South Africa’s hospitality and tourism industry faces a myriad of challenges.  But there is one battle we should never have to fight: having to persuade the authorities to obey South Africa’s own water laws.

Yet increasingly, that is exactly what communities and businesses are forced to do.

The National Water Act is clear. Section 19 places a duty on those responsible for pollution to take reasonable measures to prevent it from occurring, continuing or recurring.  Section 151 goes further: it is a criminal offence to unlawfully and intentionally or negligently, through an act or omission, pollute or be likely to pollute a water resource.

That word omission is important.  Allowing known sewage infrastructure failures to continue polluting our rivers cannot simply become accepted as another municipal service-delivery problem.  It is simply a criminal offence.

We are told to save water.  Government must do the same.

South Africans are continually reminded that we live in a water-scarce country.  We are urged to conserve every precious drop.  Money is spent on campaigns telling citizens to save water, while reported municipal leaks can continue for weeks, months and sometimes years. 

At the same time, failing sewerage infrastructure is allowed to discharge raw sewage into the very rivers and dams containing the water we are being told to protect.

You cannot ask citizens to save water with one hand while allowing it to be wasted and polluted with the other. 

For South Africa’s inland waterfront tourism industry, the pollution consequences are particularly serious.  Our rivers and dams should be enormous secondary economic assets.  Waterfront hotels, restaurants, resorts, lodges, boat building and boat sales, and recreational facilities have the potential to create thousands more jobs and attract substantial private investment.

When raw sewage enters a dam or river, environmental damage quickly becomes economic damage. Tourism suffers.  Investment is discouraged.  Existing jobs are threatened and potential new jobs are never created.

And the damage compounds.

Sewage carries high nutrient loads, particularly nitrogen and phosphorus.  This nutrient enrichment accelerates eutrophication and creates conditions in which invasive aquatic plants such as water hyacinth and water lettuce can proliferate rapidly.  So the consequences of failing sanitation infrastructure do not end when sewage enters the water.  The resulting nutrient pollution can turn already compromised waterways into masses of invasive vegetation –  degrading ecosystems, further restricting boating and recreation, and making waterfront tourism businesses even more difficult to operate viably.

And then comes another, deeply painful blow: the social-media attacks telling people to stay away and comments like “go there if you like driving your boat in human waste – go for it” and other damaging comments.  For operators already fighting every day to survive on a waterway contaminated through no fault of their own, those words hurt and cause damage – and they cost jobs.

What is often unseen behind those headlines is the extraordinary passion of these river and dam communities.  Locals, businesses and NGOs give countless hours and their own money to report spills, fight invasive plants, engage authorities and pursue legal action.

These river and dam communities choose to be part of the solution – criticism does not clean the water.  They are fighting for waterways they love, businesses they have built and, most importantly, the livelihoods of the people they employ.  So please, support those trying to hold on and make a difference.  If you are angry – and you should be – direct that anger at the authorities allowing sewage to enter our waterways, not at the tourism businesses fighting to survive despite it.  Right now, these dam and river communities need support – far more than they need damaging and very hurtful social media comments.

Instead of expanding, employing more people and contributing to economic growth, waterfront operators are spending extraordinary amounts of time trying to protect the natural resource upon which their businesses depend.  In a country desperate for economic growth and employment, this makes no sense.

Why must NGOs make government obey government’s laws?

Perhaps the greatest irony is that when repeated engagement fails, citizens increasingly have to turn to NGOs and NPOs for help to compel public authorities to do what legislation already requires them to do.

Citizens are effectively having to seek protection from pollution by asking the courts to make organs of state comply with laws created by the state itself.

That should concern every South African.

We do not need more legislation. We already have legislation. We need implementation.

Failed sewer pump stations, leaking pipelines and overloaded wastewater treatment works require competent technical management, preventative maintenance and rapid intervention.

But when authorities know infrastructure is failing and pollution continues unabated, an engineering problem becomes a governance and accountability problem.  South Africans understand that ageing infrastructure cannot be rebuilt overnight. What we cannot accept is chronic sewage pollution and water wastage becoming normalised.

Government does not need another campaign telling South Africans that water is precious.

We know it is.

Now demonstrate that you know it too.

Fix the infrastructure.  Stop the pollution.  Enforce the law – regardless of whether the polluter is a private company, an individual or an organ of state.

Protect our waterways. Protect our tourism industry. Protect the jobs they create.

South Africans should not need NGOs and courts to force authorities to obey their own laws.

Authorities, please walk the talk.

