State of the Industry Report

Access Here

Why Our Industry Matters

What Pubs Contribute to Victoria
Economic Output
$ 0 B
Victorians Employed
0
Meals Served (Every Week)
0 M
Pots Served (Every Week)
0 M
The Pub Test: What Victorians Think
Having a pub as "Very Important"
83%
Pubs are safe places to drink
77%
Government should focus on education rather than regulation
78%
Importance of service experience
49%
A Sector of Stories
Why Pubs and Hotels Matter
The yackandandah Hotel Breathing New Life into a Regional Icon
Read Story
The Lockington
Hotel
How a Community Saved
Its Local
Read Story
The Grand Hotel Warrandyte
The Next Generation,
Now
Read Story
The Terminus
Hotel
The Pastimes, They Are-a-Changin’
Read Story
The oxford
scholar
A Masterclass in Adaptability and Style
Read Story
The Waterside
Hotel
What it takes to Build Big in the CBD
Read Story
Reforming policy for a Vibrant Victoria
Policy Reform Pop-outs

Tax Reform

Creating a fair and practical tax system to ensure the long-term sustainability of the industry.

View Reforms

Trusted Operator

Recognising compliant venues with streamlined processes to reduce administrative burden.

View Reforms

Liquor Licensing

Reducing red tape with faster approvals, modern portals, and flexible trading rights.

View Reforms

Planning

Streamlining permits for upgrades and protecting our heritage pubs with adaptive re-use.

View Reforms

Workforce

Professionalising hospitality with accreditation, skills passports, and frontline support packages.

View Reforms

Sustainability

Incentives for green retrofits and renewable energy aggregation for small venues.

View Reforms

Major Events

Backing Visit Victoria and securing 3-year standing approvals for recurring community events.

View Reforms

Live Music

Protecting cultural hubs by reviewing noise regulations and crowd controller requirements.

View Reforms

Gaming

Modernising regulations with fair liability laws and updated betting limits.

View Reforms
Close

the yackandandah hotel

For more than a century, the Yackandandah Hotel has stood at the heart of one of Victoria’s most picturesque towns. It has seen generations of locals pass through its doors and countless travellers stop in on their way up the mountain or down the valley.

But by 2024, the old pub’s doors had closed. That’s when a group of mates stepped in. Dale Kemp, Sian Haycock, Jackson Cartwright and Brittany Hart had years of hospitality experience and a shared affection for good pubs in good towns, so they decided to bring the Yackandandah Hotel back to life.

“We’re here to serve up pub classics done right, cold drinks, and a space that feels like home, whether you’re a local or just passing through,” Dale says.

Restoring the Beating Heart of Town

When the group took on the Yackandandah Hotel, their first priority was clear. “Our top priority was to bring the pub back to life as the beating heart of the community,” Dale says. “Food and service was the main focus, we wanted to serve honest, seasonal pub meals made from scratch with local Australian ingredients, but the overall experience was just as important. That meant investing in a warm, welcoming design that didn’t take away from the beautiful bones the building has and a space that feels true to Yack’s history and character.”

That sense of authenticity guided every decision. The team wanted to create a venue that felt lived-in, not polished beyond recognition.

Building on Strong Foundations

Dale says the biggest changes came from getting the basics right. “The menu, table service and the building design made the biggest difference,” he explains. “Updating the kitchen and creating a menu that celebrates local produce and beer and wine really set the tone for the relaunch. At the same time, refreshing the dining spaces with new flooring, furniture, and a warmer colour scheme gave the pub a new energy.”

The relaunch was designed to restore life and noise to the rooms that had gone quiet. Now, with live music, Friday meat raffles for the local cricket club, and Sunday afternoons full of locals, the pub is once again buzzing with energy.

Local Hands and Local Produce

From the start, the Yackandandah Hotel’s revival was a community effort. “We made a real effort to use local wherever possible,” Dale says. “Most of our trades came from Yackandandah or nearby towns, painters, builders, and suppliers who know the community well. Our produce comes from regional growers and makers as close as five minutes from the pub,” he said. Supporting other small businesses was a big part of rebuilding the pub’s identity.”

