed and installed in record time to host both swimming and artistic swimming events at the highest standards of performance and versatility.
The event delivered exceptional performances, with three new World Records set in the Myrtha pools. France’s Léon Marchand broke Ryan Lochte’s 2011 benchmark in the men’s 200m individual medley, touching the wall at 1:52.69. Team USA added two more records to the list: 3:18.48 in the mixed 4x100m freestyle relay and 3:49.34 in the women’s 4x100m medley relay.
These achievements bring the number of World Records set in Myrtha pools to an outstanding 181.
Utilising Myrtha’s exclusive modular stainless-steel technology, the same system used for permanent installations, the Singapore pools combined the benefits of flexibility, precision and sustainability. This technology is also well-suited for temporary facilities, which major sports organisations increasingly favour for their adaptability, reduced environmental footprint and capacity.
The Championships also marked the renewal of the partnership between Myrtha Pools and World Aquatics, extended through until 2029. This collaboration supports a shared mission of promoting elite performance, sustainability and innovation across the aquatic world. Contact Myrtha Pools Australia Country Manager Chiara Cenati on 0499 715 085, E: chiara.cenati@myrthapools.com, www.myrthapools.com
NovoFit and Genesis Health + Fitness support Kids’ Treadmill Challenge
The ongoing support of equipment supplier NovoFit and Genesis Health + Fitness has supported 1,037 participants (using 35 treadmills) to raise almost $950,00 for Very Special Kids.
With the treadmills donated by NovoFit and Genesis, this year’s 24hour treadmill challenge, at the end of May, was a huge success, with the funds raised helping to provide palliative care for children and support for their families.
With each participant required to run, jog or walk for at least 30 minutes, a party atmosphere kept everyone going with food, dancing, games, prizes and celebrity appearances.
A true community effort, the challenge was also boosted by media coverage including a 3AW live broadcast, Channel 9 News, and a live cross on the Today Show as the event wrapped up.
Together, NovoFit and Genesis have been supporting Very Special Kids since their first major fundraiser in 2012.
NovoGroup Chief Executive, Tim Horskins advised “the event was such a great atmosphere to be a part of, and we are over the moon at the amount of funds raised. Our dedicated team on site ensured the treadmills stood up to 24 hours of non-stop motion, which of course allowed the participants to get the job done.”
VLocker partners with leading Paris visitor experience
Tasmanian-based VLocker has announced a partnership with one of the leading visitor attractions in the French capital of Paris - the Aquarium du Paris.
Located between the Eiffel Tower and Trocadéro, the Aquarium du Paris has enhanced its visitor experience by installing a VLocker secure, automated locker system.
After security changes following the 2015 Paris attacks, the attraction had to suspend its cloakroom services, despite visitor demand for storage having remained.
As Aquarium du Paris Directeur des Public, Alexandre Dalloni recalls “we had recurring requests for a cloakroom.
“But due to safety, staffing, and financial constraints, we could no longer operate a traditional check-in system.”
VLocker Solution
Having come across VLocker in the USA, Aquarium du Paris Chief Executive Alexis Powilewicz reached out to the Australian company to provide a secure, monetised locker system rarely seen in French cultural institutions, where lockers are typically free.
VLocker’s innovative, automated locker system not only met security requirements but also improved the visitor experience while generating extra revenue.
As Dalloni explains “VLocker offered exactly what we needed: security, simplicity and practicality.”
The rollout involved communication across digital and inperson touchpoints, from social media to on-site staff. The lockers themselves are intuitive to use, thanks to a multilingual touchscreen interface.
Since implementation, the Aquarium has seen a marked decrease in lost property incidents and customer complaints. Front-of-house staff have also benefited from a lighter workload.
Financially, the lockers have delivered results, generating reliable monthly income through a revenue-share model.
Technogym introduces upgrades to its Biocircuit training experience
Technogym has enhanced its Biocircuit training experience with upgrades designed to streamline operations, boost engagement, and offer an even more effective and intuitive training experience.
Effortless onboarding
Technogym Biocircuit now offers instant onboarding with zero configuration needed. Thanks to AI-driven training variability and automation, every session is smart, safe, and tailored.
New Biocircuit Analyzer
Gain deeper insight into users’ performance and engagement. The new Biocircuit Analyzer empowers users to monitor key metrics, track progress, and optimise the user experience with data that drives results.
New Cardio Training Profiles
The new Biocircuit cardio workout profiles increase variety and results, changing the intensity level of your users as they train.
WhiteWater marks 40th Anniversary in Asia-Pacific region
Leading water park industry supplier and designer, WhiteWater is celebrating its 40th Anniversary in the AsiaPacific region.
