Hilina D. Ajakaiye MBA, CDME
chief strategy officer, National Coalition of Black Meeting Professionals
What are three words that fueled your hospitality career momentum?
Advocated. Built. Elevated.
What was your biggest win this year?
My biggest win this year was leading with clarity and courage during a period of significant transition—building trust, strengthening governance and aligning people, strategy and purpose. I helped advance inclusive leadership and economic impact across tourism, meetings and community development by forging strategic partnerships, elevating underrepresented voices and translating vision into action. The result was not just progress on paper, but renewed momentum, accountability and confidence in the work—proof that sustainable success in hospitality is built by centering people while delivering results.
What is one way you’ve empowered your teams and/or participants?
I empower teams and participants by creating environments where people feel trusted, heard and equipped to lead. I’m intentional about transparency, shared decision-making and connecting individual roles to a larger purpose. By investing in mentorship, clear expectations and access to opportunity, I’ve seen teams step into ownership, elevate their voices and deliver stronger outcomes. Empowerment, to me, isn’t symbolic—it’s structural, and it shows up in how people grow, contribute and lead with confidence
What could future generations learn from your journey?
Future generations can learn that leadership is not about titles, but about courage, integrity and consistency. My journey shows that you can lead with both conviction and compassion, challenge systems while building bridges and create impact without losing yourself in the process. Progress often requires audacity—especially when your voice isn’t the loudest in the room—but staying grounded in purpose, values and service makes the work meaningful and lasting.
Pamela Brunson
president, Wolfgang Puck Catering
What are three words that fueled your hospitality career momentum?
Curiosity. Connection. Gratitude.
What was your biggest win this year?
2025 presented significant challenges, in particular, the impact of the Los Angeles fires on many of our communities, team and clients. By focusing on hospitality during difficult moments and making incremental improvements across all aspects of our operations, our team finished the year energized and positive!
What is one way you’ve empowered your teams and/or participants?
I am committed to helping our team (and our industry community) see the bigger picture so that they feel confident that they are making good decisions. Finding a way to spark curiosity and a growth mindset for different types of people is magic! Learning and development around communications and feedback, as well as hospitality and technical skills, are key to our wonderful leadership growth-from-within.
What could future generations learn from your journey?
Ask questions, and ask for opportunities in areas you’d like to explore outside your current scope. Make connections inside and outside of your organization to understand different perspectives. Definitely experiment with getting out of your comfort zone!
Vanessa Claspill
chief sales officer, Las Vegas Convention and Visitors Authority (LVCVA)
What are three words that fueled your hospitality career momentum?
Build. Lead. Inspire.
What was your biggest win this year?
Coming into my role at the LVCVA, I am most proud of the work we did to advance organizational alignment by clarifying roles, priorities and accountability across both DSO and Las Vegas Convention Center teams—strengthening key partnerships that expanded long-term growth for meetings and events.
What is one way you’ve empowered your teams and/or participants?
Equipped both the DSO and Convention Center teams with enhanced tools, data and context—enabling them to act decisively, own outcomes, with the mission to deliver better results for our clients and resort partners.
What could future generations learn from your journey?
This business is ultimately about people; listening first, building trust and creating experiences that leave a lasting impression. Staying curious about change, whether in customer expectations, technology or culture, allows you to remain relevant and lead with intention. Courage also matters: the courage to take smart risks, to speak with clarity, challenge the status quo and lead through both certainty and ambiguity.
Most importantly, success in this industry is never achieved alone. Investing in exceptional teams, strong partnerships and a vibrant community—like the one we’re fortunate to have in Las Vegas—creates impact that reaches far beyond any single role or title.
Meg D’Angelo, CIS
vice president, sponsorships, events and hospitality, Lincoln Financial
What are three words that fueled your hospitality career momentum?
Serve. Anticipate. Elevate.
What was your biggest win this year?
It has been a privilege to create exceptional and memorable experiences for Lincoln Financial’s C suite leaders, customers and employees through our hospitality and event programs, while elevating the Lincoln brand through strategic sponsorship initiatives. I am also deeply honored to have served as chair of the Financial and Insurance Conference Planners (FICP) association, as servant leadership reflects my core values. Having the opportunity to contribute in a meaningful way to an industry I love has had a profound impact on me, both personally and professionally.
What is one way you’ve empowered your teams and/or participants?
