Jon Brown, CMP, DMCP
director, business development, LEO Events
What are three words that fueled your hospitality career momentum?
Builds. Develops. Champions.
What was your biggest win this year?
Continuing to grow our strategy around positioning LEO Events as a leading woman-owned agency helped place us in front of Fortune 500 companies as a trusted partner, opening doors and giving us a seat at tables we historically haven’t accessed. This visibility drove increased inbound RFPs through corporate portals and strengthened our position in competitive bids. It allowed us to showcase our capabilities, expand our reach and compete more effectively. Our WBE status isn’t just a credential; it’s a strategic advantage that actively fuels business growth and opportunity.
What is one way you’ve empowered your teams and/or participants?
Encouraging my colleagues to be intentional about building teams that don’t all look the same. This isn’t just about optics; it fosters diverse thought and drives better client service. Hiring for diversity is only the first step; sustaining it means creating growth opportunities for women and diverse talent and promoting inclusive representation at all levels. At this year’s company retreat, we hosted a Minority Happy Hour to celebrate diversity, provide safe spaces and highlight colleagues’ contributions. As a women-owned agency in a largely female-driven industry, we’re excited to keep building an environment where everyone thrives.
What could future generations learn from your journey?
Be patient, commit to the work and find environments where you are celebrated. I often see the next generation trying to skip steps, but real progress takes time. Invest in building your foundation, seek out mentors and industry peers you can learn from and actively network by attending events and engaging with your community to be encouraged. Avoid rushing the process; the steady effort you put in today creates the groundwork for the opportunities you’ll want in the future.
Stuart Butler
CEO, Butler Seattle & Events
What are three words that fueled your hospitality career momentum?
Showed up and listened.
What was your biggest win this year?
My biggest win of 2025 has been becoming a better version of myself. I’m learning to let go of old ideas of who I was and focus on who I want to be more present, intentional and grounded. Watching my grandson grow in his second year has inspired me to stay curious and keep that sense of wonder alive. I’m grateful for 31 years in business with my brother, for our team and for the chance to mentor and create positive ripples in our community. Here’s to leading with connection, gratitude and purpose.
What is one way you’ve empowered your teams and/or participants?
I empower my team by giving them space, space to think, to try, to question and to lead. When people feel trusted, they step into their own potential. My role is to listen, remove barriers and create an environment where ideas can surface and individuals feel seen. Sometimes empowerment is simply recognizing someone’s strengths and letting that acknowledgment ripple outward. Those small moments build confidence, a sense of ownership and a stronger, more connected team.
What could future generations learn from your journey?
Growth never stops. I’ve learned to let go of old versions of myself and focus on who I want to become: more present, intentional and connected. They could see the power of elevating others, creating space and recognizing people in small but meaningful ways. Every action, every kindness, every bit of hospitality creates impact. That’s the lesson I hope endures.
Eduardo Chaillo, CMP, CMM, DES
global general manager, LATAM, Maritz
What are three words that fueled your hospitality career momentum?
Community. Credibility. Professionalism.
What was your biggest win this year?
Being recognized by FIEXPO Group for my professional trajectory (June 2025).
What is one way you’ve empowered your teams and/or participants?
Most of the members of my previous teams (especially at the Mexico Tourism Board) are now global and regional leaders in amazing companies/organizations within our industry.
What could future generations learn from your journey?
Learn to say no, education/professional growth is something you need to do permanently throughout your career, empower your team members, always help new generations and answer efficiently every message you get (no matter from whom).
Elliott L. Ferguson, II
president & CEO, Destination DC
What are three words that fueled your hospitality career momentum?
Anticipation. Adapt. Persist.
What was your biggest win this year?
Leading our organization through an unprecedented period of uncertainty, navigating a government shutdown and the presence of the National Guard, while staying focused on our mission to drive economic development through visitation to Washington, DC. We continued to serve stakeholders, host meetings, support hospitality workers and showcase our city’s neighborhoods and attractions as essential economic drivers. At the same time, we continue to strengthen the long-term health of our industry by advancing NEXTDC, Destination DC’s partner nonprofit, investing in and growing a local, diverse workforce pipeline that connects DC students to education and careers in hospitality and tourism.