Tshidi Mkhosana has spent her career at the heart of an industry she believes in deeply – not from the outside looking in, but from the inside, doing the work. As General Manager of FEDHASA Inland, she’s the connective tissue between the association and the hospitality businesses it serves, facilitating conversations, amplifying voices, and creating the conditions for the industry to grow. What drives her is not a particular event or milestone, but the knowledge that the work makes a difference to real people and real businesses.

This Women’s Month, Tshidi speaks with characteristic directness about transformation and the generation of women she sees coming through with the confidence to claim their place at the table without waiting to be invited.

1. What first drew you to hospitality and tourism, and what’s kept you in it all these years?

What first attracted me to the hospitality and tourism industry was the people. Hospitality is an industry built around relationships, service, and creating experiences, and I have always enjoyed working with people and being part of something that unites them.

Over the years, what has kept me in the industry is its diversity and the opportunity to make a meaningful contribution. No two days are the same. The industry constantly challenges you to adapt and grow.

Through my journey with FEDHASA, I have also had the privilege of working alongside passionate industry leaders and businesses, which has given me a much deeper appreciation of the important role hospitality and tourism plays in our economy and in creating opportunities for people.

2. Women are still underrepresented in senior roles across the industry. What do you think businesses should be doing to change that?

Businesses need to move beyond simply talking about transformation and create real opportunities for women to progress.

This starts with identifying talented women early and deliberately investing in their development through mentorship, leadership programmes, training, and exposure to decision-making. We also need workplace environments where women are given the same opportunities to lead and take risks as their male counterparts.

Importantly, businesses should also look at their promotion and succession processes. If women are consistently doing the work but are not being considered for leadership positions, then we need to ask why.

As an industry, we should be creating a pipeline of women leaders rather than waiting until senior positions become available and then asking where the women are.

3. Looking back on your career, what’s the achievement you’re proudest of, not just for the result, but for the difference it made?

One of the things I am most proud of is the contribution I have been able to make through FEDHASA to support hospitality businesses and the people behind them.

For me, success is not only about a particular event or number on a report. It’s about knowing that the work we do creates value for our members, gives businesses a platform to have their voices heard, and contributes to strengthening the hospitality sector.

I am particularly proud of the relationships I have built over the years. Being able to connect people, facilitate conversations, support businesses through challenges, and create opportunities for collaboration has been incredibly rewarding.

The greatest achievement is knowing that, in some small way, the work I do helps make a difference to the industry and to the people working within it.

4. What advice would you give a young woman just starting out who wants to end up in a leadership role one day?

My advice would be: do not wait for someone to give you permission to lead. Start developing your leadership qualities now.

Be willing to learn, ask questions, and take on responsibilities that challenge you. Build your knowledge and never underestimate the importance of relationships.

I would also encourage young women to find mentors and people who will challenge them to grow. You don’t have to know everything, and you don’t have to have the perfect career plan from the beginning.

Most importantly, believe in your own ability. There will be moments when you question yourself, particularly when you are in rooms where you feel you don’t belong. Walk into those rooms anyway, prepare yourself, speak up, and make your contribution.

5. What makes you feel positive about the next generation of women coming into tourism and hospitality?

What gives me hope is the confidence, ambition, and diversity of the young women entering our industry.

They’re coming into hospitality and tourism with new ideas, digital skills, different perspectives, and a willingness to challenge traditional ways of doing things. I believe that is exactly what our industry needs.

I’m also encouraged by the growing recognition that women must be part of the conversations where decisions are made. We still have work to do, but there’s a growing generation of women who are not afraid to aspire to leadership.

As an industry, our responsibility is to open the doors and ensure that when these young women are ready to lead, they have the support, skills, and confidence to do so successfully.

When women succeed, the industry succeeds.

Rema Wiese will be the first to tell you that hospitality wasn’t the plan, but thirty years later, she wouldn’t have it any other way. What started as a move into sales and client liaison after university became a career defined by connection: to people, to places, and to the stories that make this industry unlike any other.

As Executive Officer of FEDHASA Cape, Rema is the kind of leader who measures success in relationships built and differences made, however small. Her philosophy is disarmingly simple: acknowledge and involve people… and show up for them. This Women’s Month, she shares what three decades of doing exactly that has taught her.

Questions:

1. What first drew you to hospitality and tourism, and what’s kept you in it all these years?

After university, I found myself in the world of sales and client liaison, and then hospitality called. That was some thirty years ago, and I’ve been here ever since.

I started in sales and member relations and eventually stepped into the role of Regional Executive. But what has kept me here is simple: the people. The connections, the diversity of personalities, the stories, the places you get to see and visit, and the opportunity to make a difference, whether big or small.

