Lori Allen
vice president, global events, MetLife
What are 3 words that fueled your hospitality career momentum?
Elevate. Seize. Create.
What was your biggest win this year?
My biggest win this year was leading my team in the cascade of MetLife’s new enterprise strategy through our events. Ensuring we have a clear understanding of the business objectives was foundational. From there, together, we seized the opportunity to create experiences that elevated strategic imperatives, making every moment a platform for meaningful impact and lasting momentum.
What is one way you’ve empowered your teams and/or participants?
I empower participants by transforming them from passive attendees to active co-creators of their event experiences. Within my team, I ensure each member has a growth plan and foster a culture where we elevate each other’s success. By creating space for shared ownership and support, both my team and participants grow in capability and confidence.
What could future generations learn from your journey?
Events are a powerful business enabler. By elevating strategic thinking, seizing opportunities and creating value, you not only grow your career but also shift the perception of our industry. Lead with business-minded purpose, and you’ll orchestrate lasting impact.
Rachel Benedick
chief revenue officer, MPI
What are three words that fueled your hospitality career momentum?
Serve. Elevate. Build.
What was your biggest win this year?
My biggest win has been stepping outside my comfort zone and watching the team thrive. After 25 years in destination marketing, joining MPI meant learning an entirely new business model. Instead of trying to have all the answers, I focused on listening, supporting the team and creating clarity around our goals. Seeing our teams grow in confidence, launch new initiatives and achieve strong results has been incredibly rewarding—when the team succeeds, I consider that the real win.
What is one way you’ve empowered your teams and/or participants?
I empower my teams by giving them ownership and the confidence to lead. I set clear goals and expectations, then trust individuals to determine the best path forward because there are always multiple right ways to reach a result. I encourage thoughtful risk-taking and treat setbacks as learning opportunities, not failures. When people feel supported and trusted, they step up, grow faster and consistently deliver stronger outcomes.
What could future generations learn from your journey?
I’ve learned that careers aren’t built on perfectly mapped-out five- or ten-year plans. Mine certainly wasn’t. Instead, I focused on continuous learning, staying curious and saying yes to opportunities that stretched me beyond my comfort zone. Some of my best opportunities came from unexpected left turns. Early in my career, someone I deeply respect told me, “The future belongs to those who are flexible,” and that advice has stayed with me ever since. Be open, keep learning and trust that growth often happens outside the plan.
Veronica Crosier, CAE
executive director, Portable Sanitation Association International
What are three words that fueled your hospitality career momentum?
Elevate. Serve. Uphold.
What was your biggest win this year?
Over my four years as E.D. for PSAI, my proudest achievement is leading a culture shift in the association. Through messaging and elevating the quality of our events, my team and I demonstrate that we can keep the familial values our community was built on while still growing and delivering the higher quality events and services our industry deserves. Our Annual Convention & Trade Show has grown 15-30% year over year for four years, with this year’s being the largest where our tradeshow actually doubled. While I’ve had the honor to be at the helm of many positive improvements in the Association, seeing our events, and therefore our community, grow and thrive has been the most rewarding.
What is one way you’ve empowered your teams and/or participants?
My team runs on trust and transparency above everything else. I want each member of our team to be respected as the expert in their domain. Rather than only delegating tasks, I start by asking for my staff’s opinions, observations and recommendations for consideration. It’s known on my team that honesty comes first. Mistakes happen; we don’t always have the answer; but if we are honest with each other, we can be quicker to resolve and problem solve together. The trust and mutual respect this has built among this team is what has allowed us to take PSAI to the next level across the board.
What could future generations learn from your journey?
My message to future generations is to believe that the universe is vastly more creative than your imagination. There are paths you may not have considered that can change you, your organization or your community for the better. Stay open to opportunities and they will find you. When then do, consider them bravely and trust the process.
Karen Cuviello, MBA
corporate vice president, Projection
What are three words that fueled your hospitality career momentum?
Persevere. Dedicate. Develop.
What was your biggest win this year?
In 2025, because of timely and effective management oversight, we increased profits when gross revenues dropped, which was a positive step forward in ensuring our bottom-line health. What’s amazing is that we accomplished this feat in the same year that we increased the size of our warehouse distribution center from 55,000 sq. ft. to 125,000 sq. ft., which was a major distraction to our normal operations.
