Milos Kostadinov
General Manager – Customer Assurance
The Ville Resort-Casino
I joined The Ville team in 2002 when I followed my then girlfriend (now wife) up to Townsville from Brisbane after she got a job with Child Safety here. I’d been a casino dealer at Treasury Casino, so I applied for a job in table games here.Through my 23 years at the property, I’ve worked as a dealer, a supervisor, Pit Manager, Gaming Area Manager in both table games and electronic gaming, Table Games Manager, Casino Operations Manager, Financial Crime Manager, and my current role as General Manager of Customer Assurance.
As the General Manager of Customer Assurance, I look after the Financial Crime, Safer Gaming, and Cashier Cage teams. So, my job is to make sure the business is always compliant with federal regulations around anti-money laundering and counter-terrorism financing, as well as meeting all our obligations for safer gambling and harm minimisation.
Day-to-day that means driving compliance, shaping policies that work operationally for the frontline team, and working closely with the relevant regulators, and supporting and guiding my teams.In this role, you need to have a good grasp of all the relevant legislation and rules, as well as an ability to analyse risks, interpret data, and solve problems. Customer Assurance is a relatively new team, so a lot of my focus is about building, coaching, and supporting the new team through a huge shift in the business.
My experience working here has allowed me to continually challenge myself. Over time I have been able to build a career that I am proud of. Starting in table games, which to this day was one of the most fun jobs I’ve ever had, to my current role I’ve gained a deep knowledge of the casino industry and made strong professional relationships.
I’ve developed lifelong relationships with team members at The Ville and had experiences that have not only shaped me professionally but shaped my personal life as well.
At Morris Group we’re lucky to have a diverse workforce with talented people from all over the world working together to deliver exceptional experiences every day.
This month we caught up with some of our colleagues from across the businesses who take us on a tour of their home towns, and share a bit about their history and cultures.
Kostantinos Marko
Venue Manager – Ardo Rooftop
Ardo, QLD
My name is Konstantinos Marko, and I am from Athens, Greece. Athens is in the southeastern Greece, within the province of Attica. I grew up in the western suburbs of Athens in a community called Peristeri which is located under the mountain of Aigaleo.
In my eyes, Athens is the city of comfort, and we all take pride in being Athenians. In the centre of the city, we have the Acropolis which was build 2,500 years ago and has been standing as the gem of the city. What makes Athens so special is the ancient ruins of temples and museums that can be found everywhere, but also the fact that city has really grown around those landmarks. Athens is known for vibrant nightlife and for the lifestyle it presents. We are known for our food, coffee, loud plate-breaking, conversations, and parties. From fine dining to simple taverns, the city never sleeps. There is always something to do anywhere in Athens.
I left Athens for the first time when I was 19. I have spent most of my summers on various Greek islands, but I would always go back in winter. When I was 23, I met my partner Melia, who is from Magnetic Island. She’s the reason I decided to leave Greece and move to Australia. I have now been in Australia for almost three years, and I can easily say I am having the best time of my life. I try to visit Greece once a year for about a month. I am the only one in my family that has moved this far away, so it’s very important to me to see my parents and brother and try and keep up with their lives.
When I think about Greece and Athens, the first thing that comes to mind is that, even though the city has 4 million people, every neighbourhood and community feels like a little village. When I was a child, I remember my parents used to take me to play around the church with my mates. There they would meet with other parents, and they would sit and have a drink while we played for hours. I always knew that if anything ever happened to me, the community would be there to help. It almost feels like you are raised by the community and not just your family. It’s the collectiveness that really stuck with me and it has really shaped who I am today.
I think the most beautiful thing about Greek culture is the mix of ancient Greek philosophy, mythology but also Christian orthodoxy that you see in all people. From a really young age, we get taught everything about the big philosophers of the past and how the language was developed. We learn all about the ancient stories and the 12 gods that the Greeks used to believe. But we also attend church every Sunday and have special celebrations for saints, Christmas, and Easter. The most iconic celebration that comes to my mind is the Holy Mary Day on 15 August. You see whole cities, islands, and villages coming together, attending church early in the morning, and then carrying a three-day celebration full of dancing and good food. What stands out a lot during those celebrations is the traditional music and dancing. Every island and every village has their own styles of songs, but we all know them to an extent, and we are very proud to display our traditional dancing with every chance we get.
For many years, Greece was a very poor country and for that reason food became such a cultural thing. When families used to work all day, the only time that everyone would sit together was at dinner. Eating together became a sacred tradition. As I mentioned earlier, Athens is the city of comfort, and I would say it’s the same for Greek food. We focused on the freshness of the ingredients and the simplicity of the meal. There are two Greek words that always come to mind when I am talking about our cuisine: meraki and philoxenia. Meraki stands for taking your time and doing things with care and love, because that’s what makes everything special. Philoxenia translates to ‘hospitality’. However, the word has a much deeper meaning. It’s about opening your home to strangers, having a simple, homemade meal that warms your heart, because at the end of the day, it’s all about being kind to strangers. My favourite dish would the kleftiko. It’s a slow-roast lamb shoulder cooked with parchment with potatoes, vegetables and lots of feta.
Something very interesting about Athens is that the first ever Olympics were held there, and the arena is still standing and open for everyone to visit. Also, the museum of Plato is free of entry for everyone to see where the philosopher used to live. If there is an island that people don’t really know about but it’s a great location, that would be Ikaria. The island is known for its longevity and its red wine. People still use ancient techniques to make wines – techniques that are over 2,000 years old! Visit the island in August and don’t miss the Ikarian carnival where you will see 500 people dancing in a circle. Just be mindful, the water is freezing!
Naomi Baird
Marketing Manager
Morris Hospitality, VIC
I grew up in a few countries, but the place I spent the longest is Killyleagh, a small harbour village on the Strangford Lough in County Down, Northern Ireland. My mum still lives there, so it is very much home.My country is known for the beautiful scenery, beaches, food and of course, great pubs. My hometown is small, home to only a few thousand people, but all the above are prominent in my village.
I lived in Killyleagh since I was 14, then moved away to Liverpool when I was 18 for university buttravelled back home every month or so. After university I spent nearly a year at home during Covidand then moved to London at the end of 2020 for work. I love most things about my country: the people, culture and scenery. What I loved most about living in Killyleagh is the tranquillity of it. You wake up to views of the lough, walk down small roads, stopping having a chat to everyone you pass. It is a very different way of life to the city.