There is honestly never a dull moment.

2. Women are still underrepresented in senior roles across the industry. What do you think businesses should be doing to change that?]

Businesses need to recognise and create more opportunities for women to grow, develop, and take on leadership roles. It starts with recognising talent and giving women a seat at the table.

We also need to support and encourage women to step forward and believe in their abilities. Mentorship and creating a supportive working environment can make a huge difference.

Most importantly, businesses need to look at the person and their potential, not just their gender.

3. Looking back on your career, what’s the achievement you’re proudest of, not just for the result, but for the difference it made?

For me, it has never really been about one personal achievement. It’s more about the privilege of working alongside exceptional and passionate people, and being part of projects and initiatives that have shaped not only my career but who I am.

My version of “AI” has always been straightforward: Acknowledge and Involve people. That is what I try to bring to everything that I do.

Over the past 18 months, one of the most rewarding experiences has been our FEDCONs (FEDHASA Connect Cape) where we reached out to members in more outlying areas and the platteland. Meeting our members in person, hearing their stories, and getting them more excited and involved in FEDHASA has been incredibly meaningful.

FEDHASA is a family and a community. Being part of that, and being there for people, is something I am deeply proud of.

4. What advice would you give a young woman just starting out who wants to end up in a leadership role one day?

Show up and grab every opportunity. Network and connect with people and build genuine relationships. It’s also wise to join your industry association, where you would meet and connect with like-minded industry professionals.

Surround yourself with passionate and competent individuals, don’t be afraid to ask questions, and find yourself a mentor who can guide and support you along the way.

And most importantly, believe in yourself. You don’t have to know everything from day one. Just be willing to learn and keep moving forward.

5. What makes you feel positive about the next generation of women coming into tourism and hospitality?

It is so encouraging to see women supporting one another and working together.

I love seeing women who believe in themselves, take chances, and create new and exciting opportunities, not only for themselves, but for other women too.

There is so much passion and potential in the next generation, and I cannot wait to see what they bring to this industry.

Beverley Seager has spent her career taking everything she loves about hospitality and pouring it directly into the people who will decide its future. As Work-integrated Learning Coordinator at the Cape Town Hotel School, Cape Peninsula University of Technology, she sits at the point where industry meets education, bridging the gap between the classroom and the real world for the next generation of hospitality professionals. This Women’s Month, she speaks about what it means to pass a passion on, and why she believes the industry’s greatest asset is the young women already waiting in the wings. 

1. What first drew you to hospitality and tourism, and what’s kept you in it all these years? 

Since my teenage years, I’ve been drawn to the world of hospitality, and hotels, in particular. The idea that no two days are ever the same appealed to me, and working in hotels proved that to be true. Hospitality is about caring for people, often in beautiful environments, and those are aspects I really love. 

There is also a feeling that comes with working in this industry, something that is difficult to put into words, but instantly recognisable to anyone who has experienced it. That feeling, and the passion and excitement it carries with it, has kept me engaged for all these years. 

2. Women are still underrepresented in senior roles across the industry. What do you think businesses should be doing to change that? 

The concept of equal opportunity is vital. When assessing a candidate, the focus should be on their strengths and what they bring to the role, not their gender or any assumptions that come with it. Remuneration must also reflect the position, not the person filling it. Pay equity is not a progressive idea – it is a basic standard of fairness that the industry still needs to fully embrace. 

3. Looking back on your career, what’s the achievement you’re proudest of, not just for the result, but for the difference it made? 

Without question, it has been the opportunity to work in higher education. Teaching has given me a platform to share my passion for hospitality with the people who will carry it forward, to nurture and mentor ambitious young students at the very start of their journeys. 

Seeing those students go on to build successful careers is a source of immense pride. For me, ensuring that the hospitality industry continues to grow from strength to strength, year after year, with each new generation, is what makes the work so meaningful. 

4. What advice would you give a young woman just starting out who wants to end up in a leadership role one day? 

My advice would be to be brave, to challenge yourself, and not to be afraid of moving out of your comfort zone. Remember, the working world is ruthless, and to succeed, you need to push yourself, because no one is going to do it for you. Believe in yourself, be yourself, and never give up.   

5. What makes you feel positive about the next generation of women coming into tourism and hospitality? 

Even as students, I see women who are passionate, eager, and ready to pursue careers in this industry with real conviction. What I appreciate most is their individuality and willingness to show up as exactly who they are. 

