Leadership Interview Series: Kate Berry

Through our CORE Leadership Series, we showcase exceptional and inspiring industry leaders via in-depth interviews

Here, we speak to the incredible Kate Berry, Chief People Officer for G'DAY GROUP (Discovery Parks, G’day Parks, El Questro & WikiCamps)

Tell us a little about yourself and your business.

I’ve been Chief People Officer at the G’day Group for more than eight years. Before joining the business, I held senior People & Culture roles across sport, professional services and retail. The G’day Group’s vision is to be the undisputed leader in regional travel experiences; our purpose — We Bring Australia Closer — was shaped by our people and reflects our community-minded culture. We operate 100 holiday parks and resorts in iconic locations across Australia, plus 300 G’day Parks, and we run a rewards program with around 250,000 members. Our travel platforms include Wiki Camps (300,000+ users) and Book Easy. We proudly employ about 3000 people across regional Australia and a further 350 at our Adelaide support office.

What initially inspired you to pursue this career?

I was drawn to tourism and hospitality straight after school — it felt vibrant and rewarding to create travel and accommodation experiences for people. I studied business and tourism and my first graduate role in a management programme with a major Australian hotel chain gave me exposure to operations and People & Culture. I quickly discovered how fulfilling P&C work is: we can attract and develop talent, shape culture, and create workplaces where people can do their best work and feel proud and connected to purpose.

What motivates you and what do you find most fulfilling about being a business leader?

I’m motivated by making a genuine difference to the organisations I work with. I enjoy designing initiatives that lift performance and drive shareholder value, and I get energy from transforming culture in growing, entrepreneurial businesses. Problem‑solving, advising and coaching leaders and teams — and watching them develop and perform at a higher level — is what I find most rewarding.

What are the biggest challenges you see in your landscape, and how should your business respond? 

Key challenges are scaling efficiently while delivering a consistent customer experience across brands and attracting quality people to live and work in remote Australia. We’re responding by investing in technology and practical solutions — including targeted uses of AI to automate routine tasks and to make booking and on‑site experiences easier for guests — while continuing to invest in our employer brand and recruitment strategies that support regional living. It’s an exciting time, with real opportunity to modernise how we operate and serve customers.

How do you stay updated on industry trends, customer expectations and regulatory change? 

I keep current through industry associations, podcasts, webinars and conferences, and by maintaining an active professional network. We also work with external advisers where needed. I recently completed the Australian Institute of Company Directors course, which deepened my understanding of risk management and governance.

Where should the most promising investments be made? 

Our priority investments are improving the guest experience (new cabins, waterparks, pools and amenities) and technology that makes it easy to book and stay — including AI where it adds value. Equally important is investing in our people: training, leadership development and initiatives that build a high‑performance, customer‑centric culture.

What skills or mindsets will the next generation of hospitality leaders need? 

They’ll need a growth mindset and to be human‑centred leaders who can set clear strategy while embracing technology, data and analytics. Customer obsession will be critical — measuring satisfaction and acting quickly on insights. The sector is highly competitive, so leaders must stay curious about competitors’ moves and resist complacency.

What are your biggest career achievements? 

Leading the People & Culture team at G’day Group is a stand‑out achievement. During my time here we’ve tripled in size and transitioned from what I call a ‘big little’ business to a small, big business — all while remaining profitable. We’ve strengthened our employer brand and attracted people who are genuinely aligned with what the G’day Group stands for.

What’s the most important leadership lesson you’ve learned?

Prioritise what truly matters. Don’t sweat the small stuff; keep your eye on the outcomes that move the business. Communicate with clarity and context — people need to understand the why, not just the what — and hold yourself to the same standards of accountability you expect from others.

Are you expecting consumer expectations to shift this year? 

I don’t expect any radical shift beyond current trends. Customers continue to value quality, value and consistent service, and they expect simple, frictionless digital interactions. Our ongoing investment in digital technology will help us meet those expectations and make the booking and stay experience smoother.

How do you balance commercial performance with staff well‑being, retention and culture building? 

We acknowledge the physical and mental demands of hospitality and the need for discretionary effort during peak periods. To support this, we invest in wellbeing and resilience: a 24/7 Employee Assistance Programme, regular health and fitness events, webinars and training, and targeted support during crises. We also run quarterly engagement surveys to ensure our people feel supported by their leaders and the organisation.

What has been the most pivotal moment in your career — a turning point that shaped how you lead today?A formative moment was working in a People & Culture leadership role at a large professional services firm during a major cultural transformation. Seeing the impact of placing people and inspirational leadership at the centre of strategy — including linking partner incentives to employee engagement — showed me what’s possible when leadership genuinely prioritises culture. It shaped the human‑centred approach I bring to leadership today.

Who or what has most influenced your approach to leadership? 

My approach has been shaped by the role models, sponsors and mentors I’ve worked for, and by trusted advisors who provided candid feedback. Those leaders modelled human‑centred leadership and gave me the confidence to take on senior roles.

What advice would you give emerging leaders who want to shape the future of hospitality? 

Say yes to opportunities, avoid complacency and get comfortable with being a little uncomfortable — that’s where growth happens. Practise positive‑psychology thinking, keep your wellbeing front of mind, and always look for ways to be the best version of yourself.