Killyleagh is the birthplace of Sir Hans Sloan – the inventor of Chocolate, who later sold the recipe to Cadbury’s. It has the oldest and only castle in Ireland that people still reside in, and a 10-minute drive to Downpatrick will take you to the burial place of St Patrick.
Religion plays a major role in Irish and Northern Irish culture although, unfortunately not always in positive ways. Ireland has a complicated, deeply rooted history of cultural divide, which has helped build very strong communities but also left a divided country. The history is extremely interesting. I would really recommend that people read a little about it if they have time.
Music is the heart of Ireland. It’s probably the one thing we can all agree on. Walk into almost any pub and you will find live trad bands playing folk music. These gatherings are called ‘sessions’.
Similarly, food and pub culture are what bring Irish people together. I love the cuisine, though it is extremely simple. Mainly meat and veg (especially potatoes) all with very little seasoning. Most Irish people find a smidge of cracked black pepper to be too spicy. My favourite dish is called colcannon: mashed potato mixed with braised cabbage and fried in plenty of good ole’ Irish butter to make it crispy, almost like a giant hash brown. In the north, we take inspiration from the English bubble and squeak and add thick carvery ham or bacon to the dish. I can’t forget to mention Guinness, the world’s most famous stout. Unfortunately, I am yet to get a Guinness like home here in Melbourne, but the search continues!
The scenery here is just as beautiful as Ireland but you have better beaches, and of course muchmuch better weather. I moved during Ireland’s winter into Australia’s summer which was absolutebliss. I love the coffee culture here and the pub food is bloody good. I’d say the café trend is only starting in Ireland now.
I think everyone should try to travel to Ireland if they get the chance, the weather might not be thebest but it is a really beautiful place. If you are heading north, base yourself around Strangford Lough (close to where I am from) for walks, wildlife and castles, then continue to the Mourne Mountains or along the Causeway Coast. If you are going south or west, Kerry, Dingle and Galway are stunning and full of music, scenery and that lovely Irish welcome.
Billy Zou
Sales Manager – Greater China
Nautilus Aviation, QLD
I’m originally from China, and my hometown is Shenzhen, located in the southern part of Guangdong Province right next to Hong Kong. It’s one of China’s southernmost major cities and a place that shaped my early life and aspirations.I spent over a decade living in Shenzhen, a city that shaped my early career and worldview. After two years working in textile export, I made a bold decision. I borrowed money from my parents and moved to Sydney in 1990 to pursue my long-held dream of studying abroad. That journey led me to the University of Technology Sydney, where I enrolled in an MBA program and began a new chapter of growth and discovery. In the early years, I returned to Shenzhen every five years, but now, thanks to my work in tourism and aviation, I visit more often.
Arriving in Australia as a young man in the early 1990s, I was immediately struck by the differences in communication and social interaction. Australians were more direct and open, while I came from a culture that valued subtlety, respect, and quiet politeness. Even our food habits diverged. Western-style breakfasts and cold meals were common here, whereas I was used to steaming bowls of porridge and freshly steamed buns. The language and humour took time to adjust to, but I embraced the challenge.
Shenzhen is a vibrant, modern metropolis that transformed from a small fishing village into a global hub for technology and innovation in just a few decades. It was China’s first Special Economic Zone and is often called the Hardware Silicon Valley, because it’s home to tech giants like Huawei, Tencent, and DJI. The key industries there include high-tech manufacturing, financial services, creative arts, and e-commerce. Some of the notable landmarks include the Ping An Finance Center, Shenzhen Bay Park, Window of the World theme park, Dafen Oil Painting Village, and the Shenzhen Museum.
What makes Shenzhen truly special is its spirit of inclusiveness and innovation. As a city of migrants, it blends cultures from across China, creating a unique urban character. What I love most is its rhythm and sense of opportunity. No matter where you’re from, if you’re willing to work hard, you can carve out your own path there.
Shenzhen’s culture is a fusion of Cantonese, Hakka, and Chaoshan traditions, with influences from all over China. Traditional festivals like Lunar New Year and Mid-Autumn Festival remain important, and local heritage such as the Fish Lantern Dance is actively preserved. Art thrives in places like OCT-LOFT Creative Park and Artron Art Museum, which contain both modern and traditional works. Music and dance are central to festive celebrations. While Shenzhen is largely secular, it is home to communities practicing Buddhism, Taoism, and Christianity.
Food is deeply rooted in Chinese culture. Shenzhen’s cuisine is mainly Cantonese – light, fresh, and focused on the natural flavour of ingredients. Signature dishes include dim sum, roast goose, Shajing oysters, Guangming pigeon, and Chaoshan beef hotpot. Personally, I adore the morning tea tradition: a pot of tea paired with bamboo steamers of dim sum. It’s a refined yet comforting ritual that brings people together.
Shenzhen is a fantastic travel destination. Located just across the border from Hong Kong, Shenzhen offers a rich blend of modern and traditional experiences. I always recommend a stroll through Shenzhen Bay Park, a visit to Dafen Oil Painting Village, or a day at Window of the World, where global cultures come alive in miniature.My second hometown Cairns is also very special to me. I first visited in 2005 and instantly felt a deep connection here. It reminded me of Shenzhen in the 1980s: a small coastal city with a relaxed pace and a close relationship with nature. I could ride my bike in shorts and sandals, and life felt simple again.
While Shenzhen has grown into a global metropolis, my childhood memories have faded into its skyline. Cairns became my Australian hometown, and I’ve now lived here for 20 years, working in the tourism industry. It’s a place that offers peace, purpose, and a sense of belonging. I hope Cairns continues to thrive, and I warmly invite everyone to visit both my Chinese hometown of Shenzhen and my Australian home of Cairns—to experience the contrast, the connection, and the beauty of both worlds.
Leaders from across the non-profit sector are embarking on an eight-month program aimed at helping them manage the demands, pressures, and complexities of working to solve some of society’s biggest problems.
Morris Family Foundation has provided funding support for non-profit CEOs from The Regenerative Leader Program to take part in an innovative, sector-leading program called Inner Work for Outer Action.
So far, it’s helped participants not only reduce burnout but also develop new ways of seeing old problems and rethink the ways they work to achieve long-term impact.
The foundation’s funding will support 12 non-profit CEOs each year for the next three years to build their capacity as individuals and as a sector to help create long-term, systemic change.
