Inside the Evolution of an Icon: A Conversation with Jason Kycek

Teeth of the Dog, the world-renowned Pete Dye-designed golf course at Casa de Campo, offers sweeping views of the Caribbean and is consistently ranked as one of the top 100 courses in the world.

In the world of luxury golf resorts, few destinations have achieved the iconic status of Casa de Campo Resort & Villas. Nestled on 7,000 acres of pristine Caribbean coastline, this legendary property has become synonymous with excellence, innovation, and community. As it celebrates over 50 years of history, Casa de Campo continues to set the standard for what a golf resort can be—not just a place to play, but a vibrant, multifaceted destination that evolves with the times.  

I sat down with Jason Kycek, Chief Marketing Officer and Senior Vice President of Sales and Marketing, to discuss the strategies, stories, and philosophies that keep Casa de Campo at the forefront of the industry. This interview offers a blueprint for Marketing Officers everywhere, blending tradition, transformation, and the human touch. ~ Diana DeLucia 

GK: Casa de Campo has become synonymous with luxury and golf excellence. How do you ensure the brand remains fresh and relevant in a competitive global market?

JK: We're incredibly fortunate to steward a property with such a strong foundation. Last year marked our 50th anniversary, and that legacy is a powerful asset. Casa de Campo first gained international recognition for its four Pete Dye-designed golf courses, especially the legendary Teeth of the Dog. But as we reposition ourselves in the global market, we're much more than a golf destination. Our community offers something for everyone— whether you're here for golf, family, wellness, or the arts. The key is to innovate while continually honoring our history. We’re always asking: How can we add value, surprise our guests, and remain relevant?  

GK: What makes Casa de Campo unique beyond golf? 

JK: The scale and diversity of our amenities are unmatched. We're a 7,000-acre private gated community, essentially a small city. Once guests visit, they often become part of our community, discovering activities that go far beyond golf. Our equestrian center, with over 200 horses, offers trail riding and a petting zoo that's a hit with families. We host professional polo tournaments and have a shooting center for trap and skeet that's regarded as one of the world's best. Our Racquet Center features tennis, pickleball, and Padel courts, catering to international tastes. We've rebranded it to reflect the growing interest in these sports and host tournaments that attract players globally.  

GK: Can you elaborate on the phenomenon of racquet sports?

JK: Pickleball and Padel are both paddle sports, but they have distinct followings. Pickleball is like mini-tennis and is especially popular in American retiree communities because it's accessible and fosters camaraderie. Padel, pronounced "Padel" not "Paddle," is huge in Europe and growing fast. We've added Padel courts to our tennis center, which is the largest in the Caribbean. By embracing these trends, we can serve a diverse international community and keep our offerings fresh.  

"The key is to innovate while continually honoring our history. We're always asking: How can we add value, surprise our guests, and remain relevant?"

GK: The marina is often cited as one of the best in the world. What sets it apart? 

JK: Our marina is more than a docking area—it's a vibrant community modeled after Portofino, with residents, shops, restaurants, a movie theater, grocery store, hardware store, and golf cart dealerships. We focus on the luxury megayacht industry but also have a storied history in deep-sea fishing, especially blue marlin. What truly sets us apart is our shipyard, which can service yachts up to 250 feet in length. This capability is rare in the region and makes us a prime destination for repairs, attracting visitors who might otherwise have to travel to Miami or Fort Lauderdale.

GK: Tell us about the transformation of the Beach Club. 

JK: The Minitas Beach Club was one of our first major projects. We noticed that homeowners weren't dining at the restaurant or visiting the beach as much as we expected. So, we completely renovated the restaurant and added an adults-only infinity pool surrounded by cabanas, which are always booked. The bar by the pool is the best spot to watch the sunset—geographically, it's perfect. After the success of the adult pool, we created a family pool area with a kiddie pool, a larger pool for older kids, a playground, an ice cream shop, a juice bar, shopping, and several bars. The beach is now a highly sought-after destination, especially on weekends and during peak season. It's rewarding to see the area transform from underutilized to beloved.

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GK: How does Casa de Campo foster arts and culture? 

JK: Altos de Chavón is our 16th-century Mediterranean-style village, built about 40 years ago to evoke the feeling of Italy. It's home to an artist community and an art school focused on art history and culture. We have a museum comparable to a Smithsonian institution, featuring Taíno artifacts and unique historical items. Admission is free, and we host art gallery exhibitions by international artists and students. We regularly organize cocktail receptions for artists, promoting their work to our 2,525 homeowners and resort guests. This vibrant artistic environment adds a rich cultural dimension to our property.  

GK: What family-friendly services do you offer? 

JK: Families are our largest guest segment. We offer full-time nanny services and a kids' program. Many guests discover that Casa de Campo is a fantastic destination for families and return year after year. Chavón also features a real church, restaurants, shops, and a 5,000-seat amphitheater. Frank Sinatra was the first artist to perform there, and we've hosted Ricky Martin, Elton John, Michael Bublé, Sting, Jennifer Lopez, and Rod Stewart. Concerts are a significant draw, and the quality of life, safety, and minimal traffic make people want to buy homes here. 

GK: How have you enhanced accommodation and wellness offerings? 

JK: We've added Premier Suites in our Premier Club, a luxury boutique hotel within the hotel, offering experiences on par with Four Seasons. Our new spa, called “The Spa,” has been a game-changer. It’s the first and only spa in the Dominican Republic to achieve a Forbes Four-Star rating within a year and a half of opening, and we're aiming for Five-Star. The spa attracts guests specifically for wellness, and our homeowners use it regularly. For couples, it's perfect—one can play golf while the other enjoys the spa. We also offer beautiful rental villas with private staff, ideal for families, golf groups, or friends. Villas range from three to twelve bedrooms, with prices from affordable to $25,000–$30,000 per night. Each villa includes a maid and butler, breakfast, golf carts, and cars. Privacy and convenience are unparalleled.  

