Maribel Rodríguez 

President

Women Leading Tourism (WLT)

Maribel Rodríguez is President of Women Leading Tourism (WLT) and one of the most influential voices for female leadership in travel and tourism. With more than 25 years of international experience, she has held senior positions in airlines, hospitality, distribution and sectoral organizations, and has argued in global forums that, although women represent around 54% of the tourism workforce, they remain underrepresented in decision-making roles.

She advocates moving “from words to action” with measurable diversity targets, mentoring programmes and public–private partnerships that drive competitiveness and sustainability. A psychologist from the University of Salamanca and Executive MBA graduate from ICADE, she is a regular reference in platforms such as FITUR Woman, Hosteltur and specialist media, stressing that diversity delivers more plural, empathetic and sustainable management, which is essential for transforming the sector.

Dear Dr Rodríguez, you have been a driving force in Women Leading Tourism. What initially inspired you to embark on this path, and how have your personal values influenced the vision you bring to the organisation?

We set out on this path as a group of women executives convinced that there was still a great deal to transform: moving from visibility to decision-making. My values — merit, collaboration and responsibility — translate into setting concrete goals (more women on committees and in the C-suite) and building bridges with companies and institutions to accelerate change.

In your opinion, what are the most significant barriers that women in tourism still face at the global level, and how does WLT prioritise overcoming these obstacles through its programmes and partnerships?

The key barriers continue to be the “glass ceiling” in senior management, pay gaps and a lack of visible role models. WLT prioritises metrics and action: representation targets in leadership, mentoring/role-model programmes and alliances with organisations, public–private institutions and the media to give a voice to women leaders, linking diversity with business results.

Reflecting on your leadership style and experiences, can you describe a decisive moment in which you had to adapt or evolve your approach in the face of a major challenge or disruption in the tourism industry?

The pandemic was, without a doubt, a turning point — it was precisely when we created the association. It forced us to rethink how we connected, supported and led within a paralyzed sector. In that context, I understood that leadership needed to become more empathetic, human and collaborative. That period strengthened my conviction about leading with purpose, building strategic alliances and always keeping the focus on tangible results: measuring impact, not just inspiring. I learned that resilience grows when leadership is grounded in empathy and collective action.

Considering current global dynamics — sustainability, digitalization, climate change — how do you see the role of women in shaping the future of tourism, and which specific skills will be most in demand?

Women play an essential role in transforming tourism toward a more sustainable, digital and resilient model. Their leadership typically focuses on long-term vision and the creation of shared value — something indispensable at a time when the sector must balance economic growth, sustainability and social well-being.

The green and digital transition requires new skills: data management and artificial intelligence applied to decision-making; sustainable finance, linking investment with impact; multi-stakeholder negotiation, crucial for coordinating governments, the private sector and communities; and intercultural communication, essential in a global, diverse environment.

Women contribute precisely the ability to integrate different perspectives, manage complexity and lead with empathy — competencies that will be decisive in shaping the tourism of the future.

Mentorship is a core offering of WLT. What are some of the most valuable lessons you have learned as a mentor or mentee, and how do these experiences shape WLT’s mentoring model?

Mentorship has proven to be a key tool for accelerating female leadership. Sponsoring individuals — opening doors and recommending talent — multiplies the impact of mentoring, and having clear, measurable goals prevents the illusion of progress. At WLT we promote a model based on guidance, development and visibility. We believe that female talent already exists; what is essential is to strengthen it, connect it, and ensure it has the space it deserves in the places where decisions are made.

In your opinion, how can tourism organisations move beyond gender representation toward true gender equity, and what role does organisational culture play in enabling female leadership to thrive?

True equity is not achieved through representation alone but through structural commitment and measurable progress. Tourism organisations must integrate equality into their business strategy, with concrete diversity objectives, co-responsible work–life balance policies, salary transparency and promotion processes based on merit. Equity must be part of success indicators, just like profitability or sustainability.

Organisational culture is the foundation that allows female leadership to flourish. When diversity is linked to values, corporate purpose and incentive systems, it creates an environment where women can lead without having to adapt to traditional models. Ultimately, it is about moving from discourse to action: ensuring that equality is not a project but a daily practice that strengthens the sector’s competitiveness and innovation.

Looking ahead to the next five years, what aspirations do you have for WLT, and what would you consider a transformative achievement for women in tourism globally by 2030?

My aspiration is for WLT to continue strengthening its role as a global platform capable of connecting, inspiring and transforming female leadership across all areas of tourism. We want to see more women in decision-making positions — in governments, companies, international organisations and destinations — and for equality to stop being an unmet objective and become a structural reality in the sector.

A truly transformative achievement by 2030 would be to double the presence of women in senior leadership roles and tourism boards worldwide, driving measurable and transparent equality policies, and promoting diverse leadership that ensures innovation, competitiveness and sustainability.

Our purpose is clear: for female talent to leave a lasting mark on the future of tourism, building a sector that is more just, inclusive and human.

Finally, what advice would you give to young women entering the tourism industry who aspire to lead organisations, drive change and create impact, especially in regions where opportunities have traditionally been limited?

To young women beginning their journey in this exciting industry, I would first congratulate them — they have chosen the best sector to build their professional lives! I would encourage them to believe in their talent and not wait for opportunities to appear: they must seek them out, create them and share them. Tourism is a sector driven by people, purpose and impact, and now more than ever it needs leaders with empathy, global vision and a firm commitment to sustainability.

My advice is to build a network from day one, seek mentors and allies, invest in developing new skills — digital, technological, managerial — and never hesitate to claim their space. Every step they take opens the way for other women. Leading in tourism is not only about directing — it is about inspiring and transforming.