Applications for the next cohort open soon. For more information and to register, visit the program website.
For more than 20 years, Ganbina has been changing the lives of young people with programs like Jobs4U2, the country’s most successful Aboriginal and Torres Strait Islander school-to-work transition program.
The recent release of their new 50-year vision keeps their eyes firmly on the future, empowering young people with the skills they need to reach their full potential.
We caught up with Ganbina’s CEO Anthony Cavanagh to find out more about their work, and how Morris Family Foundation support is helping them make their vision a reality.
Ganbina CEO Anthony Cavanagh
You’ve just released Ganbina’s 50-year vision. Can you tell us a bit about it and what it aims to achieve?
At Ganbina, we envision a future where Aboriginal and Torres Strait Islander young people are empowered to thrive culturally, socially, and economically. We focus on helping young people live, love, learn and leave a legacy, by supporting them through education, training, and employment pathways.
Over the next five years, we have a few key goals. Some of those include expanding nationally to bring our successful programs to 19 communities across Australia; we’re aiming to achieve an 80 per cent transition rate for our young people going from school to meaningful employment; and we have some new initiatives being introduced such as an Employment Academy and Alumni Ambassador Program. The vision is bold, practical, and deeply rooted in community empowerment and long-term change.
What drives you personally to do the work that you do?
I’m driven by the opportunity to help young people avoid the paths I saw growing up – poverty, violence, and missed potential. Education gave me a way forward, and I want others to have that same chance. Every day, I’m motivated by the 300+ kids who are Shepparton based that we support annually, knowing Ganbina gives them hope, structure, and opportunity. Seeing them thrive, graduate, find work, and lead is what fuels me. I believe in their potential, and I’m committed to building a future where economic prosperity is the truly achieved.
Out of all the things Ganbina has achieved so far, what outcomes are you the proudest of?
In my 12 years as CEO of Ganbina, I’m deeply proud of the transformative impact we continue to make in the lives of Aboriginal and Torres Strait Islander children and youth. This year has been a powerful reflection of our growth – not just in reach, but in depth. We’ve expanded into new regions, forged strong partnerships, and strengthened our core programs in education, training, and life skills.
Our Youth Leadership Program continues to inspire future changemakers, while initiatives like the Driver Skills and Accelerated Learning programs are helping young people build confidence and independence. We’re also laying the foundation for the future through our Alumni Program and Employment Academy, creating tailored pathways into meaningful careers and reconnecting with those who are now leading in their fields.
Ganbina and Morris Family Foundation have had a long relationship. How has the support from the foundation helped Ganbina get to where it is today as an organisation?
Morris Family Foundation has been a cornerstone in Ganbina’s expansion journey. Our relationship began with an in-person meeting in 2015 and since then, Hayley Morris and her family have been unwavering champions of our work. Their belief in our mission – especially through sole funding of our third pilot model in Townsville – allowed us to expand into Queensland and refine our approach. Their support has gone beyond financial; it’s been deeply personal and strategic. They’ve helped us build credibility, scale our programs, and stay focused on our purpose. Today, with over 2,000 young people supported, their early backing has proven transformational.
What kind of role does the foundation play in helping you achieve the 50-year vision?
Morris Family Foundation plays a visionary role in helping us realise our 50-year goal: to create generational change through self-determination and opportunity. Their support has enabled us to test and grow our model in new communities, proving its adaptability and impact. Hayley and her family have been more than funders – they’ve been thought partners, advocates, and believers in our long-term vision. Their commitment to systemic change aligns perfectly with ours, and their continued involvement ensures we can keep pushing boundaries, reaching more youth, and building a future where Aboriginal and Torres Strait Islander success is not the exception, but the norm.
Ayurveda, which literally translates to ‘The Science of Life’, originated in India more than 3,000 years ago. It is a holistic practice which focuses on preventative health by offering diet, lifestyle, and herbal suggestions to live a healthy life.
Ayurveda is a tried and tested science that is finally gaining the recognition it deserves in the west. With its increased popularity as more clinics open, practitioners are helping people to regain some power and knowledge over their own health and wellbeing as well as the option to study ayurveda through an advanced diploma accredited by the Australian Government since 2005.
I am at the tail end of studying the two-year diploma and I am loving incorporating its principles into my own life and my family’s, as well as helping others make changes which can make a big difference to their wellbeing both mentally and physically.
I have always believed that prevention is better than cure and I know that what we put in our bodies makes a big difference to how we feel. I am not just referring to food in this instance either. I refer to the types of activities we engage in as well. I don’t need to tell you that watching a violent tv show late into the night at the same time as mindlessly eating and drinking is not going to make you feel your best in the morning. Ayurveda goes a step further though, and works out what foods exactly are going to suit your unique body type and what types of activities and actions can make us feel out of balance compared to those which will support and nourish us.
As an Ayurvedic practitioner I would first do a consultation to work out what body type you have been born with. This is determined by taking into consideration everything from your emotional tendencies, physical characteristics, natural body shape, reactions under stress, and more. Once your body type is determined we can then look at any imbalances that are going on in your body and mind whilst doing a detailed analysis of your diet, eating habits, lifestyle, sleep, general mental and physical health.
As we age there is more of a tendency for us to go out of balance, so ayurveda looks at addressing these imbalances and returning you to your natural balanced state with diet, lifestyle, and herbal suggestions.
Without doing a proper consultation I cannot provide specific advice but I thought it would help to list some important ayurvedic pointers.
The health of the digestive system is key. If the digestive system is weakened then illness and imbalance will eventually arise. Toxicity can build up in the body causing daily lethargy, bloating, heaviness and eventually leading to more serious conditions.
Western medicine in 2007 with the launch of the Humane Microbiome Project (HMP) has proven scientifically what ayurveda has practiced for thousands of years that gut health is key for immunity, inflammation, metabolism, and even brain function.
So how do we navigate all the information out there? I am sure you have heard of all the diet fads – only eat protein, avoid carbs, sugar is bad, fat is bad, only eat grapefruits to lose weight, fasting is the key – the list goes on.
What I love about ayurveda is:
1) It has not changed over the years;
2) It is tailored specifically to you; and
3) Ayurveda looks at the root causes when it comes to issues occurring in the body and mind rather than just treating the symptoms.