At the recent IAAPA Expo Asia 2025 in the Chinese city of Shanghai, WhiteWater seized the opportunity to unveil bold new attractions, showcase world firsts and reaffirm WhiteWater’s role as both a global leader and a trusted local partner.
2025 marks WhiteWater’s 40th year in Asia-Pacific - a milestone that reflects not just the company’s legacy, but its evolution alongside a rapidly maturing industry. WhiteWater remains the first and only international supplier with a fullservice office in the region.
ROLLER deploys monitoring and security platform Datadog
Australian-founded ROLLER, the software powering over 2,200 attractions businesses globally including Sky Zone Trampoline Parks and Scenic World, has streamlined operations, improved reliability, and reduced cloud infrastructure costs using monitoring and security platform Datadog.
Handling $450 million in transactions monthly across 35 countries, ROLLER relies on the system’s performance to support millions of guest experiences. With Datadog’s unified observability and security platform, ROLLER has consolidated multiple tools, broken down siloes, and gained deep visibility into system performance, allowing teams to troubleshoot faster, manage logs more effectively, and uphold critical service levels.
ROLLER now has comprehensive visibility into its applications and infrastructure, enabling operations, engineering, security and support teams with the ability to use and communicate using one platform. ROLLER’s relatively small ICT team has also quadrupled scale while simultaneously derisking operations and supporting more complex systems.
E: sales@rollerdigital.com, www.roller.software
Campbelltown Athletics Centre reopens following Polytan track upgrades
Resurfacing works to the Campbelltown Athletics Centre’s track undertaken by Polytan Australia has resulted in the venue being re-certificated as a World Athletics Class 2 track.
The first time that resurfacing works have been undertaken at the track since 2010, the project included a high-performance Polytan surface being installed to allow the venue to host state and national level events.
Since its opening in 1999, the facility has become one of Sydney’s premier synthetic athletics tracks, hosting more than 120 school carnivals each year for schools from inside and outside of the Campbelltown Local Government Area.
Stadium Taranaki immerses fans with hearing loss through assistive listening technology
New Plymouth’s recently reopened Stadium Taranaki has enabled inclusion and accessibility for all patrons, ensuring that fans with hearing loss can enjoy the same immersive experience as everyone else at the venue.
With upgraded West and East stands, improved seismic resilience and scalable facilities, part of the redevelopment included installation of Auri technology - by Listen Technologies and Ampetronic, and powered by Auracast.
The original plan involved deploying a traditional hearing loop system, which has long been a reliable solution for direct audio access. However, as the East Stand was added to the scope and the complexity of the infrastructure increased, the practicality of installing a loop system became a challenge. With multiple zones, large spaces and a need for flexible coverage, the team sought a future-focused alternative that could deliver equal access - without introducing technical or architectural constraints.
The final system installed at Stadium Taranaki comprises four Dante - enabled Auri transmitters - two covering the East Stand with more than 1,200 square metres of coverage, one serving the causeway, and another dedicated to the event space. In addition, 32 Auri receivers were supplied for the venue to offer on demand to visitors who require them. This project represents one of the first Auracast stadium installations in Australasia and marks a significant milestone in the deployment of accessible technology in public venues. Contact Auckland-based Provision Technologies on 09 379 3792, E: ask@provision.co.nz, www.provision.co.nz
Stadium Taranaki has embraced assistive listening technology by Listen Technologies and Ampetronic. Credit: Listen Technologies/Ampetronic
SUPPLIER NEWS
Evolt secures Beyond Activ’s award for
Technology Company of the Year Leading provider of body composition technology, Evolt, has been named Beyond Activ’s 2025 Technology Company of the Year.
Beyond Activ’s ‘Technology Company of the Year’ category spotlights companies that are not only technologically advanced but also commercially successful, strategically scalable, deeply collaborative, and truly game-changing in the industry.
Beyond Active released a statement noting “we were deeply honoured to be recognized among such extraordinary and forward-thinking companies. Finalists included Mindbody, Xplor, Hapana, Ezypay, and Wexer - a lineup that showcases just how competitive and inspiring this category truly was. To be named the winner alongside these remarkable peers makes this accolade even more significant.”
Evolt co-founders Ed Zouroudis and Kelly Weideman (pictured) accepted the award on behalf of the entire Evolt team at the recent Singapore event. Contact 07 5535 6227, E: info@evolt360.com, www.evolt360.com
Fluidra Commercial is expanding its services with the introduction of Accessibility Consultation, following team member Natsuki Murata’s recent achievement of a Certificate IV in Access Consulting.
