As the story goes, I could recognize a Holiday Inn sign before I could even read—my love for exploring was evident from an early age. In middle school, I dreamed of running a hotel, but by high school, I had discovered advertising and was instantly captivated. It wasn’t until a quarter-life reflection that I realized I could merge my two passions—travel and marketing—into a meaningful career in destination marketing. After gaining firsthand experience working for a destination, I transitioned to agency life at Development Counsellors International (DCI), and I never looked back. As I grew within the firm, I realized I didn’t just want to work here—I wanted to help lead and eventually own it. Fortunately, the stars aligned, and thanks to the vision and generosity of a second-generation owner, that door was opened to me. In the last two years, my business partner and I have taken the reigns, making DCI’s officially a woman-owned business enterprise that works not only with destinations, but hotels, tour operators and DMCs.
I’m a proud former Girl Scout—an experience that perfectly nurtured my love for learning, achieving and leading. While I can’t recall the exact incentives tied to cookie sales milestones, I vividly remember the process: walking door to door through my neighborhood in my green uniform and sash, confidently asking for orders, and later returning with my red wagon to hand-deliver each box. That early experience—making the ask, engaging with customers, and fulfilling promises—was foundational. It instilled in me core values and real-world skills that continue to serve me today.
I used to believe that campaign reporting should be handled by junior staff as a necessary stepping stone to understand the work and thus, groom them for more advanced roles. While that model once served as a pipeline for talent development, the reality is a combination of AI, automation and stable talent outside of North America has streamlined reporting. Now junior talent can focus more of their time on learning how to identify and tell a great story, while concurrently expanding their network of industry relationships. It’s more exciting for them and has expedited their professional growth.
I feel most energized at work when we're driving a client program forward in ways that create real, measurable impact—both in the execution of a campaign and in the ripple effects it has within a community. One moment that deeply fueled my passion was seeing the results of a tourism campaign in a developing African country, where our work helped increase visitation and, in turn, created new tourism jobs for local women. Those women reinvested their earnings into their children's education and a local health clinic. Witnessing that kind of transformation, where tourism becomes a catalyst for economic empowerment and social progress, reminded me why this work matters and reaffirms the power of what we do every day.
The best part of my day is when I have the opportunity to help a client solve a complex challenge. It’s hands down the part of this business I miss the most as I tackle the other tasks required to manage a profitable company. A large portion of my time is spent overseeing the company’s financial health — because even the most creative work can’t sustain a business if the revenue doesn’t follow. I’m also heavily involved in new business development and supporting teams as they navigate client challenges. It’s a constant balance of corporate operations, sales, client strategy, people and performance—and no two days are ever alike.
One personal habit I credit for my success is regularly mapping out what I want to achieve—both in my career and personal life—and setting clear milestone goals along the way. It gives me direction, focus, and a sense of control over how I’m investing my time and energy. Admittedly, it doesn’t leave a lot of room for spontaneity, but I’ve learned that too much unpredictability makes life feel unbalanced for me. I find real joy and motivation in achievement —it’s how I measure progress and stay grounded in the bigger picture.
One mistake I made early in my career was focusing too heavily on simply hitting the deliverables, without investing enough in building a strong rapport with the client. Over time, I learned that while meeting goals is essential, relationships are equally, if not more, important. When clients trust and value you, there's often grace and understanding if timelines shift or challenges arise. Being beloved and reliable builds a foundation that allows for collaboration, resilience, and long-term success.
People often assume I prioritize process over outcomes because I strongly value efficiency, structure, and the power of a well-designed template. However, if a team member consistently delivers high-quality work, ensures service levels align with the client’s investment, and contributes to the company’s overall profitability, I’m far less concerned with how the work gets done. What matters most to me is that the work is excellent, the client is satisfied, and the business remains healthy. I’m always open to different approaches, as long as the results speak for themselves.
I seek out time in nature. It’s where I feel most grounded and restored. Whether it's listening to birdsong on a walk, feeling the wind in my hair while out on the water, or witnessing the pure joy of my child squealing with delight at the sight of a fox, these moments reconnect me to what matters most. They allow me to return to work refreshed, inspired, and with a renewed sense of purpose.
My definition of success has evolved—perhaps shaped by my tenure in the industry or the turbulence the travel and tourism sector has faced over the past five years. Where I once measured success primarily through the company’s financial growth, I now focus on the quality and purpose of the client relationships we build. Are the clients doing meaningful work? Are they open to innovation? Are they genuinely striving for impact, or just maintaining the status quo? For me, success today means partnering with clients who inspire us, who are making a difference, and who bring energy and curiosity to the table. Life is too short to work on uninspiring projects or to constantly push clients to care—it’s about shared passion and purpose now.