I empower my team by encouraging them to identify meaningful opportunities that enhance the participant experience. While it’s important to consider the needs of the full group, it’s equally essential to recognize those individual moments that can positively shape a person’s overall experience. Creating memorable, thoughtful touchpoints is at the heart of exceptional hospitality.
What could future generations learn from your journey?
Great events are built on thoughtful moments, so look for those unique, personalized touchpoints that elevate the experience and make every participant feel truly valued. Attention to detail is one of the biggest differentiators in delivering a seamless participant experience, so it’s essential to approach every element with care, precision and a strong service mindset.
Michelle Devine CDME, CMM, HMCC
vice president of sales, Visit Huntington Beach
What are three words that fueled your hospitality career momentum?
Growth. Connect. Empower.
What was your biggest win this year?
This year, my biggest win wasn’t just the numbers—it was watching our sales culture truly come together. We aligned ourselves around purpose, accountability and collaboration, not as buzzwords, but as everyday actions. Every strategy was grounded in how we show up for our clients and how we grow together long term.
By investing in our people and staying closely connected to the Huntington Beach community we’re proud to be part of, we didn’t just exceed our goals, we built stronger, more meaningful partnerships. What mattered most to me as a leader, though, was seeing the team take real pride in the momentum we created together.
What is one way you’ve empowered your teams and/or participants?
Empowerment, in my experience, comes from giving people the space to be heard and the trust to take ownership. I focus on removing obstacles, encouraging smart risks and creating space for honest dialogue. When people feel heard and supported, rather than managed to fit a mold, they step into ownership naturally. When transparency is prioritized and progress is recognized (and celebrated), people feel valued and confident, which naturally inspires them to step up and lead with purpose.
What could future generations learn from your journey?
Future generations can learn that success in hospitality and in leadership isn’t about titles, it’s about empathy and intention. Relationships matter. Listening matters. Staying curious, adaptable and people-focused will always outlast trends or titles. Growth isn’t linear, and not every season looks like success. You will learn through trial and error. But resilience, authenticity and a willingness to lift others as you grow will open doors you never expected.
Heather Dow, CPhT, CAE, CPC(HC), HPDE, HMCC
senior manager, Events & Management Plus Inc
What are three words that fueled your hospitality career momentum?
Build. Empower. Anticipate.
What was your biggest win this year?
My biggest win this year was collaboratively creating and delivering “In Her Own Words: Tea for Advocacy – Straight Talk, Strong Voices”. The event created a space where patient voices, particularly Jennifer Beatty’s, who is living with triple-negative inflammatory breast cancer (TNIBC), a rare and aggressive disease, were not just heard but centered.
The initiative intentionally brought together two communities that rarely intersect: meeting professionals and the Canadian Association of Pathologists (CAP-ACP), uniting advocates, physicians, clinicians and supporters around a shared purpose. In just eight weeks, the event raised $70,000 for TNIBC research, transforming lived experience into action and hope.
Seeing a patient’s story shape the conversation, mobilize new partnerships and drive meaningful funding was a powerful reminder that the most important wins are measured in human impact, not metrics alone.
What is one way you’ve empowered your teams and/or participants?
I empower my teams and participants by designing inclusive environments where leadership is shared, not hierarchical. I build strong processes and then give people the trust, tools and space to lead within them. This includes intentionally designing accessible events so everyone can participate fully, whether that is staff managing complex logistics, volunteers chairing initiatives or participants with lived experience sharing their voices on stage. When people feel prepared, supported and truly included, they step forward with confidence. That is when real and lasting impact happens.
What could future generations learn from your journey?
Future generations can learn that careers are rarely linear, and that volunteer work, curiosity and resilience matter more than titles. I did not start with a clear roadmap. I built my career through years of volunteer leadership before I ever realized it could become a profession. I said yes to opportunities before I felt fully ready, and trusted that learning would follow action. Leadership is not about control; it is about empathy, preparation and lifting others as you move forward. When you invest in community, stay open to growth and are willing to bet on yourself, impact follows, often in ways you could never have planned.
BJ Enright
CEO, Tradeshow Logic
What are three words that fueled your hospitality career momentum?
Innovate. Collaborate. Persevere.
What was your biggest win this year?
