Meg Caldwell, CMP
national sales manager, Beaver Run Resort & Conference Center/BTO
What are three words that fueled your hospitality career momentum?
Passionate. Serving. Trust.
What was your biggest win this year?
Being nominated for and chosen to serve on the MPI Rocky Mountain Chapter Board of Directors as Director of Publications. To be chosen to work alongside meeting professionals and mentors of such high caliber and professionalism in this industry is an honor.
What is one way you’ve empowered your teams and/or participants?
I strive to lead by true example. Showing the team how to be a leader and mentor is the best leadership. Actions, not words. Honest communication is the key to success with any team. Ideas need to be safe to share, and trying new things is how we grow. When your team is empowered to share and make decisions, the workflow is more organic and allows for growth.
What could future generations learn from your journey?
Try new things and get involved! I have a degree in therapeutic recreation, and through jobs held in college, I “stumbled” into hospitality. It has been a rewarding career of growth, hardship, inspiration and support. From my tenure in this community, I have earned the support, mentorship and friendship that one could only imagine. I have had the privilege to offer those things to others. I am blessed to be a part of so many amazing organizations and work with talented industry partners and clients.
Cathy Ennis
complex senior sales manager, Margaritaville Beach Resort Nassau
What are three words that fueled your hospitality career momentum?
Innovate. Inspire. Dream.
What was your biggest win this year?
Booking our first-ever complex contract for The Pointe Complex during a need period. With this booking, I secured 1,600 room nights for a four-night stay split between our three unique resorts that are located side by side near downtown Nassau. This assisted in securing our sales team crossover goal as well as exceeding my individual goal for the quarter.
What is one way you’ve empowered your teams and/or participants?
Recognize and reward the team’s efforts. Celebrate small wins and major goals achieved, reinforcing positive behavior and making each person feel valued in their success.
What could future generations learn from your journey?
Build bench strength to empower your team to grow while allowing your journey to move forward for new chapters. I was lucky enough to have strong leaders to look up to for advice and direction during my career. Encouraging me when making mistakes to learn from and implement in different situations, an outcome that is both collaborative and productive. The relationships you build throughout your career will turn into lifelong friends both in your profession and personal life. Cherish every encounter; you never know where it might lead. Always strive to be the best you each day, through the ups and downs. Make the most of your journey!
Astrid Giffon
senior national sales manager, SAHARA Las Vegas
What are three words that fueled your hospitality career momentum?
Listen. Anticipate. Elevate.
What was your biggest win this year?
My biggest wins are centered around our team, rallying during a tough year, uplifting each other while keeping the focus on our client’s experience. Speaking of my personal wins, I am extremely proud that I was able to transform a client’s “no” into an enthusiastic “absolutely yes!” With optimism, creative problem-solving, and a strong pitch that highlighted what truly mattered to the Group, I was able to turn their hesitation into excitement. The result? A standout partnership, securing the win, record-breaking performance for the program and a powerful reminder that persistence and heart can change everything.
What is one way you’ve empowered your teams and/or participants?
Our Coordinators have been wanting to grow in their roles. I’ve encouraged them to take ownership of key decisions. Instead of stepping in with answers, I step back and ask, “What do you think is the best option?” Watching them grow in confidence, take initiative and trust their own instincts has been incredibly rewarding. It’s remarkable how much momentum we’ve gained from celebrating their growth.
What could future generations learn from your journey?
If there’s one lesson I hope to carry forward, it’s this: Momentum comes from believing in others, and believing in yourself just as much. I hope future generations believe they deserve every blessing that comes their way and that having a service mindset can shape how they interact with others.
Jeannie Giovannucci
director of sales, Sheraton San Diego Resort
What are three words that fueled your hospitality career momentum?
Empathize. Motivate. Engage.
What was your biggest win this year?
2025 saw its fair share of shifting demand in our industry. Securing a 15,000-room night program in the year for the year was a great accomplishment for my resort, providing financial stability in an uncertain market. The program lasted Q2-Q4 and has helped propel a lasting relationship, in large part due to our operations team.
What is one way you’ve empowered your teams and/or participants?
As a hospitality leader and professional, I am constantly encouraging my team to be creative and to think about a situation from all angles. Our job is to collaborate with each other and relate to our clients, and I am here to be a sounding board and a guide to help provide my team with feedback on their approach to creating the best relationships possible.
What could future generations learn from your journey?
Life will always present you with setbacks, but you can never let that get in the way of your successes. It is crucial to allow challenges and undesirable experiences to become the opportunities that push you harder and make you stronger. My personal and professional accomplishments would not have been possible without overcoming what some may perceive as roadblocks.
Betsy Longmire
associate director of sales, Visit Sacramento
What are three words that fueled your hospitality career momentum?
Connect. Empower. Sustain.
What was your biggest win this year?
My biggest professional win this past year wasn’t a single booking, revenue milestone or event. It was the role I played during a pivotal leadership transition in my department and the intentional way I supported another woman stepping into department leadership.
Leadership changes can be especially challenging in high-performing, relationship-driven environments like meetings and hospitality. They test trust, communication and confidence. When our department experienced a leadership transition, I recognized that my impact could extend beyond my formal responsibilities. I chose to lead with intention, prioritizing stability, collaboration and ensuring our new department leadership had the support needed to succeed.
From the beginning, my focus was on creating an environment where she could lead authentically and confidently. Supporting women in leadership, in my experience, isn’t about stepping in front; it’s about creating the conditions for success. I shared institutional knowledge and context built through years of relationships, while being mindful to give space for her voice, vision and leadership style to take root. I worked behind the scenes as a trusted partner and sounding board, offering perspective, encouragement and honest insight when needed.
