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.
Their work might be largely behind-the-scenes, but their impact is front and centre. We caught up with some of the women in key roles across Morris Group who are helping drive change for the better.
Sarah Imray
Chief Operating Officer
Morris Group, Melbourne
I joined Morris Group on 22 September 2021. I can be this specific as it was a very memorable start. We were in Covid lockdown so my first day was working from home. But this wasn’t to be the most unusual thing of my first day. During my first online meeting with Penny Cottle and Hayley Morris at 9.15am a 5.9 magnitude earthquake hit us all. It was quite the start to my time here!
My initial role at Morris Group was as Head of Marketing & Communications which was a new role for the business. It was designed to help better connect the marketing teams across the group, and to help make marketing more efficient and effective. Another key part of the role was to build an internal communication program focussed on sharing what we all do across the group and shining a light on the incredible work of our people.
Before Morris Group I’d spent the previous 25 years working in marketing at businesses including Mazda, Crown Resorts and RACV. One of the highlights of my career was moving to Perth for three years in my role at Crown Resorts, being challenged to establish myself from scratch in a town and business where I knew nobody, and leading a large team for the first time. I cannot tell you how terrified I was with both the role and the move, but it made me more resilient and hungrier for new challenges. Plus, I met my partner of 11 years in Perth, so it is a happy second home.
With the marketing team at Morris Group well established now, I have been starting to work on projects that sit outside of marketing. It has been fantastic to both stretch my knowledge and get the chance to work with new people across the business. Chris and Penny recently gave me the opportunity to build on this and appointed me as Chief Operating Officer. It sounds like a fancy title, but essentially it means I pitch in on group-wide projects that need support, or projects that don’t have a logical owner, and get stuff done.
Already I’ve started to work more with teams such as Morris Technology and the Group Business Systems on really interesting projects and pieces of work. I feel like the intern all over again, but I hope that the role can contribute towards how we can be more efficient, effective and connected as a group, leveraging our scale for the benefit of all businesses.
The thing I enjoy the most about my role is the people. I work above The Albert Park Hotel, and I love seeing our business in action every day. I am so lucky to get to work with passionate people right across our businesses, across Australia and even the UK. And of course, I’d be lying if I didn’t say that I love that we are in the business of food and wine because these are my favourite pastimes, and I get to work upstairs from a pub. Is it even work?
The biggest challenges are usually of my own making! Like many other people, I sometimes feel a sense of imposter syndrome in my professional life. I have to talk myself around and not listen to the self-doubt. It helps to have someone you trust and can go speak to and get some perspective, and Penny Cottle has always been so supportive and a voice of reason.
I think leadership is about creating a space where the team can crack on doing what they do best and letting them shine. My role is to help create the environment for the team to be happy and productive.
What I love about working for Morris Group is that no two days are ever the same. There is always a surprise around the corner, and I get a lot of energy from that. Chris has created a really dynamic business, and it feels great to contribute towards that every day.
Adeina Warren
Corporate Governance Officer
The Ville Resort-Casino, Townsville
I first joined Morris Group in 2017, when I was 20 years old. It was my second ever job, and I started in the food and beverage team at The Ville Resort – Casino. From the beginning, I felt fortunate to be part of a workplace where you’re supported and encouraged to try new things. I quickly realised there were so many opportunities to grow across the group that could lead to many career pathways.
I’ve worked across several roles at The Ville before trying a role in Morris Escapes. I later returned to The Ville as the Executive Assistant to the CEO, which gave me exposure to governance, compliance, and leadership which ultimately led me to my current position.
I’m now the Corporate Governance Officer at The Ville and a member of the Executive Team. I contribute to making sure there’s a strong connection between what the board wants to achieve and how the business delivers on it. I help coordinate communication across key leadership forums, reporting, and support regulatory and compliance work. A big part of my role is also making sure our policies and governance practices reflect the high standards we hold ourselves to. It’s behind-the-scenes work but it’s important for keeping the business accountable, informed, and operating with integrity, especially in a highly regulated industry like ours.
At the moment, I lead our response to the Queensland Government’s Maturity Assessment program, which was introduced by the Office of Liquor and Gaming Regulation (OLGR). The assessments looked at how casinos across the state are performing in areas like internal audit, harm minimisation, and governance and leadership. Following the audits, OLGR asked each casino to work with an independent advisor to take a deeper look at those areas and develop a plan for improvement. I’ve been lucky to play a key role in bringing together different parts of the business to help deliver what’s required. It’s a big project, and there’s still a lot of work ahead, but I feel proud to contribute to something that will ultimately make the business stronger, more transparent, and better equipped for the future.
