Clarity, Consistency & Impact - We Meet Allaster Gair Bacta Communications Director

Q&A with Allaster Gair – Bacta’s New Director of Communications

Can you tell us a bit about your background and what brought you into this role?
I’ve come from public affairs consultancy, where I specialised in gambling policy and helping trade associations cut through and influence change. I’ve worked across the sector and know how important a strong, unified voice is – especially when regulation is evolving fast. Joining Bacta felt like a natural next step. The land-based industry has a proud history, a strong sense of community, and a lot to offer. My goal is to help tell that story more confidently, support members through change, and make sure our voice is heard clearly in the right places.

What do you think is unique about this sector in terms of opportunities and challenges?
Our sector is rooted in real places, run by real people, and subject to close oversight. That makes us more visible and more accountable – but it also means we’re more vulnerable to outdated perceptions and unfair regulation. The challenge is being lumped in with issues that don’t reflect our venues. But the opportunity lies in exactly that – we can demonstrate, with confidence, that we offer something different. By owning our identity and raising our visibility, we can make sure policymakers, and the public, understand that we’re part of the solution, not part of the problem.

What are your key priorities in the short and longer term?
In the short term, I want to sharpen Bacta’s messaging, strengthen political engagement, and support our response to live policy issues. We need to be present, vocal, and assertive. Long term, the goal is to reposition the sector in how we’re viewed – as a vibrant, socially responsible part of the leisure economy. That means building stronger partnerships, improving how we support members, and showing leadership on key issues like social responsibility. Ultimately, I want members to feel more supported, and for Bacta to be a more visible, influential voice across the board.

Where do you see the biggest opportunities to improve or modernise bacta’s communications?
We’ve got a great story, but we’re not telling it often enough or in the right places. We need to be more proactive, faster to respond, and more confident in using all the tools available – from digital platforms to traditional media. There’s also huge value in giving members a stronger voice, helping them showcase their own impact and connect with local stakeholders. We’ll focus on clearer messaging, better visuals, and more effective campaigns. Internally, I want to make it easier for members to understand what we’re doing and how they can get involved in shaping the sector’s future.

What do you see as the biggest reputational risks currently facing the sector and how should the industry respond?
The biggest risk is being mischaracterised as part of a wider gambling problem, despite the fact our venues are low-stake, highly regulated, and run by responsible operators. When politicians or the media don’t make that distinction, the damage can be significant. The industry needs to respond with openness, visibility, and a willingness to lead on standards. That means showing real-world examples of safe entertainment and being transparent about where improvements are being made. If we wait to defend ourselves after the fact, we’ve already lost the argument. We need to be out in front, not on the back foot.

How can bacta better communicate the positive impact its members have on local communities, the high street, and the economy?
Our members are often long-standing businesses, employing local people and keeping high streets alive in places that need investment and footfall. They contribute to tourism, provide a safe and fun environment, and operate under strict regulatory standards. We need to communicate that clearly and consistently – using local stories, working with regional media, and encouraging MP visits that show first-hand what our venues offer. We should be positioning our members as part of the regenerative hospitality sector, not just as gambling. Ultimately, it’s about showing the value we add, not just telling people we exist.

How important is political engagement and media positioning for bacta right now and what does this look like in your position?
With the White Paper reforms underway, political engagement has never been more important. We’re pushing for changes that reflect the reality of the land-based sector – and to do that, we need MPs and ministers to understand who we are and what we do. My role is to make those conversations happen, to ensure our arguments are clear, consistent, and timely. But it’s not just politics – media positioning matters too. We desperately need to challenge outdated stereotypes – if we don’t define our story, others will do it for us.

Bacta has just celebrated its 50th anniversary. How can the association use that milestone to strengthen its message and member engagement?
Fifty years is a powerful statement about resilience, community, and industry evolution. It’s a chance to celebrate where the industry has come from, while also looking ahead to what the future holds. We can use the anniversary to re-engage with members, reflect on our achievements, and remind policymakers of the sector’s enduring importance. It’s also a good moment to modernise – to ask what kind of association we want to be for the next fifty years. Member insight is absolutely vital – they’re the ones living the reality of our policies, reputational challenges, and commercial pressures. I want to spend time on the ground, visiting venues, listening directly to operators, and making sure their experiences shape our messaging and advocacy.

What does successful communication look like to you and how will you measure it?
For me, success means clarity, consistency, and impact. Are we being listened to? Are our messages getting through to the right people at the right time? Do members feel better informed and supported? I’ll measure that through improved media coverage, stronger relationships with policymakers, and increased engagement from members. I also want to see more positive mentions of the sector in mainstream debate – and fewer instances where we’re misrepresented. Ultimately, good communication should build trust, open doors, and change minds. If we’re doing that, I’m doing my job.

And finally, outside of work, what do you enjoy doing in your spare time?
Rugby’s my main outlet – I’m Vice-Captain for my local club and love the mix of competition and chaos. I’m also a big fan of the pub, especially post-match. Outside of that, I tend to dabble in other sports and activities I’m generally terrible at, with varying degrees of success.

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31 July 2025

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