Tony Costain A.C.C.M.
Queensland Group General Manager - HCS - Hotel @ Club Services - Management Specialists. at HCS | Hotel and Club Services- Claim this Profile
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Bio
Credentials
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Advanced Diploma in Hospitality Management
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Advanced Facilitator Certificate
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Associate Degree in Club Management
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Certificate IV TAA in workplace Training and Assessment
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Experience
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HCS | Hotel and Club Services
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Australia
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Hospitality
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1 - 100 Employee
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Queensland Group General Manager - HCS - Hotel @ Club Services - Management Specialists.
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Jan 2015 - Present
The HCS & EDP Group is a company consisting of 24 licensed club and hotel venues in Australia comprising over 1,700 gaming machines generating well in excess of $1 Billion revenue per annum, including 7 major licensed facilities in Queensland. Responsibilities: ► Collaborated with Board members to implement individual strategic business plans and assess annually to ensure activations and compliance. ►Exemplified communication to inspire 300+ staff and 100+ contractors to achieve their optimum potential, all within a group $18M annual wage expenditure (below 20% of revenue, including all on-costs). ► Gaming Fleet Management – Personal facilitation of all floor designs, layouts, Machine placements, and performance analysis and fleet changes, upgrades to 1,100 machines across 7 venues. ► Rejuvenated venues from near closure to independently profitable by expanding business models and understanding each region's market, demographics, and opportunities for competitive advantage. ► Led national price negotiations with strategic forward-thinking, including overseeing individual product selections, room designs, and fleet placement in managing 1,100+ gaming machines fleet in QLD. Achievements: ✔ Presided over an $8M+ transformation of the old Ipswich RSL and CSI Southport's $6M redevelopment. ✔ Generated $700M+ in annual gaming revenue and $24M+ in annual F&B group revenue by ensuring venue gaming fleets met industry standards, and VIP and F&B services delivered on quality, value, and service. ✔ Facilitated National Liquor Agreements across 24 venues with CUB and Lion Nathan, delivering industry best rebates and product diversity and achieving community engagement through product range and pricing. ✔ Yielded over 20% net catering profits monthly, bringing in over $13M in annual catering revenue after leading the transition from external group catering to 7 in-house catering operations. Show less
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General Manager
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2013 - Jan 2015
M𝑎𝑛𝑎𝑔𝑖𝑛𝑔 𝑡𝘩𝑒 𝐴𝐹𝐿 𝑐𝑙𝑢𝑏'𝑠 𝑛𝑎𝑡𝑖𝑜𝑛𝑎𝑙 𝑠𝑒𝑐𝑜𝑛𝑑-𝑡𝑖𝑒𝑟 𝑠𝑝𝑜𝑟𝑡𝑖𝑛𝑔 𝑜𝑟𝑔𝑎𝑛𝑖𝑠𝑎𝑡𝑖𝑜𝑛, 𝑐𝑜𝑣𝑒𝑟𝑖𝑛𝑔 𝑠𝑝𝑜𝑟𝑡𝑠 𝑎𝑑𝑚𝑖𝑛𝑖𝑠𝑡𝑟𝑎𝑡𝑖𝑜𝑛 𝑎𝑛𝑑 𝑙𝑖𝑐𝑒𝑛𝑠𝑒𝑑 𝑓𝑎𝑐𝑖𝑙𝑖𝑡𝑦 𝑜𝑝𝑒𝑟𝑎𝑡𝑖𝑜𝑛𝑠 𝑤𝘩𝑖𝑙𝑒 𝑝𝑟𝑜𝑚𝑜𝑡𝑖𝑛𝑔 𝑠𝑡𝑟𝑎𝑡𝑒𝑔𝑖𝑐 𝑑𝑒𝑣𝑒𝑙𝑜𝑝𝑚𝑒𝑛𝑡 𝑎𝑛𝑑 𝑔𝑟𝑜𝑤𝑡𝘩. Responsibilities: ► Boosted annual revenue to $12M by developing and implementing strategic long term direction, business focus, and guidance with a commitment to continual growth and sustainability. ► Cultivated long-term and quality relationships growing membership from less than 10K to over 18K members by addressing and implementing services, product offerings and facilities associated with community needs. ► Delivered outstanding leadership in mentoring 100 employees and developing