Former Virgin Australia boss takes top job at ASX listed company
Former Virgin Australia boss Jayne Hrdlicka has announced she will be the new Endeavour Group chief executive at the start of next year.
Endeavour Group owns Dan Murphy's and BWS as well as more than 350 pubs.
Ms Hrdlicka stepped down from Virgin Australia earlier this year, after a near four-year stint in the job.
During her time she helped navigate the airline – owned by Bain Capital following its collapse during the Covid-19 pandemic – into a major deal with Qatar airways.
Ms Hrdlicka will start on January 1, 2026. The company has been searching for a new boss since Steve Donohue left late last year, with executive chairman Ari Mervis stepping into the role in the meantime.
'I have a long history with Endeavour's retail and hotel businesses, initially as a consultant to Woolworths, including on their early liquor strategy, and then as a Woolworths Group board member,' Ms Hrdlicka said.
'Endeavour Group has much to play for. I look forward to working with the 30,000+ team members.'
Ms Hrdlicka has extensive experience as a senior executive and non-executive director at some of Australia's best known consumer businesses and brands.
Prior to that role she was chief executive of the A2 Milk Company and Group chief executive of the Jetstar Group.
Between 2010 and 2016, Ms Hrdlicka was a non-executive director of Woolworths Group, which at the time included Endeavour Group's market leading liquor brands and he ALH Hotel Group.
Mr Mervis said Ms Hrdlicka had a proven track record leading consumer-facing businesses to success.
'She has led many complex organisations and delivered significant shareholder value by capturing the true potential of a company's brands and assets,' he said.
'After an extensive global search, the board is delighted to have secured such a highly capable leader. Jayne brings many strengths to the role, including a history of using deep consumer insights to define successful strategy formulation and execution and extensive business transformation experience.'

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


West Australian
8 hours ago
- West Australian
KATE EMERY: Productivity Commission report says hybrid work approach is good for the economy
There are some debates best put to rest for good. Who is the best James Bond? Is man-made climate change real and do we need greater action on it? And in Australia we're a step closer to adding: is working from home bad for the country? The Liberal Party has been contorting itself like Harry Houdini on this subject, first announcing a crackdown on public servants working from home, then abandoning said crackdown when it proved about as popular as Houdini's short-lived film career, and now embracing it. Shadow industrial relations minister Tim Wilson and shadow housing minister Andrew Bragg have become the latest Liberals to distance themselves from the failed working from home crackdown with the enthusiasm of one magnetic north pole encountering another. Mr Wilson said working from home could be positive because 'happy workers tend to be more productive', while Mr Bragg cited research — including the Productivity Commission's recent report on the subject — to suggest that hybrid work was likely neutral or positive for productivity. 'In fact, most of the evidence comes down to support the proposition that working from home on a hybrid basis actually is good for people, good for the economy,' he said. A little bit more of this chat would have been handy three months ago, when the Liberal Party was busy getting its own metatarsals in the crosshairs. That Productivity Commission report did have a few caveats that suggested working from home can be bad for your career (just ask Peter Dutton), particularly if you are inexperienced. There was also evidence to suggest that people get more creative when they're physically in a room together. Anecdotally, younger people miss out in other ways. Twenty years ago when I was starting out in my career, the workplace was where many of us made lifelong friends, found romance and learned how to leave a passive aggressive notes on the communal fridge. Now a younger generation risks being robbed of the joy of inappropriate office crushes, meetings that could have been emails and knowing what your boss looks like doing karaoke. If the COVID years taught us anything, it's that flirting via Zoom is harder than it looks. Hybrid work, where working from home is only part-time, is the logical solution and the one best supported by research. It's here for the long-haul, so please let's shelve the debate along with the climate wars and any attempt to mount a defence of the Pierce Brosnan Bond years. Employers that insist on being able to see the whites of their employees eyes five days a week without justification might soon get a view of their other end instead. And future generations will wonder why it took a pandemic for us to realise that opposing working from home on ideological grounds was as senseless as insisting that anyone could really hold a candle to Sean 'shaken not stirred' Connery.

Sydney Morning Herald
13 hours ago
- Sydney Morning Herald
This airline is facing the ultimate makeover test
Virgin Australia has completed one of the largest corporate makeovers in Australian history. From bankruptcy five years ago, in a few weeks, investors large and small will get an opportunity to punt on its shares – to decide whether this is a quality reno or one with just a lick of paint and floorboard polishing. The vendors, private equity outfit Bain, will be handsomely rewarded, as will a handful of its senior management who could pocket tens of millions of dollars if the airline's hockey stick earnings forecasts are met. But what about the new band of shareholders who have been offered shares in the new public listing, or those who are thinking of buying into Virgin after it lists at the end of the month? Loading Investing in aviation has a long history of being at the riskier end of the spectrum. Airlines are especially sensitive to black swan events such as COVID-19 or 9/11, but they are also susceptible to changing industry dynamics such as new entrants, disruption in market share, or the health of the economy. In the 25 years since its launch as the cheeky disruptor airline funded by Richard Branson, Virgin Blue has had many corporate faces – not all of them attractive in an earnings sense. In a financial sense, the period in which it sought to clone Qantas was a speculator failure. But the common theme has been its position as a challenger to Australia's aviation queen – Qantas. Virgin Blue was born in 2000 as a low-cost airline that carved out a new market, tapping into price-sensitive leisure customers who could not afford to fly Qantas or its then-rival Ansett, which collapsed the following year.

The Age
13 hours ago
- The Age
This airline is facing the ultimate makeover test
It shed the irreverent, slightly scrubber clothes it wore as Virgin Blue more than a decade ago as it sought to become a full-service, multi-brand airline group under former chief executive John Borghetti. That was its Qantas mini-me period. Loading In a financial sense, the period in which it sought to clone Qantas was a speculator failure. For its shareholders, which were mainly large offshore airlines, Virgin was a financial black hole that suffered a string of losses. In the early months of the COVID-19 pandemic, it lost the support of financiers and shareholders and collapsed under a mountain of debt and a pandemic-induced revenue stasis. But Borghetti's reign also marked the heyday period for Australia's flying public. He invested millions into Virgin's product – its aircraft, its food, loyalty scheme and its lounges. At one stage, travellers were fed feasts devised by celebrity chef Luke Mangan and could fly some domestic business class routes on a full lie-down seat. It also forced Qantas to lift its service game in what became a service race to the top. This market-share war also led to a price war – a dream for customers who received peak service levels with discount airfare prices. But it was unsustainable. Under Bain's ownership, yet another version of Virgin was crafted, which could or should be its Goldilocks market position. Arguably, it does retain some of the disruptor/challenger original DNA and some of the premium features it grew under Borghetti. Loading It will compete with Qantas and with low-cost carrier Jetstar, but its strategy is to commandeer the middle – the more cost-conscious small- and medium-sized business market and the higher-end leisure traveller. It will do so by pitching its pricing a bit below Qantas mainline, but above Jetstar. The recovery in its earnings over the past two years suggests this strategy should be a winner. Australia has demonstrated it can support two airlines (and three differently pitched airline brands) as long as none of them does anything to disrupt the status quo. But there is a large aviation graveyard full of those that attempted to introduce a third national airline. The Virgin prospectus (which is the float sales document) says that Australia is a structurally attractive market because of large distances between capital cities and the lack of a fast and efficient train network. You can add to that a wealthy population that has prioritised travel even in the face of a cost-of-living crisis and high interest rates. The secret to Virgin's success going forward will be to know its place in the market and not lose sight of it. Beyond that, Virgin, like any airline needs a good smattering of luck – given the fact that black swan events can blow up the best-laid plans.