We were able to absorb the additional costs of this move, plus we added personnel to focus on business development, and were successful in lowering our costs for outside labor, which represented significantly increased gross profit. For Projection and other companies in our segment of the hospitality industry, this was a big challenge, and we are already seeing constructive results. Post-Covid, we have doubled in size from the standpoint of the number of employees and our overall net revenues. 2026 is currently forecasted to be an even better year, moving both gross and net revenue in a positive direction through business development and efficient project management.
What is one way you’ve empowered your teams and/or participants?
Prior to 2014, all newly hired employees were required to move to Maryland, where our main office and distribution center for our rental equipment were located. However, our square footage costs were increasing, and our employees’ families were living in various locations around the country. Many employees did not have adequate support systems in place for raising their families while working in a job that requires extensive travel. As a result, we pivoted and ultimately decided to relocate our distribution center to Georgia to save costs. We also made the correct management decision for our family of employees by allowing them to live wherever they wanted in the continental U.S.
This management decision was a big move toward a virtual operating environment and in retrospect was a prudent decision. By trusting our employees to focus on client satisfaction, the organization has benefited through allowing autonomy, a sense of mutual trust and more engagement as a group. As a national audio-visual company that services conventions around the country, these same trusted employees are on the front lines with our clients. When they are in the field on job sites, they have 100% authority to make decisions that are in our client’s best interest. These changes, albeit over 10 years ago, have resulted in higher employee satisfaction and increased motivation which in turn yielded profitable results for our organization.
Furthermore, two years ago, I formed a leadership team of six, and now, in 2026, I foresee them taking more responsibility for day-to-day decision making. As part of my ultimate succession plan, I am slowly training my management team to make decisions on a timely basis, as I mentor them and give them the confidence to do so. Most of my management team are home-grown, coming up through other positions within the company.
Oftentimes, I must remind them not to think from the perspective of their previous positions prior to being in a leadership role. Giving them more management authority is sometimes a challenge, but as a mentor, I am available to support them by keeping abreast of issues and their resolutions, providing guidance along the way. This has been a challenge for me as we move away from a single leadership approach to extensive delegating to multiple managers. However, this allows us to grow without interruption to client service. We encourage open dialogue, even sometimes tough conversations among team members. We just concluded our annual employee meeting, where the primary message was teamwork…that together we can achieve more than any of us could alone. Giving others the flexibility to make decisions ultimately promotes trust and confidence in their decision making, which has a positive impact to the overall company.
What could future generations learn from your journey?
My journey of working for the same company for almost 40 years is a rarity these days. I started with Projection when I was age 24. While I did not have any official mentees, I had a wonderful mentor in the owner of the company, and I continue to value our interactions. He supported my executive MBA program in 2008, which I obtained while working full-time. The MBA program allowed me the opportunity to learn from others, as I was surrounded by extremely talented people in every major industry. Over the span of my 40-year career, I was a woman in a male-dominated industry. Further, I am very proud of the women we now have on our team and the overall progress we have made in embracing women in our industry. In retrospect, my journey reflects values, resilience, patience, as well as the long-term benefits of honesty, reliability and accountability.
My mother was a lifelong learner, getting her nursing degree at age 40, her bachelor’s degree at age 68, and her master’s degree at age 71. I, too, hope to get another degree soon, as furthering one’s development by learning new skills sends a positive message to everyone, most importantly to our employees. I am thinking of perhaps pursuing a PhD in hospitality or attending law school. My mother was a true inspiration to me in her lifetime message that we never stop learning.
Jasmin Dave
senior director, global events, NVIDIA
What are three words that fueled your hospitality career momentum?
Envision. Execute. Elevate.
What was your biggest win this year?
Scaling global AI events while maintaining experience quality has been my biggest win. From flagship conferences to regional AI summits, we expanded reach, increased attendance and deepened ecosystem engagement, all while navigating venue constraints, rapid industry change and heightened executive visibility. Seeing teams align, partners invest and attendees leave energized about the future of AI and innovation made the effort incredibly rewarding.
What is one way you’ve empowered your teams and/or participants?