capabilities in transitioning culture from that of a traditional football-focused club to that of a community hospitality leisure destination. Achievements: ✔ Renewed a focus on gaming operations, Fleet Management, Product positioning, and VIP Loyalty management standards to drive a gaming-centric culture ✔ Implemented strategic business and long term master planning to drive and optimise the profitability of the restaurant, café, sports lounge, function rooms, and multiple training facilities. ✔ Undertook public forums, school visits, and engaging profile AFL senior players to inspire junior AFL players via Auskick for ages 6 and upwards, making the Hornets the largest AFL participation club in Australia at the time. Show less
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Club Marconi
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Australia
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Hospitality
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1 - 100 Employee
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Chief Executive Officer
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2010 - 2013
𝑈𝑛𝑑𝑒𝑟𝑡𝑜𝑜𝑘 𝑎 𝑚𝑎𝑛𝑎𝑔𝑒𝑟𝑖𝑎𝑙 𝑟𝑒𝑎𝑙𝑖𝑔𝑛𝑚𝑒𝑛𝑡 𝑡𝑜 𝑟𝑒𝑠𝑡𝑟𝑢𝑐𝑡𝑢𝑟𝑒 𝑎𝑛𝑑 𝑟𝑒𝑠𝑡𝑜𝑟𝑒 𝐴𝑢𝑠𝑡𝑟𝑎𝑙𝑖𝑎'𝑠 𝑙𝑎𝑟𝑔𝑒𝑠𝑡 𝑚𝑢𝑙𝑡𝑖-𝑛𝑎𝑡𝑖𝑜𝑛𝑎𝑙𝑖𝑡𝑦 𝑙𝑖𝑐𝑒𝑛𝑠𝑒𝑑 𝑣𝑒𝑛𝑢𝑒 𝑣𝑖𝑎 𝑑𝑒𝑚𝑜𝑛𝑠𝑡𝑟𝑎𝑡𝑒𝑑 𝑓𝑖𝑛𝑎𝑛𝑐𝑖𝑎𝑙 𝑙𝑒𝑎𝑑𝑒𝑟𝑠𝘩𝑖𝑝, 𝑐𝑢𝑙𝑡𝑢𝑟𝑎𝑙 𝑒𝑛𝑔𝑎𝑔𝑒𝑚𝑒𝑛𝑡, 𝑎𝑛𝑑 𝑠𝑡𝑟𝑎𝑡𝑒𝑔𝑖𝑐 𝑏𝑢𝑠𝑖𝑛𝑒𝑠𝑠 𝑑𝑒𝑣𝑒𝑙𝑜𝑝𝑚𝑒𝑛𝑡 𝑠𝑘𝑖𝑙𝑙𝑠. Responsibilities: ► Exhibited organisational agility in managing an in-house licensed child care centre, gymnasium, tennis centre, squash courts, hairdresser, and 21 sports administration operations and committees, across 30 hectares of sporting facilities, including the iconic Marconi Sports Stadium. ► Facilitated the design and set up of the iconic Italian National Republic Day Festival with over 50K attendees, as well as the Italian Chest Nut Festival, Marconi's Christmas Fireworks, and Carols by Candlelight. Achievements: ✔ Remodelled facility offerings over 3-years, including management of business drivers' revenue growth from mid $20M to over $36M in annual revenue. ✔ Implemented multiple-layer cultural programs and people engagement strategies to reengage 250+ employees and 100+ on-site contracted staff. ✔ Initiated business strategies for a 355 gaming machine operation, 4 restaurants with $5M+ revenue, 12 bars with $5M revenue, and 4 auditoriums, including 20+ corporate VIP boxes within the 4K seat Marconi Stadium. ✔ Excelled in providing effective and positive communication to manage the expectations of 36K members across 170 differing nationalities within the Fairfield City Council Region. ✔133% growth in EBITDA Profit from $3 Million to over $7 Million ✔Increased Net Profit from $1.3 Million Loss on Commencement to $2 Million Net Profit on Departure. ✔Reduced Accumulated Leave by over 40% ✔Reduced Trade & Other Payables by 57% ✔Reduced Wage cost across the company by over 13% ✔Increased Membership By 35% to in excess of 36,000 Show less
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Everglades Country Club
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Australia
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Hospitality
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1 - 100 Employee
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Chief Executive Officer
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2008 - 2010