That decision gave the project a sense of shared ownership. Local tradies worked on the building, local growers filled the kitchen, and the town’s producers saw their products featured on the menu and behind the bar.

The Importance of Team Culture

In a small regional town, finding skilled hospitality staff can be tough. For Dale, the key is culture. “We’ve built a team environment where everyone feels valued, supported, and part of something bigger. We offer training, fair rosters, good conditions, and a sense of pride in what we’re doing. People want to work somewhere that’s going somewhere and being part of a revived local pub is exciting.”

That approach has helped the Yackandandah Hotel attract people who want to be part of something that matters. The culture of care and pride extends to the way staff treat customers, how they talk about the town, and how they represent the business.

The Pub and the Town

“The relationship is everything,” Dale says. “The Yackandandah Hotel has always been more than a pub, it’s a meeting place, a hub for locals, families and visitors. The community really backed us during the renovation and reopening, and in return, we make sure the pub reflects them, through local events, supporting the sports clubs, live music, food, and a genuine country welcome.”

That mutual relationship is what makes regional pubs like Yackandandah so enduring. When the pub succeeds, the town thrives. When the town shows up, the pub stays strong.

Advice for Others

Asked what he’d say to others thinking about moving regional to run a pub, Dale doesn’t hesitate. “Do it for the right reasons. It’s hard work but incredibly rewarding. Be ready to roll up your sleeves, get involved in the community and respect the history of the place. Take the time to understand what locals want, listen to them and build from there. If you create something authentic and community-driven, people will show up and support it.”

A Revival Rooted in Authenticity

The Yackandandah Hotel’s story is one of renewal. It is skilled operators taking their experience and applying it in a small town that means something to them. It’s a story playing out across regional Victoria, where a new generation of publicans are reimagining what a country pub can be.

What Dale and his partners have achieved is more than a renovation; it’s a restoration of spirit. The pub feels alive again. It is a place where locals gather, travellers linger, and everyone feels welcome.

The Lockington Hotel

When the Lockington Hotel’s former owner fell ill in 2018 and the pub faced closure, three local farmers knew something had to be done.

“They thought, ‘Oh God, we need a hotel’. Not that they wanted to buy one,” recalls Venue Manager, Linda Neville, “but they were prepared to put in for it.”

Word spread quickly through the town, and what began with three farmers became a community-wide movement. A rural Victorian community of fewer than 1,000 people facing drought, business closures and a sense of decline decided that they wouldn’t let their local vanish.

“The rest of the community said, you know what? We want in. There’s 98 of us that put in $5,000 each, knowing we weren’t going to get dividends. We just wanted to keep the pub open.”

That investment of money, time, and heart, marked the rebirth of the Lockington Community Hotel. The locals didn’t just buy a building; they preserved a piece of their town’s identity.

From Struggle to Strength

Just as the community took over, the pandemic hit. Staff were stood down, the kitchen closed, and the future looked uncertain. But, as Linda says, “It gave us the chance to bring an old hotel, which was a bit of a money pit, up to standard.”

With the community pitching in, the team renovated the accommodation rooms, spent over $100,000 on upgrades, and transformed the tired car park out front into a thriving garden space.

“People used to look at the pub and say, is that place even open?” Linda laughs. “Now the front yard is the most talked about thing in town.”

A Safe Haven in Hard Times

The Lockington Hotel’s importance was never clearer than during the Rochester floods.

“When Rochy got flooded, we opened our doors 24 hours for the locals that needed it the most. We fed them and housed them,” Linda recalls. “I sent out a message asking if anyone could cook some meals and drop them off at the pub, and oh my God, we had enough to feed the whole of Echuca!”

It was a defining moment that showed what pubs mean to small communities, not just a place to eat and drink, but a place to gather, to help and to heal.