I focus on giving teams both clarity and ownership. That means transparency in information, strong data to guide decisions and trust to innovate without fear of failure. I also prioritize visibility ensuring team members present to executives, partners and stakeholders so they grow as leaders. Empowered teams create better experiences, and that confidence translates directly to attendees and partners.
What could future generations learn from your journey?
Events are no longer just logistics; they’ve become a strategic arm of a company’s marketing engine. They’re platforms for connection, innovation, building trust in the brand and delivering measurable impact. Stay curious, embrace technology early, but never lose the human element. My biggest breakthroughs came from taking calculated risks, listening deeply to stakeholders and continuously evolving. Events will always be about people first.
Julia Gay
MICE specialist, Bahamas Ministry of Tourism Investment & Aviation
What are three words that fueled your hospitality career momentum?
Build. Advocate. Connect.
What was your biggest win this year?
One of my biggest wins this year was helping planners truly see the value of The Bahamas’ Out Islands for meetings and incentives. Through in-person events, one-to-one conversations and site visits, I was able to change perceptions and open doors to destinations that are intimate, authentic and perfectly suited for smaller luxury programs. Seeing planners move from curiosity to genuine interest, then into active RFPs and site inspections, was incredibly rewarding.
What is one way you’ve empowered your teams and/or participants?
Simply by being a trusted partner and listening to their goals, simplifying logistics and connecting them with the right destinations and local partners. Through education, site visits and hands-on support, I helped planners confidently turn ideas into actionable RFPs and successful programs.
What could future generations learn from your journey?
I hope future generations learn that hospitality is about people first. Relationships matter, integrity matters and showing up consistently matters. You don’t have to know everything; just be willing to learn, be observant, pay attention to details, ask questions, have solutions and stand behind what you believe in. When you work with purpose and genuinely care about the people and places you represent, success follows naturally.
Cecilia Lavin
global strategic growth director, Evessio
What are three words that fueled your hospitality career momentum?
Empower. Advocate. Persevere.
What was your biggest win this year?
Stepping into the role of international president of ILEA (International Live Events Association) has been my biggest win in the last year, particularly as the first European international president since 1989. This role enables me to support and empower individuals and businesses across the global live events sector while actively advocating for the value, resilience and future of our industry. I am deeply people-driven, and leading with energy, openness and authenticity has helped me build meaningful connections worldwide. Alongside this, I continue to champion technology that is purposeful, accessible and designed to respond to real user and industry needs, ensuring it enhances experiences rather than existing for technology’s sake.
What is one way you’ve empowered your teams and/or participants?
I strongly believe in leading by example. If I am not willing to do the work, whether handling a complaint or making the pitch, I cannot expect others to do so. I empower teams by fostering a positive culture of trust, collaboration and autonomy, giving individuals the confidence to take ownership of their roles and decisions. I view mistakes as a vital part of learning and professional development; accountability and growth matter far more than perfection. Open, thoughtful and transparent communication is key. Not only in how we communicate, but in how messages are received and understood. When people feel supported, trusted, valued and energized, they are empowered to thrive.
What could future generations learn from your journey?
My career spans a wide range of roles across the events industry, from small independent and global catering companies to venues, production and hire, running my own events agency at 25, and now event technology. This breadth has given me a holistic understanding of events from multiple perspectives and the ability to work confidently with clients and teams across the world on an equal playing field. Working globally has also strengthened my appreciation for cultural differences in working styles, business ethics and communication.
The biggest lesson is to never stop learning, stay curious and share knowledge. Insight can come from anyone, regardless of title or tenure, and a wider perspective fuels growth and connection.
Sue Marchese, CAE, AAiP
vice president, marketing strategy, American Society of Association Executives
What are three words that fueled your hospitality career momentum?
Listen. Pivot. Elevate.
What was your biggest win this year?
In 2025, ASAE’s Annual Meeting in Los Angeles faced two challenges: 1) a West Coast location that typically dampened East/Midwest turnout and 2) heightened local/national unrest that raised safety questions. We listened, communicated transparently (safety updates microsite) and removed friction (attendee journeys and convince-your-leader kits). With my scrappy marketing team, we studied our weekly pace vigilantly, pivoting tactics to what was performing best. Result: 3% over reg goal, +6% YOY and a strong NPS of 26.8. Compared to when we were in LA 2010 (~4,300), LA 2025 saw 5,087—an 18% increase. Exceeding our goals in a challenging environment affirmed my belief: when we lead with clarity and respect for the members’ needs, we earn the right to succeed.
