Katie Briscoe is the CEO of MMGY Global, a $100 million integrated travel marketing firm operating around the world. Katie leads international strategy and agency operations across five continents and hundreds of travel clients while shaping policy for over 550 team members in 14 global offices. She also leads an international management team that focuses on innovative work, business development, finance, human resources, and mergers and acquisitions.

In this interview, we asked Katie a series of questions about her career journey, her leadership style, what mentors or supporters she’s had throughout her life, and more.

Women Leading Travel & Hospitality: How has your leadership style evolved as you’ve grown into your role as CEO?
Katie Briscoe: I’m often asked if I always wanted to be a CEO. The truth is no. But then I fell in love with this company, its people and the transformative power of travel. Throughout my 16-year tenure with MMGY Global, I was empowered to “fail forward” across a multitude of roles. With that came tremendous opportunities to grow and develop as a leader. Eventually, as I looked forward to what was next in my career journey, the chief executive title was something I did want. More importantly, by then, I had matured enough to understand the weight of leadership at this level. It’s entirely about service to others.

WLT&H: Your career has involved working with several influential travel companies. What pivotal moments or challenges with these brands shaped your path to becoming a CEO?
KB: We’ve all heard the famous Maya Angelou quote, “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” When I reflect on my early experiences in the industry, I remember vividly the leaders who took the time to be fully present in meetings and presentations, to pass on knowledge, and to give valuable feedback in the spirit of growth (even when it was sometimes hard to hear).

I also remember those interactions that were the opposite … the way it shattered the motivation of a team, the way it stunted innovation and progress, and how detrimental it was to building trust, which is where the best work is born.

Every single one of these experiences was invaluable in shaping my own leadership style and how I want to show up day in and day out as a leader. Time is a commodity, so I am careful with what I commit to. When I’m in, I’m all in. I want the people I work with, inside and outside MMGY, to feel that.

WLT&H: What advice would you give to women aspiring to reach the executive level in the travel and hospitality industries?
KB: Early in my career, a mentor shared a valuable piece of advice: “Think about what will get you to your NEXT, next job.” If you do this, you’ll avoid making hasty, short-term decisions that might hinder long-term career growth.

Embracing this perspective has kept me engaged and motivated, but also lit a North Star that provided some light over my career path and the choices I made. It encouraged me to take risks and explore various roles, trying to learn as much as possible and discover new professional passions. In my time with the company, I’ve held seven different positions leading me to CEO. But it absolutely wasn’t a ladder; it was a jungle gym.

WLT&H: Are there any travel trends you’re particularly excited about? How is MMGY Global preparing to adapt to them?
KB: Each year, MMGY Global shares with the broader industry the trends that are gaining our attention through our annual Global Compass report. Our 2025 outlook will be unveiled in January, so stay tuned.

Personally, I’m intrigued by how live events have increasingly become central motivators for travel.  Eras Tour and beyond, we’re seeing younger generations willing to travel farther and spend more —  significantly more — to experience events. The U.S. Travel Association estimates the tour’s total economic impact, including in direct spending, could exceed $10 billion.

More holistically, our research shows that three in five Gen Z and millennial respondents have traveled within the last year or plan to travel within the next 12 months for more than 50 miles to attend in-person events such as live concerts, sporting events or performances. The challenge for us as marketers is tapping into this cultural phenomenon to deliver memorable travel experiences that are broader than “just” that one event that inspired the trip. As we look toward the decade of sports in the U.S., it presents nothing but opportunity.

WLT&H: How are you leveraging data and artificial intelligence to create more personalized and impactful campaigns?
KB: Activating against data and research intelligence is core to our service offering and the value we deliver to our partners. We’ve been utilizing AI and forms of machine learning for digital advertising and website experiences for many years. Personalization is no longer a “nice-to-have” feature — it is essential to success in today’s marketplace.

The powerful combination of data and AI allows us to revolutionize media delivery and personalization and optimize performance across marketing channels. However, for clients to realize the benefits of AI and dynamic personalization requires trust in their agency and vendors as delivering dynamic and personalized experiences at scale reduces the client’s visibility to all of the potential brand placements.

One of our more recent applications of AI to personalize the user’s experience is our collaboration with Visit Costa Rica, where the power of AI is the focal point for the brand’s new website experience. A standout feature of the new site is powered by Mindtrip, an innovative AI platform that allows travelers to explore the “Pura Vida” lifestyle and conveniently build their trip in ways that were previously not possible.

WLT&H: Leading a team spread across five continents must be challenging. How do you ensure alignment and maintain a strong culture across such a large, diverse team?
KB: Empathy, intentionality and a commitment to action propels our work. As a global company specializing in storytelling for multicultural audiences around the world, embracing each other’s differences sits at the core of who we are. We do this by operationalizing inclusion; it’s one of our core values. We embed it in our strategies and track and analyze data to ensure our policies, practices and initiatives meet the unique needs of the people who make us the leading agency in our industry.

When you’re fortunate to have a team of passionate people who are deeply connected to our purpose and believe in our values, ensuring alignment and holding ourselves accountable becomes second nature. To ensure women and diversity are at the top of the company, we must ensure we have a pipeline of diverse candidates and an inclusive environment that enables us to retain that diverse talent. Among several priorities, we’ve established an initiative toward 30 by 30, aiming to achieve 30 percent diversity in our global workforce by 2030.

WLT&H: What strategies do you employ to foster innovation and collaboration within MMGY Global?
KB: Growth is like oxygen for us. Our leadership team has always enthusiastically rejected the status quo. We encourage every group and associate to stretch their thinking and adopt bolder approaches on behalf of our partners. This commitment is evident in our macro growth strategy, as well as in our day-to-day delivery of work.

One prime example of how we reward innovation is during an annual innovation competition held during Agency Week. Like “Shark Tank,” it allows anyone with an entrepreneurial mindset to pitch a new product or service to our entire company, board members included. The winner receives a cash reward for their game-changing idea, showcasing our dedication to fostering creativity and innovation within our organization.

WLT&H: What do you do to recharge?
KB: Recharging is vital to keeping up with this type of pace. Health is central. For me, that involves a commitment to fitness, including four to five sessions a week at F45.  Travel is also core to who I am and how I recharge. So, my family skips gifts during the holidays and instead goes on an adventure. My husband and two young sons are heading to Palm Springs in late December, and then we’re heading to Costa Rica for spring break as a family. I took over 30 trips in 2024 professionally and personally, so I’m hoping 2025 brings more of the same.

Our mantra at MMGY Global is “We are travel, and travel changes everything.” And while travel is undoubtedly one of the most powerful forms of education, only 1 percent of U.S. high school students travel abroad. In addition to prioritizing that within my own circle, I’m fortunate to have recently joined the board of Global Glimpse. A tremendous nonprofit that helps empower the next generation of travelers — approaching 10,000 students served — Global Glimpse’s mission is to ensure that the powerful lessons of travel are accessible to teenagers from all cultural, racial and socioeconomic backgrounds.

WLT&H: What’s something you learned about yourself in the past year?
KB: Every year I get more comfortable with what I don’t know and gain confidence to accomplish things I never thought possible. It makes for a life I’m excited about living.