Industry insights: Alumni experts share inside perspectives

In the fast-paced world of hospitality and tourism, leaders are constantly adapting to shifting trends, rising sustainability demands, and evolving expectations. Recently, we caught up with four influential alumni  — Juanita Dickson, President and CFO of Gusto 54 Restaurant Group, Mikey Sadowski, Vice President of Global Communications at Intrepid Travel, Paula Port, Vice President of Global Marketing at Destination Toronto and Karim Mohammadi, Operating Partner, Evergreen Hospitality Group — to learn about their career journeys, their thoughts on responsible tourism and their advice for young professionals aiming to break into the industry. From building community connections to embracing innovation, their stories offer a candid look at what it takes to thrive in today’s travel and hospitality landscape.

How did your time at TMU influence your journey in the restaurant and hospitality industry?

TMU provided me with a strong foundation in business fundamentals. Interestingly, I spent the first 20 years of my career in consulting outside of hospitality before returning to the industry in 2014. Beyond the coursework, hands-on experiences and my role on the student council helped shape my entrepreneurial spirit and leadership approach, blending both the business and creative sides of hospitality.

How is your restaurant group adapting to create a more responsible and sustainable dining experience?

Sustainability is at the core of what we do at Gusto 54. From sourcing locally and reducing food waste to implementing energy-efficient practices in our kitchens, we continuously look for ways to minimize our environmental impact. We’ve introduced more plant-forward dishes, partnered with sustainable suppliers and are actively working to eliminate single-use plastics. Sustainability isn’t just a trend — it’s a responsibility. We’re incredibly proud to have received the Green Leadership Award in 2023 from Kostuch Media in recognition of our efforts.

What’s one key lesson or insight that has been crucial to your success in leading a restaurant group?

Success in hospitality is all about people. Great food, design and operations matter, but creating meaningful experiences — for both guests and team members — is at the heart of everything we do. Investing in culture, fostering a sense of belonging and leading with empathy have been essential in building a thriving restaurant group.

What advice would you give to students or young professionals looking to break into the restaurant and hospitality industry?

Be curious, be adaptable and never stop learning!  Hospitality is fast-paced and constantly evolving, so embrace every opportunity to gain experience — whether in the kitchen, front of house or behind the scenes. Seek out great mentors, ask questions, and most importantly, bring passion to everything you do.

How has your career journey led you to your role at Intrepid Travel?

I was drawn to the Hospitality and Tourism Management program with ambitions of becoming a hotelier and maybe opening my own boutique hotel or wilderness lodge. My first role was landscaping at Fairmont Jasper Park Lodge in the Rockies, then I moved to a 5-star hotel in Toronto as a bellman and concierge, learning customer service and hospitality. An experiential learning trip to Peru with TMU introduced me to Intrepid Travel and community-based tourism. I cold-called Intrepid, offered to intern for free, and quickly moved up the ranks. Now, 12 years on, I’m Vice President of Global Communications, leading a team of 25 people across Toronto, London, U.K., and Melbourne, Australia.

What travel trends are shaping the future of adventure tourism?

We’re seeing more solo travel and demand for remote destinations, but societal trends are shaping tourism too. There’s a massive focus on connection and togetherness driven by divisive political rhetoric and loneliness. Technology has created an illusion of connection while deepening isolation. At Intrepid, we focus on shared experiences, running small group tours with about 10 travellers and building itineraries to maximize community interaction. We’re well positioned to help curb loneliness and build a sense of togetherness.

How does Intrepid Travel approach sustainability and responsible tourism?

Sustainability and responsible travel are fundamental to our business. We’ve led the way since the ’90s, embedding purpose and impact into every part of our operations. We hire locally, partner with community businesses and support local NGOs. As one of the world’s largest certified B Corps, Intrepid Travel meets rigorous standards for social and environmental performance. We also have a full-time climate scientist and launched Ethical Marketing Guidelines in 2021 to enhance diversity and inclusion. The Intrepid Foundation contributes $3 million annually to community projects worldwide.

What advice would you give to young professionals looking to break into the travel industry?

Passion was key to my growth, so I’d say follow your passions. You can teach many things, but not how to care. We attract passionate people who naturally become great at selling and marketing our style of travel. I also recommend finding where you want to work and building a network in that field. Connect with people on LinkedIn or in person before you need a favour or are ready to pursue an opportunity. Relationships built early make future opportunities more genuine.

How did your time at TMU shape your path in travel and destination marketing?

