Alison McKie is general manager of Radisson Collection Hotel, Waterfront, bringing a career spanning strategy, brand, tourism and futures thinking to the day-to-day business of hospitality.
Source: Supplied | Alison McKie, General Manager, Radisson Collection Hotel, Waterfront
Her unconventional route to hotel leadership has included marketing, brand strategy, tourism and futures studies across South Africa and the Middle East.
Her MPhil in Futures Studies has shaped the way she approaches change, encouraging her to consider multiple possibilities rather than rely on fixed predictions. That perspective now informs her approach to hospitality, from navigating technological change to understanding evolving guest expectations and the future of work.
As the industry continues to contend with rapid technological, social and environmental shifts, McKie believes hospitality's greatest strength remains its ability to create meaningful human experiences.
For Women's Month, Bizcommunity caught up with McKie about her career, leadership, the changing hospitality landscape and the opportunities and challenges facing women in the industry.
Your career began in strategy and foresight rather than traditional hotel operations. What experiences along the way have been most important in shaping your career?
I do not see my career as a move away from hospitality into strategy, but rather as a journey that helped me understand hospitality from a broader perspective. Working across marketing, brand strategy, tourism, and futures studies taught me to look beyond immediate operational challenges and consider the forces shaping the future of travel and guest expectations.
Completing my MPhil in Futures Studies was particularly influential because it challenged me to think in terms of possibilities rather than predictions. Equally important has been working with diverse teams across South Africa and the Middle East. Those experiences reinforced my belief that leadership is about understanding people, recognising emerging signals, and creating environments where others can thrive.
What has running a hospitality operation taught you about the industry that you did not fully appreciate before moving into it?
Running a hotel has deepened my appreciation for the complexity of hospitality. From the outside, people often focus on the guest experience, but behind every seamless stay is an extraordinary level of coordination, teamwork, and care.
What surprised me most was how strongly culture influences performance. Operational excellence matters, but sustainable success comes from creating an environment where team members feel valued, respected, and empowered. Hospitality is ultimately a people business, and when you invest in people, guests notice the difference.
Looking back over your career, which achievement or moment are you most proud of, and why?
I am most proud of the teams I have had the privilege to build and support. Awards, promotions, and business results are important, but they are outcomes of what people achieve together.
One particularly meaningful achievement has been combining my work in hospitality with my passion for future thinking. Bringing these disciplines together has allowed me to help organisations look beyond immediate pressures and think more intentionally about resilience, innovation, and long-term value creation. Seeing people grow in confidence and capability is something I find especially rewarding.
Where do you see the biggest opportunities for hospitality businesses as the industry changes over the next few years?
The greatest opportunity lies in combining technology with genuine human connection. Technology and AI will increasingly help us anticipate guest needs, personalise experiences, and improve efficiency. However, technology should enhance hospitality, not replace it.
I also believe there is significant opportunity in regenerative and responsible tourism. Travellers are increasingly seeking meaningful experiences and want to engage with businesses that contribute positively to their communities and environments. Hotels that can combine exceptional service with authenticity, sustainability, and a strong sense of place will be well positioned for the future.
What has your experience as a woman in senior leadership taught you about navigating the workplace?
It has taught me that there is no single path to leadership. Careers are often far less linear than conventional models suggest, particularly for women whose journeys may include different life experiences, responsibilities, and transitions.
I have learned the importance of remaining curious, building resilience, and valuing the skills developed through all stages of life. Some of the most valuable leadership capabilities, such as empathy, adaptability, and perspective, are often developed outside traditional career frameworks. I have also learned that kindness and strength are not opposites. In fact, kindness is often one of the most effective leadership tools available.
Where do you believe women still encounter the greatest barriers to progressing into senior roles in hospitality?
One of the greatest barriers is that organisations still sometimes equate leadership potential with traditional career patterns. When progression is measured primarily through uninterrupted tenure or previous role similarity, talented individuals with different journeys can be overlooked.
At more senior levels, there can also be a tendency to select candidates who resemble previous leaders rather than those who may bring new perspectives. Organisations benefit when they broaden their view of what leadership looks like and recognise potential alongside experience. Diversity of thought strengthens decision-making and helps businesses adapt to change.
What role do you believe leaders have in helping more women recognise and develop their potential?
Leaders play a critical role. It is not enough to simply create opportunities; leaders must actively recognise potential, especially when it does not fit traditional expectations.
I believe leaders should create environments where people feel safe to contribute, experiment, and grow. They should challenge assumptions about who is "ready" and provide access to mentorship, sponsorship, and meaningful development opportunities. Sometimes the person with the greatest potential is not the person who speaks first or promotes themselves most confidently. Good leadership involves noticing talent before it becomes obvious to everyone else.
What would you say to a young woman who wants to pursue leadership but is still questioning whether she is ready?
I would say that very few people ever feel completely ready. Leadership is not about having all the answers. It is about being willing to learn, adapt, and take responsibility in uncertain situations.
Do not wait for perfect confidence before taking the next step. Focus instead on developing curiosity, resilience, and a willingness to grow. Your unique experiences are assets, not limitations. The future will require leaders who can navigate complexity, connect with people, and embrace change. If you are willing to keep learning and remain open to possibility, you are likely far more ready than you think.