Hospitality needs to evolve with each generation, and I believe these young women are more than ready to lead that evolution. 

A gap year job in the late 1980s dropped Dawn into a Protea Hotel in Pretoria during a period of mass labour strikes, where she promptly worked three consecutive days on four hours of sleep. Most people would have reconsidered. Dawn fell in love. Nearly four decades later, she is the Founder and Owner of Flashfyre Solutions and has served on the FEDHASA Cape Board for a number of years, but the thing she is most proud of has nothing to do with either. It is a former waiter who now leads expeditions to Greenland, and a manager she mentored a decade ago who recently ran an event that left Dawn beaming from the sidelines. That, she will tell you, is the real scorecard. This Women’s Month, she makes the case for measuring a career not in titles or milestones, but in the people you bring with you on the way up. 

1. What first drew you to hospitality and tourism, and what’s kept you in it all these years? 

I entered hospitality involuntarily in the late 1980s – a gap year job before I decided what to study, during a period of mass labour strikes that were reshaping the industry. As an intern at a Protea Hotel in Pretoria, I was immediately thrown into an environment that demanded everything. I remember working three consecutive days on just four hours of sleep. 

Yet that intensity revealed the shared purpose and unshakeable team spirit among colleagues. It was that sense of belonging, and the thrill of delivering exceptional experiences under the most challenging circumstances, that made me fall in love with the industry. That passion has never faded. 

2. Women are still underrepresented in senior roles across the industry. What do you think businesses should be doing to change that? 

I have always believed that the right person for the right job at the right time should be the guiding principle, regardless of gender. To make that a reality, businesses need to proactively create pathways for women to rise: intentional mentorship, equitable hiring and promotion practices, and a workplace culture that supports diverse leadership. 

When we remove unconscious bias and invest in women’s development, we unlock the full potential of our industry. 

3. Looking back on your career, what’s the achievement you’re proudest of, not just for the result, but for the difference it made? 

My proudest achievement is the success of the people I’ve had the privilege to mentor and lead. 

Nothing brings me more joy than crossing paths with someone who began their career under my guidance and seeing them flourish. Just recently, I partnered on an event with a manager who had worked with me over a decade ago. Watching her in action – the proficiency, the professionalism – filled me with immense pride. 

A former waiter is now an expedition leader, guiding adventurers to places like Greenland. Knowing that I played even a small part in those journeys is the true measure of my career. 

4. What advice would you give a young woman just starting out who wants to end up in a leadership role one day? 

Persevere with determination and bring passion to every task, job, and initiative you touch, no matter how small. Learn from everyone around you but be intentional about who you surround yourself with. Choose people who challenge you and believe in your potential. 

Leadership isn’t about reaching the top alone. It’s about growing and helping others grow alongside you. 

5. What makes you feel positive about the next generation of women coming into tourism and hospitality? 

What gives me the greatest hope is the calibre of young women I see entering our industry every day. They are confident, tech-savvy, purpose-driven, and unafraid to challenge the status quo. Their passion and fresh perspectives are already transforming tourism and hospitality, and I have no doubt they will lead us to places we haven’t yet imagined. 

More than two decades after starting her hospitality career in the UK, Carly de Jong remains inspired by the heart of our industry – it’s people. Today, as Owner’s Representative for hotels in the V&A Waterfront and FEDHASA Cape board member, Carly continues to focus on developing strong teams, creating opportunities for growth, and fostering environments where people feel valued and supported. Guided by a belief that great hospitality is ultimately about human connections, this Women’s Month, Carly reflects on her own journey and what gives her real confidence about the next generation of women entering and coming up through the industry.  

1. What first drew you to hospitality and tourism, and what’s kept you in it all these years? 

Hospitality found me, really. I took up a role as a hotel receptionist in the UK knowing very little about the industry. It didn’t take long to realise that no two days are ever the same, and that’s what hooked me. I also quickly learned that teamwork makes all the difference. 

More than two decades later, it’s still the people that keep me here. I’ve had the privilege of working with incredible teams, learning from supportive leaders, mentoring others, and being part of businesses that make a real difference in their communities. Hospitality is always evolving, which means there is always something new to learn, and that keeps me motivated. 

2. Women are still underrepresented in senior roles across the industry. What do you think businesses should be doing to change that? 

We’ve made progress, but there is still more work to do. Businesses need to move beyond talking about diversity and focus on creating real opportunities for women to step into leadership roles. 

Mentorship and sponsorship play a significant part. There are many capable women in our industry, but having someone who believes in you, opens doors, and encourages you to take on bigger challenges can make all the difference. Transparent promotion processes, leadership development opportunities, and workplaces that recognise people have responsibilities outside of work are all part of the picture too. 

