What travel brands need to know about executive hiring

After less than three years as CEO of adventure travel organisation, WeRoad, Andrea D’Amico has taken the Italian start-up (founded in 2017) to new heights. WeRoad successfully navigated the pandemic and under Andrea’s leadership, its revenues had surpassed €100 million by the end of 2024.

 

Andrea’s success is indicative of how great leadership and experience can be transformative for operators in these increasingly challenging times.

 

Today, leaders across the travel sector are grappling with a host of complex challenges. With consumer spending already described as ‘cautious’ by KPMG this July and economic uncertainty persisting, operators are also contending with rising costs, the push toward AI-driven transformation, and mounting cybersecurity risks.

 

Navigating these pressures will require talented individuals whose skills, mindset, and vision align closely with each organisation’s goals. Yet, as competition for such talent intensifies, hiring teams may need to think creatively to secure top-tier leaders.

 

Having advised senior management teams of many of the world’s leading travel companies, it is clear to me that there are many practices businesses of all sizes should heed and adopt when looking for new leaders to fulfil their business objectives.

 

Leadership blueprint

 

It may sound obvious, but companies must have a very clear perspective of what makes a leader successful in their business.  This is about understanding both the key leadership attributes as well as the specific capabilities and characteristics required for each critical role. A good starting point is to use your top internal talent as a benchmark.

 

Define the key behaviours and use these as a framework for all senior hiring. If the budget allows, consider working with an external assessment provider to support this process. While these tools may seem costly or time-consuming, the benefits of making the right leadership decision (or the risks of a poor one) far outweigh the initial investment.

 

I often find the best candidates want to understand why they have been considered for a specific role beyond the skills and experience listed on paper. Demonstrating a thoughtful, rigorous approach shows that you understand what works and gives a real sense of comfort to potential recruits.

 

A smooth and clearly communicated hiring process

 

Many candidates raise concerns about multiple interview stages, but this is rarely a problem if the process is clearly communicated upfront and candidates know what to expect.

 

Speed is equally important. Maintaining momentum demonstrates to top candidates that you are engaged and committed, while also reducing the risk of losing them to other opportunities.

 

Broaden the talent pool

 

Deep sector knowledge within a team is essential, but broadening the talent pool by bringing in leaders from outside the immediate industry can be just as valuable. Identifying the specific challenges your organisation faces, then seek experts from sectors where those skills are most advanced. This is where the leadership blueprint is critical as you can minimise risk by focusing on leadership characteristics.

 

Attracting candidates from other sectors will require some creative thinking. The travel sector does not always offer the highest salaries, particularly when competing for top AI or digital leaders and so companies must look beyond pay alone. By shaping compelling packages that emphasise non-financial benefits and cultivating a culture that appeals to high-calibre talent, organisations can attract the expertise they need from beyond the sector. Travel is emotive and will have a unique appeal over many sectors that the industry can leverage.

 

Be clear on culture and values

 

Senior candidates increasingly base their career decisions on the values a brand demonstrates. Having a clear culture, combined with a well-defined future direction, and being able to communicate both succinctly and consistently throughout the hiring process sends a strong signal that the business is aligned and purposeful.

 

Top talent gravitates toward organisations that are confident in their values and mission. Don’t worry about creating a “catch-all” list of values, by being authentic companies save time and build trust with candidates and strengthen their reputation in the market.

 

An open hiring process

 

It’s critical that candidates have the opportunity early in the process to learn about your business and ask questions. This is your chance to “sell” the role while giving them insight that will help them make an informed decision.

 

Hiring teams that are open and willing to acknowledge areas for improvement—tend to attract rather than repel top talent. Senior leaders are looking for opportunities where they can have impact; the strongest candidates are often motivated by roles where they can contribute, build, and shape something meaningful.

 

Show, don’t tell

 

When hiring at a senior level, confidentiality is often a key consideration. However, wherever possible, allow candidates to meet as many people as you can throughout the process. For businesses with physical assets—such as hotels or cruise lines—site visits provide an excellent opportunity to bring the brand to life and give candidates a tangible sense of your culture and operations.

 

Winning the talent race

 

The travel sector has a huge opportunity to attract exceptional talent. By defining what great leadership looks like, communicating authentically, and moving decisively in the hiring process, businesses give themselves the best chance of attracting the visionary leaders needed to thrive.