Tradeshow Logic becoming the U.S. subsidiary of Messe München—one of the premier exhibition companies in the world—is by far my biggest win this year, and arguably of my career. As a founder and CEO, my responsibility is to ensure that what we built continues to grow and thrive for future generations. This partnership does exactly that. If I had 10 objectives for the next phase of Tradeshow Logic’s growth, this partnership delivers 15. While it’s meaningful for me to lead our team into this next chapter, it’s an even bigger win for the people who make Tradeshow Logic what it is. It creates new growth and career opportunities for our team, expands what we can deliver for customers and strengthens relationships with the partners we trust. That kind of alignment is rare—and it makes this a powerful next step for our company. As an added bonus, I am also incredibly proud to be the only woman CEO of a Messe Munich subsidiary.
What is one way you’ve empowered your teams and/or participants?
I empower my teams by hiring experienced leaders from across the industry and trusting them to do what they do best. These are smart, seasoned experts who bring depth, perspective and insight-driven analysis to every client challenge. I give them the authority to make decisions—and the clear expectation to always do what’s right for the customer. That trust has led to ground-breaking work. At both the NAB Show and CONEXPO-CON/AGG, our teams challenged long-standing operating and pricing models by analyzing cost data, service structures and exhibitor feedback. The result was new operating frameworks, clearer pricing, elevated service and improved exhibitor ROI. At NAMA, we applied that same thinking differently, creating Imagination Way, a “show within a show” that introduced new innovations, attracted new audiences and delivered greater value for exhibitors.
What could future generations learn from your journey?
When I started in this industry, everything was manual—floor plans were changed with pencil and eraser, exhibitor kits were mailed and event orders were handwritten. Today, those tasks happen instantly. The industry will continue to evolve in ways we can’t fully predict. What doesn’t change are the fundamentals. Growth comes from seeing and filling unmet needs, challenging how things have always been done and having the tenacity to keep going when barriers appear. Focus less on titles and more on responsibility, learning and opportunity. Build relationships, collaborate with smart people, lead where you are and always act in the best interest of the customer. That mindset has guided my entire career, and it’s one I believe will continue to matter as the industry evolves.
Suzette Ford-Duffus
head of events & meetings, Taco Bell Corporate
What are three words that fueled your hospitality career momentum?
Connect. Lead. Inspire.
What was your biggest win this year?
My biggest win in 2025 was producing Taco Bell’s Consumer Day and Live Mas LIVE event in Brooklyn, New York, after having to pivot from Hollywood, California, due to the Malibu fires. We only had six weeks to find a new venue, two new hotels and replan the entire event in the new venue. I successfully renegotiated $300,000 in cancellation fees. The Consumer Day event for YUM! investors was wildly successful, and YUM! stock went up the day after Consumer Day, when the entire stock market was in a downturn. The Live Mas LIVE event held later that evening was also successful and obtained $20 million in media impressions. The biggest indicator of success is YUM! Executive Leadership has asked all the other event planners in the company to meet with my team to learn from us.
What is one way you’ve empowered your teams and/or participants?
I empower my team through trust. I do not micromanage. I give them independence, and then I am available for questions or to assist in solving problems. I make them feel trusted, capable and motivated to act. I celebrate and recognize their wins early and often. I recognize the impact that they make for the business and model the behavior that I want them to showcase.
What could future generations learn from your journey?
Preparation is everything. 99% of meeting planning happens before the event. If you plan well, your time on site will be enjoyable. You get to experience the fruits of your labor. People experience moments, not logistics. You need to walk in your guests’ footsteps. For event planning, this means visualizing every detail. Do a “day in the life of your guest journey session,” creating a vivid picture that engages all your senses. Leadership is situational in meeting planning. Sometimes you direct, sometimes you support, sometimes you step out of the way. Being able to read the room is a core skill. In short, if you are going into a career of meeting planning, you need to develop empathy, resilience and intentionality. Success is not about controlling every detail—it’s about preparing well, staying calm under pressure and putting people first.
Kara Franker, JD, CDME
president & CEO, Visit Florida Keys & Key West
What are three words that fueled your hospitality career momentum?
Reimagine. Mobilize. Deliver.
What was your biggest win this year?
Leading Visit Florida Keys & Key West through a comprehensive transformation. I inherited compliance gaps, stakeholder tension across the entire island chain and a team operating in survival mode. Within a year, we rebuilt governance, restored financial controls and shifted our marketing from transactional to strategic, proving we can earn global attention while honoring environmental stewardship. The real win: moving from crisis management to accountable execution, and building an organization people are proud to be part of.
What is one way you’ve empowered your teams and/or participants?
