Across the nation, an impressive collection of women is reshaping the visitor economy — taking a new approach to destination storytelling, spearheading billion-dollar development initiatives and crafting brand identities that resonate globally.

The insights from some of today’s most impressive CVB leaders underscore common threads: authenticity as a vital brand imperative, collaboration as a leadership foundation and mentorship as a vital pathway for the next generation. But just as importantly, each story highlights a distinctive approach — one driven by geography, personality, community need and professional evolution.

What follows is a tour of industry lessons and destination visions from seven dynamic CEOs who are not only elevating their cities, but also defining what tourism leadership looks like today.

Casandra Matej, CDME
President & CEO
Visit Orlando

In a place globally recognized for imagination and possibility, Casandra Matej leads Visit Orlando with a combination of experience, clarity and community-minded purpose.

Her journey into tourism began early. “Right out of college, I began my career in the travel and tourism industry in an entry-level position and have now spent nearly three decades in the tourism and hospitality industry,” she says. Her path included leadership roles across major organizations — Visit San Antonio, Visit Dallas, Starwood Hotels & Resorts Worldwide and Hyatt Hotels — each step sharpening her understanding of what it means to guide a major destination.

Matej credits her rise to a mix of determination and support. “Ultimately, staying focused, walking through doors of opportunity and strong support from my leadership propelled me into a leadership role.” Over the years, she has come to see destination leadership as far more than marketing. “A few truths I’ve learned about leading a DMO are that you’re not just marketing a place, you’re stewarding a community; leadership is collaborative, not hierarchical, and that resilience and adaptability are non-negotiable.”

That philosophy shapes how Visit Orlando tells its story. “Visit Orlando is the only organization that tells the holistic story of our entire destination,” she explains. It’s a story that extends well beyond the globally recognized theme parks. “It’s core to our work to promote our entire destination including our culinary scene, nightlife, shopping, attractions and theme parks, especially districts and unique neighborhoods that encompass the Orlando area.” Her team works to ensure planners and visitors understand the full breadth of experiences available. “While the theme parks create amazing turnkey, world-class experiences for groups, Orlando also has a robust variety of off-site and team building event options and services throughout our destination.”

A major milestone came a few years ago, when Visit Orlando entered into a partnership to unify the region’s identity. “In 2022, Visit Orlando partnered with Orlando Economic Partnership to create one singular, comprehensive and consistent brand for our region — Unbelievably Real,” she says. That brand continues to evolve through global campaigns. “Global competition for visitors is intense and growing, so we want to be even more strategic and customized in our sales and marketing efforts to maintain Orlando’s spot as the top travel destination.” Their latest initiative underscores the emotional resonance of the destination. “The ‘Moments in Between’ campaign launched in September in key markets around the world sharing the message of how, in Orlando, connections grow stronger during the moments we don’t expect.” The same intentionality guides their meetings strategy. “The same goes for our meeting and convention business and leveraging the expansion of the Orange County Convention Center, which is a significant and unique asset compared to other cities.”

For Matej, networking is not transactional — it’s foundational to Orlando’s success. “Networking and collaborating with planners and our destination partners is one of the reasons why Orlando remains the top meetings destination in the country,” she says. Her team takes a hands on approach to building those connections. “At Visit Orlando our goal is to facilitate meaningful connections between planners and the destination partners.” That begins long before an event arrives in town. “Before the event takes place, the Visit Orlando Destination Experiences team collaborates closely with each group, ensuring they are introduced to a wide range of businesses throughout our community, often extending well beyond the bounds of the convention center or host hotel.”

This ensures the economic and social impact of meetings reaches deep into the community. “This proactive approach enables the impact of each meeting to be felt throughout the local area,” she says. The team actively connects planners with the right partners. “We actively send leads to various service providers who can support every aspect of the meeting.” Those connections span everything from transportation to entertainment to CSR opportunities. “For instance, when a client requires transportation, attractions, restaurants, speakers, photographers, florists, local entertainment or corporate social responsibility (CSR) opportunities with local charity organizations, we connect them directly with those resources.”

