Trengove Collective
The work

Experience behind the work.

The experience behind Trengove Collective has been built through senior hospitality leadership roles across hotels, resorts and experience-led businesses.

I've worked alongside owners, executives and teams through growth, change, pre-opening and transformation, bringing together commercial thinking, operational leadership and a genuine focus on people.

The examples below bring to life the environments I've worked in, the contribution I've made and the outcomes achieved with the teams around me.

Today, I bring that experience to independent projects and partnerships, adapting the depth of leadership and support to what each business needs.

Where I've made a difference

Across different businesses and operating environments, I've consistently worked at the intersection of people, performance and practical execution.

Commercial Performance

Understanding what is driving the business, where opportunities are being missed and where greater commercial focus can create value.

  • Revenue development
  • Commercial planning
  • Pricing & yield
  • Financial oversight
  • Profitability
  • Business performance

People, Leadership & Culture

Developing capable leaders and creating positive, accountable teams where people feel valued and have the clarity and capability to perform.

  • Leadership development
  • People & culture
  • Team performance
  • Recruitment
  • Capability
  • Communication

Operational Performance

Bringing structure, systems and practical problem-solving to help businesses run more effectively and give leaders greater visibility and control.

  • Operational improvement
  • Systems
  • SOPs
  • Reporting
  • Process design
  • Technology
  • Guest experience

Growth, Change & Transformation

Leading and supporting businesses through growth, transition and transformation, turning ideas and strategy into practical execution.

  • Pre-opening
  • Business transformation
  • New revenue streams
  • Asset improvement
  • Project delivery
  • Change management
A sculptural hotel room armchair in warm neutral boucle fabric beside a window with soft natural light

Commercial success begins long before a guest walks through the door. It begins with the people who create the experience.

Experience in action

Selected engagements.

01

Strengthening commercial performance and capability

Regional hospitality & winery

I joined a hospitality business with strong owner vision and significant opportunity, where greater structure, leadership capability, commercial visibility and operational consistency were needed to support the next stage of growth.

My contribution

  • Strengthening financial and operational oversight
  • Improving reporting, processes and accountability
  • Reshaping recruitment and team structures
  • Developing leaders and strengthening team capability
  • Establishing clearer operational systems and SOPs
  • Identifying and developing new revenue opportunities
  • Improving pricing, costing and commercial decision-making
  • Integrating systems and technology to improve efficiency and visibility
  • Strengthening the guest experience
  • Working with leaders to reconnect the team with the longer-term vision and values of the business

The result

A more structured and commercially focused operation, stronger leadership capability, improved visibility and control, and a broader platform for sustainable growth.

The work contributed to a significant financial turnaround, with improved operating performance, stronger cost control and a return toward profitability.

At the same time, investment in leadership, training and team culture contributed to improved staff retention and stronger internal capability, supporting a more stable and capable team.

The business also continued to strengthen its customer experience alongside growth, receiving independent industry recognition including national recognition at the ABIA Wedding Industry Awards and back-to-back Australian Good Food Guide Readers' Choice Awards.

02

Leading people and operational change at scale

Four and five-star hotel operations

Working across complex, high-volume hotel environments, I supported teams through significant organisational and operational change while maintaining a strong focus on people, guest experience and performance.

My contribution

  • Implementing broader culture transformation initiatives within my areas of responsibility
  • Developing middle leaders and strengthening leadership capability
  • Strategic recruitment, workforce planning and team development
  • Supporting teams through a change in ownership
  • Improving guest experience and operational processes
  • Identifying additional revenue opportunities within the guest journey
  • Leading the hotel's operational transition from outsourced to in-house housekeeping, coordinating with leadership, HR, recruitment and legal teams to implement the new operating model
  • Supporting the negotiation, implementation and ongoing performance management of major outsourced service-provider arrangements across two hotels

The result

Stronger leadership capability, a positive and accountable team culture, more effective operating models and consistently strong guest experience through periods of significant change.

Industry and guest recognition during this period included Superior Accommodation Hotel of the Year at the 2021 TAA Victoria Awards for Excellence and a 2021 TripAdvisor Travellers' Choice Award.

A warm dining room with linen-dressed tables and soft golden light
03

Turning opportunity into performance

Australian-owned hotel

Working within a management company supporting a private Australian hotel owner, I was part of the team brought in to strengthen an underperforming hotel operation across people, leadership, commercial performance and asset utilisation.

My contribution

  • Supporting leadership and team performance improvement
  • Building stronger accountability and team culture
  • Reviewing how rooms and spaces could be better utilised
  • Developing conference, events and hospitality revenue opportunities
  • Supporting the refurbishment and repositioning of hotel spaces
  • Project managing the renovation and relaunch of the main restaurant, including a redesigned space accommodating up to 90 guests
  • Leading the restaurant's operational and commercial delivery
  • Developing menus and managing payroll in response to changing business demands
  • Developing leaders to work with greater flexibility and commercial awareness

The result

New revenue opportunities, improved use of the property's assets and a stronger operating platform, including a successfully relaunched restaurant that established profitability within its first weeks of trade.

04

Bringing a five-star hotel to life

Pre-opening leadership

As part of a five-star hotel pre-opening leadership team, I was responsible for preparing my operational divisions (Rooms, Front Office, Concierge, Valet and Housekeeping) for opening.

My contribution

  • Recruiting and preparing teams within my divisions
  • Developing operational plans and SOPs
  • Establishing service standards and operational readiness
  • Supporting asset preparation and defect resolution relevant to my areas
  • Preparing departments and suppliers for opening
  • Supporting the delivery of the hotel's brand and guest experience
  • Creating personalised guest service and upgrade opportunities
  • Supporting revenue and occupancy optimisation
  • Working with the wider pre-opening team to resolve operational and building challenges

The result

Operationally prepared departments, capable teams and the foundations required to deliver a five-star guest experience from opening. The hotel went on to receive Deluxe Accommodation Hotel of the Year at the 2017 TAA Awards for Excellence.

The thread through all of it

Different businesses. Different challenges. Different stages of growth.

But there is a common thread.

I bring clarity where things feel complicated, energy where teams need momentum, and practical leadership that turns good intentions into action.

I care deeply about the people doing the work, because I've seen first-hand that commercial performance and a strong culture aren't competing priorities.

When people understand where the business is going, feel valued in their role and have the clarity and capability to deliver, performance follows.

That's the leadership experience I now bring to Trengove Collective.

A note on confidentiality

The examples above are intentionally presented without business names or commercially sensitive information. They reflect genuine experience from my career, with details simplified where appropriate to respect the businesses, owners and teams involved.

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