What is one way you’ve empowered your teams and/or participants?
In my career, I have always employed a simple weekly touch-base loop that turns listening into improvement. Every other week, we collect attendee questions, customer service insights, speaker/sponsor concerns, and marketing channel behavior/data;we discuss possible fixes or messaging;we communicate plain language updates or visible FAQs;and equip project owners with talking points and the authority to act without waiting for permission. Participants see “you asked, we did” changes, thanks to my talented team behind the scenes who removes friction fast. Clear, consistent communication builds trust to register, engage, and return.
What could future generations learn from your journey?
1) The art of real listening is paramount. Through research, focus groups and one‑to‑one calls, a smart meetings pro puts attendees’ needs ahead of hype. 2) Lead with clarity, empathy and sound judgment: Communicate often, remove barriers so people can do their best, encourage smart risk‑taking and offer support without taking ownership from them. 3) In our complex world, steadiness builds trust. Results follow when you earn that trust—one honest update, one friction removed, one moment of giving credit—one thoughtful choice at a time makes an impact.
Suzanne Medcalf Mulligan
head of industry engagement & partnership marketing, IMEX Events
What are three words that fueled your hospitality career momentum?
Rise. Engage. Forged.
What was your biggest win this year?
Honestly, my biggest win was surviving it. 2025 was difficult for me personally, and I am incredibly proud that I not only made it through but emerged with a deeper sense of resilience, purpose and focus on what truly matters. Professionally, I was able to launch a new video partnership with PRA—we experimented with new social media formats and explored what true collaboration can look like. The result was a series of videos—my favorite being our “Day In The Life of a Hosted Buyer.” The overall reaction to our joyful social media has also been a massive win.
What is one way you’ve empowered your teams and/or participants?
Authenticity has always been my hallmark. I am lucky to work for a company where being yourself is championed. My job is to showcase the best of our exhibitors and partners. I do that by working closely with them to identify and highlight their purpose. My vision is always to make sure everyone attending an IMEX event gets to experience every touchpoint and anyone watching from home feels like they are still part of the experience. In a time when social media can feel incredibly overwhelming, it has been a real honor to get to demonstrate how important authentic, genuine connection is.
What could future generations learn from your journey?
Hold on. When you find something you love doing, do everything in your power to do it every single day. Prioritise yourself, your family, your friends, your people. Find joy in a takeaway iced coffee or a very waggy dog. Look for the glimmers. Ask for real help when you need it. Be vulnerable; it’s a superpower. Say you’re sorry and mean it. Love appears in many forms; take them as they come to you.
Overall, growth doesn’t always look like triumph; sometimes it looks like showing up and holding on. Resilience is built quietly, but having a community will make every challenge feel less heavy.
And finally, join the business events industry as soon as you can.
Tammy Moore, CMP, CMM
vice president, learning & professional development, PCMA
What are three words that fueled your hospitality career momentum?
Elevate. Connect. Transform.
What was your biggest win this year?
Repositioning PCMA’s entire education strategy to meet event professionals where they actually are in their careers. We moved beyond one-size-fits-all programming to create clear pathways, from emerging professionals building foundational skills to seasoned leaders navigating AI integration and strategic business transformation. This wasn’t just curriculum updates. It was a philosophical shift in how we serve the industry. By aligning our certifications, courses and enterprise training around career stages and evolving competencies, we’re helping the business events profession gain the strategic credibility it deserves. The outcome has been meaningful: more professionals engaging with education that actually moves their careers forward, not just checks a box.
What is one way you’ve empowered your teams and/or participants?
I lead by creating space for people to take risks and stretch beyond their comfort zones. When someone on my team or in our programs shows interest in a new area, I look for ways to give them real responsibility, not just observation opportunities. That might mean handing off a critical organizational project to someone who’s never led one, or trusting a colleague to drive strategy on a new initiative even when the outcome isn’t guaranteed. I’m comfortable with the messiness that comes with growth because that’s where real skill-building happens. People don’t develop confidence from playing it safe. They develop it from trying something hard, having support when they stumble, and realizing they’re more capable than they thought.