She points to an example that reflects her commitment to supporting local businesses. “Recently, we utilized House on Lang, a women-owned store in downtown Orlando, for a meeting, activity and lunch for a woman’s focused group,” she says. It’s all part of a network that extends across the region. “Importantly, our network includes more than 600 small business members, all of whom benefit from these referrals. These leads provide critical opportunities for their teams, allowing them to participate in and contribute to the success of group events hosted in Orlando.”

As a woman who rose to the top of two major DMOs, Matej is deeply aware of the importance of representation. “When I first took on the role of CEO of Visit San Antonio more than 10 years ago, at that moment in time, I was one of a very few female CEOs in the top 50 markets leading Destination Marketing Organizations,” she says. Today, she sees meaningful progress. “Moving into the role at Visit Orlando, representing the most visited destination, it’s great to be able to be part of establishing female CEOs as more of the norm. Now, you see other major cities run by women – NYC for example.” She believes the industry must continue to elevate diverse talent. “As an industry, we have some incredibly talented individuals at every level in this business, and we need to make sure these diverse voices have representation in leadership roles to the benefit of our entire industry.”

Her tip to future leaders is simple but bold. She says, “My advice would be to walk through opportunity’s door. You can’t grow by following the status quo, you’ve got to take a risk and be willing to try something new in order to reach the next level.”

Peggy Williams-Smith
President & CEO
Visit Milwaukee

For Peggy Williams-Smith, leadership is rooted in meaning. Throughout her time at Visit Milwaukee, she has become known for her clarity of mission and her ability to articulate the deeper purpose behind tourism work. “Leadership, to me, is about clarity of purpose and connection — understanding the ‘why’ behind what we do and empowering others to see themselves in that vision,” she explains. This framing extends beyond internal strategy sessions and into public-facing campaigns that aim to connect visitors not just to a place, but to a community.

Williams-Smith’s belief in community-driven tourism surfaces repeatedly in her approach. “At Visit Milwaukee, we don’t just market a place; we champion a community,” she says. Her perspective reflects a broader shift in the industry — toward destination stewardship and an emphasis on quality of life for residents. “Every campaign, partnership and event is rooted in one simple idea: when people experience Milwaukee, they see what makes it extraordinary. My role is to inspire our team and our partners to bring that to life every day.”

The Milwaukee brand identity that she has helped cultivate leans into the city’s distinct character. “Milwaukee’s brand is defined by three words — Fresh, Flavor and Forward,” she says. Fresh speaks to the Great Lakes waterfront and the youthful, outdoorsy energy that permeates the city. Flavor references a cultural tapestry shaped by diversity, creativity and deep-rooted traditions. And Forward emphasizes the city’s commitment to innovation and growth. “Together, these pillars celebrate a city that’s confident in its identity, inclusive in its welcome, and constantly evolving.”

When discussing influence, Williams-Smith is eager to shift away from hierarchy and toward modesty. “I believe influence comes from showing up, lifting others and staying curious,” she says. Relationship-building in her work is not transactional, but transformational — a means of driving progress and championing inclusivity. Whether mentoring rising leaders or advocating for tourism as a tool for economic empowerment, she embodies leadership as service.

“Leadership is not about holding a title — it’s about using your platform to make your community stronger,” she remarks. “If I can leave Milwaukee, and this industry, a little better connected and a little more confident in its power, then I’ve done my job.”

Tania Armenta
President & CEO
Visit Albuquerque

In Albuquerque, NM, Tania Armenta is at the helm of one of the country’s most culturally layered destinations — a place where centuries-old traditions converge with contemporary arts and a dramatic natural landscape. That depth drives her commitment to authenticity in branding. “We are proud to be ambassadors for the Albuquerque brand, and we take our responsibility seriously for crafting a compelling and authentic image that clearly differentiates Albuquerque from competing destinations,” she says.

Armenta’s philosophy matches narrative richness with analytics. “We use our local expertise and data-driven strategies to make it clear to targeted travelers why Albuquerque is the right choice for their next trip or event,” she explains.

The combination empowers her team to present a brand that is emotionally resonant but grounded in evidence about traveler behavior, market gaps and demand trends. In an increasingly competitive landscape — where destinations often compete on similar promises of adventure, cuisine or relaxation — Albuquerque stands apart through its sense of soul.