The Chef Who Found a Home

The Hotel’s story of resilience is mirrored in the people who work there, like Simon, the head chef.

“He was in between jobs, had five little kids, and his house got flooded,” Linda explains. “We approached him just to help us out, but he fell in love with Lockington. His wife did too. Now he’s part of the family.”

Linda says Simon’s passion shines through every plate: “He puts love into every single meal. You can taste it. Everyone can tell.”

Family First

When asked how she’d describe the Hotel, Linda doesn’t hesitate: “Family. That’s what we are. The customers, the staff, even strangers, they come in and before you know it, they’re saying, this feels like coming to someone’s house for dinner.”

That sense of connection defines everything about the Lockington Hotel, from the locals who voted them into the People’s Choice Award winners at the 2025 AHA (Vic) State Awards for Excellence, to the juniors who start their first job behind the bar.

“When we found out we were finalists,” Linda says, “we were over the moon, jumping up and down, hugging each other. It felt like we’d won the lotto.”

What It Means to a Town

As Lockington’s reputation grows, so too does its sense of pride. “People are hearing about us and saying, let’s go out and suss it out,” says Linda. “And I’ll tell you what, they’re going to be happy.”

The recognition, she adds, belongs to everyone: “If it wasn’t for our customers, we wouldn’t be where we are. So thank you to the locals.”

From near-closure to a huge community win, the Lockington Hotel is living proof of what happens when locals rally to protect the heart of their town. As Linda puts it simply: “We are family. This isn’t just a pub, it’s our home.”

Close

The Grand Hotel Warrandyte

While the face of The Grand Hotel Warrandyte has changed over its 130-year history, its place as the beating heart of its quaint riverside town has remained the same.

But what The Grand Hotel Warrandyte has done is so much greater than its bricks and mortar. Publican Peter Appleby has made a commitment to what truly makes a community great: the people.

The narrative of a venue can often be told through its beer and its food, but with The Grand Hotel Warrandyte, the real story is in those serving, those delivering.

Peter lives by a simple, yet hugely important philosophy in teaching and training: “Training goes beyond task-based learning.

“Every team member is guided through a structured framework combining onboarding, mentoring, digital learning tools, and real-world competitions. From FOH service standards to BOH operations, staff are taught the “why” behind the work, not just the “how.””

A Pathway For All

Following the path of hospitality can be extremely fulfilling, both personally and financially. And any publican will tell you that a career in hospitality means a lot more than pouring pints and serving meals.

But, too often, working in pubs is seen as transient work.

Peter acknowledges that many young people tend to get their first job in a pub, but through training and skills, they can forge a path in hospitality:

“For our younger team, hospitality is more than a casual job, it’s a platform for personal and professional growth. They learn responsibility, communication, and teamwork in a supportive environment that values development over hierarchy. Our younger staff see The Grand as a place to gain confidence, leadership skills, and a sense of belonging.”

Pursuing Professionalism and Rewarding Work

The Grand Hotel Warrandyte has celebrated two AHA (Vic) Emerging Leader Awards and multiple long-term staff who began in entry-level roles.

Working in pubs is a tough job, and just because it’s seen as a “fun” industry to be in, that doesn’t mean that staff are any less professional. Building a sense of reward and responsibility into their work has been key for Peter in developing his team into what it is today.

“We motivate professionalism by celebrating progress and creating visible rewards for effort. Recognition programs such as Employee of the Month, team challenges, and vouchers for excellence keep morale high.

“Future leaders naturally stand out through initiative, consistency, and their willingness to support others. Our managers nurture these traits through mentorship, ensuring rising stars are guided into structured leadership pathways.”

Lessons for Future Leaders

Pubs can be difficult places to work, requiring a high attention to detail while balancing a whole range of tasks, especially on busy nights. Peter and his senior staff have learned a lot of lessons in tackling these conditions throughout their careers.

This has created an environment where staff are equipped to deal with the challenges, effectively ensuring that they learn the lessons they need to, not in “the hard way”.