Ayurveda also says that what may work for your neighbour quite possibly will not work for you. Your work colleague is trying fasting and its going great for them but for you if you fast it can be detrimental for your health. Ayurveda takes everyone’s individuality into consideration. Each of us are unique and depending on what is going on in our bodies at this moment and depending on what our body type is then ayurveda will make suggestions that are tailored specifically to you.
Without doing a personalised ayurvedic consultation I thought I would share some general ayurvedic pointers which you may like to consider:
1) Appetite: Only eat when you are hungry and have an appetite.
2) Water: Sip warm water when thirsty rather than cold water straight from the tap. Cold water will douse your digestive fire and cause sluggish digestion. Sipping warm water away from food intake can also help with weight loss and digesting toxicity. Too much water isn’t helpful either as it can reduce digestive capacity
3) Digestive capacity: Warm foods are easier to digest then cold food.
4) Exercise on an empty stomach. The best time is first thing in the morning but if that isn’t an option then allow two hours post food before exercising. Any sooner will interrupt the digestive process as energy will be directed to the limbs when you start exercising rather than staying in the stomach working on digesting the food you have just eaten.
5) Sleep and rise at a similar time each day.
6) Wind down routine: Less stimulation at night. Wind down routines are helpful such as a Yoga Nidra (body scan meditation – listen to my recorded version here: Yoga Nidra | Nikki Morris)
7) Daily tongue scraping: Invest in a tongue scraper. Buy from a chemist or health food store. Scraping your tongue first thing in the morning is good for oral hygiene, notice if there is a thick white coating when scrapping, if so it can be an indicator of toxicity present in your body which should be addressed
8) Incompatible foods: Dairy and fruit, fish and dairy, or pork and dairy are all examples of incompatible food combinations which will disturb the liver (main detox organ) and blood. If you are suffering from skin issues it is important to investigate if you are consuming incompatible food combos.
9) Nothing is “bad” in ayurveda. Any substances can be prescribed that you may believe is bad for you, however if used in the right context for the right body type it can be medicine.
10) Body mind connection: Finally, a reminder that the mind and body are connected! This is always underestimated. Look after your mind as much as you care for your body and vise versa. Meditation, breathing exercises, getting out in nature, feeling the sunshine on your skin, enjoying friends and family, making time to do your favourite things in life, and self care.
If you are interested in finding out more and delving deeper into ayurveda and how it can help you in your life please reach out for a personalised ayurvedic consultation. Email me at [email protected]
Do you constantly feel like you’re behind and never on top of things? Do you feel like you’ve got too many balls in the air and if you drop one, everything will come crumbling down? Do you hear yourself always answering ‘I’m so busy’ when someone asks how you are?
If you answered yes to any of these questions, you are certainly not alone.
We live in a VUCA world:
Living in this reality can leave us stressed, overwhelmed, and even burnt out.
Horizontal vs. Vertical Growth
Most people try to tackle overwhelm through horizontal development—learning new skills, using time management tools, creating rules, or delegating tasks. These solutions are important, but they often don’t touch the deeper root. Without inner change, we may find ourselves using the freed-up time just to take on more—leaving us just as busy as before.
This is where vertical development comes in. Vertical development is inner growth—a shift in how we make meaning of our experiences, and how we hold complexity, uncertainty, and even time itself.
The Vertical Lens on Time and Busyness
Our relationship with time changes as we grow vertically:
When we only see time as linear and productivity-driven, busyness becomes the default. Growth invites us to experiment with other ways of holding time—more cyclical, more spacious, more present.
Reflective Questions
To explore your own relationship with busyness, consider journaling on:
Growth is often uncomfortable—so if these questions stir something up, remember that’s a sign of movement. Lean into the discomfort gently; it’s where new awareness is born.
Balancing Growth with Nourishment
Inner growth doesn’t mean pushing ourselves relentlessly. It also means caring for ourselves as we stretch. Many of us were taught that self-care is selfish, but in truth, looking after ourselves is foundational for inner growth.
Here are some simple practices:
In summary: Busyness and overwhelm aren’t just productivity issues; they’re also developmental opportunities. They show us where our current meaning-making about time, success, and self may no longer serve us—and invite us to grow into new ways of being.
Erin Bridson
Beverage Operations Manager
Morris Hospitality
I started with Morris Hospitality in December 2022 as Bar Manager at The Albert Park Hotel. The opportunity presented itself when an old colleague and friend who was already working at the venue asked me if I was interested in the role and here we are! I quickly moved into the Assistant Venue Manager role and have had the pleasure of work in some other venues in the group during that time.
I’ve been in the hospitality industry since I was very young and have worked through many different facets of the industry in various roles: pubs, boutique brew bars, nightclubs, restaurants, functions and events. I also have a background in operations and logistics in the live music industry working on tours with some incredible artists like P!nk, Fleetwood Mac, Shania Twain, Peggy Gou, and Cher. But I could never really shake the call of hospitality, so even during this time I still worked in the industry helping out friends and old colleagues when the opportunity came up.
Currently I’m the Beverage Operations Manager for Morris Hospitality, so I look after operation of the bars across all the venues in collaboration with the General Managers and Beverage Managers in venue. I oversee and help with cocktail programs, beverage training and incentives, stock control and stocktake, and anything in the POS system relating to beverage.I also work closely with accounts, finance, marketing, and venue teams to ensure we have a collaborative, consistent, and delicious beverage program, strong process, protocols, and of course support where I can give it. I’d say my top five skills for this role are communication, relationship-building, creativity, problem-solving, and the ability to collaborate positively.
When I first started with Morris Hospitality, I had a general career goal to be a General Manager or in a group role by the time I was 30. Keeping the goal pretty broad meant I was able to say ‘yes’ to everything by that came my way to get here. I believe that opportunities are made. I put my head down worked hard and said ‘yes’, and wasn’t shy about wanting to learn, grow, and progress within the business.
I love working for this business. I have gained some lifelong friends, confidence in my own abilities, the space to be creative, ability to create, and set constructive boundaries. The ability to experience so many different things in this business is one of its biggest assets. The collaboration and being able to work through different businesses and departments is unmatched.
I simply wouldn’t be here without my teammates. The team at The Albert Park Hotel has been quite simply just a pleasure to be a part of. The support, camaraderie, learning, and mentorship I have experienced has been a career highlight. The Shared Services team has also welcomed me with open arms, and I have to thank them for the all the support they have given not just me, but everyone. They are true superstars!