Equally important was reinforcing her leadership with our team and partners. I was intentional about amplifying her decisions, aligning messaging and maintaining consistency during a period that could easily have created uncertainty. By modeling trust and collaboration, I helped establish a foundation where she could lead with confidence rather than pressure.
Internally, I focused on the human side of change. Transitions can unsettle even strong teams. I leaned into transparency, empathy and presence, checking in with colleagues, maintaining open communication and helping realign responsibilities as roles evolved. I showed up consistently as a steady and supportive leader, knowing that people take cues not just from what is said, but from how leaders behave during moments of change.
This experience reflects the values celebrated by Smart Women in Meetings: leadership rooted in collaboration, resilience and advocacy for others. The meetings industry thrives when women lift one another, share knowledge generously and create space for diverse leadership styles to succeed. As Howard Schultz said, “Success is best when it’s shared.” That belief guided how I approached this transition, measuring success not by individual recognition but by collective strength.
The results were both tangible and meaningful. Our department maintained momentum, achieved departmental goals, relationships remained strong and our new department leadership stepped fully into her role with confidence and clarity. More importantly, our team emerged more connected, supported and aligned, proving that thoughtful leadership during transition can strengthen culture rather than disrupt it.
This experience reinforced a core belief that has guided my career: Leadership is measured by impact, not title. Supporting women in leadership requires intention, humility and trust. It means choosing collaboration over ego and recognizing that another woman’s success elevates all of us.
Being nominated for the Smart Women in Meetings Award is deeply meaningful because it recognizes this kind of leadership, the kind that may not always be visible, but is deeply felt. I am proud of the role I played and grateful to be part of an industry where women support women, especially when it matters most.
One of the most meaningful ways I have empowered my colleagues is by working alongside them. I believe empowerment happens when people feel trusted, respected, and included as partners in the work.
What is one way you’ve empowered your teams and/or participants?
I am intentional about creating space for open dialogue and shared problem-solving. Instead of presenting fully formed solutions, I invite collaboration, ask questions, and encourage colleagues to bring their perspectives and ideas forward. This peer-to-peer approach builds confidence and ownership, and it reinforces that everyone’s experience and insight add value to the outcome.
I also empower colleagues by sharing visibility and credit. In meetings with partners, clients or leadership, I make a point to highlight others’ contributions and ensure their voices are part of the conversation. Creating opportunities for colleagues to lead discussions, present ideas or represent our work signals trust and reinforces that leadership exists at every level, not just in titles.
Just as important is how I show up when challenges arise. I approach setbacks with curiosity rather than blame, focusing on learning together and moving forward as a group. By modeling openness and accountability, I help create a sense of safety, where colleagues feel comfortable taking initiative, asking for support and learning in real time without fear of judgment.
This peer-driven approach has been especially impactful in the meetings and hospitality industry, where success depends on collaboration, adaptability and mutual trust. When colleagues feel empowered as equals, they step into leadership moments naturally, support one another more fully and contribute more confidently to shared goals.
At its core, empowerment is about respect. By working side by side, valuing contributions equally and lifting one another up, I’ve seen how peer-to-peer leadership strengthens relationships and creates a more connected, resilient and successful environment for everyone involved.
What could future generations learn from your journey?
If there is one lesson I hope future generations take from my journey in the meetings and hospitality industry, it is that how you show up matters just as much as what you achieve. Titles change, markets shift and organizations evolve, but your reputation, your integrity and the way you treat people stay with you for an entire career.
I learned early on that this is a remarkably small and interconnected industry. Relationships are long-term, and paths cross again and again. Because of that, I have been intentional about never burning bridges, even in challenging moments. Disagreements, transitions and disappointments are inevitable, but they do not require disrespect or disengagement. Approaching difficult situations with professionalism, empathy and honesty has allowed me to maintain trust and preserve relationships that later became partnerships, mentorships and opportunities.
One moment that shaped this belief came early in my career, when I took a meeting planner to my very first client lunch as a sales manager. I remember being nervous, carefully choosing the restaurant, rehearsing talking points and hoping I wouldn’t say the wrong thing. Instead of trying to appear perfectly polished, I allowed myself to be genuine and a little vulnerable. That authenticity created a real connection, and more than twenty years later, I am still connected to that planner. It was an early reminder that relationships built on trust and humanity endure far longer than any single transaction.
Another guiding principle in my career has been a willingness to help, often without being asked and without expecting something in return. I believe offering assistance is one of the most powerful forms of leadership. Whether it’s stepping in during a busy season, sharing knowledge, making an introduction or simply listening, those moments of support compound over time. In an industry built on collaboration, generosity creates momentum not just for individuals, but for teams and entire organizations.
Treating others the way I would want to be treated means leading with respect, communicating transparently and remembering that everyone brings their own pressures and challenges to the table. I’ve found that kindness and accountability are not mutually exclusive; in fact, they reinforce one another. You can hold high standards while still being human, compassionate, and fair.
For women especially, I hope future generations learn that success does not require competing at the expense of others. Some of the most meaningful moments in my career have come from supporting peers, celebrating others’ wins and creating space for different leadership styles to thrive. When women lift one another, the industry becomes stronger, more innovative and more inclusive.
Finally, I hope my journey demonstrates that leadership is a long game. The habits you build early, how you treat people, how you handle conflict, how you show up when it’s inconvenient shape the leader you become. Careers are built not just on moments of visibility, but on consistency, trust and follow-through over time.