Peter has implemented a system of leadership development, imbuing staff with a sense of confidence before they step behind the bar, including:

  • Structured onboarding through FoundU with training checklists and QR-coded learning tools;

  • Supervisor Expressions of Interest (EOI) program, allowing emerging leaders to step up and develop management skills;

  • One-on-one mentoring between senior staff and junior team members; and,

  • Leadership development workshops focusing on communication, team management, and accountability.

  • Team competitions and “Pass Tests” that encourage learning, creativity, and collaboration across FOH and BOH.

Building a Local Community

Peter’s view on success goes beyond numbers and figures: “Success at The Grand is measured through people, not profit. Every promotion, every apprentice, and every leadership story is a tangible result of our training investment.”

And who are those people?

Most of Peter’s staff are locals, many who have just stepped onto the first rung of their career. They’re involved in the local footy club, they went to the local schools. They’re a living, breathing part of Warrandyte.

Being a two time AHA (Vic) winner of the prestigious ‘Heart of The Community’ Award, The Grand Hotel Warrandyte has always prioritised its community, and importantly, those that make it great. Reflecting on the growth of those in his team, Peter said, “These outcomes, alongside the pride and unity of our team are the true measure of our success.”

Close

The Terminus Hotel

Fitzroy North’s Terminus Hotel is little better described than as an ‘institution.’

A few years after Victoria became a state, even before the Eureka Stockade, its story began.

The Scotch Thistle Hotel, as it was known back then, was a bluestone pub built next to a creek and over its more than 170-year history, there have been plenty of quirky characters and charming moments.

Over this period, it has suffered through fires, and received a few facelifts – not unlike the neighbourhood that surrounds it.

Originally, a large part of its offering were stables, and rooms for travellers. But, as time went on, there was less need for people to board, and in the early 1900s, even less of a reason for there to be stables.

This wasn’t a detriment to the local community, rather, it was a reflection of changing times. That idea of reflecting a transforming community is no more readily applied than by publican Craig Shearer:

“Our philosophy was simple – make it new, but make it feel like the same old Termi. The heart of the pub has been loved for generations, so when we upgraded it during the COVID lockdowns, we focused on subtle, room-by-room improvements rather than sweeping change. Fresh paint, new lighting, better flow – but always with the goal of keeping that unmistakable character that locals know and love.”

Working With the Building

Renovating an old, bluestone pub is not an easy feat from a heritage or structural perspective.

Looking at the surrounds of North Fitzroy, what was originally a vastly working-class neighbourhood has burgeoned into an affluent inner-city suburb.

As such, the demands of locals have changed. There’s no better example of this than in The Termi’s ‘Cinder’ restaurant, a pub style fine-dining experience.

Demand for such an experience would have been fanciful to consider even mere decades ago, yet, given the changing face of the suburb, having that upscale option is an absolute must.

To achieve this, you need to undertake kitchen and dining room renovations, along with improving accessibility. It’s a catch-22 given that the bones of The Termi are a major factor in what makes it special, yet, it’s also a big hindrance to change.

You Can’t Fight the Building

“Plan for twice the time and three times the patience. Heritage buildings are unpredictable – you never know what you’ll find once you start peeling back layers,” Craig says. “But every setback also reveals opportunities to highlight the building’s story. The biggest lesson for me is: don’t fight the building — work with its quirks. They’re what make the venue truly special.”

New Face, Same Feel

The new face of The Termi wasn’t built around one vision, but rather, a collective.

“Before we started designing, we actually took our architects on a pub crawl around Fitzroy and North Fitzroy. I wanted them to experience what makes this pocket of Melbourne so special – the old charm, the layered history, and that effortless mix of grit and warmth. The brief was simple: don’t design something shiny and new that could be anywhere – design something that belongs here.

“That philosophy guided every decision. The finishes, the layout, the tone – all had to feel authentically local. We didn’t want to sterilise the Termi or over-design it. The goal was to lift it up without sanding off its character.”

