Alicia Payseno became chief of the Arkansas Hospitality Association in January. At the AHA, she leads statewide advocacy, member engagement and strategic initiatives for Arkansas’ hospitality and tourism industries. Payseno previously served as director of economic development for the city of Cabot and before that as executive director of the Maumelle Area Chamber of Commerce. She has more than 25 years of experience in economic development, chamber leadership, entrepreneurship and government relations.
Payseno has Professional Community & Economic Developer (PCED) certification and is a graduate of the Community Development Institute at the University of Central Arkansas in Conway.
Originally from Sacramento, California, Payseno has lived in Arkansas for more than 30 years.
What’s your assessment of Arkansas’ hospitality industry now well out of the pandemic? Where are we thriving and where are we still struggling?
Our industry has made a remarkable recovery from the pandemic, with sectors like golf tourism, major events, business leisure and lodging seeing increased engagement. Areas like central Arkansas and Hot Springs are thriving thanks to strong event participation and tourism campaigns. That said, regional disparities remain, and workforce gaps continue to limit growth in restaurants and smaller lodging markets across parts of the Delta and northeast Arkansas.
Is there anything AHA is lobbying for at the Arkansas General Assembly or in Washington?
The Arkansas Hospitality Association is committed to creating a safe and supportive environment for hospitality businesses while contributing to the state’s economic growth. The AHA prioritizes programs that prevent human trafficking, equipping hotels, restaurants and other operators with the training, tools and partnerships needed to identify and respond to potential exploitation. Through statewide collaboration and targeted initiatives, we aim to make safety a foundational part of hospitality operations across Arkansas. Beyond safety, the AHA works to ensure a fair and thriving business landscape for all hospitality operators. We support well-regulated policies for short-term rentals that require the same tax and life safety standards as hotels. By promoting accountability and equitable rules, these policies help stabilize investment, generate tax revenue for local communities, and support sustainable growth while ensuring all segments of the lodging industry compete on a level playing field. The AHA is also focused on emerging challenges to Arkansas’ tourism economy, including the rise of online “predictive markets.” These platforms market sports betting as financial contracts but operate outside state regulations, provide no local employment, and do not contribute to Arkansas communities. Arkansas’ licensed operators, including Oaklawn Racing Casino Resort in Hot Springs, Saracen Casino Resort in Pine Bluff and Southland Casino Hotel in West Memphis, follow state rules, provide jobs, generate tax revenue and support local communities. The AHA believes that allowing unregulated platforms to bypass state oversight could undermine the progress and momentum built by these licensed operators. We advocate for policies that hold all operators to the same standards, protecting both local jobs and the integrity of Arkansas’ hospitality and tourism sector.
Do you see any solutions to the labor shortage that has long hampered the hospitality industry?
Education will be a cornerstone of the AHA’s workforce development strategy. We will expand industry-driven education programs that support individuals at every stage of their hospitality career, from entry-level employees to experienced operators and future executives. This includes strengthening and scaling ServSafe and other nationally recognized certifications, offering management and leadership training for first-time supervisors, and providing continuing education focused on operations, compliance, customer experience and financial sustainability. Through strategic partnerships, we will enhance educational programs in high schools by strengthening career and technical education in culinary arts and tourism. We will also deepen connections with colleges, universities and workforce agencies across the state to better align classroom learning with real-world hospitality needs. Clear career pathways and targeted skill development will equip both employees and business owners for success, helping address labor shortages while elevating hospitality as a respected, long-term profession across Arkansas. Hospitality industry careers are increasingly high skill and career driven, not temporary jobs. Clearly defined career pathways, continued investment in professional development, and a focus on elevating hospitality as a long-term profession will help attract new talent, retain experienced workers, and support sustainable growth for the industry statewide.
Private equity has been consolidating restaurant and hotel brands. For the association and its members, does this trend present a threat or an opportunity?
Private equity consolidation in the restaurant and hotel sectors presents both opportunities and challenges for the association and its members. On one hand, institutional investment can bring access to capital, operational expertise, technology and scalability that help brands grow, modernize and create jobs across Arkansas. When managed responsibly, this investment can strengthen the industry and support long-term economic growth in our communities. At the same time, consolidation can create pressure on independent operators, reduce local decision-making, and shift priorities away from community engagement if not carefully balanced. The AHA’s role is to ensure that policies, education and advocacy reflect the needs of both national brands and locally owned businesses. By supporting fair regulations, promoting strong workforce standards, and providing resources that help independents compete and differentiate, the AHA can help members navigate consolidation while protecting the entrepreneurial spirit that defines Arkansas hospitality. Ultimately, the AHA views private equity as neither inherently a threat nor a solution, but as a market reality. Our focus is on ensuring that growth, regardless of ownership structure, supports local jobs, community investment and a healthy, competitive hospitality ecosystem statewide.
You have a background in economic development. How will that inform how you approach your role at the AHA?
My background in economic development gives me a strong understanding of how hospitality drives long-term prosperity for communities across Arkansas. I have worked closely with cities, developers and business owners to recruit restaurants, hotels and tourism assets, and I have seen firsthand how those investments translate into jobs, tax revenue and revitalized downtowns. Equally important, I understand that growth is strongest when business owners and entrepreneurs are equipped with the education and tools they need to succeed. At the AHA, that perspective shapes a statewide approach focused on building a strong hospitality network, expanding education and resources for entrepreneurs and operators, removing barriers to growth, and ensuring every region of Arkansas can share in the economic opportunity and prosperity that hospitality brings.
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