If future generations remember anything from my path, I hope it’s this: Be generous with your time, protect your integrity and lead in a way that leaves people better than you found them. In an industry defined by connection, that approach will never go out of style.
Ashley Lowe, CMP
vice president of sales, M Resort Spa Casino
What are three words that fueled your hospitality career momentum?
Lead. Build. Elevate.
What was your biggest win this year?
My biggest win this year was helping guide our resort through a significant period of growth while supporting my team along the way. We prepared for a property expansion that nearly doubled our room inventory and significantly increased our meeting space. At the same time, we strengthened our group and convention pipeline and exceeded stretch revenue goals. Just as meaningful has been fostering a collaborative culture and watching our team grow in confidence as we continue delivering memorable group experiences together.
What is one way you’ve empowered your teams and/or participants?
One way I’ve empowered my team is by providing clear guardrails that give them the autonomy to confidently say “yes.” This allows the sales team to build deeper relationships, respond faster to clients and take true ownership of outcomes. I set clear goals so we can celebrate success and ensure team members feel supported and confident leading initiatives. To me, empowerment means providing both the tools and the trust needed to make decisions that positively impact our guests and our business.
What could future generations learn from your journey?
Future generations can learn that long-term success comes from staying adaptable, committing to continuous learning and never giving up. My journey has shown that growth requires thinking creatively, staying curious and learning from the people around you. When you remain open to new ideas, collaborate with your team and invest in developing your skills, you create opportunities for meaningful and lasting impact.
Jacqueline Manuel
account director, Club Med
What are three words that fueled your hospitality career momentum?
Drive. Spirited. Motivated.
What was your biggest win this year?
There is a win every day if you cherish the moments. This year, my biggest win hasn’t been a single milestone but a collection of small, meaningful victories: conversations that turned into partnerships, challenges that stretched me and quiet mornings where clarity replaced chaos. I learned to measure success less by applause and more by alignment—doing work that feels purposeful, building relationships that feel genuine and creating experiences that leave people better than I found them. Growth showed up in patience, resilience and the courage to say no to what doesn’t fit. Add all those little wins together, and the year feels like a triumph worth celebrating.
What is one way you’ve empowered your teams and/or participants?
I pride myself on being a relationship-driven person. Connecting people is my superpower. I intentionally create spaces where individuals feel seen, heard and valued, because confidence grows when people know they belong. Whether through one-on-one conversations, thoughtful introductions or encouraging quieter voices to share ideas, I focus on building trust first. When people feel safe, they participate more, take creative risks and support one another. Empowerment doesn’t always come from big speeches—it comes from consistent encouragement, genuine curiosity and reminding people that their perspective truly matters.
What could future generations learn from your journey?
Be inspired. Be brave and be confident. Future generations should know that growth often lives just outside the questions we’re afraid to ask. Too many of us were taught to wait our turn, keep our heads down and not rock the boat—but progress belongs to the curious and the courageous. Speak up sooner. Trust your instincts earlier. Don’t confuse humility with shrinking yourself. The world moves forward because someone dares to challenge, explore and believe they belong in the room. Confidence isn’t arrogance; it’s permission to try, fail, learn and try again.
Heather McLeod
vice president of global sales, Hosts Global
What are three words that fueled your hospitality career momentum?
Connect. Build. Elevate.
What was your biggest win this year?
This year, my biggest win was the depth and quality of the relationships I/ we built—and what that trust unlocked. Relationship-led, co-creative work has always been central to how I/ we operate and how we serve clients. What shifted this year was the level of strategic partnership: Conversations became more candid, more forward-looking and more consequential. Clients began leaning in earlier, sharing more context and inviting us into higher-stakes decisions—because the trust was there.
That trust translated into real business impact. We’ve grown revenue, taken on larger and more complex global programs and expanded the scope of how we support clients—not by changing who we are, but by doing what we’ve always done at a more meaningful scale. Listening more deeply, challenging more thoughtfully and collaborating more closely has allowed us to co-create smarter, more resilient programs with stronger outcomes. It has been a fun year!
Internally, I’ve been equally focused on strengthening alignment with leadership and our teams so our strategy, structure and resources keep pace with that growth. Externally, I/ we have continued to invest in our global DMC members so they operate as a true extension of our clients and our Hosts family—bringing consistency, creativity and accountability across markets.
On a personal level, this year also brought greater clarity around priorities and balance. I’ve grown more intentional about how I lead, how I listen and how I show up—for my clients, our Hosts teams and my family. That perspective has made me a stronger, steadier leader and a more effective advocate for both our business and our industry.
The win this year isn’t a single deal or moment. It’s the compound effect of deeper trust, bigger conversations, and more meaningful impact—personally, professionally and across the global work I/we do every day.
What is one way you’ve empowered your teams and/or participants?
One of the most meaningful ways I’ve empowered my teams and partners is by giving them real ownership and a true voice in the strategy—not just the execution-this is so important. I work intentionally to create an environment where people feel trusted to lead, challenge ideas and bring forward solutions rather than simply follow direction. That means inviting teams into earlier conversations, sharing context instead of just tasks.
In practice, this shows up in how we plan programs, pursue opportunities and solve problems together. I encourage open dialogue, healthy debate and cross-team collaboration so the best ideas rise—regardless of title or location.
The result is stronger engagement, better ideas and teams who feel both accountable and invested in the outcome. When people feel trusted and heard, they don’t just execute—they lead, they innovate and they raise the bar for what’s possible.