“In a competitive set filled with resort towns, fast-growing metros and trend-driven cities, Albuquerque stands out for its authenticity, diversity and soul,” Armenta explains. With deeply rooted cultural traditions, dramatic desert backdrops and a community known for genuine hospitality, the city delivers experiences that she describes as “real, rooted and unforgettable.”

Armenta is also leading Albuquerque through a critical moment of long-term planning. “We introduced Albuquerque’s Destination Master Plan, which will serve as a blueprint for the city’s tourism growth over the next decade,” she informs. Such a plan emphasizes the increasing sophistication of destination leadership — balancing visitor attraction with resident priorities, infrastructure needs and sustainable development.

Her philosophy of leadership focuses on consistency, credibility and curiosity. “Over the years, I’ve worked for our team to be trusted voices in our community and industry by being present, prepared, curious, authentic, passionate and committed to a standard of excellence and striving for continuous improvement,” she says.

In an industry landscape fueled by relationships and perception, Armenta’s steady approach has helped position Albuquerque as both an emerging travel destination and a tightly aligned community of partners moving toward shared goals.

Rachel Sacco
President & CEO
Experience Scottsdale

While some careers start with ambition. Rachel Sacco’s began with serendipity — but became a lifelong calling. “I found my way into destination marketing purely by chance,” she says, recalling a conversation at a seminar that set her on the path to leading one of the most admired DMOs in the West. “That job led me to my life’s work; I have represented and promoted Scottsdale’s tourism industry for 40 years.”

Sacco’s leadership approach accentuates teamwork as the driving force of organizational success. “A leader is only as successful as their team,” she says, reflecting on decades spent working with passionate professionals who share a deep love for Scottsdale. Under her guidance, Experience Scottsdale has cultivated an internal culture that values expertise, creativity and longevity — an increasingly rare combination in the high-turnover tourism space.

Scottsdale’s brand has evolved significantly over the years, shaped by changing traveler expectations, new developments and community insights. “Our goal is for our destination brand to be effective, compelling and authentic,” Sacco explains. The 2016 rebrand, backed by extensive research, helped crystallize Scottsdale’s identity as “the nexus of adventure and relaxation — a vibrant desert city that leaves visitors feeling refreshed and revitalized.”

Mentorship has also played a pivotal role in Sacco’s development. She recalls learning from a Chamber of Commerce leader who championed community stewardship. “He instilled in me that the Chamber was more than a workplace. It was a home, and the entire community was our family.” That philosophy continues today as she leads with “kindness and openness,” encouraging staff to grow into leaders themselves. Many of her team members have spent more than a decade with the organization, a testament to the supportive environment she has cultivated.

Sacco also highlights the importance of blending research with emotional resonance in destination marketing. “Data and research are at the foundation of all our programs and promotions,” she explains. Understanding traveler motivations allows her team to “tap into our creativity and develop innovative promotions that capture the soul of our community.”

Her guidance to the next generation is both inspirational and grounded in empathy. “I believe women are hardwired to the role of leadership … lead with compassion, intuition and inclusiveness.” Tourism, she reminds us, is ultimately about connection — opening minds, enriching lives, and bringing people closer to cultures and landscapes that inspire them, she says.

Janet Zaldua
CEO
Marina del Rey Tourism Board

In Marina del Rey, a place defined by sun, water, and easygoing elegance, Janet Zaldua leads with teamwork at the forefront. “My secrets to success include collaboration,” she says. True destination advancement, she argues, requires far more than coordination among tourism partners— it must include residents, small businesses and civic leaders. “When everyone feels ownership of the destination’s success, that’s when the brand truly thrives.”

Zaldua’s focus on relationships is underpinned by a genuine desire to create value. “I believe in cultivating positive, authentic relationships that go beyond transactional interactions,” she explains. Her guiding question — “How can we create value for this partner?” — underscores her commitment to mutual benefit and shared momentum.

For Zaldua, strong leadership also means building a strong team. “A big leadership tip for me is to assemble the right team and empower them to excel,” she says. She fosters a work environment grounded in trust, respect and positivity — one where creativity and productivity go hand in hand. “When people feel trusted, respected and valued, they naturally rise to their full potential.”

Research informs much of Marina del Rey’s branding strategy. “You can’t build a powerful destination brand without understanding your audience,” she explains. Knowing visitor perceptions and emotional drivers is essential for crafting a brand that feels authentic and enduring.

