Women’s History Month is one of our favorite times of year. It offers a moment to pause and recognize the meaningful contributions women make across industries and communities, including the impact they bring to GCommerce every day.

This year, we spoke with members of our female leadership team about their career journeys. They shared the moments that shaped their paths, the challenges they navigated, and the milestones that helped define where they are today.
In the conversations ahead, you’ll learn how each leader arrived in their current role and the advice they offer to others building their own careers. Their stories are a reminder that there is no single path to leadership. Every journey is different, and each one holds the power to inspire.

To celebrate Women’s History Month, we invite you to hear directly from the women helping lead GCommerce forward. Each leader of the GCommerce team will be answering the following questions:

What is one core belief you hold about using data to guide marketing or commercial strategy within a property or portfolio?

One belief I’ve developed over the years is that data should make decisions clearer, not more complicated.

In hospitality, we have access to an incredible amount of information, but that doesn’t always translate into clarity. I’ve seen many situations where teams are looking at dashboards full of metrics but still struggling to answer the most important question: what should we actually do differently?

For me, the real value of data is when it reflects how guests actually behave. When the structure of the data mirrors the guest journey, patterns start to emerge and marketing decisions become much more intuitive. Instead of debating opinions, teams can focus on what the data is telling them about demand, visibility, and guest intent.

Over time, I’ve come to see good data less as a reporting tool and more as a way to bring alignment to commercial strategy. At the end of the day, data isn’t about numbers on a dashboard. It’s about helping teams make better decisions for their business and their guests.

Can you walk us through a practical example of how data has informed a decision you’ve made around property visibility, guest targeting, or channel performance?

One of my favorite examples is the work we did with a group of resorts located next to a major theme park. We wanted to better understand which exclusive guest privileges were actually influencing travelers when deciding where to stay.

Across paid search, paid social, and programmatic display, we tested different versions of ad messaging that highlighted specific benefits available only to resort guests, things like early park access, transportation to the park, and other on-property perks.

As the campaigns ran, we watched closely to see which messages translated into bookings. What I found interesting was that some of the benefits we assumed would be the biggest drivers weren’t the ones converting best. Once we identified which privileges truly resonated with guests, we shifted both messaging and media investment toward those themes.

It was a simple example, but a good reminder that data often challenges our assumptions in really productive ways.

Looking at that experience, what is the biggest takeaway for hoteliers who want to take a more performance-driven approach to hospitality marketing?

One of the biggest takeaways for me is that small, thoughtful tests can have an outsized impact.

You don’t always need a massive overhaul of your strategy to improve performance. Sometimes the most valuable insights come from isolating a single variable, whether that’s messaging, audience targeting, or creative, and letting the data show you what actually resonates with travelers.

When hoteliers approach marketing with a mindset of testing and learning, they can gradually build a much clearer picture of what drives demand for their property.

How does that takeaway connect to the way GCommerce approaches data, performance, and accountability in hospitality marketing today?

At GCommerce, we think a lot about shifting the role of data from explaining what happened yesterday to helping predict what happens next.

Historically, marketers and hoteliers alike have relied heavily on retrospective reporting. That information is important, but by the time you’re analyzing it, the opportunity to influence that outcome has already passed. The more valuable question is how we use data signals to anticipate demand and guide decisions before the guest ever books.

That perspective shapes how we approach data across our platform and our client work. We focus on identifying patterns across channels, properties, and portfolios that help inform where demand is heading and where marketing investment will have the greatest impact.

Ultimately, the goal is simple: data should help hoteliers act sooner and with more confidence, not just understand what happened after the fact.

Is there a woman who has mentored you along the way that you would like to recognize? How has her guidance shaped your career, and how do you aim to pay that mentorship forward to others?

I’ve been very fortunate to be surrounded by incredibly smart and talented women throughout my career. Many of the female leaders I work alongside today inspire and mentor me every day, including Lisa McGivney, Erin Fischer, and Abby Rosenberger. I firmly believe that one of the most important things you can do in your career is surround yourself with brilliant minds. Those are the people who challenge your thinking, push you to grow, and ultimately make you better.

One person I would especially recognize is Denise Cooper, our former VP of Marketing. Early in my career, Denise had a way of seeing potential in me before I fully saw it myself. She encouraged me to take on bigger challenges and trust my instincts, which played a huge role in shaping the confidence I have as a leader today. To this day she remains one of my confidantes and someone whose perspective I deeply value.

As a leader now, I try to pay that forward by doing the same for others. Sometimes mentorship is about giving advice, but often it’s simply about helping someone see what they’re capable of and giving them the confidence and opportunities to grow into it.