What sets Development Counsellors International (DCI) apart from traditional marketing and PR agencies is its focus on place marketing, understanding the unique challenges and opportunities that destination organizations face. We then apply this understanding to also help advance private sector businesses, like hotels, tour operators and utilities achieve their goals.
Clients who have no respect for our expertise are typically a ‘no’ for me. When the relationship is reduced to a pricing game, it becomes a race to the bottom, where strategy, creativity, and long-term value are overlooked in favor of short-term cost-cutting. I look for clients who see us as true partners, who value insight, collaboration, and impact over the lowest possible bid, and who are invested in doing the kind of work that drives meaningful results.
While DCI has six values that we incorporate into everything from new business pursuits to staff reviews, one that is vital for agency success is Keep Promises. Honor your word. Be dependable. Make responsiveness a priority. That’s what it’s all about.
When I hire, I look for people who are genuinely passionate about travel and deeply curious about the world, but more importantly, who are eager to work hard and immerse themselves in the business of destination marketing. It’s not enough to simply love travel, lots of people do. I want team members who are committed to delivering meaningful results for our clients, even while on the road. We don’t work exclusively in the luxury space, so it’s essential that someone can get just as excited about promoting a small town in rural America as they are about a high-end European hotel. The best candidates bring a spirit of discovery and a talent for uncovering compelling stories, no matter where the assignment takes them. Passion, adaptability, and a strong sense of purpose are what set people apart.
I believe creativity is a muscle, it grows stronger with consistent use. To cultivate creative thinking within our team, we integrate regular opportunities for idea generation into our workflow, highlight standout work through internal channels and staff meetings, and invest in professional development by sending team members to conferences and events that spark fresh inspiration. At the same time, we recognize that meaningful rewards matter. That’s why we tie financial incentives to award-winning campaigns—those recognized by respected third parties for both creativity and impact—underscoring that bold, original thinking isn’t just encouraged, it’s critical to our continued success.
One trend I believe is overhyped is the rush toward custom AI solutions. While AI has incredible potential, vendors are already incorporating powerful AI tools into their platforms at a rapid pace. Instead of investing significant resources into building bespoke systems, agencies would be better served by advocating collectively for vendor-driven enhancements that directly support smarter, more efficient work. ""Custom"" often translates to added complexity and maintenance for tools that may quickly become outdated. The smarter move is to focus on leveraging scalable, evolving solutions that are already being optimized by the tech experts behind them.
One trend I’m betting on for the long term is the continued integration of AI to streamline work processes. While there’s a lot of hype around AI, I believe its most sustainable value lies in making day-to-day operations more efficient—automating repetitive tasks, improving workflow accuracy, and freeing up teams to focus on higher-level strategic and creative work. It’s about empowering them to do their best work with smarter tools at their fingertips.
One small but impactful decision that led to big results for our agency was embracing the concept of pilot projects. We began testing new ideas on a six-month trial basis—giving the team room to experiment and allowing staff members to step into leadership roles, even if they didn’t have a traditional background in that area. This approach gave us the flexibility to explore new service lines without overcommitting, and it's how we successfully expanded into niche specialties like route development for airlines and meetings and conventions marketing. Both started as pilots—and quite literally, they took off.
My advice to anyone starting an agency today is to identify a clear specialty from the start. It’s incredibly difficult, and often unsustainable, to be everything to everyone when you're just getting established. Instead, focus on a niche where you can build deep expertise and deliver standout value. There are always gaps in the market—find one, understand it better than anyone else, and build your reputation by owning that space. Specialization not only helps you stand out, but it also builds credibility faster and attracts the right clients for long-term growth.
If I were starting from scratch, I would outsource as many ancillary operations as possible right from the beginning. Functions like office space management, administrative support, reporting, accounting, and HR can be incredibly time-consuming and resource-draining when handled in-house, especially in the early stages. By streamlining and outsourcing these operational areas, I would have been able to focus more time and energy on strategic growth, client service, and building a strong creative team. Leaning on experts in these areas allows an agency to stay nimble, scalable, and focused on what truly drives value.
When it comes to pricing, I believe it’s essential to account for both the time invested and the true value of the expertise we bring to the table. Our fees aren’t just about hours worked—they reflect years of experience, deep industry knowledge, a strong network of relationships, and a level of creativity that has been honed over time. We’re not simply executing tasks; we’re providing strategic guidance, unlocking media and storytelling opportunities, and driving measurable outcomes. I always remind clients: you're not just paying for our time—you’re investing in insight, access, and ideas that move the needle.