There’s more than one way to be a leader, and no such thing as a right or wrong approach. Across Morris Group we have some outstanding leaders who support, motivate, and empower their teams to be the best they can be and reach their shared and individual goals. We caught up with a few of them to find out more about their backgrounds, what lead them to leadership positions, who inspired them, and how they approach being a leader.
Lawrence Dowd
Managing Director
CBCo Brewing
How long have you worked with Morris Group?
I joined the group as the first employee in 2008 when Chris acquired Empire Brewing, which included The Royal on the Waterfront Pub and CBCo. My role was Co-CEO, with a primary focus on marketing at that time. From there, we expanded by acquiring Raffles Hotel and Cornerstone Hotel Group, which included around 12 pubs in Melbourne. This growth made us one of the largest non-gaming pub groups in Victoria and Western Australia. In 2018, we separated the management of the pubs and the brewery, and I transitioned to Managing Director of CBCo Brewing.
What’s your career background?
I worked at Crown Casino for 12 years, starting as a bellboy and gaining experience across many different departments including gaming, restaurants, hotels and spas. This broad exposure gave me a well-rounded foundation in hospitality. My final role at Crown was Marketing Manager for Crown Hotels.
Have you worked in management positions before this current one?
My first major management role was in the pub industry at age 29, and it was a daunting step, especially given my prior experience with pubs was mostly through drinking pots at the bar. Fortunately, the team in WA was incredibly supportive, and I was able to learn the ropes quickly. I soon fell in love with pubs and the unique culture of the industry. Chris Morris has been a significant mentor throughout this journey – always open to discussing ways to improve the business and have a go and be entrepreneurial in a way which has been invaluable to my development over the years.
How would you describe your approach to leadership?
I’m fairly easy-going and I don’t micromanage per se, which gives my direct reports the space they need to lead and develop their own teams. I aim to provide direct feedback where it’s needed, but overall, I’m fortunate to have a stable team who are genuinely passionate about their roles and the company. Managing different personality types can be challenging at times, but I’m proud of the team we’ve built. There’s a strong sense of mutual support, and we work well together to bring out the best in each other.
What do you like about being a leader?
What I enjoy most about being a leader is seeing people thrive in their roles especially when they tackle big challenges and come out on top. It’s incredibly motivating to watch individuals grow, succeed, and celebrate those wins with the wider team. I’m also genuinely passionate about the industry. It gets under your skin in the best way it’s fast-paced, creative, and full of people who truly love what they do. That shared energy and commitment is what keeps me motivated every day.
What do you think it takes to be a good leader in your role?
I believe in being open and honest about challenges and bringing people together to find solutions. In our industry, every department needs to be operating smoothly for the business to succeed. That’s why leaving egos at the door and maintaining a can-do attitude are essential. It’s this mindset that ultimately drives results.
What are some of the more challenging aspects to leadership and how do you overcome them?
Motivating the team during such a turbulent period in the industry has been challenging. With so many breweries closing their doors, it’s been tough to stay positive. However, we’re fortunate to have the support of Morris Group, which is helping us navigate this difficult time. We’re currently going through a period of adjustment, but we continue to remind ourselves that we are building resilience and aiming to be one of the last breweries standing, and a strong one at that.
What leaders inspire you?
Penny Cottle has been particularly inspiring, especially over the past few years. She’s consistently shown up with support when things have been tough, and her leadership style has had a big impact on me. Penny is fair, open-minded, and has a great ability to cut through the noise and help focus on what really matters—something I occasionally lose sight of. One of the best pieces of advice I’ve taken from working with her is the importance of being open and honest with people. It’s a simple principle, but it makes a huge difference.
What advice would you give to anyone who aspires to be in a leadership position?
I really value the attitude of saying, “Yes, I’ll help with that.” Leaning into problems and taking ownership shows a genuine commitment to getting things done. It stands out especially in environments where it can be easier to look the other way. I naturally gravitate toward people who step up, take responsibility, and can be trusted to do the right thing. That willingness to contribute and support others makes a real difference and leaves a lasting impression.I also believe that once you step into a leadership position, seeking feedback from your peers no matter how hard it is to hear is essential for staying grounded. Ego can be a real trap. Reminding yourself that we’re all human, and ultimately replaceable, helps keep things in perspective and keeps you sharp.
Junior Stowers
General Manager
Half Moon, Morris Hospitality
How long have you worked with Morris Group?
I have been working for Morris Hospitality for nearly 14 years. Before becoming the General Manager of Half Moon, I held various management positions between Lucky Coq and Portsea Hotel, starting as a Duty Manager in 2011.
What’s your career background?
I first started working in hospitality back in 1999 as a doorman across multiple nightclubs in Brisbane. I went on to hold Head of Security and Venue Manager roles across multiple venues in Brisbane before making the move to Victoria in 2005, where I became a Purchasing Manager at the Mount Buller Chalet, managed at the time by the Accor Group. After six years in the high country, my partner and I decided to move closer to family in Sorrento, on the Mornington Peninsula. For years I had heard of Portsea Hotel and its signature beer garden, so one day I decided to pop in for a beer and ended up walking out with a job.
Have you worked in management positions before this current one?
I’ve had multiple manager positions. Head of Security, Duty Manager, Beverage Manager, Assistant Venue Manager, Venue Manager, Assistant General Manager. I’ve always aspired to be a manager. Having been blessed working across multiple and different aspects of hospitality, from bars and nightclubs, to hotels, restaurants and pubs, I have worked under and alongside some great mentors in our industry. By learning their behaviours and practises, I was able to mould my own style and showcase the best of them all.
How would you describe your approach to leadership?
My approach is quite simple: be the positive influence. Positivity is contagious and always brings the best out of people.
What do you like about being a leader?
Creating great teams is what motivates me to be a leader, especially when you see the results and the gained confidence in them all.
What do you think it takes to be a good leader in your role?
I believe you have to be motivated, calm and supportive to be a good leader.
What are some of the more challenging aspects to leadership and how do you overcome them?
Adapting to new surroundings was a hard one for me when I was younger. But once I was able to get to know the team, clientele, and my surroundings, everything fell into place quite easily.
What leaders inspire you?
My boy, Subodh Rajbhandari. I had the pleasure of working alongside Subodh for many years at Lucky Coq and still work closely with him today. We consistently check on each other and share many ideas. He’s a massive inspiration to most of us leaders in Morris Hospitality. Outside of work, my dad inspires me. He’s hands down the greatest leader I have ever seen. A single father, raising four children and working double shifts, six days a week to give my siblings and I a great life in Australia. He had the biggest heart as well and treated everyone like family. He’ll always be my inspiration.