What could future generations learn from your journey?
If there’s one lesson I hope future generations take from my journey, it’s that success is built faster—and more sustainably—when you lead with generosity, optimism and genuine support for others. This industry is powered by people, and the strongest outcomes I’ve seen have always come from teams who believe in one another, advocate for one another and show up with a shared sense of purpose.
I’ve learned that lifting others up is not only the right thing to do—it’s a strategic advantage. When you invest in relationships, celebrate wins, share credit and create space for different voices, you build trust. And trust is what allows teams to take smart risks, solve hard problems and deliver extraordinary experiences together.
I also hope future leaders see that you don’t have to choose between ambition and empathy. You can set high standards, drive results and still lead with kindness, curiosity and respect. In fact, the longer my career goes on, the clearer it becomes that those qualities are what create lasting impact—both professionally and personally.
Finally, I’d want them to know that growth isn’t just about titles or milestones. It’s about becoming a better listener, a better partner and a more grounded human over time—and using whatever platform you have to make the people around you stronger.
Rachel Milligan
senior sales manager, Park Hyatt Beaver Creek
What are three words that fueled your hospitality career momentum?
Transform. Travel. Thrive.
What was your biggest win this year?
My biggest win this past year was choosing myself by getting clear on what I want in my life and career and taking intentional steps to make it real. That shift changed how I make decisions, where I invest my energy and what I’m willing to walk away from. It taught me that momentum comes from alignment, not speed, and that the most meaningful growth happens when you finally prioritize your own direction instead of just keeping up with expectations.
What is one way you’ve empowered your teams and/or participants?
I give my team the trust and autonomy to fully own their work, empowering them to produce high‑quality results they’re proud to put their name on. That approach turns responsibility into motivation: people think more creatively, solve problems faster and hold themselves to a higher standard because the outcome reflects their craftsmanship. It also builds a culture where initiative is encouraged, not controlled, and where every team member feels their contribution genuinely matters.
What could future generations learn from your journey?
Getting knocked down and learning to pivot isn’t a detour; it’s the real journey. Every setback becomes a lesson in resilience, every redirection a reminder that progress isn’t linear. Future generations can learn that adaptability is a skill they can build, that failure is feedback and that reinvention is not only allowed but often necessary. Momentum comes from standing back up, adjusting with intention and choosing growth every time the path shifts.
Michelle Moore, CMP, CDME, HMCC, CHIA
senior director, meeting sales & services, Experience Kissimmee
What are three words that fueled your hospitality career momentum?
Connecting. Supporting. Evolving.
What was your biggest win this year?
My biggest win this year was watching a new sales team—most with less than two years’ experience—come together and thrive. They supported each other when team members were out, collaborated seamlessly with partners and clients, stayed positive through challenges and continued to find solutions. They achieved 90% of goal through resilience, teamwork, and commitment to the community they serve.
What is one way you’ve empowered your teams and/or participants?
I empower my team by leading with trust, shared ownership and support. Each member manages their territory like their own business, and I encourage independent decision‑making while staying fully available as a partner. I lead by example, holding myself to the same standards I expect of them. I listen to their ideas, celebrate their wins and align opportunities with their professional goals so they feel confident, valued and inspired to succeed.
What could future generations learn from your journey?
Future generations can learn from my journey that leadership isn’t defined by a title, but by serving others and building meaningful connections. When we lead with openness, welcome collaboration and make space for every voice, people gain the confidence to lead in their own way. At its core, leadership is about people—growing relationships, staying adaptable, leading with trust and remaining curious and willing to learn.
Laura Nelson
associate director of sales, Visit Milwaukee
What are three words that fueled your hospitality career momentum?
Serve. Advocate. Anticipate.
What was your biggest win this year?
My biggest win is the success of the M&C sales team and the stronger unity we’ve built across the destination. In a market like Milwaukee, alignment between the sales team and our partners is essential, and I’m proud to have played a meaningful role in strengthening that connection. Through intentional leadership and facilitation, I helped support a cohesive, energized, high-performing team. In 2025, we exceeded our team booking goal, and every sales manager surpassed their individual targets. With our expanded convention center fully open for its first full year, we navigated growing pains with momentum. The conversations with hotel partners and convention center leadership weren’t always easy, but we approached them openly, constructively and with the greater good of the destination in mind. I’m incredibly proud of what we have achieved together.
What is one way you’ve empowered your teams and/or participants?
I believe the most impactful way to empower a team is to build a culture where individuality is valued, bold ideas are welcomed and innovation is encouraged. The M&C Sales Team at Visit Milwaukee is diverse, passionate and incredibly talented—and what makes each person different is exactly what makes us stronger. Our unique perspectives, creativity and personal investment are what set us apart from other destinations, and I’m committed to protecting and elevating that spirit. My team knows I’m here to collaborate, brainstorm and help bring big ideas to life, while also standing beside them through challenges without judgment. When people are empowered to lean into what makes them unique, it fuels confidence, momentum and truly extraordinary results.
What could future generations learn from your journey?
Future generations, particularly young women, can learn that setting boundaries is an essential part of personal growth and long-term success. In the meetings and conventions industry, where hospitality and responsiveness are everything, it’s easy to confuse being “always available” with being valuable. My journey has taught me there is absolutely a time to hustle, step up and deliver at the highest level, but there is also a time to protect your energy, confidence, and well-being. Boundaries don’t mean you aren’t committed; they mean you respect yourself and know your worth. Learning when to push and when to pause prevents burnout and builds strength. Most importantly, don’t shrink. Take up space, claim your seat at the table and advocate for what you deserve.