While we set clear new business goals each year, our true priority lies in client retention and expansion. Sustainable growth doesn’t come solely from adding new logos, it comes from deepening relationships with the clients we already serve. A satisfied client is more likely to grow their scope, refer others, and become a long-term partner. We focus on delivering excellent results, anticipating needs, and continually adding value, because a content client often leads to a larger share of client—and that’s the kind of growth that’s both meaningful and enduring.
One founder I truly admire is Rafat Ali, the founder of Skift. He broke into the travel space with a bold, fresh perspective and wasn’t afraid to challenge industry norms. What sets him apart is his willingness to be controversial when it matters, to try new things—and just as importantly, to end them when they’re no longer serving the vision. He’s invested in other companies, signaling a belief in the broader travel ecosystem, and he consistently hires senior talent, showing a commitment to surrounding himself with experienced voices. His leadership style blends risk-taking with strategic focus, and it’s been incredibly impactful in shaping how travel is covered and understood today.
One tool I swear by is Wrike. It’s been instrumental in streamlining our workflow, especially when it comes to cross-department collaboration. We’ve built out templates for recurring procedures, which not only save time but also ensure consistency and clarity across teams. Whether it's launching a new campaign or onboarding a client, Wrike keeps everyone aligned, accountable, and focused on what matters most. It’s more than a project management tool, it’s a backbone for operational efficiency and team coordination.
One resource that truly changed how I approach my work is the 2Bobs podcast by David C. Baker and Blair Enns. It offers incredibly practical and thought-provoking insights on the business of creativity, especially around positioning, pricing, and client relationships. Their perspectives have challenged me to think more strategically, value expertise more confidently, and structure our agency's work in ways that are both creatively fulfilling and financially sustainable. Plus, their dynamic reminds me of the two old guys in the balcony from The Muppets—sharp, witty, a little curmudgeonly, and always entertaining. It's a must-listen for anyone leading or growing a service-based business.
I’ve seen firsthand the value of in-person collaboration, especially for early-career professionals. Being in the office with more seasoned colleagues offers invaluable learning opportunities, whether it's observing how meetings are run, being pulled into impromptu conversations, or receiving real-time mentoring. That kind of hands-on exposure accelerates growth in ways that are difficult to replicate remotely. That said, for experienced team members with well-developed skill sets, remote work can be both efficient and empowering. They have the tools, discipline, and judgment to excel independently, while also benefiting from the flexibility to manage life’s demands. For me, the ideal setup is a flexible model that supports both professional development and personal well-being. That’s a win-win.
For an agency to grow and stay competitive, some level of turnover is not only inevitable—it’s essential. Clients often wish for the same team members to stay in place indefinitely, at the same pay and in the same role, but that’s neither realistic nor healthy. The reality is that turnover, when managed thoughtfully, brings in fresh energy, new skills, and the expertise needed to solve evolving challenges. Agencies that embrace talent changes are better positioned to adapt, innovate, and ultimately deliver stronger results.
One thing I wish clients understood better about agency work is that every client engagement is guided by a unique strategy tailored to their goals, audience and brand identity. There’s often concern about potential conflicts of interest, as if success is limited to a single campaign or media placement—as though creativity or attention is a finite resource. But that’s simply not how agency life works. Our job is to bring fresh thinking to each client, ensuring every campaign is distinct and effective. Great agencies thrive by building customized approaches, not by recycling ideas or playing favorites.
My favorite part of being in this industry is the opportunity to experience the world beyond the U.S. lens, traveling to new places, meeting fascinating people, and immersing myself in diverse cultures and histories. It’s a privilege to explore destinations with depth and purpose, and to help share their stories in ways that inspire others to do the same. Every journey reinforces the power of travel to connect, educate, and transform.
One fact that often surprises people is that experience working for a Destination Marketing Organization (DMO) doesn’t always translate into success at an agency. While there are certainly exceptional individuals who make the transition seamlessly, in my experience, the skill sets don’t always align. Agency work often relies on confidently delivering strategic, creative opinions under tight deadlines. It also requires the ability to let go of ideas quickly—knowing that not every concept can or should be nurtured into full development. Even your best ideas may be transitioned to others to implement. The shift from an internal, consensus-driven environment where you get to “harvest what you plant” to the urgency and decisiveness of agency life where you may never advance the winning concept beyond the brainstorm, can be a significant adjustment—and not everyone thrives in that transition.
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