GK: How do you balance tradition and transformation in marketing? 

JK: Leveraging our 50-year legacy adds integrity to our marketing. You can't fabricate a narrative when opening something new, but here we have a rich history to draw from. Teeth of the Dog is ranked 26th in the world among top golf courses, and that's based on genuine guest experiences. We highlight true stories—like Frank Sinatra's performance—to create emotional connections. Our staff, including third-generation caddies and long-serving singers, is integral to our story. Guests often form deep connections with our employees, which helps our marketing efforts. It’s the people who make Casa de Campo truly special.  

The Marina, designed by Architect Gianfranco Fini, features elegant buildings, docks, shops, galleries, and waterfront dining.

GK: Can you share a story of staff enhancing the guest experience? 

JK: Anticipatory service is key. Staff often overhear special occasions and make the effort to surprise guests, like sending something special to their table or room. Some waitstaff have been here for decades and remember guests' names and preferences. I've had guests tell me, "I was here 15 years ago, and the waiter remembered my name!" Anthony, for example, has been here for over 40 years and remembers how guests take their coffee. Our bellhops are equally impressive, recalling faces and details even after a decade. These stories are familiar and create lasting impressions.  

GK: What are your strategies for talent retention? 

JK: Our "Great Place to Work Here" program focuses on training and retention. Attracting and retaining young talent are crucial. Many employees have been with us for 30–40 years. We celebrate achievements, run contests, and offer incentives like TVs and gift cards. Maintaining a family-oriented culture is essential for morale and loyalty. We have a K-12 school in town for the staff's children. Our HR department is dedicated to fostering a staff-friendly atmosphere, and we've implemented many initiatives to rebuild morale following challenging periods. We are organizing celebrations and recognizing employees more than ever before. These incentives boost morale, promote teamwork, and motivate our associates.  

GK: How do you approach sustainability? 

JK: Sustainability is a significant focus. We've earned a Blue Flag award for ocean conservation and reef protection. Internally, we've transitioned to more recycling and biodegradable materials, like bamboo containers instead of Styrofoam. We're also partnering with companies that emphasize sustainability. In hotel-room amenities, there's a trend toward refillable containers, but preferences vary. In the luxury segment, some brands prefer smaller bottles, which guests take home—great marketing for us. Communicating ecological benefits can be tricky, as luxury consumers have specific preferences. Ultimately, it comes down to company values and objectives.  

"Frank Sinatra was the first artist to perform there, and we've hosted Ricky Martin, Elton John, Michael Bublé, Sting, Jennifer Lopez, and Rod Stewart. Concerts are a significant draw, and the quality of life, safety, and minimal traffic make people want to buy homes here." 

GK: What marketing channels are most effective? 

JK: Direct-to-consumer marketing is our primary focus, primarily through our website and digital media. The ability to collect data and measure effectiveness is invaluable. For example, investing $20,000 in digital campaigns can yield a 12-to-1 return on investment, generating $400,000 in room revenue. We also engage with travel agents, tour operators, and specific initiatives, such as partnerships with golf organizations. Our messaging varies by audience, including weddings and corporate meetings. Flexibility and data-driven strategies are crucial.  

GK: What advice do you have for other CMOs navigating post-pandemic consumer behavior? 

JK: Consumer behavior has changed dramatically. Every business is unique, so it’s vital to monitor industry and market trends. As an international destination, we rely on air travel. If airports shut down, we're affected. Understanding global shifts and customer origins is essential. For example, when travel patterns changed, our wedding segment grew from 50 to nearly 200 events annually. You need to be ready to pivot and conduct your own analysis to determine the right marketing plan.  

GK: How do you foster creativity and resilience in your team? 

JK: Making work fun and engaging is essential. I encourage creativity and support new initiatives, such as our Food and Wine Festival. My team often jokes about the number of ideas I bring, but it's all about creating new experiences. When your team is passionate and engaged, everything comes together. Success here means creating jobs and improving lives, which is deeply rewarding.  

The Minitas Beach Club offers Caribbean Sea views, two swimming pools, a protected ocean swimming area, and beachside dining.  

GK: How do you support staff through personal challenges? 

JK: We maintain a family ethos and support employees through difficult times. If someone is going through a tough period, the company is highly supportive. Celebrations and camaraderie are part of our culture. Positive experiences among staff spread throughout the community, making our employees our best ambassadors. If they go home and share positive stories, more people will join us.  

GK: What operational challenges come with managing such a large property? 

JK: With 2,000 employees and a 7,000-acre property, it's a real corporate setup. Our food and beverage team manages a variety of restaurants across the property, from the Minitas Beach Club to Chavón to the marina. Catering and logistics are complex, but our team is incredible. You're not confined to a single building; you need to drive to access all the facilities. It's a unique challenge, but it's also what makes Casa de Campo special. 

GK: Any final thoughts on the future of resort marketing? 

JK: The future is about blending tradition with innovation, staying flexible, and keeping the human touch at the center. Our legacy gives us a wealth of stories and content, but it’s the people—guests and staff—who make the difference. By focusing on community, creativity, and continuous improvement, we can ensure that Casa de Campo remains one of the world's most remarkable destinations for generations to come.  For Marketing Officers at large golf resorts, the story of Casa de Campo is a masterclass in balancing legacy and innovation, operational complexity and personal connection. From world-class amenities and cultural programming to sustainability and talent retention, every aspect is thoughtfully curated. The lessons here are clear: honor your history, embrace change, invest in people, and never stop telling your story.

Casa de Campo's world-class polo facilities host matches year-round, including the annual Polo Challenge and programs
​for riders of all skill levels.