Undertook a Cultural rebuilding directive to reengage the workforce after a long-time manager and reunite the venue's two feature sporting organisations, Golf and Lawn Bowls, from a fractured relationship. Contributions include: • Business Growth - A two-year remodelling program to restructure the facility offerings in all business drivers'. • Leadership Implemented Cultural and people Engagement strategies in a workforce that had become stagnant after a decade of procrastination. • Sports Management - Implemented communication and workshops, to align a divided and dysfunctional structure between the venue's two core sporting organisations, bringing together a united and reengaged joint board. • Corporate Negotiation Management – demonstrating via strategic planning sessions how both sporting organisations could flourish and achieve greater success by uniting together rather than fighting against each other. • Strategic Planning / Business plan – working directly with a new united Board to implement individual Strategic Business plans that create clear performance outcomes for the licenced facility, permitting both organisations to flourish and achieve their sporting goals financially. • Food & Beverage Management – developed and implemented a business rebranding to encourage non-bowls and golf community patrons to treat the venue as their local after years of feeling uninvited. Implemented new food offerings that met the need of the local demographics, bringing catering back in-house from external caterers. • Gaming Management – Via strategic planning, gained support from the now united board that reinvesting in their gaming fleet would generate the required revenue to service both sports. This was achieved by implementing the latest new product, a better-designed floor and a greater AEMP and loyalty marketing focus Show less
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Caloundra RSL Club
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Australia
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Hospitality
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1 - 100 Employee
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Group General Manager
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1995 - 2008
Commencing in 1995, developed Caloundra over the following Decade into the most awarded club in Qld, receiving over 50 state awards, including 4 times Qld club of the year. • Project Management – implemented strategic direction, over a decade and 6 stages and $40 Million of redevelopment into the region's number one hospitality destination. • Business Growth – increased revenue from under $6 Million annually to well over $30 Million and EBITDARD profits from less than $500k to more than $7 Million In the same period. • Community Engagement -increased membership at the RSL from less than 3,000 to over 40,000. While aligning the merger of three additional venues under the RSL Management group. • Leadership People Management aligned the Group 250 plus employees to be trained and developed to work seamlessly across all four venues at any given time. • Establishment of a Registered Training Organisation (RTO) – Nexgen was developed from a start-up to become one of the Sunshine Coast's most recognised and leading hospitality training organisations. • Business Rectification Management – with four venues in close proximity, establish differing market offers so they didn't cannibalise each other. Establishing uniquely different offerings for each venue ensuring the financially profitability of each. • Direct Gaming Management – individual product selection, all Room designs, and fleet placement in managing over 400 gaming machines across the group. • Beverage Management – Personally facilitated Liquor Agreements across the group the biggest rebate agreements in Qld at the time. • Catering Management – covering six restaurants & two 500 plus seat Auditoriums and at the RSL, a Catering department that changed the Queensland club mentality that food could never be anything but a loss leader. Created highly profitable catering operations that also became some of the largest In Qld. Show less
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Education
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2000 - 2005
Southern Cross University
Bachelor of Business Administration (BBA), Hospitality Administration/Management -
1979 - 1984
Merrimac High School
Community