This exciting development strengthens Fluidra Commercial’s commitment to inclusive, future-ready aquatic design, providing an added layer of expertise for clients looking to enhance the accessibility of their aquatic facilities.
The new consulting service complements Fluidra’s SR Smith range of aquatic access products, which includes pool lifts and accessibility hoists designed for patrons with a disability.
With Murata’s dual expertise as a qualified Engineer with formal Access Consulting training, Fluidra can now deliver a unique, end-to-end accessibility solution - from product supply to professional design and compliance advice.
Fluidra will also soon relaunch its custom rails service, with Murata available to review consultant or architectural
Lynxight AI drowning prevention technology installed at Melbourne Airport’s Higher State health club
Melbourne Airport’s first health club and wellness centre, Higher State - managed by Belgravia Leisurehas become the first hotel in Australia to be equipped with AI drowning prevention technology.
Situated inside Melbourne Airport’s new duel-branded Novotel and ibis Styles hotels, Higher State’s two-lane, 25 metre indoor pool will now allow the health club’s guests greater peace of mind while enjoying their leisurely laps.
The swimming pool’s security cameras are now empowered with cutting edge Lynxight AI technology, which is designed to analyse swimmer behaviour. This analysis delivers staff a complete, realtime understanding of what’s happening above and below the water, right to their waterproof smartwatch.
Backed by Royal Life Saving Society of Australia, the impressive technology tracks and analyses multiple swimmers simultaneously, sees through water for a 360 view above and below and eliminates blind spots and glare – all aimed at reducing the risk of drowning by detecting unusual or dangerous behaviour in the water, pinpointing incidents and accelerating staff response times.
Contact Lynxight’s Dan Mulvey on E: 0408 057 626, E: dan@lynxight.com, www.lynxight.com
drawings and suggest fit-for-purpose rail designs tailored to client needs.
Fluidra Commercial introduces new Accessibility Consulting Service
SUPPLIER NEWS
Les Mills Asia Pacific launches
‘CEREMONY’ group fitness
training
Scientifically designed to meet the rising demand for workouts that build strength, drive results, and foster community, Les Mills Asia Pacific has launched LES MILLS CEREMONY™ and CEREMONY Studio™ to deliver a new era of group training for gyms and fitness facilities across its club network.
This launch represents a bold step forward in expanding high-performance, boutique-style group training throughout the region.
LES MILLS CEREMONY is a 45-minute, sciencebacked functional training circuit that delivers a powerful combination of full-body strength, cardio, and conditioning. Each session blends explosive movements, equipment-based intervals, and structured transitions designed to maximise results and elevate the member experience.
The new CEREMONY Studio format offers a streamlined and scalable version of the program, making it easier for clubs of all sizes to consistently deliver highimpact group training without the need for specialist equipment or studio fit-outs.
Stack-Cup™, a reusable, stackable cup system is changing how venues serve drinks, engaging fans and meeting sustainability targets is an engineered solution to the realworld challenges of venue operations.
With a patented handle that allows cups to securely stack together, it eliminates the need for trays and frees up one hand - improving safety for fans navigating stairs or crowds.
Stack-Cup™ offers a durable product, that has been tested over 500 washes, significantly cutting down the volume of waste generated per event.
Venues using Stack-Cup can offer options including refundable and non-refundable deposits, partial refunds, charitable donations or full cost coverage via integrated sponsorship. This flexibility means venues can tailor a reuse model that aligns with their crowd, operations, financial, and sustainability goals.
From a safety standpoint, Stack-Cup™ is a clear upgrade from traditional trays. Carrying multiple drinks in one hand leaves the other free to grip handrails, improving safety as patrons move through busy stairs or uneven ground.
Operationally, it reduces reliance on single-use cups and eliminates the cost and environmental burden of disposable trays. That means less waste, smoother service, and longterm savings.
Contact Shane Rawson, Chief Executive/Director at Stack-Cup Australia on 0433 790 605, E: shane@greenerevents.com.au, www.stack-cup.com.au
Broken Hill City Council’s new netball courts have officially reopened with the $5 million upgrade including the construction of 10 new netball courts with Rebound Ace surfaces, along with new lighting, fencing, and shelters.
California Sports Surfaces launched its new Rebound Ace Sports CoolTop acrylic sport surfacing material in August 2021 which features technology to lower the surface temperature on sports courts, or coated areas, utilising new generation Arctic Pigments coating materials.
The construction of the netball upgrades were undertaken by Jirgens Civil Pty Ltd.
This project was funded by Broken Hill City Council and
the NSW Government through the Resources For Regions program.