Most importantly, women need to see other women in leadership positions. When you can see what’s possible, it becomes far easier to believe that path is open to you as well. 

3. Looking back on your career, what’s the achievement you’re proudest of, not just for the result, but for the difference it made? 

I’ve been fortunate to work on great properties and interesting projects, but what I’m most proud of is building teams where people felt valued and had real opportunities to grow. 

One experience that stands out was working alongside colleagues who are deaf and hard of hearing. It reinforced something I’ve always believed: that great teams are built by embracing different perspectives and abilities. What some might have seen as a challenge simply became part of how we worked together. 

The impact extended well beyond the workplace. Team members developed new skills, guests enjoyed meaningful interactions, and assumptions that people may have held were quietly dismantled.  

4. What advice would you give a young woman just starting out who wants to end up in a leadership role one day? 

Don’t be afraid to start at the bottom. Some of the most important lessons I’ve learned came from operational roles where I gained a real understanding of guests, service, and people. 

Stay curious. Put your hand up for new projects, ask questions, seek feedback, and keep learning. Hospitality rewards people who are willing to grow. 

Find mentors, but don’t underestimate your own perspective. Leadership isn’t about having all the answers. It’s about listening, learning, and making decisions with integrity. 

And be resilient. There will always be moments when you doubt yourself. Don’t let those moments define you. Often the experiences that push you hardest are the ones that help you grow the most.  

5. What makes you feel positive about the next generation of women coming into tourism and hospitality? 

What gives me confidence is that the next generation is entering the industry with a strong sense of purpose and a willingness to challenge the way things have always been done. They are confident, adaptable, and open to new ideas. They also value collaboration and inclusivity – qualities our industry needs now more than ever. 

I also think the industry itself is becoming more open to different leadership styles. Today’s leaders don’t have to fit a single mould. People are encouraged to lead in a way that is authentic to who they are. 

I don’t think this generation will simply lead successful businesses. I think they will continue to transform what leadership in hospitality looks like entirely. That’s an exciting prospect. 

In 2014, Janice Paulsen became the first recipient of a FEDHASA bursary. At the time, she was juggling full-time studies in Hotel Management with late-night waitressing shifts at the V&A Waterfront, often not getting home until the early hours of the morning. Today, she is a sales professional at HotelTime Solutions, a FEDHASA member organisation, and someone who has made it her mission to return the belief that was once extended to her. This Women’s Month, she reflects on the journey from that first bursary to a career that has taken her across countries, industries, and back to the classroom – this time, as the one doing the encouraging. 

1. Can you tell us what receiving the first FEDHASA bursary in 2014 meant to you at that stage of your life and studies? 

It meant far more than financial assistance. I was in my second year of Hotel Management, working full-time as a waitress at the V&A Waterfront, with classes and practicals during the day and shifts that often ran until 2am. My annual fees were around R45,000 – before uniforms, chef’s equipment, and everything else the course required. My family, friends, and colleagues supported me wherever they could, but the debt was accumulating. 

One of my lecturers noticed how hard I was working and encouraged me to apply for the FEDHASA bursary. When I received the R50,000 award, the relief was profound. 

But more than the money, it felt like someone was saying, “We see how hard you’re working, and we believe in you.” I have carried that feeling with me ever since. 

2. How did the bursary support your journey into the hospitality industry, and what opportunities did it help to open up for you? 

It gave me something invaluable at that stage of my life: breathing room. The financial pressure eased, and I could focus on my studies without constantly worrying about the next expense. 

Looking back, though, I believe the bursary gave me something even more valuable than financial support – confidence. It reminded me that the sacrifices I was making were worthwhile, and that there was a place for someone like me in this industry. 

Since then, my career has taken me through many different areas of hospitality, across different countries, and alongside some of the most talented professionals in the field. The bursary was one of the early stepping stones that helped make all of that possible. 

3. As a woman working in hospitality, what have you found most rewarding about building a career in the industry? 

Discovering just how much possibility exists within it. When I started studying Hotel Management, I thought of hospitality in terms of hotels, restaurants, and operations. As my career developed, I found a much broader world – revenue management, distribution, technology, sales, training and development, and so much more. That diversity has allowed me to keep learning and evolving. 

As a woman, I’ve also found it rewarding to witness how much the industry is changing. Early in my career, women in senior leadership roles were far fewer. I made a commitment to myself that I wanted to be part of changing that, and in doing so, help create more opportunities for the women coming into the industry behind me. 