I shifted our culture from approval-driven to ownership-driven. When I arrived, the team was in survival mode, waiting for direction rather than innovating. I created space for leadership by setting clear guardrails (decision frameworks, budget authority levels) and then stepping back. Now, teams pitch ideas with strategic rationale, not just tactics. I also built transparent communication rhythms so everyone understands the “why,” especially during restructuring. Most impactful: I give public credit for wins and take responsibility for setbacks. The result is a team that’s moved from risk-averse to bold—bringing forward ideas like our Lilly Pulitzer partnership and conservation storytelling.
What could future generations learn from your journey?
Leadership isn’t about having all the answers. It’s about asking better questions and creating conditions for others to excel. My journey from attorney to destination marketing CEO taught me that your greatest asset is intellectual curiosity paired with operational discipline. Future leaders should know that transformation is uncomfortable, stakeholders will resist change and you’ll make decisions with incomplete information. Do it anyway. Seek diverse expertise, admit what you don’t know and surround yourself with people smarter than you. Most importantly, your integrity matters more than short-term wins. Play the long game. Values outlast applause.
Evy Garcia
vice president, sales, LionGrove Hospitality – ADERO Scottsdale
What are three words that fueled your hospitality career momentum?
Embrace. Create. Evolve.
What was your biggest win this year?
My biggest win this year was leading commercial strategy across three very different hotels at pivotal moments—integrating a new hotel and brand into our portfolio while simultaneously navigating a $65M renovation and repositioning of a flagship resort, and transforming a smaller hotel into a more focused, competitive asset. The challenge wasn’t just scale or complexity; it was ensuring each property retained its identity while benefiting from shared strategy, discipline and momentum. Driving measurable impact across all three—financially, culturally and strategically—required clarity, resilience and a forward-looking mindset rooted in respect for each hotel’s legacy.
What is one way you’ve empowered your teams and/or participants?
I’ve empowered my teams by creating meaningful synergies across properties—breaking silos while honoring each hotel’s individuality. By providing consistent tools, technology and data-driven frameworks, I’ve given leaders and sellers clarity, confidence and autonomy to perform at a higher level. Equally important, I’ve fostered a culture of shared learning and accountability, where best practices are exchanged openly and wins are celebrated collectively. Empowerment, to me, is giving people the structure they need to succeed—and the trust to make it their own.
What could future generations learn from your journey?
I didn’t begin my career in hotels—I came from marketing, advertising and communications. Hospitality found me, not the other way around. What future generations can learn is that careers are rarely linear; sometimes the path chooses you. The key is to stay curious, embrace change and continually reinvent yourself without losing your core values. Be open to learning, be true to who you are and don’t fear evolving. Growth happens when you honor where you come from while boldly stepping into what’s next.
Rose Horcher O’Connor
vice president, client services, Choose Chicago
What are three words that fueled your hospitality career momentum?
Elevated. Innovated. Championed.
What was your biggest win this year?
My biggest win in the past 12 months has been building and elevating a high-performing client services team. I was proud to promote three team members in recognition of their outstanding performance and growth, reinforcing a culture where excellence is both expected and rewarded. That investment in talent directly translated into measurable results, with the team achieving an overall 4.96 out of 5 Post-Show Survey score. This achievement reflects not only exceptional service delivery, but also strong collaboration, accountability and a shared commitment to exceeding client expectations.
What is one way you’ve empowered your teams and/or participants?
I empowered my client services team by fostering trust, accountability and professional growth, while encouraging independent decision-making and ownership of their accounts. I also prioritized networking and relationship-building with Choose Chicago partners, clients and our internal sales and marketing teams to strengthen collaboration and visibility. The result is a confident, connected team committed to delivering exceptional service.
What could future generations learn from your journey?
Future generations can learn that growth begins with the courage to take chances on yourself. Believe in your abilities before others do, step into opportunities that stretch you and trust that discomfort often signals progress. Just as important is trusting your team—especially through leadership transitions or organizational change. Empower people to do the right thing, give them ownership and they will rise to the occasion. Most importantly, do not fear change. Change is constant, and those who embrace it with confidence and adaptability are the ones who build lasting, meaningful careers.
Sukki Jahnke, CMP, IOM
executive director, Chron’s & Colitis Foundation of Arizona
What are three words that fueled your hospitality career momentum?
Connect. Build. Elevate.
What was your biggest win this year?
