International Women’s Day is a time to celebrate the women who are not only shaping conversations—but shaping cities. In Houston's dynamic and diverse hospitality industry, women are leading at every level, from hotel executive suites and park operations teams to award-winning kitchens and cultural institutions.
Hospitality is the front door to Houston. It is how the world experiences this city—through its hotels, restaurants, venues, and attractions. Behind those experiences are visionary women driving innovation, building culture and creating change. In this two-part series, Houston First spotlights some of the women defining leadership in hospitality. These professionals are creating pathways for the next generation, championing inclusivity, and elevating standards of excellence. See part one.
Kathryn Lott
President, Discovery Green
What experiences most shaped your leadership style, and how have they influenced the way you mentor or uplift others in the industry?
Working with Southern Smoke Foundation during the pandemic was a gamechanger for my leadership style. In one year, I hired 40+ new employees from around the nation who I had never worked with or met in person. The scope of work was endless, and I was admittedly forced to let go and to empower the team rather than drive all of the decision-making myself. The “we are all in this together” spirit was the backbone of that operation, and I’ve taken that to the workplace I’m leading today.
What changes have you seen through the years that have helped break down barriers for women in hospitality?
The greatest difference has been made by the women who came before us and climbed through the ranks and took leadership roles—both locally and nationally. It is our duty now to follow in their footsteps and exercise our capable and valuable voices in the decision-makers’ rooms without apologizing or waiting for others to lead.
How do you define success at this stage of your career, and how has that definition evolved over time?
I know that a lot of leaders are fearful of the word “content,” perhaps implying that they are resting on their laurels, but what I mean by this is that I’m no longer looking for the next thing. I am so happy with the ever-changing work that I have the privilege of doing every day: to work with a brilliant and talented team of people, to provide joy to the community that I live and play in, and to have the support and leadership of an expert-level Board of Directors. My greatest hope now is to retire from my current position and to never work for another. To me, that is ultimate success.
What advice would you give to young women entering hospitality who aspire to leadership roles?
Do as much as you can while you are young and become your future self’s best advocate. Start laying the groundwork now so that you are ready for the success that lies ahead. For instance, create a large and healthy network around you, build the reputation you want for yourself, choose your mentors and begin the work with them, lean into the conversations and listen.
How can hospitality organizations better support the retention and advancement of women leaders?
Women benefit greatly when they are reminded that they deserve rest, trust and recognition for the work that they do. Often women will allow work to overshadow their own needs and the toll it takes on them over time is counterproductive. The greatest thing we can do for our future leaders is to encourage them to create balance: make doctor’s appointments, stay home if they or their kids are sick, get to their favorite workout class, turn their email off on vacation days and show up rested and at their best when it counts.
On International Women’s Day, what message do you hope resonates most with the next generation of women in hospitality?
You have female veterans that have created a path for you, and you can share in that legacy and do the same for others. You can make paths that haven’t been defined or even conceived of yet. There is no limit to the greatness you can create.
Sharon Fletcher
Executive Director, Houston Freedman’s Town Conservancy
What experiences most shaped your leadership style, and how have they influenced the way you mentor or uplift others in the industry?
My leadership style sits at the intersection of servant leadership and transformational leadership, shaped by my journey through the City of Houston—from starting as an intern to ultimately serving as Deputy Chief of Staff on City Council. Coming up through the ranks taught me the value of listening first, serving always, and creating space for others to grow. Because I began as an intern, I’m intentional about pouring into the next generation: I ask them about their vision for the future and how the work we do today can open doors for their tomorrow. That perspective keeps me grounded and reminds me that leadership isn’t about position, it’s about lifting others as you climb and helping them see what’s possible.
Over the years, I’ve seen real progress in hospitality as more women step into C‑suite roles and use their influence with intention. What’s been most powerful is the intentional advocacy and collaboration among women leaders—not only championing one another, but actively creating pathways, sharing resources, and pushing for systemic change. That collective effort has helped break down long‑standing barriers and opened doors for more women to rise across the industry.
How do you define success at this stage of your career, and how has that definition evolved over time?
Earlier in my career, I measured success by looking outward—at the people I admired and the benchmarks they set. I thought success meant reaching the places where others had already drawn the bar. But as I’ve grown in my career and in my own confidence, my definition of success has shifted. Today, success is about charting my own path and being intentional about what truly matters: nurturing meaningful relationships, understanding the impact of the work I’m doing, and embracing challenges that stretch me and help me grow. Those are the markers that guide me now, and they feel far more authentic to who I am and the leader I’m becoming.
What advice would you give to young women entering hospitality who aspire to leadership roles?
My advice to young women entering hospitality is to define success on your own terms, not someone else’s. With time, I learned that real success comes from charting your own path—nurturing meaningful relationships, understanding the impact of your work, and embracing challenges that help you grow. So be intentional about your journey. Seek mentors but also trust your voice. Show up ready to absorb knowledge. Stay curious, stay confident, and don’t be afraid to take up space. Leadership isn’t about fitting into a mold; it’s about shaping the future in a way that reflects who you are and what you value.
How can hospitality organizations better support the retention and advancement of women leaders?
Hospitality organizations can better support the retention and advancement of women leaders by being intentional—intentional about advocacy, intentional about collaboration, and intentional about creating environments where women can thrive. That means ensuring women have access to meaningful mentorship, visible sponsorship, and real pathways to leadership. It also means building cultures where women’s voices are valued, where flexibility is normalized, and where advancement isn’t tied to outdated expectations. When organizations actively champion women, invest in their growth, and collaborate with them to remove barriers, they don’t just retain talent—they cultivate the next generation of transformative leaders.