What I enjoy most about my role is that every day is different, and I get to work with passionate people across all departments. I genuinely enjoy being someone who helps connect the dots between leadership decisions and practical outcomes. It’s rewarding to be part of something bigger and know you’re helping shape how the business operates.
A big challenge for me is that my role isn’t always easily understood, which is fair, because governance can seem abstract if you’re not in it. I’m learning to communicate more clearly about what I do and how it impacts others.My approach to leadership in my role is all about clarity, accountability, and collaboration. Even though I don’t directly manage a team, I influence the broader team through the way I share information, support decision-making, and guide others through change. I help create change by simplifying complex processes, making governance practical, and ensuring our policies and decisions are not just compliant but also workable in real life.
The thing I love about working for this business is that there’s a genuine sense of opportunity here. I’m a clear example of that. I’ve been able to shape a career I never imagined when I started in hospitality. I’ve always felt supported, challenged, and encouraged to try new things. The people here care about each other, about doing things the right way, and about being better every day. If I had one message for anyone reading this, it would be: don’t underestimate where you can go just because of where you start.
Jennifer Penegar
General Manager of Sales
Morris Escapes, Cairns
I joined Morris Group at the beginning of 2016 as General Manager of Orpheus Island Lodge. Before joining Orpheus Island Lodge, I’d worked across a number of iconic luxury lodges and resorts throughout Australia including Lizard Island Resort and One & Only at Hayman Island. These experiences helped me to gain a deep understanding of high-end, experiential hospitality.
Just prior to joining Orpheus Island Lodge, I was General Manager at The Berkeley River Lodge in Western Australia. When the role at Orpheus came up, I applied and received an email from Chris Morris within the hour. That direct connection with the owner really resonated with me. It spoke volumes about the culture and values behind the business. Returning to the Great Barrier Reef felt like coming home.
Currently, I’m General Manager of Sales for Morris Escapes and Morris Nautical, overseeing sales strategy and partnerships across our portfolio of luxury lodges and experiences. My role is to drive revenue by building strong relationships with key trade partners, identifying growth opportunities, and ensuring our lodges are well represented across domestic and international sales channels.
I’m currently focused on expanding and strengthening our global trade partnerships, particularly in key international markets where there’s growing demand for high-end, experience-led Australian travel. I’m expanding on our cross-selling opportunities, creating multi-property and yacht journeys that highlight the diversity of the portfolio. Looking ahead a focus of mine is to further develop a tailored sales approach to target the corporate retreat and incentive travel market and exploring the implementation of dynamic pricing models across our properties.
What I enjoy most about my work, is working closely with trade partners, guests, and our internal teams, and representing a product I genuinely believe in. It’s rewarding to see strong partnerships translate into real results for the business.
One of the ongoing challenges is balancing the need to drive occupancy at the properties without sacrificing too much on the room rate in the luxury space. It can be tempting to discount during quieter periods, but we try to focus instead on value-added strategies and tailored offers that protect the brand as well as driving bookings.
Another challenge can be navigating fluctuating demand across international markets, particularly when geopolitical factors outside of our control impact traveller confidence and influence booking behaviour. To overcome this, I stay closely connected with our trade partners and monitor booking patterns so we can pivot quickly, whether it’s shifting focus to a more active market or refining the sales message to better align with current travel trends.
When it comes to leadership in my role, I believe it’s important to lead by example and to empower people to succeed in their roles. I try to create an environment where colleagues I work with feel supported and aligned.
For Nieve Liveri, there’s a lot to love about her work curating guest experiences at Morris Escapes’ luxury outback retreat, Mt Mulligan Lodge. But above all, it’s being involved in creating lifelong memories for people that makes it something truly special.
I’m the Experience Manager at Mt Mulligan Lodge. My role involves working closely with Reservations and the rest of the lodge team to create itineraries full of exciting experiences for our guests. I get to oversee a fantastic team of Experience Guides and run the day-to-day operation of everything related to activities.
I first started at Mt Mulligan Lodge as an Experience Guide back in the May/June 2023 season. It was my first taste of a season out on the property, and I came straight back for a second season as Experience Coordinator. I’m now in my third season at the lodge and in the manager role.