Stepping into the executive director role for the Crohn’s & Colitis Foundation of Arizona and New Mexico and stabilizing a chapter in transition was my biggest win. I strengthened board engagement, rebuilt community trust, expanded partnerships with healthcare leaders and positioned our signature fundraising events for sustainable growth. Beyond metrics, the real success was reconnecting mission to people, patients, families, volunteers and partners. It’s important that everyone feels ownership in the impact we’re creating together.
What is one way you’ve empowered your teams and/or participants?
I empower teams by giving them clarity, trust and a seat at the table. I’ve learned from the best leaders to be curious. I’m intentional about connecting people to the “why” behind their work, then giving them autonomy to lead in their own way. Whether mentoring volunteers, board leaders or staff, I focus on removing barriers, encouraging growth and celebrating progress. When people feel seen, supported and trusted, they step into leadership themselves. I feel this is when the strongest outcomes are possible.
What could future generations learn from your journey?
I didn’t start with privilege or a traditional path. My career evolved from a genuine love of helping people, volunteering and seeing organizations succeed through the passion of the people behind them. Once I understood my strengths, I turned to industry associations for real-life certifications and leadership development that helped clarify where I wanted to go. Future generations can learn that meaningful leadership is built by serving others, staying curious, investing in yourself and trusting that your lived experience has value.
Sharazade Kirton
marketing manager, Loews Hotel & Co
What are three words that fueled your hospitality career momentum?
Build. Evolve. Lead.
What was your biggest win this year?
One of my biggest wins this year was driving stronger collaboration across multiple hotels to deliver more consistent, high-impact results. By working closely with property teams and internal partners, I helped align strategy, share best practices and tailor initiatives to each hotel’s needs, creating momentum and stronger execution across the portfolio. This approach also supported the successful pilot and expansion of a small meetings initiative, which launched with select hotels and has continued to grow through thoughtful onboarding and market-specific execution.
What is one way you’ve empowered your teams and/or participants?
I empower teams by creating space for real collaboration and clear decision-making. By bringing people together across disciplines and hotels, sharing what’s working and encouraging open dialogue, teams are able to move ideas forward with confidence, execute faster and deliver more meaningful results.
What could future generations learn from your journey?
Working in hospitality has taught me that growth has no ceilings; it comes from trying new ideas, adapting along the way and delivering meaningful, measurable results. As a woman in hospitality, my career has been shaped by consistency, focus and the belief that learning never stops, no matter the level. Both my greatest successes and toughest challenges have reinforced the importance of trusting my instincts, committing fully to the work and keeping long-term progress in view, even when short-term obstacles arise.
Kim Kopetz
president & CEO, The Opus Group
What are three words that fueled your hospitality career momentum?
Exploring. Navigating. Evolving.
What was your biggest win this year?
My biggest win this year was leading the acquisition of The Company We Keep, a milestone that accelerated our expansion into Asia-Pacific and transformed Opus Agency into a truly global brand with six regional offices. I championed the opportunity from early relationship-building through diligence and integration—not just for the world-class creative, content and broadcast capabilities the team brings, but because of the shared values and cultural alignment. Bringing our teams together has been so exciting and rewarding. Not only has it strengthened how we serve our global clients, but it is also creating meaningful growth and collaboration opportunities for our teams.
What is one way you’ve empowered your teams and/or participants?
One way I’ve empowered my team is by trusting them deeply—giving real authority and air cover to experiment and implement new ways of thinking that best serve their teams and clients. I believe strongly in collaboration and learning from one another, and I try to role-model this to prove that The Opus Group is just built different. I intentionally push decision-making and solutioning closer to the work, and prioritize ensuring different perspectives are included. By being very transparent about priorities, constraints and trade-offs, my team has the context they need to act with confidence. In a complex business with many stakeholders, shared understanding enables smarter, more aligned decisions.
What could future generations learn from your journey?
Growth—personal and professional—often comes from discomfort and uncertainty and not having a perfect plan… especially when humans are involved. My journey taught me to trust my instincts while staying open to learning, to surround myself with very smart and talented people, and to let go of control as teams and organizations scale. In my experience, analysis paralysis is the death of momentum and innovation; I make decisions quickly and continually adapt. Resilience and “chops” are built through setbacks, and the hardest decisions—especially around people and risk—are usually the most defining. But most importantly, I think others can learn that leading with integrity and caring for people creates impact that lasts well beyond a single moment.
Missy Lawson Thomas
senior manager congress engagement, Bristol Myers Squibb
What are three words that fueled your hospitality career momentum?