A major addition was a new beer garden, along with the ‘Cinder’ restaurant.

“Those spaces gave us the chance to inject a bit of creativity and modern thinking, without losing that pub warmth and charm. Cinder brought a more polished dining experience to the mix, while the beer garden became a more social, open, and flexible space. Both additions were about evolution, not revolution – adding layers to the Termi that feel natural, not forced.”

But it wasn’t all sunshine and roses. Getting to where The Termi is now was nothing short of an uphill battle.

“Some neighbouring residents found it difficult to see how the redevelopment could still respect the character of the area. We completely understand that – when a pub has been part of your street for generations, you feel protective of it.”

Craig took many steps to navigate these concerns, and work with the council along with some of the concerned neighbours. However, as is commonplace, some complainants were never willing to engage in open dialogue.

“What should’ve been a straightforward application ended up being a long, expensive approval journey, including a full VCAT hearing. In the end, we didn’t make any changes that impacted the heritage or the neighbourhood – so much of the red tape could have been avoided. It was a valuable lesson in how difficult it can be to navigate local planning frameworks, even when your goal is simply to enhance and preserve an iconic community pub.”

Craig understands that The Termi’s story is a long one, with many twists and turns, and that his role is one that many have undertaken before, and many will undertake after:

“Every pub has its own story, and we’re really just temporary custodians of that history. Our job is to preserve what matters, evolve what needs to change, and make sure each place is set up for the next generation to enjoy.”

Close

The oxford Scholar

Few pubs can claim to have educated generations without serving a single lecture, but The Oxford Scholar, sitting proudly on Swanston Street, has been part of Melbourne’s university life for decades.

When the Mahony Group took over the business in 2019, they inherited not just a pub but a construction site next door – the Metro Tunnel project on A’Beckett Street. For years, the pub was hidden behind barriers, surrounded by noise, dust and detours. Yet today, it’s thriving, a vibrant hub for students and locals alike. With a new bar, function room and conference spaces, it offers a wide selection of local and international craft beers that complement a menu of elevated pub classics made from fresh, locally sourced produce.

Guided by Venue Manager Anthony Crawford and owner Evan Mahony, The Oxford Scholar is redefining its place in Melbourne’s modern hospitality scene.

Turning a Challenge into an Opportunity

When the Metro Tunnel construction began, access to the pub was heavily restricted. “We’ve constantly been in the shadow of a shed that’s actually taller than the building,” Anthony recalled. “At times, people didn’t even know we were here.” Deliveries were disrupted, sunlight was blocked and the noise from the works was deafening.

But rather than accept defeat, Anthony and his team looked for ways to adapt. They saw opportunity in the very construction that seemed to be working against them. “We reached out to the construction team after COVID and said, you can have the same 15% discount that we offer to the students,” he said. “We gave them a little fluoro discount, and it worked. They became regulars, and they’ve been an important part of our customer base over the years.”

That decision not only filled the pub during quiet periods but built loyalty with the hundreds of construction workers and tradies stationed nearby. Even as the project nears completion, many still return for steak or parma nights.

“It’s a great example of turning something that could have buried us into something that strengthened us,” Anthony reflected. “We wanted to be inclusive, and that means making sure everyone feels welcome – students, staff, tradies, everyone.”

Repositioning for the Right Crowd

When the pub was refitted in 2019, it was designed with a very different audience in mind. “The refit was aimed very much at the higher end of the demographic – staff and faculty in the area,” Anthony said. “But I think they missed it completely. They missed the opportunity, which is the 50,000 students that are in the area.”

Anthony quickly realised that the venue’s pricing and offer didn’t align with its surroundings. “We had this flat bistro menu and a pretty ordinary beer list at a premium price point. It just didn’t make sense for who we should’ve been serving.”

