How These 5 Top Women in Travel & Hospitality Approach Succession Planning

Women Leading Travel & Hospitality recently released its fifth annual Top Women in Travel & Hospitality report. The valuable resource highlights female executives who are at the forefront of the travel and hospitality industry. We asked several of our 2025 Top Women in Travel & Hospitality honorees how they approach succession planning; read on for insights and advice on identifying future leaders, nurturing high-potential employees, providing continual education opportunities, working with employees on goal-setting, and more.

Sejal Amin, Chief Technology Officer, Priceline

To identify future leaders, I look for individuals who consistently exhibit key leadership traits such as initiative, communication skills, teamwork, adaptability and learning agility. This evaluation should occur at all organizational levels where a succession plan for a managerial role is relevant. Once potential leaders are identified, we take a strategic approach to their development by creating a personalized development plan in collaboration with each individual. This plan includes mentoring, 360-degree feedback, professional development, and stretch assignments that challenge them and promote growth. Stretch assignments are especially critical. While these opportunities may be uncomfortable at times, they enable people to learn and grow from new experiences that they otherwise might not have had. Continuous investment in this process by both the individual and the organization is essential for achieving successful outcomes.

Judith Apshago, Chief Digital Officer, Amtrak

Succession planning and developing future leaders are key priorities within our organization. We focus on identifying and nurturing high-potential employees to create a strong pipeline of leaders prepared to step into key roles. Our internal leadership development program is complemented by mentoring and hands-on experience. We encourage a growth mindset and provide continuous feedback through regular career development conversations, ensuring we understand each individual’s strengths and areas for growth. 

Each Digital Technology employee is allotted 40 hours per year for professional development, with the encouragement to pursue relevant certifications, attend industry conferences, and participate in other learning activities to enhance their knowledge and skills while staying current on industry trends and innovations.

Dina Belon, President, Staypineapple Hotels

We value emotional intelligence and individual strengths over technical skills or past experience. Take our chief growth officer, Michael Hirschler. He started in People and Culture but has an innate ability to cut through the clutter, identify what truly matters, and come up with innovative solutions. He’s a Cornell Hospitality Management grad (which he’d definitely want me to mention!) and has proven himself to have much more to offer. His emotional intelligence enables him to get our creative and tech teams working together seamlessly. Mike is a perfect example of how we identify strengths and create opportunities for growth at all levels of the organization. 

We also ask our team members about their goals and dreams during performance reviews. This helps us understand how we can support them, whether that’s with us or elsewhere. As a smaller company, we know that sometimes the next step for someone may be outside Staypineapple, but we’re always excited to welcome back “boomerang” employees who have gained valuable experience elsewhere.

Katty Byrd, Senior Vice President of Guest Services, Norwegian Cruise Line

I believe identifying the right fit for each team member is key. At the same time, exposing team members to new scenarios outside their usual scope and giving them full autonomy to resolve challenges is critical in building a solid foundation for future leaders. Additionally, I’ve found that frequent talent rotation, which introduces discomfort and challenges in their responsibilities and skill sets, helps develop resilient leaders who remain quick on their feet while making data-driven decisions.

Sarah Best Chensky, Vice President of Luxury and Leisure Sales, MGM Resorts International

We have a strong track record for promoting from within. MGM Resorts offers many tools for exploration, growth and mentorship. By fostering opportunities for team members to explore different career paths and engage in cross-functional projects, we broaden their skill sets and prepare them for leadership roles. This approach builds well-rounded individuals and opens new doors for their professional growth.