What could future generations learn from your journey?
Five years ago, I completely reinvented myself, transitioning from leading event teams to learning and professional development. That shift taught me that your transferable skills matter more than your job title. I took risks on things I didn’t yet know how to do, got comfortable navigating the unknown and learned to trust my ability to figure things out. Being visionary helps by seeing where the industry needs to go before others do. But strategic thinking is what gets you there by asking better questions and positioning yourself as someone who solves problems, not just executes tasks. Future professionals should know that career paths aren’t linear. Your ability to adapt, leverage what you already know in new contexts and stay curious will carry you further than any perfect plan.
Cara Pratt, CMP, DMCP, DES
chief business development officer, Cohera
What are three words that fueled your hospitality career momentum?
Passion. Collaboration. Saying yes.
What was your biggest win this year?
My biggest business win this year was elevating both company growth and industry influence. In my role at Cohera, I helped shape our go-to-market strategy while redefining how modern destination management drives measurable business results. Through thought leadership, strategic partnerships and my role as co-host of the Event Planner Confessions podcast, I amplified a credible, human voice for the industry while bridging data, experience design and commercial impact. This work strengthened brand visibility, accelerated growth and positioned Cohera as a forward-thinking force, while creating space for more women to lead with confidence and authority.
What is one way you’ve empowered your teams and/or participants?
One way I’ve empowered my teams is by giving them both clarity and trust. I set a clear vision and measurable goals, then create space for people to own their work, bring forward ideas and make decisions with confidence. I prioritize mentorship, transparency and open dialogue, ensuring team members feel supported while being challenged to grow. By celebrating wins, learning from setbacks and elevating emerging leaders, I’ve built teams that are collaborative, accountable and motivated to deliver meaningful results, individually and collectively.
What could future generations learn from your journey?
Future generations can learn that stepping into leadership early means learning to find your voice before you feel fully qualified. I became an owner-partner of a national DMC in my 20s, often sitting at tables where others had decades more experience than I did. Instead of shrinking, I learned to listen deeply, prepare relentlessly and speak with intention. Over time, confidence came not from age or tenure, but from perspective, consistency and results. My journey shows that you don’t need permission to lead. You earn your seat by showing up, adding value and trusting your voice.
Courtney Russell
lifestyle & marketing director, LiveWell Group
What are three words that fueled your hospitality career momentum?
Passionate. Nimble. Curious.
What was your biggest win this year?
My greatest accomplishment this year has been contributing to a broader shift in the events industry by helping reimagine events as vehicles for meaningful, positive change by placing focused importance on the concept of wellness at the core of event planning. Six years ago, I intentionally diverged from a traditional events path to focus on an emerging lifestyle-driven approach: designing experiences that support how people live, connect and thrive within their homes and communities. As awareness grows around the profound effects of isolation and loneliness on health and quality of life, the opportunity for events to serve a deeper purpose has never been clearer.
My work has focused on elevating the event-planning model within senior living communities, creating experiences that spark connection, encourage communication and cultivate joy. These events are intentionally designed to be both engaging and purpose-driven. This approach has been recognized twice in the past three years with a Spirit Award from the International Council on Active Aging for our signature Lifestyle program for Active Adults. This is a recognition of the heart and intention behind my work.
Building on this momentum, I partnered with colleagues in 2025 to expand this model into multi-generational communities, aligning resident interests with thoughtful community-building goals. This evolution reinforced a powerful truth: When events are designed with intention, they can strengthen social bonds, enhance well-being and meaningfully improve quality of life.
Looking forward, my vision is to collaborate with industry leaders to continue advancing this model and redefining what events can achieve. I believe the future of event planning lies in experiences that go beyond entertainment; events that integrate wellness, foster authentic connection and leave a lasting, positive impact. Event planning for meaningful engagement is deeply gratifying. The questions guiding my work are simple but transformative: How can our events improve lives? How can they inspire and energize? And how can they create enduring opportunities for connection, belonging and engagement long after the event ends?
What is one way you’ve empowered your teams and/or participants?