When I started at TMU, I was leaning toward something entrepreneurial, maybe in the restaurant or event space. Then I discovered destination marketing and it just clicked — I loved the mix of strategy, storytelling and community impact. Most case studies we studied were from Caribbean countries, so the path wasn’t totally clear, but I knew I’d found my direction. In my third year, I spotted a summer job posting on a campus notice board, and that job became my first step into the world of Destination Toronto.

What major trends or challenges are currently shaping tourism in Toronto, from economic shifts to changing traveller expectations?

Toronto’s tourism landscape is shifting in interesting ways. AI and technology are transforming how we connect with visitors through personalization and real-time engagement. The biggest change is how people discover and plan travel — they’re influenced by what they watch, scroll and hear from their favorite creators. Instead of just advertising around cultural moments, we’re embedding Toronto inside them through cultural storytelling, partnerships and earned media — making sure Toronto shows up in organic, authentic ways that are impossible to ignore.

How is Destination Toronto promoting more sustainable and responsible tourism in the city?

Sustainability goes beyond eco-friendly practices. It’s about making Toronto welcoming, inclusive and accessible. Inclusivity is at the core of shaping and promoting the visitor experience. Our Sustainability and Inclusive Badges highlight businesses prioritizing accessibility, diversity and eco-conscious choices. But it’s more than just labels — it’s about storytelling. We amplify diverse voices, showcase local communities and ensure Toronto’s tourism narrative reflects the city’s full spectrum of cultures and identities. True responsible tourism means everyone feels they belong, whether visiting for a weekend or calling Toronto home.

What advice would you give to students or young professionals looking to build a career in destination marketing?

Be open and adaptable. Tourism is always evolving, and the best opportunities aren’t always the ones you expect. Engage with people — networking isn’t just connecting on LinkedIn but being curious, building relationships and learning from every interaction. Don’t get stuck on one thing! The best careers in destination marketing aren’t linear. If you don’t see the role you want, create an opportunity. Follow what excites you, say ‘yes’ to new challenges, and be willing to learn and pivot when needed.

What inspired you to pursue a career in hospitality, and how did TMU help shape your path in the industry?

My passion was sparked by meeting new people and the excitement of coordinating events. I started out thinking I’d pursue event management, but as I progressed through the Ted Rogers School of Hospitality and Tourism Management, I became drawn to hotels. An academic trip to Cuba broadened my understanding of diverse accommodations, while the Young Hoteliers Summit in Switzerland expanded my network and sparked new ideas. The faculty, especially Dr. Frederic Dimanche, helped build my confidence by fostering connections with industry leaders. TMU gave me not just an education, but a community and the tools to thrive in an ever-evolving industry.

What sets the hospitality scene in B.C. apart, and how do you tailor your approach to this unique market?

B.C.’s hospitality scene thrives on natural beauty, diverse destinations and rich cultural heritage. Vancouver Island blends historic charm, beach culture and rugged coastal beauty, while Whistler offers year-round outdoor adventure. The Okanagan Valley’s vineyards and Vancouver’s urban energy add to the dynamic market.

A defining element of hospitality in B.C. is its rich Indigenous culture, which is deeply woven into the province’s landscapes and experiences, like eco-tours, cultural centers, and locally crafted art and cuisine. Guests seek personalized, authentic connections with the region’s heritage. Success in B.C. means embracing storytelling and creating memorable, meaningful stays that adapt to seasonal shifts.

What’s one lesson you’ve learned about leadership in the hospitality industry?

Success is never an individual achievement — it’s always a team effort. I stand on the shoulders of every colleague at Marriott Hotels, every Heartist at Fairmont Hotels, every Ambassador at Coast Hotels and every team member at Evergreen Hospitality Group that I’ve had the honour and privilege to work with.

Great leadership in hospitality isn’t about titles or authority — it’s about empowering those around you, fostering a culture of trust and leading with empathy. The best guest experiences come from teams that feel valued, supported and inspired. When you take care of your team, they take care of your guests, and that’s what truly sets great hospitality apart.

What advice would you give to students or young professionals looking to build a career in hospitality?

Be bold, take risks and don’t be afraid to step off the beaten path. For me, that meant leaving Fairmont Pacific Rim, one of Canada’s most iconic hotels, to join a smaller, family-run business. While it may have seemed like a step back on paper, it gave me exposure to every aspect of hotel operations — experience that might have taken twice as long to gain in a corporate setting. Over time, I built sweat equity in the company, and today, as an operating partner, I have an ownership stake in hotels — an incredibly gratifying achievement at a young age that wouldn’t have happened had I stayed in my comfort zone.

The hospitality industry rewards those who are curious, adaptable and entrepreneurial. Seek out opportunities that challenge you, surround yourself with great mentors and remember that sometimes, the unconventional path leads to the most fulfilling career.