Growing up, I wanted to be a vet so desperately, but my GPA wasn’t good enough at the time to get into the university, so I enrolled in a Bachelor of Science majoring in wildlife biology as a bridging course. I fell in love with it and ended up adding another major in marine biology so I graduated as a marine and wildlife biologist. Once I graduated, I applied for all sorts of jobs to get my foot in the door, but I really wanted to work in the eco-tourism field because I thought it would allow for a unique lifestyle and lots of travel.
I’ve worked all around Australia in guide-type roles. I first started in the industry at Kingfisher Bay Resort on the world’s largest sand island – K’gari in Queensland. After that I had the opportunity to move across Australia to the wild and gorgeous Kimberley region where I worked as a guide at El Questro Wilderness Park. I worked for a season there and then lived out of my car, travelling through the Northern Territory and northern Queensland until I ended up on the Gold Coast Hinterland at O’Reilly’s Rainforest Retreat before eventually joining the team at Mt Mulligan Lodge.
Here, every day is always something different. Some days I can be in the field leading our guests through our signature and bespoke tours. Other days I spend around the lodge and in the office doing all the behind-the-scenes work to coordinate upcoming guest experiences. I could be out working with the mechanics on caring for our vehicles or collaborating with our station staff to create our amazing muster tours. No day is every the same which makes this role so unique.
I’m also so lucky that I get to greet guests at breakfast every morning and chat to them about their plans for the day. On guest arrival days, I always look forward to meeting the eager faces arriving to the lodge.
Every day on property is a school day. I’ve spent every day of every season learning. The guiding interpretation alone takes about three months to master. Learning where everything on the station is takes a little longer. I don’t go one day without learning something new, whether our station manager Phil is cutting new roads for me to learn or sharing some of his magical wisdom about the property, or my guides showing me all sorts of fun new facts they discover.
Personally, my favourite of all the experiences available at Mt Mulligan Lodge would be Muster Week. It only happens for a week, three times a year but man is it spectacular! From the muster team to the dogs, helicopter and horses, it’s just like something out of a movie.
The Branch ATV experience is just amazing as well. It’s a gorgeous property but Geraldine Lookout for sunrise is always a favourite for me. I’ve been very lucky to spend a lot of time exploring and camping around the property and the Tyrconnell Gold Mine and Branch Lookout at sunset is just… wow!
My days off can be spent relaxing by the staff pool with a stunning mountain in the background, swimming in the creeks nearby, camping, fishing, and exploring the property and its surrounding areas. It’s not just a job, it’s a lifestyle.
I adore living and working at Mount Mulligan. It’s not for the faint of heart and I only say that because it is a very remote property. You see the same faces every single day, but I find beauty and comfort in that. Having 20 to 30 strangers living and working together can be daunting. But I’ve not only got lifelong friends, but a group of people I consider my family. Sharing unique experiences with people who have never seen outback Australia is something that bonds you. From firepit nights to going hiking together or grabbing a beer and lunch in town is such a special experience you can’t put into words.
As a team, we work together towards the same goal of creating a unique and lifelong memory for our guests which is pretty special. Some people visit the lodge regularly and are excited to see a familiar face, and some have saved everything to come and enjoy a stay here. But everyone is a VIP in my book and seeing how much my work can affect people in such a positive way for a short period of time – that would be the best thing about my job.
Have you ever thought about what happens to all the clothes your favourite fashion brand doesn’t sell?
Turns out they’re destined for landfill; and for most brands around 30 percent of their stock every year is dumped. (That’s a lot of very well-dressed ibises!)
But one Australian organisation is working to make sure those unwanted clothes end up in good hands.
Thread Together redirects unsold clothing to people in need, whether they’re facing systemic disadvantage or have lost everything after a natural disaster.
Collaborating with over 2,000 fashion brands and retailers, their team of 600 volunteers collects unsold clothing and distribute them to people via 3,000 charity partners and various channels.
Their extensive operation includes many different facets, including a digital wardrobe – an online platform that supports rural and remote communities across the country; and physical stores in 11 locations around Victoria.
There’s a mobile outreach fleet of 11 vehicles that responds to natural disasters, that’s currently operating in Townsville, Hervey Bay, Brisbane, Ballarat, and Geelong.
They also offer wardrobe and capsule services that provide immediate clothing access to women and children in shelters.
Morris Family Foundation has a three-year funding agreement with Thread Together, providing $50,000 per year over that period under its community grants program.
VIDEO: Watch how Thread Together is changing people’s lives →
With experience comes invaluable knowledge and expertise. In almost every team across every business you’ll find some shining stars who have earned their standing as some of Morris Group’s most trusted and reliable people.
