Sydney — Steve McCann, Chief Executive Officer of Star Entertainment Group, is steering the company through a critical stabilisation phase as it works to recover from regulatory scrutiny, financial strain, and shifting consumer behaviour. Taking charge at a time of heightened pressure, McCann has outlined a strategy focused on restoring confidence, strengthening governance, and returning the casino and hospitality group to a sustainable operating footing.
At the heart of McCann’s approach is a renewed emphasis on compliance and regulatory engagement. Star Entertainment has faced intense oversight in recent years, prompting leadership to prioritise transparency, risk management, and cultural reform. McCann has made it clear that rebuilding trust with regulators is non-negotiable and forms the foundation of the company’s long-term recovery. He has stressed that sustainable growth cannot be achieved without meeting the highest standards of governance and operational integrity.
Cost control is another central pillar of the stabilisation strategy. McCann has acknowledged that the group must operate more efficiently in an environment marked by higher interest rates and cautious consumer spending. This includes reviewing operational expenses, optimising staffing structures, and ensuring that capital is allocated to areas that deliver clear strategic value. The focus, he says, is not short-term cuts but disciplined financial management that supports resilience.
Alongside cost measures, McCann is overseeing a review of Star’s asset portfolio. The company’s integrated resorts in Sydney, Brisbane, and the Gold Coast remain core to its identity, but leadership is examining how each asset can be optimised for performance and long-term relevance. This includes enhancing non-gaming offerings such as hotels, dining, and entertainment, which McCann views as critical to diversifying revenue and attracting a broader customer base.
McCann has also highlighted the importance of people and culture in the turnaround process. He has spoken about the need to reset expectations internally, ensuring employees understand their role in compliance, customer care, and ethical conduct. According to McCann, cultural change is not achieved through policy alone but through consistent leadership and accountability at every level of the organisation.
Customer trust and experience are equally important components of the stabilisation plan. With competition increasing across entertainment and hospitality, McCann believes Star must refocus on delivering safe, responsible, and high-quality experiences. This includes strengthening responsible gambling practices and ensuring venues operate as destinations for entertainment rather than solely gaming.
Despite ongoing challenges, McCann has expressed cautious optimism about Star Entertainment’s future. He has pointed to the underlying strength of Australia’s tourism and hospitality sectors, particularly as domestic and international travel continue to recover. McCann believes that with the right governance structures and a disciplined strategy, Star can once again play a meaningful role in Australia’s entertainment landscape.
The CEO has also emphasised that stabilisation is a phased process rather than an immediate turnaround. Restoring financial health, rebuilding reputation, and re-establishing stakeholder confidence will take time. However, McCann has maintained that clear priorities and consistent execution are already laying the groundwork for improvement.
As 2026 begins, Star Entertainment’s journey under Steve McCann is being closely watched by regulators, investors, and industry peers. His stabilisation-focused leadership marks a shift from crisis response to long-term rebuilding, with the goal of positioning the group for sustainable growth once regulatory and financial pressures ease.