What is one way you’ve empowered your teams and/or participants?
I empower my team by fostering an environment that encourages intergenerational communication where experience and new perspectives are equally valued. I promote open feedback, honest dialogue and shared ideation so individuals from all backgrounds feel confident contributing ideas and are invested in the organization’s growth and success. I am also committed to advancing DEI by ensuring our team, programs and opportunities reflect and elevate the full diversity of our community.
What could future generations learn from your journey?
My journey as a Black man in the tourism industry has meant that I’m often in a space where people don’t necessarily look like me. My leadership is grounded in perseverance, integrity and staying true to my convictions. By leading with authenticity and not being afraid of uncomfortable conversations, I let my values guide every decision. I believe it is never too early or too late to mentor others and invest in their growth.
Rudy Garza, CITP, IP
president & CEO, Brightspot Incentives & Events
What are three words that fueled your hospitality career momentum?
Lead. Elevate. Cultivate.
What was your biggest win this year?
My biggest win this past year was stepping into the president and CEO role while continuing to build an organization where women lead at every level. Brightspot has long been a female-majority workforce, and today more than half of our senior leadership team—and the vast majority of our program & sourcing managers—are women. I am especially proud that we backfilled my former Operations role with the first female vice president in Brightspot’s history. That milestone reflects years of intentional leadership development, succession planning and a deep commitment to advancing smart, capable women into strategic decision-making roles.
What is one way you’ve empowered your teams and/or participants?
I focus on creating clear pathways for women to move from execution to influence—both inside our organization and across the industry. Empowerment is about more than just encouragement alone; it’s about access, visibility and accountability. At Brightspot, women help shape our company direction, lead our brand strategy and marketing initiatives, direct our sourcing efforts and manage complex programs. We also strongly promote service within industry organizations like the Incentive Research Foundation, SITE, MPI, and others—ensuring our female leaders have a voice beyond our walls, with opportunities to step into broader leadership roles. These internal & external platforms multiply their impact & help to shape our industry.
What could future generations learn from your journey?
Any success that I have experienced has been the result of mentors who invested in me and teams who trusted me—and never from individual effort alone. The most meaningful impact has come from putting people first and leading by example. For future generations of women, I would offer this guidance: Pursue excellence with confidence, seek leaders who will advocate for you and emulate the leadership traits you admire in others. Then, become a leader who champions others and lifts others as you rise. In short, strive to become a servant leader. It requires intentionality and discipline, but the impact is lasting & deeply worthwhile.
Edward Kirby
sales executive, Visit Henderson, NV
What are three words that fueled your hospitality career momentum?
Connect. Serve. Elevate.
What was your biggest win this year?
One of the biggest wins this year has been witnessing and contributing to our city’s tourism-driven growth. Major investments signal long-term confidence in our destination, including the M Resort’s expansion with a new tower and additional meeting space—bringing the property to more than 775 rooms and 100,000 sq. ft. of meeting space.
Green Valley Ranch’s $200 million renovation, along with significant remodels at Hilton Lake Las Vegas and Westin Lake Las Vegas, further elevate our market. In addition, construction has begun on a 160,000-square-foot indoor sports field house, set to open in September 2026, expanding our ability to attract tournaments, events and year-round visitation.
What is one way you’ve empowered your teams and/or participants?
One of the most meaningful ways I empower my teams and participants is by creating an environment where every idea is welcomed and respected. I believe great outcomes come from collaboration, not hierarchy, and I make a conscious effort to listen first and never dismiss different perspectives.
By leading with positivity and accountability, I strive to be a role model who reinforces that success is not about individual recognition, but about what we can achieve together. When people feel heard, valued and trusted, they are more confident contributing, taking ownership and growing.
What could future generations learn from your journey?
