Erin Stevenson | 2026 thl Industry Leadership Award Q&A

Congratulations on winning the 2026 thl Industry Leadership Award (Under 40), formerly the Future Leaders Award. What does this recognition mean to you?

Erin Stevenson (ES): Honestly, it’s a reminder that hard work pays off.

But this award isn’t really about me. It represents the people who have backed me, challenged me, believed in me and given me opportunities throughout my career.

I’ve never been someone who set out to win awards. I’ve just tried to turn up, work hard, make a difference and leave things better than I found them.

After 13 years in this industry, to be recognised in this way is incredibly humbling. But what means the most to me is what the award represents – that you don’t have to follow a traditional path to make an impact. You can back yourself, put yourself out there and build your own path.

If someone younger in our industry sees this and thinks, “Maybe I can do that too,” then that’s the part that makes me proud.

You’ve been a finalist before, including in 2025. How have you grown as a leader over the past 12 months?

ES: I have really focused on myself. This industry is moving faster than it ever has, and if I want to keep supporting the business and my team to a high growth mindset then I need to be at the top of my game. Not just showing up, but growing on purpose.

Over the past 12 months, I’ve really doubled down on my own self development and focus. I’ve worked on understanding how I manage my energy, sharpening my thinking, challenging my own perspective and becoming more intentional in how I lead.

I’ve also realised that growth isn’t a finish line for me. It’s a standard I hold myself to. If I want to keep pace with an industry that refuses to slow down, I have to keep evolving with it.

The better I understand myself as a leader, the better I can support the people around me.

You joined Newbook more than 13 years ago when the business was still in its infancy. What are you most proud of from that journey?

ES: That I never gave up.

There have been plenty of moments where self doubt could have convinced me that I wasn’t ready, qualified or experienced enough to be in the room.

I didn’t have a formal education in setting up teams, running a business, taking a company globally or taking the business through two major acquisitions. I learned by doing. I asked questions, surrounded myself with people who were smarter than me, found mentors, listened, made mistakes and kept going.

I think sometimes we put too much emphasis on having the perfect qualifications or having everything figured out before we take the next step.

My career has taught me that you can learn a lot if you’re willing to be curious, work hard and put yourself out there.

Looking back at where Newbook started and where it is today, I’m incredibly proud that I backed myself, stayed on the journey and that I’ve been able to grow with it.

On that note, what are the biggest leadership lessons you’ve learnt along the way, and who helped shape them?

ES: One of the biggest lessons I’ve learned is that leadership isn’t about how much you can personally carry. It’s about how well you can build a team that can carry it with you.

Learning to delegate was a huge shift for me. I used to think being good at my job meant being able to do everything. I now believe the opposite. If you can’t delegate, develop people and create the structure around them to succeed, you’re limiting both yourself and your team.

I’ve also learned the importance of “the why.” People will work hard for a task. They will go much further when they understand the purpose behind it. When your team understands where you’re going, why it matters and the role they play in getting there, you create something much more powerful than a group of people simply doing their jobs.

I’ve been incredibly fortunate to learn from so many people along the way. There are too many names to acknowledge, however they have been from both inside and outside the industry; from park managers and hotel directors to customers, colleagues and people I’ve worked alongside.

What this shows is the vast array of people who have supported me along the way. Some taught me what to do. Others taught me what not to do. Both are incredibly valuable.

As you’ve mentioned, you’ve helped lead the business through two major acquisitions. What have those experiences taught you about navigating change and uncertainty?

ES: Change is hard and communication is key.

I think leaders sometimes feel like they need to have all the answers when people are uncertain. The reality is you often don’t.

What people need from you is honesty. During periods of significant change, I’ve learned to be transparent, even when the answer is uncomfortable. To be vulnerable enough to say, “I don’t know yet,” while still being strong enough to say, “we’ll work it out.”

The biggest lesson for me has been that you can’t lead change without leading people through it.

People remember how you made them feel during uncertain times. They remember whether they felt heard, whether they were kept informed and whether they felt like they were part of the journey.

Change will always be uncomfortable but with the right people around you, it can also be where some of the greatest opportunities are created.

Beyond your day-to-day role, you’ve become a passionate advocate for industry development and emerging leaders. Why is giving back so important to you?

ES: I’m fortunate to have a strong personality and the confidence to ask questions, put myself forward and knock on doors. I know not everyone has that.

There are incredibly talented people in our industry who might not know who to ask, where to turn or whether they even belong in the conversation. I want to help change that.

I want to create opportunities for people who might not have had someone create one for them and I want to encourage people to take a chance on themselves before someone else tells them they’re ready.

The thing that genuinely gives me the most happiness is seeing the impact I can have on other people.

If I can help someone believe in themselves, take the next step, find their confidence or realise they are capable of more than they thought, that is a pretty incredible legacy to leave behind.

Our industry is changing quickly and I’m excited to see the younger generation stepping up. I don’t want to just watch that happen; I want to help make it happen.

And finally, what’s next for Erin Stevenson?

ES: That’s a great question. Honestly, I hope I never stop asking myself that question.

There’s so much happening across our industry, from AI and technology to changing customer expectations and a new generation of leaders stepping up. I want to be right in the middle of it.

I love what I do, and I genuinely believe in Newbook and the impact we can have on this industry. So, for me, what’s next is continuing to help build something that makes a real difference to the businesses and people we support.

I want to keep pushing Newbook forward, keep challenging how we think about the future of our industry and keep building a team that is capable of achieving things we haven’t even imagined yet.

Alongside that, I want to keep backing people, especially the ones who don’t yet believe in themselves the way I believe in them. I’ve been incredibly fortunate to have people give me opportunities throughout my career and I want to do the same for the next generation.

I’ve spent 14 years watching this industry evolve, and so much of that journey has happened alongside Newbook. I’d love to spend the next chapter helping shape where both go next.

If this award means anything, I hope it’s an invitation to more people to go for it. Back yourself, put your hand up and take the chance because this industry needs what you’ve got.