Fiji Hotel and Tourism Association, 12 June 2025 – Tourism is an industry built on resilience. It faces challenges frequently that test its adaptability, yet each hurdle reinforces its ability to evolve, refine its focus, and create new experiences. Leadership in this sector isn’t just about navigating uncertainty—it’s about shaping the future.
As CEO of the Fiji Hotel and Tourism Association (FHTA), I’ve worked alongside exceptional leaders, some of whom have left lasting legacies. Others have carried the unwavering dream of making Fiji a globally recognised destination brand. Denarau Island, now Fiji’s premier tourism hub, is just one prime example of vision and perseverance.
Developers faced years of setbacks, but their determination shaped Denarau’s landscape—from its golf course and luxury resorts to Port Denarau, the gateway to the stunning Mamanuca and Yasawa Islands. Their contributions laid the foundation for Fiji’s reputation as a world-class travel destination.
What began as a reclaimed mangrove swamp in the late 60s under American investor Dennis McElrath was transformed into a thriving resort enclave. By 1975, construction of its first hotel property was completed with the Regent of Fiji (now the Westin Resort & Spa), followed over the next 30 years with several other notable developments. But getting Denarau to where it is today – with its tree-lined road curving around a popular golf course designed by Eiichi Motobashi, 8 hotels, a wide range of restaurants, shopping areas, and Port Denarau that offers an amazing array of ferry services, recreational activities, marine engineering and requisitioning services that can cater everything from small vessels to super yachts; has seen decades of people come through to leave their own marks on the industry.
They include developers like Martin Darveniza who persisted with the development when it kept falling over, David Skeggs with the development of the marina and Brian Eastgate the landscaper who put in those beautiful trees and rows of bougainvillea because fences were not originally allowed, along with many others who saw the opportunities despite the significant hurdles to progress at the time.
In other parts of the industry, we were seeing the impact of Dick Smith, Reg Raffe, Don Lane and Dan Costello for island resort developments, Roger Dold & Chris Jacobs for South Sea Cruises, Captain Trevor Withers and Captain Claude Miller for Blue Lagoon Cruises, and Harold Gatty for (now) Fiji Airways.
There have been many others who also left their indelible marks on an industry that kept evolving – like Malakai Gucake, Dixon Seeto, and some we are privileged to still have around like Andrew Turnbull, Michael Dennis, Robert Miller and Damend Gounder.
Leadership in tourism is more than managing operations; it is about unwavering vision, so not for the faint-hearted. As Fiji navigated post-COVID uncertainties, two key figures played instrumental roles in steering its tourism sector back from the brink—Andre Viljoen of Fiji Airways and Brent Hill of Tourism Fiji.
As both prepare to wrap up their respective roles, we acknowledge their dedication, vision, and drive that played an instrumental role in pulling Fiji’s tourism sector back from the brink.
Andre’s decade of strong leadership at Fiji Airways helped restore international connectivity at a time when the skies were closed and uncertainty loomed heavily over us. He navigated those turbulent times with decisive clarity, transforming challenges into opportunities to rethink how our national airline could serve both the country and the industry, successfully positioning it as a formidable airline presence not just in the South Pacific, but ensuring its global recognition through a series of accolades usually won by far larger international brands.
His leadership underscored the undeniable importance of a strong national airline in sustaining tourism. This is an even more incredible feat for a small, developing island nation like Fiji.
At Tourism Fiji, Brent brought fresh energy that reinvigorated the brand Fiji as a destination that resonated with happiness-seeking global audiences who have added Fiji to their travel bucket lists, effectively repositioning the brand as a destination that resonates with travellers seeking cultural and natural immersion. Fiji did not just reopen borders; it sparked a travel demand that rolled on for years with product offerings constantly being refreshed, expanded and developed with creative oversight.
Their leadership efforts, combined with the collective industry’s embracing of moving together to reinforce tourism’s vital role for the economy, were vital in getting Fiji its massive and unprecedented rebound that was envied by larger and smaller countries alike.
The post-COVID landscape has changed the dynamics of global tourism and doing business generally. Competition is more intense, travel expectations have shifted, and the rules of engagement for how destinations must market themselves have been redefined against the geopolitical influences of armed conflict, tariff wars and consistent freight and fuel price disruptions.
Against this backdrop, the importance of strong, visionary leadership in tourism’s key areas of influence cannot be overstated.
The appointments of the next Managing Director and CEO of Fiji Airways, as well as the CEO of Tourism Fiji, come at a critical time for the Fijian government which must deliver on its National Development Plan (NDP) strategies to build economic resilience, enhance social wellbeing and protect our fragile environment through good governance frameworks that will deliver improved infrastructure, upgraded healthcare and quality education.
Considering that the government relies on tourism to deliver over 40% of GDP, these revenue streams must continue so that those NDP strategies can be delivered, while the diversification of the economy continues at pace.
These are not roles that simply require operational expertise or years of experience alone. They demand individuals who can work cohesively with all stakeholders, who understand the nuances of our evolving market, and who can navigate the delicate balance between growth and sustainability. Most importantly, they must be people who will continue to elevate Brand Fiji with integrity, innovation, and a deep understanding of our unique but fragile position in the Pacific and the world.
Government, through its influence and direction in these appointments, holds the responsibility of ensuring that we do not lose the momentum that has been so painstakingly regained.
What has set us apart is our ability to market a uniquely Fijian experience while ensuring the safety, reliability, and quality that discerning travellers now demand.
That takes a lot more than good marketing campaigns or clever slogans. It needs coherent, long-term strategic planning and consistently strong leadership that will be tested frequently as this industry experiences the adverse impacts of climate, politics, global upheavals and increasing prices almost daily. It will also need the ability to balance industry interaction, consultation with government agencies, working with regional and international airlines, and navigating global travel partnerships.
Leadership in these spaces must reflect the complex, multi-faceted realities of modern tourism demand. Managing risk while driving innovation, understanding data and navigating sudden responses or using it to tell authentic stories. Listening to the needs of the market while honouring the values of our people. And perhaps above all, it’s about ensuring that tourism continues to uplift Fijians across the country — from our urban offerings to our remote island resorts, small family-run operations and the remote communities that rely on tourism to support their schools, village projects and general livelihoods.
Tourism’s future is already in the development and construction stages.
New airline routes are being discussed. Major hotel developments are in the pipeline, inter-island connectivity and communications are being strengthened, while cultural tourism offerings are boosting efforts to diversify activities and experiences.
Sustainable tourism practices are being more widely adopted, and while visitor feedback is increasingly positive, deep experience tells us we must continue to do more. But these opportunities will only translate into lasting benefits if we are unified in our direction and consistent in our execution.
Our eyes are on the horizon — grateful for the road travelled, but focused on the road ahead.
Fantasha Lockington – CEO, FHTA (Published in the Fiji Times on 12 June 2025)
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