Ultimately, hospitality is a people industry. It has given me the chance to meet remarkable people, build meaningful relationships, and experience more than I ever imagined when I first started. It has become far more than a career. It has become a way of life. 

4. You now work for one of FEDHASA member companies. What has been your proudest achievement since receiving the bursary? 

Being able to return to where my journey began and give back. 

After completing my four years of study, Cape Town Hotel School employed me directly. Since then, I’ve been fortunate to return over the years for open days, motivational talks, and student engagements, including speaking to third-year students last year. 

Standing in front of those students and sharing my journey, from waitressing through the early hours to building a career across the industry, is incredibly rewarding. Being able to say, “I once sat exactly where you are,” makes it even more meaningful. 

Today, I’m proud to work for HotelTime Solutions, a company that is truly passionate about hospitality and actively supports organisations like FEDHASA. Being part of a team that shares that commitment matters to me deeply. 

5. As we celebrate Women’s Month, what message would you like to share with young women who are considering a career in hospitality? 

Put your hand up and ask questions. Seek out mentors and never be afraid to make your voice heard or take your place in rooms where important decisions are being made. 

If you have the passion, pursue it. This is an industry with heart, and there is still so much room for you to make your mark. 

And when you reach a point where you can support someone coming behind you, do it. Share your knowledge, open doors, offer encouragement, and believe in them. Sometimes, having just one person who sees your potential can make all the difference. I know that from experience. 

Shireen Onia didn’t set out to build a career in hospitality, but hospitality, as she puts it, had other ideas. Today, as a business and personal development coach, keynote speaker, and FEDHASA Cape Board Member, Shireen brings a perspective that stretches well beyond the traditional boundaries of the industry. Her work sits at the intersection of leadership, customer experience, and human potential, and her belief that hospitality’s greatest asset has always been its people runs through everything she does. This Women’s Month, she speaks candidly about resilience and what it really takes to lead with authenticity.

1. What first drew you to hospitality and tourism, and what’s kept you in it all these years?

Hospitality chose me! I originally wanted to be an accountant. While working in retail, someone recognised my positive attitude and the superior customer experience I created and encouraged me to pursue hospitality management. That single moment changed the course of my career.

What has kept me here is the incredible impact this industry has. Hospitality isn’t confined to hotels or restaurants anymore. Every industry wants to create memorable customer experiences, and they’re looking to hospitality for the skills and leadership to make that happen. Today, as an entrepreneur with businesses that support the tourism and hospitality sector, I’m still driven by the same passion. I serve on industry boards because I believe I have a responsibility to give back and because I know I still have something to contribute, especially when it comes to championing exceptional customer experiences and investing in the people who make them possible.

2. Women are still underrepresented in senior roles across the industry. What do you think businesses should be doing to change that?

Businesses need to create intentional pathways for women to lead, through mentorship, sponsorship, leadership development, and equitable opportunity. It also means challenging outdated assumptions about who looks like a leader. Women don’t need to be “ready enough” before they’re given a seat at the table. Often, they simply need someone to believe in their potential, just as someone once believed in mine.

When women lead, businesses become stronger, cultures become healthier, communities are built, and the industry becomes more representative of the people it serves. Women are already empowered – they simply need to step forward into that power with confidence, education, self-motivation, agility, and focus.

3. Looking back on your career, what’s the achievement you’re proudest of, not just for the result, but for the difference it made?

Without question, it’s rebuilding myself after adversity.

I lost my job twice after returning from maternity leave, and was brave enough to fight both cases. I made the difficult decision to close two businesses. At the time, these were among the lowest points of my life, both personally and professionally. But looking back, they are also what has driven much of my success today.

Adversity has a way of revealing what you’re really made of. Instead of allowing those circumstances to define me, I rebuilt and went on to build businesses with purpose, create opportunities for others, and continue serving the city, the country, and the industries I love.

That lived experience has changed me as a leader. It has taught me empathy and resilience. Today, when I mentor and coach entrepreneurs and individuals through difficult seasons, I speak from experience. Success isn’t about never falling. It’s about having the courage to get back up, and helping others believe they can do the same.

4. What advice would you give a young woman just starting out who wants to end up in a leadership role one day?

Whether you’re the youngest person in the room or starting over later in life, don’t let a number define what you’re capable of. Leadership is earned through your attitude, work ethic, willingness to learn, and the way you treat people. People will remember how you made them feel far more than what you said or did.

Say “yes” to opportunities that stretch you and build your competence before you chase the title. Find mentors who will challenge you, not just cheer you on.