It requires consistency, passion and respect. I began my career as a bellman, valet and server, and worked my way up by showing up every day with a strong work ethic and a genuine love for hospitality. By building meaningful relationships, staying consistent and treating everyone with respect, opportunities followed. When people see your passion and commitment to others, they recognize it—and doors open.
Joe Marcy, CMP Fellow, CITP, CMM
director, business development, See Monterey
What are three words that fueled your hospitality career momentum?
Connect. Elevate. Serve.
What was your biggest win this year?
I’m proud to serve my community and advance the meetings and events industry while keeping my partner and family at the center of everything I do. It’s a privilege to lead business development for See Monterey, chair a Manhattan Beach Commission and serve as vice chair of the MPI Foundation Global Board of Trustees—roles that allow me to create impact both locally and globally.
My leadership journey was shaped first at home by my parents, who instilled in me a strong work ethic, integrity and the belief that service to others matters. Professionally, it was strengthened by empowering women leaders who invested in me early in my career. They recognized potential, opened doors and modeled inclusive leadership. Their influence drives my commitment to lift others as we rise, create space for diverse voices and ensure mentorship and opportunity remain central to how I lead.
What is one way you’ve empowered your teams and/or participants?
By cultivating a culture of active listening, strategic collaboration and professional development. In Monterey County, we prioritize understanding planner needs and customizing solutions that exceed expectations—from sustainable initiatives to immersive local experiences. We champion ongoing education, teamwork and open dialogue that enable individuals to lead initiatives confidently and contribute meaningfully to group business success. This approach has strengthened relationships, elevated our destination’s presence and inspired others.
What could future generations learn from your journey?
Future generations can learn that leadership in the meetings and events industry is rooted in empathy, resilience and lifelong learning. My journey demonstrates the value of building deep relationships, investing in professional credentials and embracing innovation while honoring local experience and sustainability. Whether crafting impactful events or elevating a destination brand, success comes from collaboration, listening to diverse perspectives and elevating others so that our industry continues to grow responsibly and creatively.
Gary Murakami
CMP Fellow, CMM, DES
vice president of sales & industry relations, Teneo Hospitality Group
What are three words that fueled your hospitality career momentum?
Connect. Advocate. Elevate.
What was your biggest win this year?
My biggest win was using positions of influence to create pathways and opportunities for others. Through global volunteer leadership on multiple industry boards simultaneously, active DEI committee work shaping more inclusive practices, foundation efforts focused on access and scholarships, and helping revitalize a chapter of a major incentive association to strengthen community and local industry impact, I worked to advance more inclusive leadership and participation.
At a time when DEI efforts face increasing headwinds, continuing to lead—particularly through board chair service within an LGBTQ+ organization and these volunteer leader roles in others—has reinforced the importance of expanding access, visibility and leadership pathways for women and other underrepresented voices across our industry.
What is one way you’ve empowered your teams and/or participants?
I empower teams and individuals in our industry by creating environments grounded in trust, authenticity and access. I encourage people to show up as they are, challenge assumptions and contribute ideas with confidence. By actively listening, opening doors to leadership and opportunities for increased visibility, and advocating for broader representation—particularly for women and historically underrepresented voices—I help people recognize their value and potential. Empowerment, to me, is about removing barriers so others can lead, influence and thrive in their own voice.
What could future generations learn from your journey?
Future generations can learn that success is not defined solely by titles or accolades, but by the impact you create for others along the way. Allyship is a continuous practice rooted in continued learning, listening and action.
I’ve learned that progress happens when leaders use their influence to expand access, champion equity and inclusion, and elevate voices—especially those of women and underrepresented communities—whose perspectives strengthen our industry. When we lead with courage, empathy and accountability, we create spaces where more people can belong and succeed.
Tom Noonan
president & CEO, Visit Austin
What are three words that fueled your hospitality career momentum?
Mentor. Seize opportunities. Take risks.
What was your biggest win this year?
My most significant achievement was the successful launch of the Austin Tourism Public Improvement District (TPID), a pivotal milestone for local economic infrastructure. Parallel to this, our team worked closely with the Convention Center team on the strategic closure of the Austin Convention Center (CC).