Lauren Parker
director of sales, Ocean Edge Resort & Golf Club
What are three words that fueled your hospitality career momentum?
Collaboration. Curiosity. Innovation.
What was your biggest win this year?
My biggest win this year was strengthening cross‑department collaboration and building a culture of open communication that helps us move from “no” to thoughtful, solutions‑focused conversations. By bringing sales, catering and operations together, we introduced refreshed materials and clearer communication tools that made it easier to align and work creatively toward “yes.” And while these improvements have had a real impact, the work itself is always ongoing—continuously evolving as we learn, grow and challenge ourselves to deliver even better hospitality every day.
What is one way you’ve empowered your teams and/or participants?
I empower my teams by cultivating a workplace culture where people feel supported, valued and equipped to deliver exceptional hospitality. When team members have clarity, confidence and a sense of belonging, they naturally extend that same care to guests and clients. I focus on fostering trust, psychological safety and open communication so every voice is heard, and every contribution matters. By removing barriers, encouraging ideas and celebrating wins, I help each person feel connected to our purpose and confident in delivering memorable hospitality.
What could future generations learn from your journey?
Future generations can learn from my journey that success doesn’t come from knowing all the answers, but from staying curious enough to seek them out. Curiosity has guided my growth, opened opportunities and helped me navigate challenges with confidence. You don’t need to have everything figured out—you just need to know where to look, who to ask and be willing to keep learning. When you lead with curiosity and remain open to possibility, you build a career shaped by growth, adaptability and meaningful impact.
Jenny M. Ramos
director, events & catering, El Conquistador Resort
What are three words that fueled your hospitality career momentum?
Service. Smile. Anticipate.
What was your biggest win this year?
I am pleased to have the opportunity to share the extensive experience I have gained throughout my career with my new team. My goal is to impart these insights to support our collective growth and success.
What is one way you’ve empowered your teams and/or participants?
I believe that a significant portion of becoming a proficient Event Manager involves hands-on training. Utilizing real-time situations and practical examples to determine the best course of action provides staff with the necessary confidence to handle similar scenarios in the future.
What could future generations learn from your journey?
Reflecting on my professional journey, there are two core principles I hope to impart to future generations: maintaining a genuine passion for one’s work and remaining consistently open to learning. These qualities have been foundational to my growth, and I believe they are essential for long-term success and fulfillment.
Jerusha Rasmijn
director, Aruba Convention Bureau, Aruba Tourism
What are three words that fueled your hospitality career momentum?
Led. Elevated. Welcomed.
What was your biggest win this year?
I led the Aruba Convention Bureau team in advancing sustainable practices that protect our island and elevate Aruba’s MICE industry. Together, we launched a CSR campaign inspiring companies to take meaningful action, promoted diverse experiences and created inclusive opportunities for all partners. By strengthening partnerships with local hotels, DMCs and community organizations, we showcased Aruba’s cultural and environmental heritage and set a new benchmark for collaborative, responsible tourism leadership.
What is one way you’ve empowered your teams and/or participants?
I inspire and empower my team by sharing information transparently, inviting everyone to contribute and championing new ideas. I listen to diverse perspectives, encourage collaboration and foster ownership of initiatives. By recognizing contributions and supporting innovation, my team thrives, delivering impactful results that elevate Aruba’s MICE industry while advancing sustainable, inclusive and forward-thinking practices.
What could future generations learn from your journey?
After 36 years in the Tourism Industry and at the Aruba Tourism Authority, I hope future generations learn that passion and dedication make every day meaningful. Embrace lifelong learning, love what you do and care deeply for your people, partners and community. By nurturing relationships, celebrating your island and leading with heart, you can inspire others, create lasting impact and help elevate an entire industry with collaborative and inclusive leadership.
Mikki Reitano Walls
national sales director, Discover Puerto Rico
What are three words that fueled your hospitality career momentum?
Move. GoBeDo. Serve.
What was your biggest win this year?
I secured 11,000 room nights with one group for the Island of Puerto Rico.
What is one way you’ve empowered your teams and/or participants?
Stick with it and show up! Like with many things, working out, meetings, travel and events, if you keep showing up, your consistency will shine through. I believe that when things are difficult, you want to give up, but you have to keep your commitments. With the help of our sales leadership, our team has mastered this.
What could future generations learn from your journey?
My hospitality career has spanned over 37 years. What an inspiring and fruitful way to grow, meet people, travel and help others in a meaningful way. Hard work will organically take you up the ladder to endless opportunities. My years in hotels and CVBs/DMOs have enabled me to build a rewarding career, full of lifelong friendships and flexibility that no other industry offers.
Tia Robbins
destination sales manager, Visit Pensacola
What are three words that fueled your hospitality career momentum?
Advocate. Connect. Amplify.
What was your biggest win this year?
One of my biggest wins this year was helping planners see Pensacola differently—beyond the beach and creating impact that benefited both visitors and the local community. Through intentional relationship-building, I connected Jared Li from the Institute for Human and Machine Cognition (IHMC) with the Metal Treating Institute (MTI), resulting in his being booked to speak at two MTI programs this year. That connection highlighted Pensacola’s thought leadership while adding meaningful value to the meetings themselves. In parallel, I supported site visits, FAMs and conferences that showcased Pensacola’s walkability, culture, local partnerships and people. For me, the win wasn’t just bookings; it was building trust, opening doors and positioning Pensacola as a premier Tier Two meetings destination.
What is one way you’ve empowered your teams and/or participants?
