For Leisa Wheatland, hospitality isn’t just a career, it’s in her DNA. A third-generation motelier and lifelong champion of the industry, she’s lived every side of the business, from hands-on operations and ownership to high-level revenue and strategic advisory. Today, as a specialist accommodation and hotel broker, Leisa helps operators prepare their assets, and themselves for the next chapter. In this Q&A, she shares insights from a career built on service, strategy and the enduring spirit of hospitality.
How did you find yourself in your current role? Can you share a snapshot of your career and in particular your hospitality journey.
I’m a third-generation motelier. My grandparents owned regional Victorian hotels, and both my parents and in-laws were founders of the Flag Inn motel chain, now known as Choice Hotels. Hospitality has always been part of my life. My Mother Barbara was Chairman of Flag and served on the board for many years.
I began in operations and technology, travelling through South Australia and the Northern Territory installing early PMS systems and teaching moteliers how to manage reservations. My husband and I later built and owned a regional motel in Mildura for 15 years, which gave me firsthand insight into the realities of ownership – staffing, margins, cash flow and community responsibility. Prior to this my parents motel I was helping run aged 16 yrs when they were away.
My career then expanded through senior operational roles in Regional Victoria with GHG and Country Comfort and then Accor’s Grand Mercure on Swanston as Revenue Manager , following as Hotel General Manager of 220 serviced apartments at Docklands, where I worked closely with developers and investors to deliver strong returns. Over time, I became increasingly interested not just in operations, but in the commercial architecture behind hospitality businesses – how they generate profit, how they scale and ultimately how they transition.
Today, as a specialist accommodation and hotel broker, my role has evolved into that of a strategic advisor. I work closely with owners – often one to two years prior to exit – helping them strengthen systems, refine reporting, optimise performance and position their asset for maximum value. Having spent my life operationally in hotels, I understand both the emotional and financial dimensions of that decision. However many owners wish to exit quite swiftly when the decision is made to sell. I also enjoy acquisition projects and hunting buyers through strategic positioning and hotel brands wanting to increase their brand presence in Australia. I am based in Victoria but travel all over Australia to work with owners.
What are your favourite things about our industry?
Hospitality is fundamentally about being “in service.” It is people serving people and that has never changed for me. Being in the business of service and “on Stage” to guests – whatever they need
I’ve always encouraged teams to see service as a performance in the best sense – to step onto the floor with pride, presence and energy. That human connection is what creates loyalty and reputation.
What I also love is that hospitality combines heart with commercial discipline. It is creative and dynamic, but it demands strong leadership, financial literacy and resilience. The industry gives extraordinary opportunity – I’ve had the privilege of mentoring young professionals, supporting over 50 apprentice chefs and more than 100 work placement students across NSW and Victoria. Watching people grow through this industry is incredibly rewarding As a family my husband and I absolutely loved working with our adult children in Hotels. We sold our Pub lease in 2023 to concentrate on family and grandchildren, whilst working as an advisor and broker.
Looking at the industry at the moment, what excites you or where do you see the most opportunity for innovation?
Having seen the evolution from manual switchboards and Whitney charts to integrated cloud PMS and advanced revenue systems, I appreciate how far the industry has come.
The greatest opportunity now lies in strategic performance management. Owners who truly understand their numbers – margins, yield, cost structures and asset positioning – are the ones who build sustainable and valuable businesses. Technology is no longer optional; it is a critical enabler of transparency and optimisation.
In my advisory work, I see significant upside for operators who prepare early for transition. Strengthening compliance, clarifying financial reporting and aligning operations with long-term strategy can materially improve enterprise value. Innovation today is not just about guest-facing technology — it is about commercial clarity and disciplined execution.Thats not easy when you are a hands on operator as I was – its hard to step back.
I love tech and revenue management and currently working on Ai strategies that are evolving in revenue generation which help bottom line and that of course helps profit = price.
Any words of wisdom or advice for people at the start of their career journey?
Start anywhere and learn everything.
Hospitality allows you to rise through the ranks if you are willing to work hard, take initiative and understand the fundamentals. Don’t just focus on service — learn the numbers. Understand margins, labour ratios and revenue drivers. Become commercially literate.
Own your shift. Take responsibility beyond your job description. Surround yourself with people who know more than you and be willing to learn from them.
Most importantly, understand that every venue is different. Regional, metropolitan, boutique, corporate — each has its own ecosystem. Success comes from mastering fundamentals while adapting to your local market. I always say there is a recipe in every Hotel and pending the location and type of operation the recipe can be very different for success – but as an advisor and taking emotion out of your business, keep coming back to the numbers. Watch them closely.