What advice would you give to anyone who aspires to be in a leadership position?
Remain calm, listen carefully and always be a positive influence on everyone around you. Try to get all the experience across every aspect of hospitality, to see what works best for you. Once you find it, you have done the hard part. Just be yourself, create your own path, and enjoy your journey.
Cameron Campbell
Operations Manager – Events
The Ville Resort-Casino
How long have you worked with Morris Group?
I will have worked with Morris Group five years this coming March. I started as a Food & Beverage attendant in March 2021 in the events team before becoming Duty Manager, then Assistant Venue Manager, and now my current Operations Manager role.
What’s your career background?
I moved to Townsville in 2017 as a posting when I was in the Australian Army. I left the army in 2021 and searched for a casual job whilst I was studying civil engineering at JCU. That’s when I started at The Ville Casino-Resort. I found a passion for the events space and stopped studying to take a full-time Assistant Venue Manager position in 2023. This was when The Ville also took over running Townsville Entertainment and Convention Centre (TECC), and I haven’t looked back since. It’s crazy to think how a casual job has turned into a total career change.
Have you worked in management positions before this current one?
I didn’t have much management experience before my time at Morris Group. I wouldn’t say I aspired to be a manager but wanted to implement positive changes in the workplace and undertake new challenges and directions at work which would come with being in management positions. A lot of my knowledge came from experience with the army and the managers I worked under before my current role.
How would you describe your approach to leadership?
I wouldn’t say I have a particular approach to leadership, but I always keep in mind what it was like to be in my employees’ position. This is easier to do as I’ve worked through all levels. But integrity is the biggest principal I follow – integrity shown by all levels brings out the best in people and makes them respect and want to work for you as a manager. I find that when there is mutual respect and trust in a team the efficiency, enjoyment, and performance in the workplace increases which benefits everyone involved.
What do you like about being a leader?
I enjoy the constant challenge that comes with the events we run but also managing an ever-changing team to accomplish tasks that can sometimes be daunting. I like to think that every problem in the workplace is solvable. It’s just a matter of having the resources and time to accomplish these goals. It’s super rewarding seeing guests enjoy themselves at the events we host, from weddings, balls, formals, conferences, expos, concerts, and festivals. They all have their own unique challenges but come the end of the event, seeing guests leave after having an enjoyable time is the reward for a hard day or weeks’ worth of planning.
What do you think it takes to be a good leader in your role?
Hospitality is a challenging beast at the best of times. An aspect that may seem underrated is the ability to remain calm, composed and collected. A composed leader in the workplace is a central figure other team members can look to during times when they may feel stressed or overwhelmed. A stressed or anxious manager can have flow-on effects to staff, clients, and guests which can create additional challenges during event.
Being a good leader in my role requires a lot of flexibility and the willingness to adapt. The event space is forever changing, and if you don’t adapt you quickly fall behind and get forgotten. This feedback for adaptability can come not only from clients and guests, but also your own team. Everyone in the workplace has an important role to play and a lot of the time they see and deal with issues we aren’t even aware of, so it’s important to always keep an open mind.
What are some of the more challenging aspects to leadership and how do you overcome them?
The most challenging aspect of leadership is always the people. Whether it’s a difficult guest, client, vendor, or member of staff, dealing with their issues is always a challenge that can be handled several different ways. How you deal with these situations changes depending on who you are dealing with and unfortunately getting this correct in the heat of the moment is hard. The best advice I can give is to stay calm, don’t let emotions affect your decision-making, and think through responses and solutions before you rush into actioning them.
What leaders inspire you?
My previous operations manager Sarah Ward was a manager I looked up to and learned a lot from. She excelled in a lot of areas I would say I had a weakness in, and it was something I paid particular attention to when she moved on and I took over her role. I still to this day always try and think how she would handle certain situations to try and offer another opinion or point of view on how I manage my team.
What advice would you give to anyone who aspires to be in a leadership position?
Anyone that wants to move into a position of leadership I would recommend putting yourself out there, try new things, engage with people in leadership positions, and actively seeking to self-improve. I find a lot of the success people are looking for is found in the work they constantly avoid. The best way to learn and improve is to not be afraid to fail. The best life lessons usually come from failures. So, try new things and don’t be afraid to make mistakes. Not everyone succeeds on their first attempt.
Boris Bakchiev
Chief Technology Officer
Morris Technology
How long have you worked with Morris Group?
I’ve been with Morris Group since August 2014, starting as a Network Architect.
What’s your career background?
I have over 35 years of experience in IT. Before joining Morris Group, I ran my own two IT businesses from 2004, providing services similar to those currently offered by Morris Technology to our business group. Initially, I was engaged as an IT consultant for Morris Group and played a key role, alongside a brilliant IT team, in transitioning the IT systems at The Ville from Echo Entertainment Group when Chris Morris acquired the property. Six months later, I was offered a permanent role with Morris Group.
Have you worked in management positions before this current one?
Running my own successful IT businesses meant I was effectively in a leadership role well before joining Morris Group. Managing clients gave me a starting foundation in leadership, even though I didn’t set out to become a manager in the traditional sense. Becoming a leader happened organically through the work I was doing. It was a natural progression rather than a deliberate pursuit. I haven’t undertaken formal leadership training or qualifications, but I’ve learned a great deal through experience and by working alongside talented people over the years.
How would you describe your approach to leadership?
My approach to leadership centres around knowledge sharing and development. I enjoy training the people I work with and always make time for those who show a willingness to learn. I believe knowledge should be passed on, not kept. I also make a point of encouraging my team to engage directly with upper management. When a project is completed, I prefer that the person responsible reports on it themselves. It gives them recognition, increases their visibility within the business, and helps senior leaders better understand the talent within the team. I genuinely believe this approach builds confidence, strengthens communication, and ultimately creates a more connected and capable organisation.
What do you like about being a leader?
What I love most about leadership is the ability to shape a team, build capability, and watch people grow. It doesn’t feel like a job to me: it’s my passion, my hobby, and my career all rolled into one. I enjoy helping people solve problems and supporting them in their work. Seeing the team make steady progress and knowing I’ve played a part in that is what keeps me motivated.
What do you think it takes to be a good leader in your role?