I empower teams and participants by being a collaborative and dependable team player. While I don’t lead a team, I work closely within one and focus on sharing insights, aligning partners and making sure planners and colleagues have what they need to be successful. I naturally connect people to resources, speak up for good ideas and support the group however I can. By showing up consistently and following through, I help the work move forward and contribute to strong outcomes for everyone involved.
What could future generations learn from your journey?
Future generations can learn that success doesn’t have to follow a straight path. My journey shows that staying grounded in your purpose, building genuine relationships and showing up consistently matter more than titles or timelines. When you lead with integrity, stay connected to your community and are willing to speak up for yourself and others, doors begin to open.
Karla Saldana
national sales manager, MGM Resorts
What are three words that fueled your hospitality career momentum?
Authenticity. Connections. Tenacity.
What was your biggest win this year?
My biggest win in 2025 was proving to myself that I can perform at the highest level of my career while navigating one of the most difficult personal challenges of my life.
Achieving my strongest production year while battling a Hyperemesis Gravidarum (HG) pregnancy wasn’t just a professional milestone, it was a testament to resilience. HG is physically debilitating, and there were many days when simply getting through the morning required extraordinary effort. Yet I showed up every single day. I worked full time, managed client relationships, negotiated contracts and remained focused on closing business.
While there wasn’t just one single win this year, personally welcoming a healthy baby girl was the greatest win of my life. One day, I’ll get to tell her the story of resilience, and the strength she helped me discover.
What is one way you’ve empowered your teams and/or participants?
One way I’ve empowered our teams is by challenging the mindset of “This is how we’ve always done it. I take the lead in creating space for honest conversations about what’s working, what isn’t and how we can level up. I promote solution-oriented thinking, and push us to look at challenges as opportunities. Most importantly, I cheer on team members to speak up, to bring forward ideas and to take ownership of improving our processes.
What could future generations learn from your journey?
Be humble, put in the work and be yourself while doing it. Authenticity isn’t just cute, it’s powerful! When you own who you are, doors open, rooms shift and people remember you. You don’t have to shrink to succeed. Take up space, and make it yours.
Jessie Shelby
general manager, Hyatt Centric Downtown Nashville
What are three words that fueled your hospitality career momentum?
Strategic. Innovative. Motivating.
What was your biggest win this year?
My biggest win of the year was being recognized as “Best in Class Hotel” within Hyatt’s Lifestyle Division. This award reflects the dedication and passion of our entire team in delivering outstanding guest experiences, achieving strong financial performance and fostering a workplace where every colleague feels valued and empowered.
What is one way you’ve empowered your teams and/or participants?
One of the key ways I empower my team is by active listening and taking meaningful action. I’m committed to creating a positive, welcoming workplace where everyone feels comfortable speaking their mind and sharing their ideas. Mutual respect is at the center of our culture. When colleagues feel valued, supported and genuinely cared for, they are able to bring their best selves to work.
What could future generations learn from your journey?
Others can learn from my journey that hospitality is far more than a job; it’s a lifelong career path filled with limitless opportunities, no matter where you begin.
Hospitality teaches resilience, empathy, business acumen, teamwork and the ability to connect with people.
My story proves that when you commit to learning, embrace challenges and stay dedicated to serving others, you can discover possibilities you never imagined.
Pamela Traficanti, CTA
national sales manager, Pamela Traficanti
What are three words that fueled your hospitality career momentum?
Collaboration. Partner. Passion.
What was your biggest win this year?
Getting the HSMAI -Arizona Chapter’s 2025 Hospitality Sales Professional of the Year, awarded by my peers, is a huge honor and humbling!
What is one way you’ve empowered your teams and/or participants?
I truly believe in collaboration with both my clients and hotel/destination colleagues! Working together creates lifetime winning relationships!
What could future generations learn from your journey?
Remember, we are all connected; one never knows who knows whom! Therefore, the colleague or client you don’t like today may be someone you need on your side in the future. Selling in our meeting/convention world, we don’t just sell guest rooms and meeting space. We are selling memories that create stories as well as economic impact for our companies and destinations.
Mercedes Williams, MBA
associate director of corporate sales, Houston First Corporation
What are three words that fueled your hospitality career momentum?
Connect. Anticipate. Execute.
What was your biggest win this year?
My biggest win was helping deliver thoughtful, high-quality experiences across all of my accounts that made clients feel genuinely welcomed, seen, and valued—while also driving measurable results for our partners. This year, I became much more intentional about balancing the heart of hospitality with strategic outcomes, ensuring that every interaction had both purpose and impact. That balance felt like a real breakthrough for me, and it reinforced that leading with authenticity and data together creates stronger, more sustainable partnerships.
What is one way you’ve empowered your teams and/or participants?
I empower participants by intentionally creating spaces where their voices are not only heard, but truly valued. That means designing experiences with representation, access and opportunity at the forefront, and being thoughtful about who is at the table and how they’re able to engage. When people feel seen, included and supported, they’re more willing to contribute, collaborate, and show up fully—and that’s when experiences become both meaningful and transformative.
What could future generations learn from your journey?
Future generations can learn that success isn’t always linear, and that the twists, pauses and setbacks along the way are often where the most meaningful growth happens. Staying curious, being willing to pivot and remaining open to learning allowed me to adapt rather than stall when plans changed. Most importantly, trusting that consistency and integrity would carry me through moments of uncertainty taught me that how you move through challenges matters just as much as the outcome. Over time, those values create opportunities, credibility and impact that last far beyond any single win.
