As the white-label management model gains momentum in Australia, 1834 Hotels CEO Andrew Bullock has eyes on continued, but considered, growth.
Australia’s white-label landscape has evolved significantly in the last 12–18 months. What are owners enjoying most about this model, based on your conversations?
We’re seeing more owners embrace the flexibility and performance focus that white-label management offers. What a number of those owners value most is having a partner that operates as an extension of their team – without enforcing a set brand or rigid structure. It gives them the freedom to shape their asset while still having access to deep expertise, structured systems, and national-level capability.
Late last year, 1834 Hotels secured management of Elanor Investors accommodation portfolio. Can you tell us about plans for these properties under 1834 Hotels?
We’re proud to have been appointed to manage the Elanor Hotel Accommodation Fund, which includes 18 properties across Australia. These assets align well with the 1834 Hotels model, and many were previously in the 1834 management structure.
Fortuitously, many of the operational foundations were in place, and we were able to also have a number of the core management team join 1834 as part of the appointment, so we’re in a strong position to step in and drive performance.
Our plan is to continue to bring these properties into the 1834 framework, focus on operational improvement, and support Elanor through a structured divestment process.
Can you share some examples of how you are maximising underutilised spaces across the network?
One of the first things we do when taking over a hotel is assess how every space is being used – and more often than not, we find rooms or areas that aren’t contributing to revenue. That could be an old office, storage area, or even an underperforming F&B outlet.
In several cases, we’ve successfully converted these non-income-producing spaces into additional accommodation rooms or new F&B concepts. We’ve also reactivated ‘dead’ spaces – like unused corners or closed bars – and turned them into high-yield café, bar, or event areas.
This kind of asset-specific thinking is one of the reasons we’re engaged by owners. We identify, adapt, and implement solutions quickly – and that directly translates to new revenue streams and improved returns.
Technology has been an important focus for 1834 Hotels. How are you advancing in that space this year?
Technology remains a core focus for us, both in terms of operational efficiency and guest experience. This year, we’ve continued to invest in our internal team to enhance the business intelligence and reporting capabilities that sit at the heart of how we manage our portfolio. Our in-house BI tools are market-leading and give us a real edge in decision-making and performance management.
We’re also rolling out our own mobile app under the Digital Hotel brand, which will support contactless check-in and mobile key access across our network. It’s an exciting step forward for 1834 and our hotels, and one that will further enhance convenience for guests while streamlining processes for our teams.
There’s plenty more in development, and we’re looking forward to bringing even more innovation to the portfolio in 2025.
What’s your market outlook for 2025?
We’re cautiously optimistic. Demand across both leisure and corporate segments continues to be steady, and we expect regional markets to hold strong while CBD locations benefit from further recovery in international and event-driven business. That said, costs remain a challenge – particularly around wages and utilities – so operational discipline will be more important than ever. Hotels that can keep a close eye on expenses while staying guest-focused will perform well.
What can we expect from 1834 Hotels in the next 12–18 months?
Continued growth but always considered. We’re focused on working with owners who align with our values and want a genuine partnership. We’ll be adding some exciting new properties to the network, expanding our reach in key markets, and continuing to strengthen our internal systems and support teams.
There’s a lot of opportunity ahead – but what matters most to us is delivering consistently strong results and supporting our owners in building long-term asset value.
This interview was first published in the April edition of HM Magazine.