It is deeply important to me that my team feels empowered, supported and valued. I strive to create a workplace experience where individuals feel comfortable learning, growing and stretching into their potential. I see my role as both a positive mentor and a facilitator in their professional journey by encouraging confidence, self-belief and a strong growth mindset.
I empower my team by prioritizing lifelong learning through professional development opportunities, continuing education and team-building volunteer experiences. By consistently seeking new skills, ideas and perspectives, individuals grow not only as professionals, but as people. That growth strengthens the entire team!
What could future generations learn from your journey?
Trust your gut and enjoy the winding road that is your journey. What is or feels like a detour is more likely part of the journey. Everything you do and everyone you meet will impact your future choices, and you can learn and use your skills from every and any job and profession in the work you do in the events industry. The phrase, “it’s not the destination, but the journey,” is very apt. Stay curious and be well-rounded, as it will elevate you as a planner.
Don’t lose your childlike wonder; give yourself permission to play. Being creative and thinking outside of the box can help you stay fresh and open to new ideas, which are always valued in the events industry. Be kind, give back, and do the right thing. Be the colleague you’d want beside you, and when you have the opportunity to mentor someone new in the field, take it. When you can lift someone else up, do it, because your impact reaches farther than you realize.
Beth Surmont, FASAE, CMP Fellow, CAE
head of strategy and design, 360 Live Media
What are three words that fueled your hospitality career momentum?
Passion. Purpose. Encourage.
What was your biggest win this year?
Any time I make an impact, it’s a win. Leading a design session that helps an association see new opportunities for their event. Facilitating idea generation with event professionals to help a local charitable organization raise funds. Writing an article that inspires someone. It’s not always one big headline moment. I’m very lucky that I get to make an impact frequently in my work. One of many recent highlight moments is working with a healthcare organization to reimagine their leadership summit. We designed the event to move the needle on their strategic plan through outcome-based sessions. It excites me because their work directly impacts patient care and communities. To know that I helped this, even in a small way, is a big win.
What is one way you’ve empowered your teams and/or participants?
I feel that encouraging and empowering people is so important right now, with all the uncertainty we are living in. I try to do this by helping people recognize their own strengths. I want people to see that they are capable, they can change and grow, and they can do more than they think. My approach for this is through questions, actively collecting input on whatever is being worked on to ensure that people see themselves in the outcome. Whether it is problem-solving with a client, ideating with my team or facilitating sessions, I think it is important for people to know that they can get to some type of next step. Also, I focus on community building, because I think people are more empowered when they see they are part of a larger whole.
What could future generations learn from your journey?
It took a lot of time for me to understand where my strengths, values and the needs of the world overlap, and this is my compass. I would hope that they learn how important the inner work is, because that is how I learned to trust myself. Meditation, journaling, therapy, and personal reflection have all been so important in getting to where I am today. This trust helps me show up with passion and confidence, and it helps me recover when I make mistakes. Through plenty of bumps, I have learned that growth comes from curiosity and empathy. I still have to remind myself that, just like me, everyone is just trying to do their best with what they have.
Yush Sztalkoper, CMP
founder, NeuroSpark+
What are three words that fueled your hospitality career momentum?
Seeing. Stabilizing. Servicing.
What was your biggest win this year?
My biggest win this year was turning years of lived family challenge into shared sensemaking that could serve the events industry. Through a neurodivergent-informed lens shaped by my journey as a parent, I developed language that helps people become curious about seeing differently—and recognize that different ways of seeing are now required.
In an unprecedented environment, what worked in the past is no longer sufficient. By orienting attention toward conditions rather than individuals, people could locate strain without blame and reconnect with capacity that was always present. This work now supports others navigating similar realities across our industry.
What is one way you’ve empowered your teams and/or participants?
I empowered others by helping shift the events industry from individual blame to shared sensemaking. By listening closely to what people were saying and observing what they could not yet name at major industry convenings, I intentionally moved upstream rather than duplicating work that already existed. I focused on the root condition the industry was facing: humans operating under sustained pressure.