To pay tribute to some of our longest serving team mates, we caught up with just a few members of the exclusive ‘10 plus club’ – people who’ve been working for the business for ten years or more.
Pamela Anderson
VIP Services Executive
The Ville Resort-Casino
37 years of service
When did you start working for the business? What role did you start in?
I started as a waitress in May 1988 at what was then Sheraton Hotel and Casino in the busy buffet and a la carte restaurant Sails on the Bay, which was where The Palm House is now. Coming from my own restaurant business where I was responsible for every job except chef, I was very happy to have an allocated section where I just had to look after customers. No washing up, no cleaning floors, no sitting in the freezer shivering while making our fried ice cream balls! I had small children at the time, so I did a lot of graveyard shifts as we were open 24 hours. This way I was at home during normal hours to be with my family.
What other roles have you had over your time? How has your career grown?
I moved to the hotel front office after five years in the restaurant. In those days we covered every role: valet, reservations, switchboard and night audit. My favourite role where I had more customer contact on the reception desk.
After more than six years on reception, I was asked to apply for a role in the casino. I was to be the Loyalty Manager’s assistant for the old loyalty program called Ace of Clubs. In this role I was able to meet and grow relationships with our gaming and social members. This job evolved into my current role. Many of my old members are still regular and loyal customers. It’s always a joy to share our memories over a coffee or a meal.
What’s been the best thing about growing your career with Morris Group? What’s kept you here?
Morris Group inherited me as a long-term employee of this property. I have been given great support from the company which has always shown that they have confidence in my abilities and experience.
But what has kept me here is the people. My work colleagues, my customers, and the company culture. Look what we have here! It’s always improving, always growing. We have an amazing location – it really takes my breath away every time I walk outside. We have the best restaurants in our city, and we now have Ardo… just wow! I was at an Ardo Rooftop event last night and it’s absolutely world class.
What’s your favourite memory from your time with the business?
Too many to mention, but one that comes to mind was when I was doing my first computer training in front office. The Duty Manager asked me to “move my cursor” so I moved aside a bit. He repeated the request, and I asked him how much room did he need? The look of fright on his face when he realised that I had no idea at all about the scary technology item in front of me!
How important have your co-workers and the broader team culture been for you in your career with the business?
My co-workers are a true blessing! I am the lucky one to have had such an amazingly skilled and positive crew around me over the years. The culture to encourage excellence amongst employees is a philosophy that has rubbed off on all of us. We know we are supported and encouraged to be our best selves.
Mick Graham
Alternate Head of Flying Operations
Nautilus Aviation
12 years of service
When did you start working for the business? What role did you start in?
I first started with Nautilus Aviation back in 2012 as a line pilot.
What other roles have you had over your time? How has your career grown?
I’ve had a pretty dynamic career in aviation. I started as a line pilot, then moved up to Senior Pilot and Operations Coordinator, where I got a real taste for the leadership side of things. From there, I leaned into utility work, eventually taking on the role of Commercial Operations Manager and even stepping in as Acting Operations Manager when needed. These days, I’m the Alternate Head of Flying, but I still like to stay involved in operations whenever I can. It keeps me connected to the team and the day-to-day challenges.
What’s been the best thing about growing your career with Morris Group? What’s kept you here?
The best part of growing my career with Morris Group has been the ongoing professional development and the chance to work on such a diverse range of projects. The variety keeps things interesting, and the supportive, flexible work environment makes it a genuinely enjoyable place to be. It’s the perfect mix of challenge and camaraderie that’s kept me here.
What’s your favourite memory from your time with the business?
One of my favourite memories was spending time in the gulf after a cyclone swept through, bringing massive rainfall. I spent days flying hay out to stranded cattle, surrounded by what felt like an inland sea: a powerful reminder of the critical role we play in these moments.
But it’s not just that one mission. Over the years, I’ve been part of countless search jobs, flown through the aftermath of other cyclones, supported firefighting efforts, and even saved homes threatened by intense bushfires. It’s those moments, knowing I’ve made a real difference when it mattered most, that keep me passionate about what I do.
How important have your co-workers and the broader team culture been for you in your career with the business?
Having a professional, knowledgeable team around you is crucial in this line of work; not just for getting the job done, but for keeping things running smoothly when the unexpected happens (and let’s be honest, that’s most days). I’ve always appreciated the chance to share my experience with newer team members, and I’m constantly learning from the crew around me. It’s that mix of shared knowledge and a bit of good-natured banter that keeps our culture strong, and our team connected even when the going gets tough.