Carolyn Yim, CMP
director of sales & marketing, Grand Bay Hotel San Francisco, Crescent Hotels & Resorts
What are three words that fueled your hospitality career momentum?
Develop. Inspire. Lead.
What was your biggest win this year?
My biggest win this year was not a single deal closed, a revenue milestone achieved or a strategy launched—although all of those followed. My biggest win was developing a high-performing team that met and exceeded expectations while building trust, confidence and momentum in a highly competitive and evolving hospitality landscape.
When I stepped into my role, the team was facing familiar industry challenges: turnover, compressed booking windows, heightened client expectations and the need to do more with fewer resources. Rather than focus first on numbers, I focused on people. I believe deeply that sustainable results come from engaged, empowered teams who understand not only what they are doing, but why it matters.
My first priority was to create clarity—clear expectations, clear goals and clear accountability—while fostering a culture of trust. I met individually with each team member to understand their strengths, career aspirations and obstacles. These conversations weren’t check-the-box exercises; they were foundational to rebuilding trust and demonstrating authenticity as a leader. I wanted the team to know that their growth mattered as much as the outcomes they produced.
From there, I leaned heavily into mentorship. I coached managers on how to think strategically, not just tactically. We focused on elevating conversations with clients, anticipating needs rather than reacting and using data to tell a compelling story. I encouraged curiosity, ownership and collaboration—across departments and across properties—so the team could operate as one cohesive unit rather than in silos.
Equally important was modeling leadership through consistency and transparency. I showed up prepared, communicated openly about challenges and celebrated wins—both large and small. I held myself to the same standards I expected from my team. In an industry that moves fast and demands resilience, authenticity became a competitive advantage. People knew where they stood, trusted the direction we were heading and felt safe bringing forward ideas and concerns.
The results spoke for themselves. The team not only met expectations but exceeded them—driving strong pace, outperforming prior year benchmarks and strengthening our prospect funnel for future years. Productivity increased, turnover decreased and collaboration with operations and ownership improved significantly. Feedback consistently reflected confidence in the team’s professionalism, responsiveness and strategic partnership.
Perhaps most meaningful to me was watching individual team members step into their potential. Managers grew into leaders. New hires ramped up quickly because they were supported, coached and set up for success. Several team members took on expanded responsibilities and demonstrated readiness for their next career steps. Knowing that I play a role in accelerating their growth is always the most rewarding outcome in this job.
This win reinforced my belief that leadership is not about being the loudest voice in the room—it’s about creating an environment where others can thrive. In hospitality, where relationships are everything, the ability to mentor, empower and lead authentically has a ripple effect that extends far beyond a single property or performance period.
Developing a high-performing team that exceeded expectations was my biggest win this year because it created lasting impact. It strengthened our business, elevated our client experience and—most importantly—built leaders who will continue to drive success well into the future.
What is one way you’ve empowered your teams and/or participants?
One of the most impactful ways I’ve empowered my team is by creating a culture where it is safe to make mistakes—and expected that we learn from them.
In a highly dynamic hospitality environment, the fear of getting something wrong can prevent people from thinking creatively, taking ownership or stepping into leadership moments. I encourage my team to make informed decisions, take calculated risks and trust their judgment, knowing they will be supported even when outcomes are not perfect.
When mistakes happen, we focus on learning rather than blame. We openly discuss what worked, what didn’t, and how we can apply those lessons moving forward. This approach builds confidence, accountability and resilience. Team members become more decisive, more innovative and more invested in outcomes because they know their growth is valued as much as the result.
By giving my team permission to learn through experience, I’ve seen individuals develop stronger problem-solving skills, and emerge as leaders. Empowerment, to me, means trusting people to grow—and standing behind them as they do.
What could future generations learn from your journey?
Future generations can learn that leadership rooted in authenticity and trust creates lasting impact. By investing in people, embracing learning through experience and leading with integrity—even during uncertainty—leaders can build teams and cultures that outperform expectations while staying true to their values.
Karen Carini, CITP
director, business development, Tourism Calgary / Banff & Lake Louise Tourism
What are three words that fueled your hospitality career momentum?
Connected. Driven. Enterprising.
What was your biggest win this year?
My biggest achievement in 2025 was persevering. In a year filled with constant shifts and uncertainty, promoting international meetings and events required resilience, creativity and steady optimism. Persevering wasn’t passive; it meant adapting quickly, supporting partners, clients and our leadership with clarity and understanding. It required finding new ways to maintain momentum despite the challenges. Enduring 2025 wasn’t just about getting through it; it was about staying committed, adaptable and focused on moving forward, setting us up for future success.
What is one way you’ve empowered your teams and/or participants?
One way I’ve empowered others this year is by creating a partnership where my colleagues feel confident taking initiative and contributing their own ideas. While I don’t lead a formal team, I work closely with support partners, and I make a point of sharing context, encouraging their perspectives and giving them ownership of key pieces of our work. I’ve found that when people feel trusted and included, they bring forward their best ideas.
What could future generations learn from your journey?
If there’s one message I hope future professionals take from my journey, it’s that every career path is unique, and success is ever evolving. It’s what you make of the experience. Thoughtful risks, continuous learning, authentic connections and confidence in your purpose can guide you toward a career that is both fulfilling and impactful. Be grateful for every step forward, backward, or sideways and cha-cha-cha.
Adrienne Forrest
senior vice president, corporate sales, Citizen Watch America
What are three words that fueled your hospitality career momentum?
Initiated. Championed. Outperformed.
What was your biggest win this year?