Partnership between Quayclean and Multhana supports indigenous employment
Leading Australian-owned cleaning, hygiene and waste management services company, Quayclean Australia, has partnered with First Nation’s group, Multhana, to provide employment opportunities for First Nation peoples at its University of Queensland (UQ) campus sites.
Multhana is a Supply Nation Certified, Indigenousowned company whose purpose is to create training and employment opportunities for Aboriginal and Torres Strait Islander people across South-East Queensland. Initially, the Quayclean-Multhana partnership has resulted in five indigenous workers working alongside Quayclean staff at UQ sites.
Quayclean Chief Executive, Mark Piwkowski, said the company was keen to expand employment opportunities for First Nation peoples and advised “Quayclean is proud of its diverse working teams and leadership, and we are particularly focused on providing more working and training opportunities for First Nations people.” Contact 1300 897 117, E: info@quayclean.com.au, www.quayclean.com.au
EventFInda selected as ticketing partner for Palmy Venues
Eventfinda, New Zealand’s leading independent ticketing provider has been selected by Palmerston North City Council (PNCC) as its official ticketing partner for Palmy Venues, including the Central Energy Trust Arena and the Palmy Conference + Function Centre.
This appointment follows a competitive procurement process and marks a strategic move by PNCC to adopt a more flexible, transparent, and locally supported ticketing solution.
Eventfinda’s cloud-based platform supports fully digital ticketing, mobile scanning, integrated marketing tools, realtime reporting, and flexible purchase options – all designed to streamline operations for venue teams, empower event organisers, and deliver a seamless experience for patrons.
James McGlinn, Chief Executive of Eventfinda noted “we’re honoured to partner with Palmerston North City Council and support the success of Palmy Venues + Events.
“From community engagement and commercial growth to compliance, our goal is to help the Council and its event partners deliver exceptional experiences at every level.”
E: sales@eventfinda.co.nz, www.eventfinda.co.nz
At a time when fitness facilities are seeking to offer more personalised and measurable fitness experiences, InBody technology devices empower trainers and coaches to design individualised fitness, nutrition and recovery programs based on precise body composition metrics. With fitness centres, medical practices, corporate wellness programs, NASA and elite sports teams worldwide trusting InBody for its unmatched accuracy and innovation in body composition analysis - enhancing member engagement and driving retention through providing personalised fitness and nutrition programs based on precise body composition metrics. While fitness centres report up to 20% improvement in 12-month retention through regular check-ins, InBody also provides objective measurements for fitness challenges, highlighting individual transformations beyond weight loss with members receiving scan data via the InBody App, promoting consistency in training and nutrition strategies.
What began as a small biotech startup in South Korea in the 1990s has since grown into a global corporation with distributors and partners in over 110 countries - enhancing member engagement, driving retention, improving program outcomes, and creating valuable business opportunities. Contact 07 5681 1900, E: oceania@inbody.com, www.au.inbody.com
InBody body composition technology driving member engagement and retention
InBody founder and Chief Executive Dr Kichul Cha.
SUPPLIER NEWS
Amphis looks to elevate lighting performance
A player in the lighting world since 2016, having acquired LSI Hamilton in 2024, Amphis has increased its capability in high-quality sports and venue lighting. As the sole Australian distributor of LSI Industries, a leading American manufacturer known for more than 45 years of proven performance in the USA, Amphis brings reliable product backed by comprehensive lighting design.
For community sport and tennis clubs, Amphis is mindful that investing in quality product with conscious lighting planning means more than just better illumination - it creates a welcoming environment that enhances play and opens broader use for members and casual guests. Players notice the difference. Sharp, consistent lighting without glare improves performance, increases safety and is simply more enjoyable.
For councils and facility managers, it’s also about compliance and budgets. It’s important to be aware of permits and state planning laws, for example ensuring light spillage is restricted. And whether preparing a site upgrade or looking to futureproof a major arena, keeping to budget is imperative while balancing community expectations. Well-designed light layouts help clubs grow participation and memberships by making courts usable year-round, from day to night.
Tixserve redefine fan experience during 2025 British and Irish Lions Tour
Ireland-based digital ticketing company Tixserve has shared how it backed ticketing for the 2025 British and Irish Lions Tour of Australia through its RugbyAU Tickets app, a standalone white-label event app for Rugby Australia.
Initially handling digital ticket delivery for all travelling and hospitality guests during the Tour, including the three Test matches between the Wallabies and the Lions, the app delivered digital tickets secure from fraud while providing enhanced fan engagement features including real-time event notifications, direct access to corporate and travel packages, and content-rich match-day experiences for both travelling supporters and hospitality guests.
The Lions Tour is part of a multi-year agreement between the two parties with Rugby Australia set to use the app for international and franchise matches following the