So, when The Oxford Scholar reopened after the pandemic closures, the team made a deliberate shift. “We didn’t want it to be a race to the bottom, but we pushed aggressive pricing,” Anthony explained. “My background in the UK pubs taught me that if you price aggressively, it shouldn’t be at the detriment of the quality of the product.”

Today, they offer $10 pints of Mountain Culture and $14 cocktails that rival those found in Melbourne’s most popular bars. “If a student can get a cocktail for $14 and someone older comes in and tries it, they’re blown away, because it’s just as good, but $8 cheaper than what they’d get down the road.”

This approach has given the pub what Anthony calls “an honest backbone.” He explained, “There are so many dining offers in Melbourne where the price point dictates that drinking is only for the top 20% of earners. We didn’t want to be that. We wanted to make the Oxford inclusive, accessible, and still great quality.”

Building a Partnership with RMIT

The Oxford Scholar’s proximity to RMIT University has turned into one of its greatest strengths. Beyond serving students and staff daily, the pub, through the Mahony Group’s boutique catering arm, TMG, is now the sole provider of food and beverage services at the Capitol theatre.

“About 40% of our events are at the Oxford, 40% are across the RMIT campus, and 20% are at the Capitol Theatre,” said Anthony. The scale of that operation is truly impressive. “Our team prepares everything here and then takes it to the theatre. We’ve built a system that’s efficient and high quality.”

This collaboration has also raised the bar for The Oxford’s own operations. “The University is incredibly safety conscious and sustainability focused,” Anthony said. “If we want to play ball with them for their events, we must meet those same standards. They become the benchmark, and that makes us better.”

Looking Ahead: A New Chapter for The Oxford

As the Metro Tunnel works finally near completion, The Oxford Scholar is preparing for its next phase of growth. “We’ve just gone through a permit application to change our front outdoor area, and we’re adding socket-and-sleeve umbrellas and glass barriers to make it look more professional,” Anthony explained. “We’ve established a great relationship with the Melbourne City Council through that process.”

The goal is to make the pub more visible and inviting once the street fully reopens. “People should be able to see The Oxford Scholar from La Trobe Street,” Anthony said. “There should be clear, stylish signage that makes it the obvious choice in the area.” He’s also eager to see the venue become a seven-day operation with more entertainment and sports offerings. “Once the works are done and the tunnel opens, we’ll make a case for adding sports back into the mix,” he said. “That’ll help us build those big weekend crowds.”

Ultimately, the pub’s vision is simple but ambitious. “We want The Oxford name to be mentioned in the same breath as Melbourne’s great CBD pubs – the Young & Jackson, the Duke of Wellington, the Imperial,” he said. “But it’s important we stay honest. We’ll keep our price point, our quality and our personality. I want us to be big, but never at the expense of what makes us genuine.”

Close

The waterside hotel

When Sand Hill Road bought the Waterside Hotel eight years ago, it wasn’t a punt, it was a statement of belief.

“We bought it because we love this scale of pub,” says Matt Mullins, Company Director of Sand Hill Road. “That thousand-person patron number is the sweet spot for us. We’d spent twenty years in smaller suburban pubs, and this felt like the next natural step.”

The site, a 170-year-old double-storey landmark on the corner of King and Flinders Streets, had seen better days. But Matt and his partners saw something more.

“This pocket of the city had been very difficult, very challenging,” he says. “But we were confident that would change. We’ve been at the vanguard of the moments where a few other places have seen change and real urban renewal very quickly. All the fundamentals tell us that it will evolve and improve as it becomes the new Midtown rather than the bottom end of the city.”

Investing when others hesitate is a familiar story across Victoria’s pub sector. It speaks to confidence in Melbourne’s hospitality heartbeat, even as the cost of capital, construction delays, and shifting regulations test every assumption along the way.

From Modest Renovation to Ambitious Reinvention

The Waterside was initially a straightforward renewal. “We came up with a modest scheme that left the original building largely intact,” Matt says. “Floors, walls, ceilings stayed where they were. We’d fit out the entire building with a brand-new interior, but we weren’t adding square metreage or improving back-of-house efficiency.”

