Darren Thornton — CEO in Focus
Darren’s story is one of those great yarns about how a club employee can start at the bottom and, over time, find himself the captain of a well-appointed ship. From apprentice greenkeeper to CEO, Darren’s career journey has seen challenges and the fruition of good planning.
How did you begin your association with the club industry?
I started working in the club industry at Doyalson Wyee RSL Club now known as Doylo Lifestyle group (DLG) when I was 16 years old as an apprentice greenkeeper. As soon as I turned 18, I started picking up glasses and learning bar work as a second job to supplement the low wages from being an apprentice … and now I’m the CEO.
What challenges do you see facing the industry and your club in particular?
The biggest challenge in the future I see facing the club industry is the introduction of a mandatory cashless card and all the negativity around gambling. For us on a club level, the current challenge is the shortage of skilled staff — particularly chefs. These shortages have seen us having to close some food service areas during our peak times.
What plans do you have for the club?
DLG is currently in the process of developing our 45 hectares of freehold land to diversify our offerings. Over a 10-year period, this will consist of a QSR (quick services retail) precinct, child care centre, medical centre and seniors living village as well as a recreation centre. There will also be further expansion of our Active Fitness (Gym), Raw Challenge obstacles mud run and ongoing refurbishment of the Doylo.
Working with your board — what’s it like?
As CEO, I am fortunate to have worked with a very proactive and experienced Board for the last 15 years. The Board and Management at DLG work as a team where there is a two-way flow of information, constructive debate and a commitment to strategic direction. This has seen DLG recently purchase the land that the club currently sits on from the sub-branch, amalgamate with Summerland Sporties club and the fruition of our master plan to develop our 45-hectare estate. Without a proactive Board and great communication with management this wouldn’t be possible.
The biggest challenge in the future I see facing the club industry is the introduction of a mandatory cashless card and all the negativity around gambling.
Why is ongoing education/training for club directors, senior management and staff important?
Ongoing education and training are very important for directors, senior management and general staff. With the ever-changing environments surrounding the club industry, you must be always up to date with current legislation, corporate governance and the general issues that arise daily. The Doylo prides itself on educating all of our Directors and staff to the highest level though training and support. There is no such thing as being over educated.
What advice would you give those looking for a career path in the club industry?
I have been very lucky to have only had one employer during my 39 years in the club industry. Starting out as an apprentice greenkeeper and working my way through the ranks to become CEO of a great organisation that has supported me throughout this time. I never thought from the beginning that I would stay in the club industry but after a few years learning every part of hospitality, I knew this was for me. The training and development I have received from the club industry was exceptional and has given me much more confidence in my day-to-day life.