Moxie. Experiential. Strategic.
What was your biggest win this year?
One of my proudest leadership moments in 2025 was helping lead cross-functional alignment for a major global congress. With teams spanning medical, commercial, operations and international markets, my role was less about control and more about clarity—creating structure, surfacing risks early and ensuring every function felt empowered to contribute. That kind of leadership, especially without relying on title, is where I do my best work.
What is one way you’ve empowered your teams and/or participants?
I empower my teammates by defining decision rights, seeking diverse perspectives and removing barriers so they can lead with confidence. I foster a culture of continuous learning, open communication and collaboration, where people feel supported to grow, take risks and contribute their best. Above all, I believe we succeed together—through empathy, alignment and a relentless focus on delivering meaningful impact for our stakeholders.
What could future generations learn from your journey?
Push your own edges, ignore the hierarchy, perfect the craft and trust that a purpose-driven flower can bloom into the most meaningful chapter of all.
Jennifer Lemaster
president & CEO, Seattle Convention Center
What are three words that fueled your hospitality career momentum?
Adapt. Energize. Champion.
What was your biggest win this year?
My biggest win this year was creating clarity where there had been complexity—and momentum where there had been doubt. I arrived in a city shaped by post-pandemic loss, significant investment and a bruised public narrative. Facts and feelings were tightly braided; my work was to part them and reweave a shared organizational story that honored truth while pointing forward. I moved 2,600 miles from the Southeast, said yes to everything, lived in six neighborhoods, listened deeply and built trust. The result was a coalition of downtown leaders who welcomed my “outside eyes” and invited me into their work. It’s a win that reshaped both my career and my life—and the boldest chapter yet.
What is one way you’ve empowered your teams and/or participants?
I empowered my team by choosing trust over control. After years of dominant, hands-on board leadership, I knew my team’s voices needed space to surface. I intentionally say very little in board meetings. Instead, I help shape the story behind the scenes—pressure-testing ideas, refining messages and rehearsing together—then I step aside. My team presents their own work, in their own voices, with no filters and no credit gatekeeping. By trusting them in front of our most consequential audience, I modeled confidence in their leadership from the very beginning and unlocked the same trust expectation throughout the organization.
What could future generations learn from your journey?
My journey is a lesson in betting on yourself instead of chasing passion. I’ve always been in love with the future. I followed what I was good at—using words to connect unlikely ideas and make them visible. What started as brand storytelling became change leadership and the responsibility of being a credible narrator of what’s next. People who see around corners aren’t always welcomed; sometimes I felt my vision had to shrink to match the limits of others. Big mistake. Legacy comes from doing the opposite. Own your edge, apply it where it creates impact and build a life that is both grounded and daring.
Iliana Ruminski
marketing director of sales, Colorado, Peregrine Hospitality
What are three words that fueled your hospitality career momentum?
Anticipate. Empower. Adapt.
What was your biggest win this year?
My biggest win was successfully launching a new hotel and surpassing first-year targets through a comprehensive strategic marketing and group sales plan. This achievement was dual-fold: building an elite sales team from the ground up while navigating a significant move to another city. After choosing to prioritize family flexibility, I pivoted into a role that aligned my passion with a “dream” career move. By spearheading the grand opening and stabilizing the property’s market presence, I proved that leadership isn’t just about managing a hotel—it’s about managing change with excellence.
What is one way you’ve empowered your teams and/or participants?
I lead with a philosophy of high-trust autonomy, ensuring my team has both the analytical tools to make informed decisions and the creative space to execute them. I advocate for my team’s growth by providing candid feedback and actively encouraging their participation in industry committees, such as WIPA, Emerge, MPI and more. My investment in them goes beyond the daily checklist; I am genuinely driven by their long-term trajectory. There is no greater professional reward than watching a team member I’ve championed step into their next big role. By leading with the heart of a coach, I ensure my team feels empowered to own their results and confident enough to chase their own career dreams.
What could future generations learn from your journey?
Future generations can learn that a career is not a straight line, but a series of intentional pivots. My journey proves that you can be both ambitious and adaptive; I transitioned from a role I loved to prioritize my family, only to find a “dream” position by remaining open to new possibilities. I want others to see that being acceptable to change isn’t a compromise—it is a competitive advantage. By staying empowered to own my narrative, I successfully launched a new hotel while navigating a major life transition. Success comes when you stop fearing change and start using it as fuel to build a life that honors both your professional drive and your personal values.
