Marisa Bidois is a transformative leader in New Zealand’s hospitality sector – an industry worth $16 billion and employing more than 130,000 people.

As CEO of the Restaurant Association, her role spans a wide range of responsibilities, from negotiating policy changes with government officials to launching initiatives such as the Kai Keepers programme, which aims to reduce food waste within hospitality businesses.

As CEO of the Restaurant Association of New Zealand, what does your typical day look like?

My days usually start with coffee and a quick scan of the headlines to see what the industry might be waking up to. From there, it’s a mix of meetings with boards, media interviews and cross-sector collaboration.

I run a national organisation – overseeing our internal team while also managing relationships with government, suppliers, small businesses, sponsors and community groups.

The Restaurant Association is a not-for-profit, which brings its own unique dynamics: limited resourcing, big expectations and a to do list that’s ever evolving.

On any given day, I might be helping a business owner navigate a crisis or leading the charge to get immigration settings changed to keep businesses staffed.

It’s about raising awareness of the challenges our industry faces and proposing solutions to make doing business easier for our members.

No two days are the same, but the mission is: Back the industry. Make it better.

What first drew you to the hospitality industry, and what continues to inspire you today?

Like many, I started in hospitality while studying. But what kept me here was the sense of whānau. This industry wraps around people, feeding them both literally and figuratively. When you’re part of it, you’re never just working for a business – you are the business.

I moved from the floor to employment relations, leadership and advocacy – from service to systems. What inspires me now is the resilience of our people. Every time the economy takes a hit, hospitality shows up first and recovers last. Operators dig deep, create, serve and stay. They’re truly inspiring, and I love working with them.

Has the launch of Kai Keepers influenced your leadership style in hospitality? If so, how?

Kai Keepers reminded me that leadership in hospitality isn’t just about revenue or regulation – it’s about responsibility.

It asked a very simple but powerful question: what happens to the food we don’t serve? And by extension – what kind of industry are we building?

While we fight for better margins, we also look out for our wider community and environment.

As a leader, that means making decisions not just because they’re commercially smart, but because they’re the right thing to do.

What do you see as the biggest challenges facing New Zealand’s hospitality sector in 2025?

It’s tempting to say “staffing or skills shortage” and leave it at that. But the truth is more layered. Yes, we’re still short on people – but that’s the symptom, not the cause.

The real challenge is perception. Hospitality is still seen by some as a stopgap – a job you take on the way to something else. That narrative costs us talent, investment and influence.

Add to that a perfect storm of rising costs, regulatory pressure, burnout and the expectation to somehow innovate while staying open seven days a week and you get an industry that’s running on fumes.

But in 2025, our challenge isn’t just to survive. It’s to shift the narrative. To build businesses that are financially sustainable. That’s what I’m focused on.

How do you and the Association support restaurant owners in navigating these challenges?

We listen first. That might sound simple, but it’s powerful.

We don’t sit in an office dreaming up ideas in isolation – we talk to our members. We hear the stress in their voices when wage bills climb, immigration policies shift or the costs of doing business rise again.

And then we act. Sometimes that looks like lobbying in Wellington, pushing for practical changes that actually make sense on the ground.

Other times, it’s delivering real-time advice through our helpline – legal, HR, compliance – on the issues that can make or break a small business.

We also build capability. Through training, mentoring and digital tools. We help business owners grow – not just survive.

Our job isn’t to run their restaurants for them. It’s to clear the path so they can do what they do best: serve people, create moments and build community.

In what ways has your previous experience shaped your leadership at the Restaurant Association?

My leadership journey hasn’t been linear, and that’s been a strength.

I started in hospitality while at university, working my way up from waiting tables to assistant manager. Those early experiences instilled in me the value of hard work.

Before becoming CEO, I managed the Association’s professional development and led its employment relations. I then moved to the infrastructure sector, where I gained experience in collective bargaining and large-scale employment relations.

Now, as CEO of a not-for-profit, I balance policy advocacy, workforce development and member support, all while staying true to our mission: uplifting New Zealand’s hospitality sector.

Serving on boards and advisory groups taught me how to turn grassroots issues into systemic change. Navigating both business and government has been essential in this role.

What’s shaped me most is having a strong support network. Leadership, to me, is about showing up in the messy moments and fighting for what matters when no one’s looking.

What is your top advice for those looking to thrive in New Zealand’s hospitality industry?

Know your “why.” Owning a business will stretch you – mentally, physically, emotionally. You’ve got to love it, or at least love what it stands for.

Also, forget the myth of the solo hero. Build good teams. Hire people who complement your knowledge gaps and never stop learning – whether it’s new tech, new trends or just new ways to be a better leader.

Finally, don’t lose sight of the magic. Hospitality isn’t just a job. It’s an act of generosity. We create places where people celebrate, grieve, connect and belong. That’s a privilege.