Purpose, ultimately, is what anchors the destination. “For Marina del Rey, that purpose is about showcasing an authentic sense of place. Our connection to the water, our convenient location and proximity to the airport and popular attractions, the sense of relaxation and escape we offer and the genuine warmth of our community,” Zaldua explains.

Tammy Canavan, FCDME
President & CEO
Visit Seattle

In Seattle — a city where mountains, water and urban energy intersect — Tammy Canavan brings a deep sense of purpose to her role as President & CEO of Visit Seattle. Her journey into destination marketing began more than three decades ago, sparked by an unexpected opportunity that changed the course of her career. “Waaaay back in 1989, I was working in the hotel industry, and Tourism Vancouver (Canada) recruited me as they were expanding their organization,” she recalls. “I never looked back — the opportunity to work with and impact an entire community continues to inspire me,” she says.

For Canavan, the key to longevity in the industry lies in the people who shape it. “What has been key to my continued growth has been the amazing community of industry professionals who selflessly share information and support, provide education, connect, mentor and innovate as our world continues to evolve,” she says. That spirit of collective advancement continues to guide her leadership in Seattle.

Under her direction, Visit Seattle has sharpened its brand identity through a commitment to authenticity. “We have developed brand pillars that are true to our destination experience and values — all developed through extensive customer and community research of course,” she explains. Listening closely to both visitors and locals revealed what truly differentiates Seattle: “that we are a city where nature thrives in every direction, we offer a culinary scene that is a feast for the senses, that exploration is effortless due to our compact walkability, and that our meeting facilities offer extensive flexibility.” These insights culminated in a bold new brand launch: “Seattle is Mother Nature’s City.”

Her networking philosophy is refreshingly direct. “Don’t be shy!” she says. “This is an industry of professionals that have open hearts and minds, and are excited to expand their own networks.” Her advice is simple: reach out, ask questions and get involved. “Identify someone you want to learn from — even if you don’t know them — and reach out. Try LinkedIn or connect through others you might know.” She encourages engagement with professional associations—from Destinations International to PCMA, MPI, ASAE and beyond — and adds with a laugh, “Just be prepared to hug — a lot. We’re an industry of huggers.”

For women aspiring to lead in tourism and hospitality, Canavan offers the same encouragement she gives to emerging professionals across the field. “I would echo exactly what I said about networking — get involved, find your tribe or form your own — and know that women of this industry, regardless of tenure, support and help each other,” she says. The path forward, she emphasizes, is wide open. “The opportunities are unlimited — you need only to take the initiative.”

Julie Coker
President & CEO
New York City Tourism & Conventions

Julie Coker shares that her journey into destination marketing “really started with just the simple love of hospitality and service.” Early in her career, working in hotels and restaurants, she saw “firsthand how travel can be just so memorable.” As she progressed, she came to see that travel “is a driver of economic opportunity.”

She believes the key to her leadership success has been “staying grounded in the people and purpose.” She credits the “amazing team here” and the talented people she has worked with throughout her career. “Success in the industry is just not one person. It really is about having the ability to align stakeholders around a shared vision.” Those stakeholders have included team members, hotel owners and managers, and now, as a DMO leader, she says, everything from small businesses to restaurants to attractions, to cultural institutions all work toward ensuring that “the benefits of tourism are really felt broadly.” In New York City, she adds, “You see it every single day.”

Coker notes that the competitive landscape “continues to change and evolve every day,” especially for a global destination like New York City. While the city has never lacked brand awareness, what matters is making sure visitors “know the full authentic side of New York City.” Her team has evolved its marketing through “strategic messaging … across sales and marketing and communications, and our members, and really creating strong partnerships” to ensure that “all of New York City stories are told.” That means stories “across all five boroughs” and especially those “not publicly shared or not top of mind.”

“When you think of New York City, you think immediately of Times Square … the Statue of Liberty … the Brooklyn Bridge … the Empire State Building.” But Coker has pushed to highlight “those small businesses,” the “mom and pop or that small coffee shop in Brooklyn,” the “great Italian restaurant over in Staten Island,” and the global diversity of Queens, “a world, global city within its own.” Whether in “the Bronx or Brooklyn or Harlem, certainly there’s something for everyone.”