Recognizing the potential for economic disruption, Visit Austin spearheaded a comprehensive mitigation plan to offset revenue and engagement losses during the transition. Balancing the high-stakes launch of the TPID with a proactive defense strategy for the CC closure ensured long-term stability for our stakeholders and demonstrated a dual focus on growth and risk management.
What is one way you’ve empowered your teams and/or participants?
I empower my team by fostering an environment of autonomous accountability. I move beyond a standard “open-door policy” to champion a collaborative leadership style rooted in mutual trust and open dialogue. By intentionally avoiding micromanagement, I provide my team with the agency to own their projects and solve complex problems independently. This approach doesn’t just improve efficiency; it builds professional confidence. I view my role not as a gatekeeper, but as a facilitator who clears obstacles so my team can execute their best work with full ownership of the results.
What could future generations learn from your journey?
The core lesson of my journey is that bold initiative is the primary engine of professional growth. Future leaders should not hesitate to embrace radical shifts or daunting challenges; the moments that feel most intimidating are often those that lead to the most significant career breakthroughs. I’ve learned that intentionally stepping beyond your current boundaries is what unlocks previously invisible opportunities. However, this courage should be paired with strategy. Be mindful and deliberate about building your career—don’t just wait for doors to open; actively cultivate the expertise and vision that allow you to drive the transition when they do.
Milton Segarra, CDME
president & CEO, Discover The Palm Beaches
What are three words that fueled your hospitality career momentum?
Passion. Innovation. Caring.
What was your biggest win this year?
This year’s greatest win was witnessing my team transform from a group of talented individuals into a connected, purpose-driven force. We aligned around one vision, one goal and one shared “why.” It was rewarding to see how that clarity carried us through challenges that could have divided us, but instead, united us.
The trust we built became the foundation for a year of extraordinary achievement. Our success wasn’t just measured in collective strength. It also contributed to continued growth in visitation and economic impact at a time when many destinations were facing headwinds. It was a reminder that when a team is united in purpose, even challenging environments can become opportunities for meaningful progress.
What is one way you’ve empowered your teams and/or participants?
I empower my team by showing up as both mentor and catalyst. Someone who listens, removes roadblocks when I can and encourages people to grow into their own leadership.
One of the moments I’m most proud of was helping a department evolve from traditional ‘community engagement’ into true ‘destination stewardship, where residents are valued just as much as visitors. That shift opened the door for new ideas and helped us become a model for what DMOs can be.
At the end of the day, my goal is simple: to create an environment where people feel supported and inspired to shape the future in their own way.
What could future generations learn from your journey?
My journey shows that leadership is an ongoing path built on resilience and purpose. I hope future generations see that I never stopped moving forward, even when the way wasn’t clear. Real progress often comes from staying grounded and putting others first. If they take anything from my story, I hope it’s this: Lead with heart, stay curious, lift others as you climb and trust that perseverance creates lasting impact.
Tony Yousfi, CMP
chief sales officer, Venetian Resort Las Vegas
What are three words that fueled your hospitality career momentum?
Transform. Inspire. Empower.
What was your biggest win this year?
A transformative three‑year initiative, concluding in 2026, encompassing the full refresh and redesign of one million sq. ft. across five floors of meeting space—including a new, 10,000‑square‑foot concept that will redefine luxury within the global MICE market.
What is one way you’ve empowered your teams and/or participants?
I empower my teams by giving each person full ownership of their territory or vertical, encouraging them to operate as true business leaders. They’re free to build their personal brand while elevating our company’s presence, with me serving as a strategic advisor and partner along the way. My goal is to create the space and support for them to grow into the executives they aspire to become.
What could future generations learn from your journey?
Future generations can learn that you can’t shortcut hard work. I began my career as the first male secretary in convention services and, through dedication and resilience, rose to become chief sales officer of one of the world’s largest hotels—featuring 7,100 suites and 2.2 million sq. ft. of meeting space. My journey shows that when you commit, stay curious and embrace every opportunity, you can build a career beyond what you ever imagined.
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