Allara Global

Image credit: iStock/cagkansayin ” data-large-file=”https://clubmanagement.com.au/wp-content/uploads/2026/06/iStock-2186729096.jpg?w=1200″ /> By Andrew Lewis, CEO, Allara Global Most hospitality operators I speak with believe compliance risk comes down to having the right policies, procedures, and training records in place. And for a long time, that was often enough. But the AML/CTF reforms coming into effect in 2026 make one thing very clear: regulators are now looking far beyond documentation.

Ask most hospitality leaders how they started and you’ll hear a familiar story. It was meant to be temporary. A uni job. A gap year role. A working holiday visa. A way to pay the rent. Very few enter the industry at 18 planning a long-term career. Yet, many of today’s venue owners and general managers began exactly this way. Hospitality has always relied on accidental entrants. For decades, the industry quietly turned temporary workers into long term leaders and owners.

By Tamara Quader, Head of Learning Design, Allara Global Hospitality is a people business — and leadership plays out in public. Every service period, guest interaction, and operational decision happens in real time, under pressure, and in full view of both customers and staff. Unlike industries that can lean on automation or distance, hospitality leaders must lead on the floor. Yet many hospitality organisations still rely on traditional, command-and-control models of management.