Language
You can read the magazine in one of the following languages
5-min read
Bookmark now
Copy Link
Some leaders grow into their roles slowly. Others, like Kaine Bayfield, are shaped by them from the moment they can walk. Now the CEO of Bayfield Hotel Group, Bayfield grew up above the Dee Why Hotel, the pub his grandfather, father and uncle bought in 1977.
His fondest childhood memories involved playing pinball machines, eating roast beef rolls with gravy when he was home sick from school and climbing beer pallets every chance he could get with his sisters and cousins. But from his front-row seat to hospitality life, Bayfield says, it was the people who left the greatest impression.
“The memory that has shaped me the most is the people,” he tells The CEO Magazine. “That’s what brings back the best memories I had growing up.”
“Everyone you manage responds differently to different types of direction. To get the most out of people, you have to learn to adapt.”
From the age of eight, Bayfield worked Christmas seasons in the bottle shop, collecting trolleys with sisters and cousins and chatting with customers.
“We used to get a lot of tips from the customers and have some good conversations. But the older I got, the tips became less and less because even though I was working harder – I guess I wasn’t as cute,” he says with a laugh.
As charm alone stopped paying dividends, Bayfield continued working across the business while completing a Bachelor of Commerce at Macquarie University, followed by a Master of Applied Finance. He moved into management roles at Dee Why Hotel and The Newport Arms, which opened his eyes to the nuances of good leadership.
“Everyone you manage responds differently to different types of direction,” he explains. “To get the most out of people, you have to learn to adapt. You have to show them respect. Over the years, I’ve really enjoyed seeing our team grow. It’s been really rewarding.”
“I trust my instincts and the foundations that have been laid by my family and their years of experience.”
He credits both family and mentors for shaping his approach. Working closely with his father helped define expectations and values, while Carlo Campana – who rose from Head Chef to running The Newport Arms – instilled the discipline of preparation.
“He showed me how important it is to be prepared with your stock levels, your staffing,” he says. “Now I know, with everything we do, how important it is to prepare properly.”
Even rugby has played a part.
“Rugby made me feel better about myself,” Bayfield, who played Rugby Union with the Warringah Rats, notes. “It gave me confidence when I was doing well, and it showed me where I could improve.”
By 2015, Bayfield had become COO. A decade later, in 2025, he stepped into the role of CEO. Across that journey, he says the only constant has been change.
The industry and Bayfield Hotel Group have evolved together. Now encompassing the Belrose Hotel, Dee Why Hotel, Bayfield’s Liquor Superstores and Bayfield’s Online, the business has watched trends come and go, from suburban nightclubs and two-dollar drinks to smoke-filled venues and handwritten ledgers.
Today, however, the emphasis is on dining-led experiences, premium offerings and technology-driven operations.
“Now we focus on quality food offerings that bring people in to come and enjoy a drink,” he says.
Behind the scenes, every part of the business has transformed as well. Marketing has moved from local newspaper inserts to integrated digital ecosystems, operations have migrated to cloud platforms and compliance requirements have grown more complex. The COVID-19 pandemic presented its own set of challenges, and Bayfield personally guided the HR and regulatory response – all while keeping his team supported and motivated.
“Everything rests with me now, and it’s a bit daunting,” he admits. “But I trust my instincts and the foundations that have been laid by my family and their years of experience.”
That same instinct now guides Bayfield’s approach to innovation. In addition to cloud systems, new inventory platforms and AI-enabled phone systems are being trialed to improve efficiency without sacrificing personal service.
“There will definitely be teething issues,” he acknowledges. “But if you don’t give it a go and try new things, you risk being left behind.”
“If you don’t give it a go and try new things, you risk being left behind.”
Short-term, Bayfield says the focus remains on maximizing recent refurbishments and operational efficiencies. Beyond that, it’s all about staying open to new possibilities.
“We’re always looking at opportunities that knock on our door,” he reveals. “Whether it’s hotels that come on the market, another bottle shop or something completely different.”
However, even as the business evolves, there are clear non-negotiables.
“It’s important that we remain adaptable and embrace change while staying true to our roots as a family-run business,” Bayfield says. “At the same time, it’s vital we continue to deliver exceptional service and quality.”
Yet for all the change ahead, Bayfield remains anchored by the same principles that have guided the family for nearly half a century.
“For nearly 50 years, Bayfield Hotels has been deeply connected to the Northern Beaches community,” he confirms. “Giving back is central to who we are.”
“Have faith in what you’ve learned – that will help you move forward.”
That commitment is reflected in long-standing partnerships. The Group’s 39-year partnership with Warringah Rugby Club has contributed more than US$1.75 million to local support while its 25-year commitment to the Children’s Cancer Institute has raised more than US$4 million for life-saving research.
It’s a legacy that shapes not only how Bayfield gives back, but how he leads and the perspective he now offers others finding their way.
“Take your time, be patient and listen. Try things. They might fail, but trust your instincts,” he advises. “Have faith in what you’ve learned – that will help you move forward.”
RELATED ARTICLES 
Home
Podcasts
Covers
Be Featured
Community