Most importantly, be yourself. Authenticity is your greatest advantage. Leadership is about having the courage to lead in a way that’s true to who you are.

5. What makes you feel positive about the next generation of women coming into tourism and hospitality?

What gives me hope is that the next generation of women understands that you can’t pour from an empty cup.

They are far more aware of the importance of mental health and holistic wellbeing, especially in an industry that is fast-paced and often relentless. They recognise that success doesn’t have to come at the expense of themselves.

As a neurocoach and speaker on holistic wellbeing and mental health fitness, I’m a strong advocate for asking for help and prioritising every aspect of wellbeing. For too long, we’ve celebrated burnout as a badge of honour, and that has to change. When people feel supported and take care of themselves, they show up with more empathy and energy for those around them. The future of hospitality is about creating workplaces where people are seen, heard, and able to contribute meaningfully and thrive. I believe this generation has the courage to set that the new standard – and that’s an exciting prospect.

Mandy Massey’s path into tourism began in the world of interior design and property development, where she discovered early that great spaces mean nothing without the people who bring them to life. Today, as Vice Chairperson of FEDHASA KZN and Eastern Cape, she brings that same people-first philosophy to some of the industry’s most important conversations. Known for her belief that collaboration will always outperform competition, Mandy has spent her career connecting people around shared purpose and helping organisations choose progress over politics. This Women’s Month, she shares what that journey has taught her, and why she believes the next generation of women in tourism is poised to transform leadership entirely. 

1. What first drew you to hospitality and tourism, and what’s kept you in it all these years? 

My journey into tourism wasn’t really a conventional one. I came from a background in interior design and property development. Looking back, tourism and hospitality were naturally entwined in my work. 

I was planning and designing spaces around people – thinking about how they would arrive, how they would use the space, what would make them love it, what would keep them coming back and, ultimately, what kind of experience they would have there. 

What changed was the scale. I went from thinking about the success of an individual property to understanding how that success contributes to the growth of the businesses around it, the people it employs and the communities that benefit from it. Playing a part in developing the destinations around these properties and ensuring their sustainability became a new driving force for me. 

And witnessing the impact this has on the ground inspires me, fuels my fire and keeps me here. 

2. Women are still underrepresented in senior roles across the industry. What do you think businesses should be doing to change that? 

I believe we need to stop talking about empowering women and start creating real pathways for them. 

For me, that means identifying potential early, mentoring intentionally and giving women meaningful leadership opportunities before they’re expected to be “ready.” I’ve seen how much people grow when they’re given the opportunity to step up, rather than having to prove they can already do the job before they’re given the chance. 

Recognising that leadership comes in different styles is crucial. Some of the strongest leaders I’ve worked with lead through collaboration, listening and bringing people together rather than having the loudest voice in the room. 

I’ve seen the value that different perspectives bring to a boardroom table. They challenge the way we think and ultimately lead to better decisions. Hospitality is an industry built on people, and I believe our leadership should reflect the diversity of the people we serve. 

3. Looking back on your career, what’s the achievement you’re proudest of, not just for the result, but for the difference it made? 

Throughout my work, I’ve seen how easily organisations can become divided by different agendas, mandates or perspectives. If I look back at what I’m proudest of, it’s being able to bring people who don’t always agree together around a shared purpose and get them working towards the same outcome. 

I’ve seen what becomes possible when people stop worrying about who owns an idea or gets the credit and start focusing on what we’re actually trying to achieve. Collaboration achieves far more than competition, and when we get that right, everyone benefits – the industry, our destinations, our businesses and, ultimately, our communities. 

Knowing that I’ve played a part in creating that kind of collaboration and seeing the difference it can make on the ground, is something I’m incredibly proud of. 

4. What advice would you give a young woman just starting out who wants to end up in a leadership role one day. 

My simple answer: Don’t chase the title. Chase the opportunity to make a difference. Seek common ground and remember that the strongest leaders are those who can bring people together around a shared vision. 

Most importantly, choose unity over opinion. It has become one of the guiding principles in both my career and my life, because real progress begins when people stop trying to be right and start working together towards what is right. 

5. What makes you feel positive about the next generation of women coming into tourism and hospitality? 

What makes me positive is the energy and confidence I see in the next generation of women coming into our industry. They’re innovative, digitally confident and passionate about making tourism more inclusive and sustainable. 

They’re not afraid to ask difficult questions, challenge the way things have always been done or embrace new technology, while still understanding that tourism is ultimately about people and authentic experiences. 