Lyn Stout
Founder, Bond Events
What are three words that fueled your hospitality career momentum?
Translate. Persist. Elevate
What was your biggest win this year?
Producing the first large conference at Amazon’s HQ2 and producing a private event for the chairman of Samsung International.
What is one way you’ve empowered your teams and/or participants?
I empower participants by designing environments where they feel safe, welcomed and confident enough to fully engage. At Bond, we believe people do their best thinking and connecting when they feel seen and comfortable. Every design choice—from flow and lighting to hospitality, pacing and tone—is intentional, removing friction and hierarchy so participants can focus on ideas, relationships and impact rather than logistics.
What could future generations learn from your journey?
My journey truly took hold once I understood that passion alone is not enough; it must be paired with discipline, stamina and a strong work ethic. I didn’t build my career by chasing titles or recognition, but by committing to work I genuinely cared about and then showing up for it consistently, fully and often invisibly. That combination, passion matched with effort, is what sustained me through the long, unglamorous stretches of building a business and a career with purpose.
Early in my career, I learned that the most meaningful progress happens when you take pride in doing more than what is required. While working for an NGO supporting the transition of former weapons scientists in the former Soviet Union, I was deeply aware of the importance of the work—and equally aware that I would never be the one writing white papers at a think tank. Rather than seeing that as a limitation, I learned to redirect my ambition toward what I could do: creating spaces that allowed organizations and people to change the world. Showing up prepared, staying curious and pushing past the bare minimum, not for applause, but for personal growth, became a defining habit. Over time, that effort compounds. Skills deepen. Confidence grows. Trust is earned. What begins as hard work becomes mastery, and mastery creates freedom.
That lesson has shaped my approach to hospitality and experience design ever since. I believe that environments matter and that when hospitality is intentional and human-centred, it removes friction and hierarchy so people can engage fully with ideas, relationships and change. The best experiences are not about spectacle, but about care: care for people, for purpose and for the details that allow others to succeed. That level of care requires patience, commitment and a belief that the work itself has meaning beyond the moment.
One of the most important lessons I would pass on to future generations is that excellence is not about perfection or overwork—it is about self-respect. Doing your best, even when no one is watching, shapes who you become. It builds confidence, resilience and pride in your craft. The quiet satisfaction that comes from knowing you gave your full effort is deeply sustaining and far more enduring than external validation.
I would also encourage future generations to play the long game. Careers are not built in a single season, and meaningful success rarely comes from shortcuts. By consistently showing up prepared, curious and committed (especially when the work is hard or unseen), you will build credibility and trust over time. Those foundations allow you to create work that aligns with your values and contributes something lasting.
Ultimately, my journey demonstrates that when passion and work ethic are aligned, work becomes more than a job. It becomes a source of purpose. Striving to show up fully is not about proving yourself to others; it is about honouring your own potential. That commitment, sustained over time, is what turns effort into impact and a career into a calling.
Linsley Swenson
president, MCW Events
What are three words that fueled your hospitality career momentum?
Anticipate. Elevate. Appreciate.
What was your biggest win this year?
This year, my biggest win was leading MCW Events through change with intention, care and clarity. During a season of transition, I focused on building steadiness—for our team, our clients and the business—while raising the bar on how we operate and lead. By clarifying roles, empowering leaders across the team and introducing more intentional operational and financial frameworks, we created greater stability without losing our heart. The result was a more confident team, stronger client partnerships and a business better positioned for sustainable, long-term growth.
What is one way you’ve empowered your teams and/or participants?
One of the most meaningful ways I’ve empowered my team is by creating clear structure and then stepping back to allow leaders to lead. By defining departments, hiring and developing managers who align beautifully with our culture and clarifying roles and responsibilities, I helped establish stability and ownership across the organization. I’ve also intentionally given the Directors at MCW Events the space to bring forward new ideas and approaches, knowing that the way we’ve always done things isn’t the only—or best—way forward. This balance of clarity and trust allows leaders to grow, shine and confidently move the business forward together.
What could future generations learn from your journey?
Future generations could learn that leadership isn’t about having all the answers—it’s about having the courage to grow into the role, especially when circumstances choose you. Progress over perfection creates momentum. Investing in people builds stronger outcomes than controlling every detail. Systems must evolve as you do. Leading with heart, clarity and high standards together is the foundation for building teams, culture and work that lasts beyond you.
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