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.