They had stripped the building back to its bones when the pandemic hit. The project stopped overnight.

“There was just enough support in the system to enable us to hold our assets,” he recalls. “We went through every ounce of savings to survive and to hold everything. We borrowed more. But we made it through, and eventually, we could trade again.”

When work resumed, the team paused to ask a hard question: could the design be better? “One of our partners, Andrew, was sitting at the back of the office. He said, before we fire it up again, let’s make sure this is still right. Could we make it more efficient, more profitable?” Matt laughs. “The answer was: well, fuck yes, we could.”

That afternoon, sketches turned into concepts, and by 3 am, a cardboard model sat on the kitchen table. It was a vision of what the Waterside could become. “The building we built is pretty much identical to that model,” he says. “A big, lush, green, richly layered, textured, modern pub.”

The Reality of Big Builds

Then came the reality. “The cost to deliver this, and every other project in Australia, went through the roof. It didn’t matter what it was, it just cost more.”

The biggest challenge, however, wasn’t money. It was planning.

“It should have been streamlined. In theory, it was streamlined,” he says. “We had the Lord Mayor and Deputy Lord Mayor onboard from the very beginning, very excited, very focused. There were no objections, no controversy, no changes to patron numbers or hours. But the process still took a year longer than it should have because the wheels of government just moved so slowly.”

Midway through construction, two external rule changes hit simultaneously: Melbourne Water’s updated flood-level mapping, and new inground heritage protections. Both arrived after work had begun and added a year, a million dollars, and enormous strain.

“It was debilitating. It was almost enough to knock the project over,” Matt admits.

The experience crystallised a view. “As a company, we’ve come to an informal conclusion that we will never again seek to do major development work in the CBD. Not anything in-ground anyway. Digging into the ground means heritage rules, flood-level problems, and unionised-site thresholds that add time and cost you simply wouldn’t believe.”

Confidence in Victoria’s Future

Despite those challenges, Sand Hill Road doubled down. The finished Waterside is one of Melbourne’s largest and most ambitious pub redevelopments ever. For Matt, it’s proof of confidence in Victoria’s hospitality future.

“We think there are multiple speeds in the current environment,” he says. “That’s been the feature of our economy since COVID. We have great confidence in Melbourne’s hospitality scene, notwithstanding the very real challenges of crime, homelessness, and patchy consumer confidence. The fundamentals are solid for pubs, bars and restaurants in the CBD. We wouldn’t have made this investment if we didn’t believe that.”

When confidence exists, investment follows. But that confidence must be matched by a regulatory system that rewards risk-taking rather than punishing it.

Lessons for the Next Generation of Builders

Asked what advice he’d offer other operators contemplating a large-scale redevelopment, Matt doesn’t hesitate.

“No matter how realistic we thought we were at the start, about escalating costs, rising interest rates, and new regulatory hurdles, we were wrong. We massively underestimated each. Build more contingency into everything. More money. More time. Hopefully we go back to a pre-COVID era where these impositions are normalised. But if we don’t, you’re going to need all that contingency.”

And the second lesson? Avoid digging where possible.

“Going into the ground in Melbourne’s CBD is wildly, prohibitively difficult. Crossing the threshold into a unionised site adds time and cost that you simply wouldn’t believe. Avoid it if at all possible.”

Yet, for all the pain, Sand Hill Road’s creative philosophy remains undimmed.

“At Sand Hill Road we always start with the story. Our pubs are about storytelling. We hope patrons can experience things they can’t find anywhere else; to be transported to a different time perhaps, or a different place. Or maybe just a different version of a night out. We want them to experience exceptional food, drinks and service, but beyond that, to feel they’ve been taken on a journey that feels new and exciting.”

That sense of narrative, of layering design, service, and space into a cohesive whole, defines the Waterside. It’s a project born of belief: in Melbourne, in its people, and in the enduring role of the pub as both anchor and catalyst in a changing city.

Close