I also helped name a form of industry strain by describing how the field often operates in ways similar to an ADHD neurotype, where creativity, urgency and responsiveness are strengths, but prolonged pressure without stabilization leads to masking and exhaustion. Framed this way, people could understand burnout without blame or shame. Drawing on lived experience, I introduced a nervous-system-informed design lens, grounded in neuroinclusion and universal design, that planners could use without a checklist. That lens helped people treat strain as a design signal rather than a personal failure, and design in ways that honored human capacity for themselves and for attendees during sustained complexity and change.
What could future generations learn from your journey?
Future generations can learn that progress does not come from adding more, but from stabilizing what already exists. In a world shaped by acceleration and constant change, the most important work becomes tending to the conditions that allow people to stay human. My work is grounded in the understanding that the human system is fractal—what happens in one nervous system ripples outward to families, teams, organizations, industries and society. The events industry holds a rare opportunity to lead by returning to the basics of human-centered design. Meeting that responsibility with care is what makes sustained creativity, connection and change possible.
Lisa Tennison
director of meetings & events, Lisa Tennison
What are three words that fueled your hospitality career momentum?
Navigate. Spearhead. Persist.
What was your biggest win this year?
I successfully changed the company mindset for our incentive travel programs. We moved from a traditional incentive trip to an experiential one focused on the qualifier. With over 700 multigenerational attendees, changing the focus to an immersive experience of the destination has allowed them more time to explore, engage in the aspects of the culture they are interested in and spend quality time with their guests and fellow achievers.
The results were renewed excitement about the trip and a greater appreciation for the company. The evening Awards Show and celebration has moved from a lengthy video to where it is now—a welcome message from the CEO, some high-quality live award presentations and an all-out fun celebration! The week prior to the trip, the full awards video is shown in all our offices as a way to encourage others to work hard to earn their place on next year’s trip.
What is one way you’ve empowered your teams and/or participants?
Providing team members with a safe and collaborative environment where they can think independently, share ideas and experiment without fear of failure has strengthened both their creativity and confidence. Allowing team members to make mistakes in a relatively controlled setting has supported their growth in their current job and also equips them with the valuable experience that will serve them well for years ahead. I love the idea of long-term learning and there is no time like the present to start the process. It feels natural to me and something I have experienced in my lifetime.
What could future generations learn from your journey?
For the majority of my career, I’ve learned that blocking and tackling are more important than glitz and glamour in event planning. Yes, glitz and glamour are very important components of an event. But it’s the day-to-day, nose-to-the-grindstone work that will deliver an awesome attendee experience. The Instagrammable moments get all of the recognition, but it’s the behind-the-scenes work that makes those happen.
I want my work to show the next generation of planners that these small things add up to success. It isn’t always easy to get out of bed and deal with the thousands of tasks that pull a successful program together, and they certainly aren’t sexy, but it’s what we must do when nobody is watching us. I hope to show the next generation how to work incredibly hard on things that matter while maintaining their relationships, staying healthy and remaining grounded in all aspects of their lives.
Elaine Williams, CEM-AP, CEM
chief commercial officer, New Orleans Ernest N. Morial Convention Center
What are three words that fueled your hospitality career momentum?
Lead. Elevate. Deliver.
What was your biggest win this year?
One of my biggest wins this year was driving strategic growth while strengthening our culture of collaboration across sales, event management, exhibit services and tradeshows. As a team, we were able to keep our events moving forward as we found a way to nearly complete a renovation that touched all of our space. In a highly competitive environment, we advanced major citywide bookings while aligning our teams around a shared vision of excellence.
What is one way you’ve empowered your teams and/or participants?
I’ve empowered my teams by creating clarity of purpose and giving them ownership in how we achieve our goals. Through transparent communication, strategic alignment sessions and cross-functional collaboration, I’ve encouraged leaders to think beyond their silos and see the bigger picture. I believe empowerment happens when people feel trusted, informed and supported. By fostering that environment, our teams are more confident, proactive and solution-driven in serving our clients and community. We have a great team here at the Center and I would put them up against any other team in the country.
What could future generations learn from your journey?
Success in hospitality isn’t just about transactions. It’s about relationships, resilience and reputation. Over over two decades, I’ve learned that long-term impact comes from consistency, integrity and lifting others as you rise. Growth requires adaptability, especially in an evolving industry, but your values should remain steady. Invest in people, stay curious and remember that leadership is service. When you build strong teams and strong partnerships, momentum follows.
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