Katrina Bertoldi
Payroll Manager & Executive Assistant
Morris Group (Shared Services)
10 years of service
When did you start working for the business? What role did you start in?
I started in February 2015 as Executive Assistant for Paul Gillespie at Smart Parking. At the time Paul mentioned to my hubby Wayne that he was looking for a new EA and I was looking for a new challenge.
What other roles have you had over your time? How has your career grown?
In May 2015 I was asked to assist my work bestie Sally Foley in CLG accounts (now Morris Hospitality). The following year I inherited the accounting for Finico, Barragunda Estate and a few smaller companies. In February 2017, I was given the task of processing payroll during the company’s transition to an outsourced payroll company and so began my new skills handling payroll for around 30 staff at the Melbourne head office. Then in November 2018 I was approached by Chris to be his EA (OMG! Can’t say no to the boss!).
Over the following eight years I had increased payroll duties because Chris was buying more companies than a mum buying nappies! Today, my payroll now includes Morris Escapes, Nautilus Aviation, Morris Hospitality, Barragunda Dining, and Morris Nautical: an estimated 825 employees. Now I have two helpers who have helped me stay on top of it all (thank you Mandy and Kristen – you’re awesome!) Together, we process nine different pay runs, and since they are all different it can be challenging but I like it that way. It keeps my brain active.
I have learned so much at Morris Group by doing many different roles and tasks, and am forever grateful for the opportunities that have been given to me. I love that I get to do a variety of things, and will never say no because it’s a great way to upskill.
What’s been the best thing about growing your career with Morris Group? What’s kept you here?
I like the diversity of the company: there are so many opportunities available. The experiences and the challenges and learning new things all the time. I know it sounds weird, but the work has also kept me here. I love the variety and the people that I have crossed paths with.
What’s your favourite memory from your time with the business?
Can I say watching Paul and Chris argue over who’s going to hire me? There’s so many, but a recent one is getting the chance to attend the Grand Prix in the Morris Group corporate box and spend time with colleagues that I don’t get to see that often.
How important have your co-workers and the broader team culture been for you in your career with the business?
Extremely important as I wouldn’t be half the employee I am today without their support. My executive management has helped me feel like an important part of the business.
I love the culture at Morris Group. I did a stint a couple of years ago at The Ville to learn their payroll process as a backup and was welcomed there as well. Everyone was so friendly. I don’t feel there is that vibe of ‘them vs us’ anywhere in the group. I have been lucky to work with so many great managers, general managers and venue staff throughout my career here and have been fortunate to meet in person with most of the people that I deal with.
There’s a great vibe in our office. We work well together to get the job done whilst still having lots of laughs and fun. Big shout out to Paul, Chris and Penny for taking a chance on me and giving me a job. I’m extremely grateful for all the opportunities that I have been given.
Prakash Chalise
Head Chef – Railway Club Hotel
Morris Hospitality
13 years of service
When did you start working for the business? What role did you start in?
I started working at Railway Club Hotel in 2012, initially as a Senior Chef de Partie. Morris Group purchased the hotel in 2021 so that’s when I started with Morris Hospitality.
What other roles have you had over your time? How has your career grown?
I have had many roles in in my culinary career. I’ve been a recipe developer, helping chefs and home cooks create or modify recipes. I’ve been a menu planner, assisting restaurants in designing balanced and creative menus. I was a training assisting, which involved explaining technique, food safety, and culinary theory to students and apprentices. I’ve worked in customer and front-of-house support.
After starting at Railway Club Hotel, I was fortunate to be able to develop my career from Chef de Partie to Head Chef through regular training, and support from the executive team and entire business at Morris Group.
What’s been the best thing about growing your career with Morris Group? What’s kept you here?
Training and development have been key factors of Morris Group. Morris Group offers a blend of professional development training, diverse opportunities, and a supportive culture which have inspired me to continue my career here.
What’s your favourite memory from your time with the business?
Morris Group organises an annual conference where we get an opportunity to interact with senior staff, get training, and exchange our ideas and experiences with each other. Last year, the conference was held in Townsville, which was absolutely mind-blowing. There was great food, culture, and views. It was my first visit to Townsville and has remained a very special memory for me.
How important have your co-workers and the broader team culture been for you in your career with the business?
Obviously as a team leader, it’s important for me to be loyal, passionate, supportive, and to inspire the team. But my very hard-working co-workers, and the outstanding broader team culture are the key factors that keep me motivated and proud to work at Railway Club Hotel.