In this industry, especially in a leadership role, it’s important to stay adaptable. Technology changes fast, and people come from all kinds of backgrounds. Connecting with different personalities and bringing them together around a shared goal is essential. As someone who migrated here over 35 years ago, I’ve learned that good leadership isn’t about knowing everything, it’s about staying calm under pressure and creating an environment where people feel valued. In IT, that’s what keeps teams strong and projects moving. A bit of humour goes a long way in keeping people happy.
What are some of the more challenging aspects of leadership and how do you overcome them?
I haven’t had many significant leadership challenges. I’ve been lucky to work with smart, capable people who don’t need micromanaging. Of course, things do come up now and then, unexpected problems, last-minute changes, or times when something doesn’t go to plan. I usually take a step back, look at what’s going on, and pull in the right people to work through it. Staying calm helps and so does having a team that knows how to get on with it without drama.
What leaders inspire you?
Most of what I’ve learned has come from working hard and paying attention to the people around me. At Morris Group, we have some excellent leaders, honest, strong, and respectful. They don’t just talk, they show by doing. I watch how they treat people, how they stay calm under pressure, how they make decisions, and I try to bring that into my way of leading. You can learn a lot just by working with the right people.
What advice would you give to anyone who aspires to be in a leadership position?
If you want to end up in a leadership role, focus on being dependable. Do good work, stay curious, and help the people around you. Leadership usually comes when you’re not chasing it, but just getting things done. Don’t worry about job titles. Take on responsibility, build up your skills, and always keep learning. Be ready to make decisions, back your team, and own it when things go wrong. That’s how you earn respect. And stay grounded. You don’t need to know everything, just be open, keep learning, and bring people along for the ride.
A couple of new faces have popped up around Morris Hospitality venues recently, taking on key roles in leading the teams.
Jeff John
Portsea Hotel
Jeff has joined the leadership team at Portsea Hotel as Senior General Manager, working alongside General Manager Joe Hillebrand.
“I help lead the venue end-to-end, overseeing the day-to-day operations, driving service and food quality, and making sure everything runs smoothly both front and back of house,” he said.
“A big part of my focus is building a strong, capable team. I work closely with everyone, from floor staff to management, to support their growth and create a culture where people feel proud of the work they do.”
Jonathan Martin
The Albert Park Hotel
Jonathan is The Albert Park’s new General Manager. Aside from his extensive experience in the hospitality industry, he’s also had some diverse roles over his career including as a commercial photographer, a start-up business consultant, and a financier.
“Being the General Manager at The Albert Park Hotel means I’m responsible for everything. This is not to say that I ‘do’ everything but ultimately, I’m responsible,” he said.
“It’s a hugely privileged position and I’m so very fortunate to have inherited such a talented kitchen, an exceptional management team, and front-of-house and back-of-house teams to be envious of.”
They say it takes two to tango, and when it comes to cross-business collaborations the key to success is making sure you’re going in the same direction.
This month we caught up with a couple of dynamic duos from across Morris Group businesses who work together on regular collaboration, long-term projects, or in their day-to-day operations and find out why it pays off being in step with one another.
Grace & Brent: Morris Hospitality X CBCo collabs
Who are they
Grace Dorman: Head of Marketing and Sales, Morris Hospitality
Brent Mortimer: Head of Marketing, CBCo Brewing
How and why they collaborate
GRACE: We try to collaborate as often as makes sense for both businesses and luckily, we have a few pubs to share the promotions across which means we can create more opportunities. We try to work to something big every quarter, but there’s usually more opportunity in between. Strategically, it’s simple: CBCo makes beer, and we sell it. So, let’s sell as much as possible and everyone wins.
BRENT: A recent collab between CBCo and Morris Hospitality was the fantastic execution of the Melbourne F1 activation at The Albert Park Hotel. We started with a simple conversation around an opportunity and from there it grew to an impactful execution with fantastic branding and sales results. We’ve already started working together for next year’s F1 – just wait until you see next year’s activation!
How they make it happen
GRACE: The promotions are built into our yearly calendar, so it’s usually Brent and I catching up to see what’s on the horizon and what we can make of it. Plenty goes on behind the scenes, usually involving people from both our teams, as well as our respective designers working together to make it all make sense. It’s the good part of working under the Morris Group umbrella: we’re essentially one big team who can all pull in the same direction.
BRENT: It’s about balancing the multi-department dance, ensuring strong communication and clear deliverables. Basically, ensuring everyone knows the ‘whos’, ‘whats’, ‘whens’ and ‘wheres’. For the F1 example it involved working with Morris Hospitality marketing, design and the venue and with CBCo marketing, design as well as a third party who produced some amazing point-of-sale assets.
Their personal role in the collaboration
GRACE: For me personally, it’s about communication and making sure that we’re balancing the benefits of the activations 50/50. It needs to make sense for our venues, but it also needs to make sense for Brent and the CBCo team. We’re lucky that we are both straightforward communicators so if something doesn’t work, we raise it and adapt the offering to suit. Aside from that, my other responsibility is to make sure I have buy-in from the relevant stakeholders, whether that’s the venue leaders or our senior leadership team. And finally, to oversee the roll-out and make sure we pull off an interesting, commercially successful brand activation.
BRENT: I’m responsible for ensuring that the CBCo brand is executed according to our strategy and any collabs elevate both the brand and whatever particular partner it is with. I need to stay across all the facets from physical POS as well as the go-to market or activation strategy.
Some challenges along the way
GRACE: The challenges are pedestrian ones, which don’t make them any less challenging but make them relatively easy to resolve. For us, we’re all busy and whilst we are all pulling in the same direction, we do have competing priorities. So, it’s about making sure we’re communicating each step of the way so that we can get on top of the challenges as they arise.
BRENT: Initially the challenges were that we didn’t think to collab. But spending time getting to know Grace and her team really made it clear to both of us that there are some synergies and some really easy wins we can get collectively if we work together.
The big picture benefits
GRACE: It’s nice to see how different teams work in a marketing sense. Everyone has different processes and people, so we can collaborate and learn from each other constantly. I’m often looking at the other ways the marketing teams function and are led and asking myself if I can implement any of their processes or add a new way of working with my team based on something I’ve seen another team do.