Her team has also leaned substantially into “the accessibility, the diversity, the inclusiveness of New York City.” Those values have always been a staple, but “coming out of COVID and the times that we find ourselves living in,” the welcoming message needed to be amplified. Their global campaign, “Welcome the World,” reflects that intention. “We were very intentional about the Statue of Liberty,” she says, noting its resonance in the current moment.

Another big focus has been addressing slower periods. Even though New York City leads in “almost all KPIs” — hotel rates, occupancy, RevPAR and business mix — there are still down times. “January and February definitely [are] considered slower periods,” she says. Her team has leaned into expanding winter outings, resulting in “the largest number of businesses that have participated this year.” By being “very active,” they’ve strengthened what “lifts up New York 12 months a year,” driving economic impact during softer seasons.

Coker’s approach to networking mirrors her leadership philosophy: grounded, intentional and human. “There’s nothing like a face to face interaction to get to know people,” she says. Authenticity is essential. “The easiest way to really network with someone is to be somewhat vulnerable.” When meeting someone new, she looks for a common connection — shared industry experience, a city they’ve both lived in or even “a common love of dogs.” Travel, she notes, “has always been a very friendly and outgoing business,” which makes it easier for people to show that side of themselves.

In a hybrid world, she encourages preparation. If attending an event, “target two or three people that you really know that you’re there to meet,” she says, also stressing the importance of networking both inside and outside the industry. Some of her best learnings have come from leaders in other fields, where she can “ask them questions about my industry that I might be struggling with.”

Above all, she says, “make sure that you’re open, and you’re presenting yourself as open and collaborative,” whether at a cocktail reception, a meeting or a trade show. “You’ve got to project confidence, and you’ve got to project that you’re willing to learn and be open.”

Kristen Reynolds
President & CEO
Choose Chicago

Kristen Reynolds provides Choose Chicago with a leadership approach fostered by one of the most wide‑ranging careers in the industry. Having worked across restaurants, hotels, state tourism, association advocacy and even as a lobbyist for her state’s tourism industry, she sees destination marketing as a place where every thread of hospitality converges into a single, powerful mission. “It’s the rare part of the industry that encompasses every sector and channels them into one mission: representing a destination and driving the visitor economy, which truly is the foundation of quality of life for residents,” she says. That breadth of experience—both geographically and professionally—has become her calling card. “That range has given me a global perspective, a deep understanding of the industry’s many layers, and a toolkit I can tap into no matter the challenge or opportunity.”

Reynolds’ take on brand leadership is rooted in the idea that a destination’s identity must reflect the people who call it home. It’s a philosophy she brought from Long Island’s BeLONG on Long Island initiative to Chicago’s recent campaigns, including Never Done, Never Outdone and the new All for the Love of Chicago platform. “Rather than focusing solely on what you’ll see and do, we focus on how Chicago makes you feel—and why our residents love this city so fiercely,” she explains. By elevating resident pride and emotional resonance, Reynolds strives to create a visitor experience that is both authentic and deeply intertwined with the city’s character.

Relationships have been a defining force throughout Reynolds’ entire career. “This industry runs on relationships,” she remarks. Mentors, colleagues, and board members have mapped out her leadership journey, and she is thoughtful about paying that support forward. Via board service, speaking engagements and one‑on‑one mentorship, Reynolds invests in rising leaders who are navigating the same road she once travelled. “There’s nothing more meaningful than someone approaching me at a networking event to say they’ve been inspired by something I’ve said or done,” she says. “I take that responsibility—and that honor—very seriously.”

Her guidance for crafting meaningful connections in the industry is refreshingly straightforward: be authentic, listen actively, follow through, and shield your energy. “Burnout is real,” she notes. “There will always be another event—protect your energy.”

For those aspiring to lead in tourism and hospitality, Reynolds underscores stewardship as the top priority. Leaders, she says, are entrusted with two vital responsibilities: a brand that represents a community’s identity, and the visitor‑generated dollars that must be invested with intention and effect. “Stay focused on your mission: driving economic impact and enhancing quality of life for the residents you serve,” she advises. “Leadership in this industry is about responsibility, vision, and care. If you stay true to those principles, you’ll not only succeed—you’ll make a lasting impact.” C&IT