My biggest win this year is that the category of watches and timepieces is now in trend as a key gifting choice. Further, I am pleased that I consistently am being told that I can react so quickly, even when we get last minute requests for gifting opportunities. Lastly, I am thrilled that we are getting a younger consumer to select watches.
What is one way you’ve empowered your teams and/or participants?
I believe I have empowered others by sharing my knowledge and lessons learned over the years.
I create a supportive and open environment where they feel comfortable sharing their thoughts and challenges and where people can be at their best.
I enjoy supporting each of my team members behind the scenes, trusting in their abilities and fostering confidence within them through positive words of encouragement.
I encourage people to express their ideas and perspectives, knowing that their input is valued and respected.
What could future generations learn from your journey?
Having worked so long in the watch business, in what was always a traditionally male dominated industry, I have found that my staying power is linked to my work ethic of being focused, honest, transparent and passionate about what I do.
Debra Goodman
senior national sales manager, Kindred Resort
What are three words that fueled your hospitality career momentum?
Authenticity. Tenacity. Passion.
What was your biggest win this year?
My biggest win this year was the growth I experienced while building from the ground up. In my last role as group sales manager for a new property, I was responsible for creating the story, establishing market presence and generating interest from scratch. That process requires persistence, strategic outreach and consistent follow-through, especially when brand awareness is still developing.
Despite those challenges, I booked 56 new meetings in eight months. More importantly, it strengthened my confidence, resilience and passion for delivering results. It reinforced that with the right strategy and consistency, strong momentum can be built, even in a brand-new environment. This success fueled my passion to do it all over again in my new position at Kindred Resort.
What is one way you’ve empowered your teams and/or participants?
One way I’ve empowered my team was by creating structure and clarity during the launch phase of a new property. In an environment that can often feel uncertain or uncomfortable, I intentionally fostered a space where we could brainstorm, openly share challenges and take a collaborative approach to problem-solving.
By encouraging open communication and teamwork, especially within a newly formed team, we built synergy and trust. That foundation was imperative to driving performance, strengthening accountability and ultimately positioning us for success.
What could future generations learn from your journey?
I think one of the biggest lessons future generations could learn from my journey is the value of building strong foundations. In roles where I was launching a new property, success didn’t happen overnight. It required patience, consistency and the willingness to show up every day with purpose, even when results weren’t immediate.
I’ve learned that sustainable success comes from clarity of vision, collaboration and resilience through uncertainty. If there’s one takeaway, it’s that growth takes time, but with strategy, passion and persistence, you can build something meaningful from the ground up.
Nicole Kinan
business development manager, Swingers – The Crazy Golf Club
What are three words that fueled your hospitality career momentum?
Cultivate. Empower. Transform.
What was your biggest win this year?
My biggest win this year was the exhilarating launch of Swingers Las Vegas. Bringing crazy golf to the Strip was SO fun; it pushed me to learn, pivot and grow in ways I never expected. I also hit a sales milestone by relentlessly prospecting and capitalizing on my LinkedIn presence and past client relationships to elevate our brand and secure key partnerships. I managed to crush my professional goals while maintaining an incredible work-life balance, ensuring I was fully present for my two children!
What is one way you’ve empowered your teams and/or participants?
I empowered my team by fostering a culture of self-belief, encouraging each individual to recognize their unique potential and capitalize on their strengths.
What could future generations learn from your journey?
To the future generations: never give up, shoot for the stars and don’t let anyone tell you that you can’t!
Andrea Dodson, CIS
assistant director of sales, Hotel del Coronado
What are three words that fueled your hospitality career momentum?
Relationships. Trust. Discipline.
What was your biggest win this year?
Leading a primarily new team of national sellers to achieve crossover goals while still maintaining and crushing individual revenue targets in my incentive market.
What is one way you’ve empowered your teams and/or participants?
I have encouraged our sellers to take more calculated risks, trust the process and keep the drive to continue to push the envelope to sell beyond their goals. I am pushing the team to understand setbacks as temporary and not defining.
What could future generations learn from your journey?
Relationships do matter. Keep the discipline to push forward without instant results. Persistence and optimism will win most every time.
Renee McGinnes
executive director of venue sales and events, Reno-Sparks Convention and Visitors Authority
What are three words that fueled your hospitality career momentum?
Trust. Elevate. Inspire.
What was your biggest win this year?
My biggest win this year was leading our team through a record-breaking milestone: successfully selling and servicing 405 events across our venues, from 100 to 30,000 guests, while maintaining a 96% client satisfaction score. This achievement was possible because our team stayed aligned, committed and focused on shared goals. Together, we proved what collaboration, resilience and a collective dedication to excellence can accomplish. Our success wasn’t just in the numbers; it was in the strength of our teamwork.
What is one way you’ve empowered your teams and/or participants?
I empower my team by sharing knowledge and by listening—truly listening—to what they need to feel supported and inspired. When we exchange skills and experiences, we unlock new perspectives and build mutual respect. Our work demands long hours and navigating high-pressure moments, but trust, humor and a willingness to step in for one another make all the difference. When we operate as a unified team, we don’t just manage challenges, we rise above them together.
What could future generations learn from your journey?
Future generations can learn that hospitality is both a calling and a craft. For those who love serving others, it is one of the most rewarding paths you can pursue. This industry has taught me to de-escalate challenges, create meaningful “wow” moments through creative problem-solving and communicate with empathy and intention. These skills extend far beyond the workplace. At its core, hospitality is about making people feel valued and cared for, because how you make someone feel is what they remember most.
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