BRENT: I think it’s beneficial to see other parts of the business, how they operate and things that I can drag and drop into my day-to-day. It also makes it easier when your cross-department peers are really keen to collab and are marketing rockstars in their own right! It’s great for us to share knowledge. We have a wealth of experience across the group and tapping into this across multiple departments broadens our reach, impact and our knowledge. Personally, I really enjoy the learning opportunities working with peers.
Janhavi & Debbie: The JobAdder Project
Who are they
Janhavi (Jan) Gohil: Implementation Specialist, Morris Group
Debbie Dekroo: General Manager – People & Culture, The Ville Resort-Casino
The reason behind JobAdder project
DEBBIE: Given the significant growth of Morris Group’s businesses over recent years, including opening Ardo, there has been a consistently high volume of recruitment activity which is ongoing and increasing. We recognised that our businesses had outgrown our old manual processes for managing recruitment, and the JobAdder software was identified as a suitable solution for automating the process.
JAN: There was a business case put together to review JobAdder as a recruitment software solution to the challenges the teams were having with recruitment. There were very manual processes that took too long and were slowing down the time it took to hire new staff. The lack of centralised information in the recruitment process was leading to inconsistencies in data, processes, and forecasting. The existing system also didn’t have the ability to search in the platform for any previous applicants who might have been suitable for new roles which meant most vacancies needed to be readvertised every time which increased the costs and slowed down the process.
DEBBIE: Ultimately, we are competing in the labour market to hire the best available talent to suit business needs, so the efficiency, timeliness and effectiveness of our recruitment processes becomes really important.
Their role in the project
JAN: I worked as project lead to make sure the solution and implementation is useful for all entities across Morris Group. With my experience of working with recruitment software, I was very happy to work on the project and help the business improve its recruitment processes.
DEBBIE: With Jan as our project lead, I worked with the People & Culture team at The Ville precinct to help set up the JobAdder system to suit our business operations. Then my team and I worked together with approximately 70 hiring managers within our business to help them implement JobAdder as their new way of recruiting.
How it all came together
JAN: The project really started with the teams from The Ville and Morris Hospitality. Soon after, all the businesses had been brought on board and each business recommended a person from their team to be involved and lead the implementation. This ensured that we were meeting every business’ needs.
DEBBIE: Jan was crucial in the project, working with JobAdder’s implementation specialist and making sure our system was set up effectively to suit what everyone needed from the platform. My People & Culture team here at The Ville have worked closely with our hiring managers across all departments to help them with training and support to implement the system. It’s taken close to 12 months from the point when the business case was developed through to the roll-out.
The difference the platform is making
DEBBIE: JobAdder has been very well received amongst our team. People are finding that it’s resulting in more timely recruitment and helping them manage candidate applications better (i.e. applications can’t get lost). But most of all it’s removed a lot of inefficient manual process that were time consuming, repetitive, and left room for human error. It’s just made the whole process much more effective and efficient.
JAN: So far, we’ve found that the platform has reduced administrative tasks by about 50 percent so it’s saving people a huge amount of time. The way all users have embraced the software and are continuously trying to improve or automate process has proven the project has been a success. I still get questions from different businesses to implement a scenario that wasn’t considered earlier, and I love being able to support them. That kind of engagement proves that the system is being used to its full potential.
What the experience has been like
DEBBIE: This project has been a great opportunity to develop working relationships with key stakeholders and engage with people from other parts of Morris Group that I wouldn’t otherwise get to work with. It’s been great tapping into different people’s strengths and experience to deliver project that benefits everyone in the end.
JAN: The success of adopting any new system can vary greatly and depends on how involved the users are in the implementation process. Having representatives from all the involved businesses on board and working on solutions that worked for the whole group and not just each individual entity helped make this implementation go smoothly. In particular, having Debbie and her team involved right from the beginning made a big difference. I really enjoyed working on this project. Everyone approached JobAdder with a positive mindset and truly made an effort to get it right.
Phoebe & Harriet: Day-to-day with Mt Mulligan and Nautilus
Who are they
Phoebe Egan: General Manager, Mt Mulligan Lodge
Harriet Burns: Operations Coordinator, Nautilus Aviation
How they collaborate on a daily basis
HARRIET: Part of my role involves organising seamless helicopter transfers for guests at Mt Mulligan Lodge. Phoebe and I coordinate regularly to confirm booking details, schedule transfers based on flight times and ensure that guests have a smooth and hassle-free experience, from the moment they check in to the moment they arrive at their destination.
PHOEBE: On a regular day we mostly communicate if there are any issues or guests requiring a pick-up from the airport or the hotels. Probably the times we collaborate the most is when we have weather issues that require a change in plans, whether that means changing the times of flights, or cancelling and making new arrangements.
Why it’s important for them to work together
PHOEBE: Us working together means that our mutual guests have the best experience from the moment they’re first collected by Nautilus and flown over for their arrival at the property.
HARRIET: Without clear communication and coordination, we’d risk missing vital details, such as transfer times or any guest preferences. Having that open communication between us allows us to be flexible and proactive which ultimately reduces errors and ensures that we provide seamless service.
How it benefits our guests
PHOEBE: Happy guests are what we are all about! Being able to effectively communicate will always benefit guests and ensure the smoothest operation possible.
HARRIET: The benefit for guests is a stress-free experience. Because we collaborate closely, the guest doesn’t have to worry about the logistics of getting from the airport to their destination. Everything is taken care of, whether it’s booking the transfer in advance, accommodating any last-minute changes, or providing a comfortable, on-time flight.
What challenges they’ve face together
HARRIET: One challenge we face from time to time is dealing with last-minute changes or delays, such as unexpected weather conditions, or unscheduled maintenance and things like that. These can cause a delay in the passenger’s flight, potentially curtailing their time at the lodge. But, we overcome this by keeping in constant communication and always having a back-up plan. Phoebe is always on hand to help organise road transfers, or even fixed wing. Having Phoebe as a direct point of contact is incredibly valuable when it comes to coordinating with guests at Mt Mulligan.
PHOEBE: The weather can be challenging, particularly during the wet season. We can only do what we can do, but Harriet and the Nautilus team are always happy to help out with ground transfers if we need to switch to a fixed wing.
What they’ve learned from working together
HARRIET: I’ve learned that flexibility and having a problem-solving mindset are key. There will always be challenges, but by working together, we’re able to resolve them quickly and keep things running smoothly.
PHOEBE: For me, it’s so nice to know I can reach out to Harriet if I need anything sorted quickly as she is always right onto anything I ask for.
