We’re Hiring – Marketing Manager
DNS Specialist Services is a consultancy firm dedicated to the Australian hospitality, gaming and leisure industries. We’re an energetic, passionate team who live and breathe hospitality. We pride ourselves on generating real outcomes for our pub, club and casino clients across QLD, NSW, VIC, TAS and NT – and with our portfolio growing rapidly, we’re ready to expand our leadership team. We’re looking for a Marketing Manager who can combine strategic thinking with hands-on marketing expertise, and who thrives on building relationships with clients while guiding a talented team to deliver great results. What you’ll be doing As a Marketing Manager, you will: This is not just a “make the posters and send the emails” role – it’s about consulting with clients, managing accounts, and steering strategy while still staying close enough to the creative to keep things fresh and fun. What you’ll bring What you can expect If you’re ready to step into a role where you’ll drive strategy, manage client relationships, and lead a growing marketing team, we’d love to hear from you. Send us your CV and a cover letter showing us why you’re the Marketing Manager we’ve been waiting for!
When Data Governance Becomes a Boardroom Challenge
In today’s digital-first environment, data is both the most valuable and the most vulnerable asset in the boardroom. Boards are increasingly tasked with overseeing not just strategy and performance, but also the governance of data, its use, security and ethical management. For many organisations, challenges around data significance and confidentiality remain hidden until a crisis emerges: a breach, a regulatory fine or reputational damage. At that point, the problem is no longer technical, it is strategic. Boards suddenly find themselves answering to regulators, stakeholders and the public. Why Boards Struggle With Big Data According to the Data Governance Foundations for Boards report, directors often underestimate the risks. The sheer speed at which data is generated makes oversight complex. Not all data is created equal, but without effective governance, critical data is treated the same as trivial information. Policies and procedures are too often written in response to incidents rather than as a preventative safeguard. On top of this, departing board members may still retain access to sensitive data and reports, exposing the organisation to long-term risks if proper offboarding is not in place. This mindset of “it is not a problem until it becomes a problem” remains one of the greatest challenges boards face. The Case for Proactive Planning A proactive approach ensures that boards do not simply react but lead. This means establishing clear policies and procedures that define roles, responsibilities and accountability. Regular audits should be conducted to identify vulnerabilities before they escalate. A culture of data stewardship needs to exist at both executive and operational levels, and governance must be aligned with both regulatory compliance and community expectations. Just as importantly, sensitive data must be secured during board transitions, ensuring that vacating members no longer retain access to reports, strategy documents or confidential datasets. How DNS Specialist Services Helps At DNS Specialist Services, we specialise in supporting boards to strengthen their governance and oversight. We provide independent data governance audits, assist in writing policies and procedures tailored to your business, and offer practical guidance to directors so that they can meet their obligations with confidence. We also implement secure offboarding protocols for vacating board members, ensuring that confidential information does not walk out the door. We do not just help you “tick the box”. We help you build a governance framework that reassures stakeholders, protects your organisation, and allows the board to focus on strategy with confidence. If your board has not yet addressed data governance at this level, the best time to act is now before it becomes a problem. Contact DNS Specialist Services today to start the conversation.