What excites me most is their willingness to bring fresh thinking to the table. They don’t necessarily accept that something should continue to be done a certain way simply because that’s how it’s always been done. 

I think our responsibility now is to give them the space and opportunity to bring those ideas forward. If we do that, I’m genuinely excited to see what the next generation of women will bring to tourism and hospitality. 

Thobile Dlamini has spent 17 years in hospitality bringing people together and creating experiences that matter. As Director for Hospitality in the Commercial Development Department at the University of Cape Town and a FEDHASA Cape Board Member, she operates at the intersection of academia, operations, and industry leadership. Earlier this month, she was recognised as one of only eight winners in the Sport, Tourism, and Hospitality category at the prestigious Mail & Guardian 200 Young South Africans awards, selected from over 3,000 nominations. This recognition reflects not just what she has achieved, but what she represents: a Black woman in senior leadership who understands that visibility changes what other women believe is possible for themselves. This Women’s Month, she shares the experience and conviction behind that responsibility.

1. What first drew you to hospitality and tourism, and what’s kept you in it all these years?

Hospitality found me before I fully understood that it could become a career. What first drew me in was the opportunity to create experiences – to make people feel welcomed and cared for. I soon realised, however, that hospitality is as much about people and leadership as it is about service. There is something rewarding about bringing a team together, solving complex operational challenges, and seeing the immediate impact of your work on both guests and employees.

What has kept me here for 17 years is that no two days are the same, and there is always an opportunity to learn and influence someone else’s journey. Hospitality has taken me from a young woman given her first management opportunity to a director responsible for a diverse portfolio. It has demanded resilience, adaptability, and humanity, and those are qualities I continue to value.

2. Women are still underrepresented in senior roles across the industry. What do you think businesses should be doing to change that?

Representation will not change through intention alone. It requires deliberate action.

Businesses need to identify talented women early, give them meaningful operational exposure, place them in roles with real decision-making authority and P&L accountability, and provide sponsorship – not only mentorship. Mentors advise you; sponsors speak your name in rooms you have not yet entered.

Organisations must also examine the systems that quietly disadvantage women, such as inflexible work practices, unequal access to high-visibility assignments, pay disparities, and assumptions about leadership potential. We should set measurable targets, hold leaders accountable for progress, and create environments in which women do not have to choose between ambition and the other parts of their lives.

Most importantly, women must be appointed not only to support functions, but to the roles from which chief executives and industry leaders are traditionally developed.

3. Looking back on your career, what’s the achievement you’re proudest of, not just for the result, but for the difference it made?

The achievement I am proudest of is seeing people I have led grow in confidence and take on greater responsibility. A business result matters, but its value is multiplied when it is achieved by building capability that remains long after you leave.

As a Black woman in leadership, I am also deeply conscious that my presence can make possibility visible to someone else. The first time I saw a Black woman serving as an operations director, I understood that the role was possible for me too. If my career allows another young woman to look at a director’s position and think, “I can do that,” then that is a legacy of which I am immensely proud.

I may arrive in a room as one woman, but I stand on the shoulders of many, and I have a responsibility to leave the door open behind me.

4. What advice would you give a young woman just starting out who wants to end up in a leadership role one day?

Become excellent at the work, but do not wait for excellence alone to make you visible.

Be curious about the whole business: understand the guest, the people, the numbers, and how decisions are made. Ask for stretch assignments, seek operational exposure, and learn to communicate the value you create. Leadership is not only about working hard; it is about building judgement, courage, and the ability to bring others with you.

Find mentors but also look for sponsors who will advocate for you. Do not disqualify yourself because you do not yet meet every requirement. Many capabilities are built simply by doing.

At the same time, resist the pressure to imitate someone else’s leadership style. Your empathy and lived experience can become your greatest leadership advantage.

Finally, remember that a career rarely develops along a straight line. Take the lesson from every role, keep moving, and do not allow a temporary setback to become a permanent definition of what is possible for you.

5. What makes you feel positive about the next generation of women coming into tourism and hospitality?

The next generation gives me hope because they are entering the industry with a stronger sense of voice and possibility. They are willing to question practices that no longer serve people, and they understand that technology, sustainability, inclusion, and commercial performance are not separate conversations. They are also more open about the kind of workplaces and leaders they expect.

What excites me most is their refusal to accept that leadership must look or sound one particular way. Young women are building careers across operations, entrepreneurship, technology, food and beverage, tourism development, and the experience economy.

Our responsibility is not to ask them to navigate the same barriers we did, but to give them access, honest guidance, and room to lead, and then allow their ideas to transform the industry for the better.