On International Women’s Day, what message do you hope resonates most with the next generation of women in hospitality?
On International Women’s Day, I hope the next generation of women in hospitality hears this clearly: show up authentically, stay prepared for the opportunities that will come your way, and be ready to embrace the challenges that will help you grow. Every experience—easy or difficult—will shape your development and prepare you to lead with confidence. Your authenticity is your strength, your preparation is your foundation, and your willingness to grow is what will carry you forward.
June Rodil
Partner, Goodnight Hospitality
What experiences most shaped your leadership style, and how have they influenced the way you mentor or uplift others in the industry?
Honestly, sometimes the most gruesome experiences are the most formative, right? Every job I’ve had has been both joyful and challenging, with the highest highs and the lowest lows, and all of it shaped how I lead. With time, I look back with a lot of fondness because there is no such thing as a perfect restaurant experience. The point is what you take from it, how you grow, and how you treat people when it’s hard. That being said, here are two very pivotal experiences for me.
At Uchi, I learned systems, systems, systems, and the financial side of hospitality as a language you have to speak fluently if you want to build something that lasts. It was my first beverage director role and they had never had one before. They took a chance on me, and that humbled me in the best way. It also taught me that being an important cog in a wheel is not a bad thing. You can be wildly yourself, but learning how to fit into an organism and build a machine that supports the team is everything.
At MML (McGuire Moorman Lambert Hospitality), I lived through a beautiful chapter that pivoted because of tragedy. I was beverage director and then became one of the first partners from the exec team, which was surreal and such an honor. When our Director of Ops passed away suddenly, I was next in line, and it scared me. I resisted stepping into a bigger role because I truly loved my job. But after a lot of discussion and some healthy panic, I realized knowing the culture, taking care of the team, and loving the work meant I could evolve again, even if I didn’t feel ready. That’s when I stepped into VP of Operations, and it solidified my love of operations and building companies, not just programs.
Now, when I mentor, I try to give people what I needed: honesty, real tools, and permission to grow without having to be hardened first. I want them to learn faster, with less scar tissue, and still keep their heart.
What changes have you seen through the years that have helped break down barriers for women in hospitality?
I think it starts with a simple but powerful thing: coming from a place of yes. Yes to events. Yes to networking. Yes to mentorship, and honestly, yes to menteeships too, because I learn constantly from other women. Every time we show up, we make it more normal for women to be in the room, at the table, leading the conversation.
Then the bigger shift is that more women are realizing we don’t just want a seat at the table. We can build our own table. Seeing women do that before me was the push I needed. I was like, okay, get up. Do the work. Be visible. Hold the door. Drag a chair over for the next person.
How do you define success at this stage of your career, and how has that definition evolved over time?
Will I ever think I’m successful? Honestly, maybe not. I come from a very, very poor village in the Philippines, and I think that “something could crumble at any minute” survival feeling lives in my bones. So, my definition of success has evolved.
Success used to look like achievement: titles, lists, awards, external proof. Now I think success looks like being genuinely excited about the future instead of constantly bracing for disaster. People at work joke that I’m an apocalypse prepper. Reader, they are not wrong.
Real success for me will be longevity: a company that stays healthy, values people, and creates real opportunity. It’s knowing our team can build long careers here, maybe even retire one day, and actually enjoy the fruits of their labor. If we can do that, we did something that matters.
What advice would you give to young women entering hospitality who aspire to leadership roles?
You can do hard things. Full stop.
But don’t make other people do hard things just because you had to. Knowing when to apply pressure so someone grows resilience is leadership. Applying pressure because you were pressured, and you’re repeating the cycle, is a trauma response.
Lead with standards and care at the same time. Learn the numbers. Learn the systems. Protect your joy. And find your people, the ones who want you to win for real, not just cheer for you while they keep you small.
How can hospitality organizations better support the retention and advancement of women leaders?
Hire. Promote. Hire. Promote. Hire. Promote.
Representation isn’t a “nice to have.” It’s strategy. And it has to be real, not performative. I’ve had so many employees tell me they came to work with us because they saw someone who looked like them, their background, gender, ethnicity, in leadership. That responsibility scares the shit out of me, but I’m in it. And I’m lucky to be in it with partners who are equally committed.
Also, support has to be structural. Clear pathways to advancement, transparent pay practices, real flexibility when life happens, and leaders who don’t punish women for being human. And for women specifically, find your tribe and find your allies. Their motivations matter, and they need to align with yours for it to work long term. I’m very lucky that I have that, without a doubt, with my business partners.
On International Women’s Day, what message do you hope resonates most with the next generation of women in hospitality?
I hope they hear this: You do not have to earn your place through suffering. You don’t have to be the toughest person in the room to deserve leadership. You don’t have to shrink your softness to be taken seriously. This industry will try to convince you that exhaustion is the price of admission and that burnout is a badge. Please don’t believe it.
Your voice belongs here. Your ambition belongs here. Your story belongs here.
And when you get your moment, when you finally have the keys, the title, the team, use it to make the path wider. Leave the ladder down. Build the table bigger. Make it safer and more joyful to belong. Because the goal isn’t just to survive hospitality. The goal is to shape it and make it a place where women can thrive for a lifetime.
Written by staff