The Mounties Wake-Up Call: Three Questions Every Board Should Be Asking
The Federal Court action AUSTRAC has launched against Mounties Group in a watershed moment for the hospitality industry. This isn’t just another regulatory breach; it’s a signal that should command the full attention of every Board and General Manager. When an organisation of that scale faces allegations of systemic failure, it proves no one is too big to be scrutinised. This heightened scrutiny isn’t happening in a vacuum. It’s a direct response to a well-documented national issue. The NSW Crime Commission’s estimate – that billions in illicit funds are washed through poker machines annually – provides all the context needed. The era of passive compliance is officially over. The new standard is demonstrable, active oversight. This new reality demands a shift in focus, prompting leadership teams to look inward and ask some tough questions across three critical areas of their operation. 1. Your AML/ CTF Program: Is It a Strategic Asset or a Delegated Task? Many venues rightly engage external experts to develop their AML/CTF program. The danger isn’t in the outsourcing of its creation, but in the outsourcing of its ownership. A program that is developed, delivered, and then left on its own becomes a significant liability. The Board and executive team are ultimately accountable. Do you genuinely understand the mechanics and commitments detailed within your program, or are you operating on the assumption that it’s simply being handled? Regulators now expect leadership to articulate their program’s strategy, not just defer to a consultant. 2. Your Risk Assessment: Is It a Snapshot in Time or a Living Document? A risk assessment is not a one-off event to be ticked and filed. Criminal threats, regulatory requirements, and even your own business operations are in constant flux. An assessment conducted last year may not accurately reflect your risk profile today. The crucial question is this: is your leadership team actively monitoring these changes and adapting your strategy accordingly? Regulators expect to see a continuous loop of assessment, adaptation, and action. A static risk assessment is a historical record; a dynamic one is a vital governance tool. 3. Your People: Is Your Team Trained, or Are They Truly Confident? A technically perfect program is useless if it’s not executed effectively on the floor. While staff training is a key component, the real metric is confidence. On a busy Saturday night, is your team – from gaming attendants to management – truly confident in their ability to identify and report suspicious matters? Or is there a culture of hesitation, a fear of getting it wrong, or a simple lack of clarity that creates an execution gap? This gap between policy and practice is where a compliance framework most often fails. The immediate lesson from this landmark case is that the definition of compliance has fundamentally shifted. It’s no longer about possessing the right documents, but about proving that active management and leadership accountability are embedded in your venue’s culture. If these questions create uncertainty, it’s a sign that a deeper review is needed. Let’s work together to ensure you are ready for the day AUSTRAC comes knocking. Connect with us for a confidential review of your AML/CTF framework or conduct a complete Harm Minimisation Program Audit.
Is Your Venue’s Marketing Feeling a Little… Flat? Let’s Talk Strategy!
Ever feel like your venue’s marketing is more of an afterthought than a game plan? You’re not alone. In hospitality, keeping the drinks flowing and the food hot is already a full-time job – so it’s no surprise that proactive marketing can take a back seat. But here’s the thing: even the best venues can struggle to attract new customers and keep regulars coming back if they don’t have a solid strategy in place.
Grow Your Own Hospitality Leaders
Finding hospitality staff with leadership or management skills can feel like searching for a needle in a haystack. Imagine walking into your venue and seeing your team effortlessly working together, solving problems on the fly, and delivering exceptional service. Sounds ideal, doesn’t it?
2025 Vision: Ignite Your Venue’s Success with a Strategic Plan
When was the last time you looked at your strategic plan, or is it tucked away in a drawer somewhere? Think of it as your venue’s annual service – are you ready to tune-up for a winning 2025 and beyond?
The hospitality landscape is a battlefield, with constant shifts in trends, evolving legislation and markets. It’s time to ditch the reactive approach and unite the key stakeholders to actively steer your venue towards prosperity.
Track your Club’s Strategic Plan, Agendas, Minutes & More with Board360
A challenge for many clubs is the lack of process for accountability on Strategic Plans and Corporate Governance. The Strategic Plan sits on a desk collecting dust, or on a shared server waiting to be saved over or accidentally deleted. Worse still, a new Board or Committee are appointed with no record of progress or discussions held.
Facing the Future: Navigating the Complexities of Facial Recognition Technology in Hospitality Venues
The recent Bunnings facial recognition controversy highlighted a critical gap in many organisations’ understanding and management of this powerful technology, particularly as many hospitality venues roll out the technology.
While facial recognition offers potential benefits for harm minimisation, its use raises significant ethical, legal, and reputational risks for venues. Failing to address these concerns can lead to hefty fines, damaged brand reputation, and eroded public trust.
Proactive Responsible Gambling: A Business Imperative for all Gambling Venues
The Queensland Gambling Survey 2023 reveals a stark reality: while overall gambling participation may be declining, the prevalence of at-risk gambling groups remains a persistent issue. The survey found that 0.64% of Queensland adults are classified as problem gamblers, a significant number who experience serious negative consequences from their gambling. This data emphasises the importance of proactive measures that prioritise prevention and early intervention, rather than simply relying on self-exclusion programs.
Heads Up, Pubs & Clubs: Insolvency Rates on the Rise, What’s the Plan?
The Queensland hospitality scene is known for its vibrancy, but there’s a storm brewing on the horizon. Recent figures from the Australian Securities & Investments Commission (ASIC) show a worrying trend – insolvency rates across Australia are rising, and that means tougher times ahead for pubs and clubs.