Karen Williams, President & CEO, Louisville Tourism

Louisville native Karen Williams has been a leader in the hospitality industry for over 35 years — a prosperous career that began with a sales manager position at the Ritz-Carlton Hotel in Atlanta. Trading the Wall Street sales calls for worldwide travel, Karen was promoted to director of corporate sales, where she helped open 18 hotels worldwide under the Ritz-Carlton flag.

After returning to her roots, Karen devoted the next 23 years to Louisville Tourism in the role of executive vice president, where her primary role was to oversee operations of the organization's sales team.

Karen retired from Louisville Tourism in 2012, but remained connected to the industry she loves. She founded Inspired, a full-service event design and management consulting firm based in Louisville. She also reconnected with Louisville Tourism when she was appointed to the Greater Louisville Convention & Visitors Bureau Commission, the policy-making body of the organization.

In March 2014, Karen was named President & CEO of Louisville Tourism and is responsible for all administrative, operating, sales and marketing functions, including 130 full and part-time staff members and an operating budget of $22 million. 

Karen’s leadership role also includes serving on several boards. She currently sits on the boards for the Destination Marketing Association International, Louisville Downtown Partnership, Greater Louisville Inc., Kentucky Travel Industry Association, Kentucky Association of CVBs, Skal Club International, WDRB Editorial Advisory Board, WLKY Spirit of Louisville Foundation Board, and the Louisville Hotel Association.

In recognition of the diverse achievements and longevity of her hospitality career, Karen received the Dan Mangeot award in 2012. The award is presented each year to an individual who has greatly contributed to Louisville’s tourism initiatives. 

After seven years leading the largest DMO in Kentucky, Karen will retire at the end of June 2021 from Louisville Tourism.

KTIA: In devoting the last 40 years to the travel industry, including the past 30 years at Louisville Tourism, what has attracted you to making travel & tourism a lifelong career? What do you think you will miss most?

I think I have always been drawn to the best customer service experience.  Starting my career at Ritz Carlton, the following message was engrained in us: “We are ladies and gentlemen serving ladies and gentlemen.” We were empowered to say yes; never no. I never thought twice about changing my career over my 40 years in the tourism industry. 

We need to create and give our guests/clients the best service/experience possible. If you carry that motto, you will be successful and love what you do each and every day. 

I will miss the team here at Louisville Tourism the most. They are extended family. Their professionalism and desire to promote this destination is remarkable. Regarding the industry, I am committed to staying involved in some form or fashion.

KTIA: As destinations fight for visitors in the wake of the COVID-19 crisis, what are some of the key strategies and marketing initiatives Louisville is implementing to ensure the city is a leader in rebounding from the devastating impacts of the pandemic?

Well, you said it right —  destinations fight for visitors. Prior to the pandemic, we have always had our competitive set of cities, whether it be for conventions or leisure travel. Now, I truly believe it will be more competitive than ever. We all are hungry for the business. We need to promote and highlight what we do best and what sets us apart from our competitive set: Location, iconic attractions and “Bourbonism,” of course!   

We will continue our push, as we have over the last year, to demonstrate we have measures in place to meet all CDC guidelines. There are some initiatives with safety hygiene that will never change, such as how safe you feel on a tradeshow floor, safety in registration, safety in how food and beverage is delivered, room set ups, etc. It is about embracing the new norm in a positive way while making your guests feel safe knowing we have taken all precautions, but still delivering a memorable and great experience.

KTIA: Louisville not only had to deal with the effects of COVID-19, like every other destination across the globe, but at the same time, the city also had to grapple with social justice issues in the wake of Breonna Taylor’s death. In what ways has this impacted your organization and Louisville as a destination? 

Yes, COVID-19 hit us full on beginning in March 2020. We quickly began cancelling all booked business, and hotels and attractions were also closing. It was the most devastating blow for our industry. Our budget for 2020-21 was poised to be $24.9 million. We are now set at less than $9 million. Threats from a global pandemic and the plight of racial injustice led to a disruption to businesses and had an affect on most U.S. cities. 

As we were living this daily during spring 2020, we then were in the national spotlight with social unrest in the wake of Breonna’s death. I felt we were always a DMO that embraced diversity and inclusion, however, I realized quickly we needed to do more. It became a balancing act. We wanted to make our guests feel welcome and safe from COVID and the protest activity, while also embracing that change needed to take place.

I quickly hired a firm to do a DEI (Diversity, Equity & Inclusion) Audit on Louisville Tourism. We had to know and recognize our weaknesses before we could make change.

We created a Black Tourism Advisory Council to work with our team to develop the most effective methods to reach the black traveling audience. We are developing relationships with Louisville’s black businesses through recruitment, partnership, business opportunities and promotions. And, we will continue to offer ongoing diversity and sensitivity training to our local partners.

KTIA: What have you personally learned from the crises that have confronted you over the past year? What are some ways you have kept your team motivated and inspired?

We had to implement a four-day work week, cut pay, furlough some of our team — temporarily and some indefinitely. Staff that did nothing to deserve this. That was so difficult. It made it more difficult when most of the team was working remotely and my only way to communicate with them was via Zoom. I simply hated this time. I kept the team informed on an ongoing basis as much as we could with the evolving changes. We were all in this together. We would work through this together by celebrating the small victories and letting the team know we would get through this and we will come back to be stronger than ever. We now see that light at the end of the tunnel. 

KTIA: What do you view as being the five most important roles and responsibilities of a DMO?

1. Always be transparent.

2. Be inclusive in your destination.

3. Build a strong team that is respected by the local partners.

4. Be involved in the community – locally, regionally and on the national front.

5. Be the very best at creating the experience for your visitor, event and or meeting.

KTIA: How would you describe the ideal relationship between a DMO and its local industry partners? Between the DMO and its local government?

Locally, for me, it is for the entire team to be involved — from myself to the team working with our partners, being involved in committees, industry meetings, boards, attending events, and most importantly, do this on an on-going basis.

Regarding local government — this is my responsibility. I have a relationship with the Mayor, Deputy Mayor, our Metro Council, our Chamber, and our neighborhood Mayors. I invite them to all of our events. They all had a part in our Destination Strategic Plan. My feeling is that you cannot be a fair-weather DMO — only see or contact them when you need them. You need to create an ongoing relationship and make sure they always understand the importance of tourism, and are always stating and showing our relevancy by the economic impact we leave.

KTIA: In leading the state’s largest DMO, you have also actively engaged with the statewide industry. Why? Also, have you observed any misconceptions among your Kentucky industry colleagues about the state’s largest CVB and destination?

I hope not. I have always wanted to be involved from the beginning with our statewide industry colleagues. I truly admire my KACVB colleagues. I realize they may have smaller budgets and are smaller in numbers regarding staff, however, they are mighty and smart and we can all learn from each other. We all have the same issues, regardless of size, but if we work together, we are much more powerful! 

KTIA has always been a relevant association in our industry, but during this time of crisis they stepped up quickly and we all worked together. I truly believe without the relationship of us all working together, we would have not pulled off getting our language inserted in the Cares Act most recent bill, which allowed state DMOs and non-profits to apply for PPP. I am honored and proud to work with all of our state industry partners. The success of tourism in the state is not due to Louisville, it is due to the entire industry in the state working together with a common goal with a collective voice. When I am in Frankfort during the session, I never lead with talking about Louisville. It is always talking about tourism collectively (work with our Tourism Cabinet team and our industry partners).

KTIA: As a KTIA leader, where do you see the association fitting into the mosaic of Kentucky’s travel & tourism industry?

I think KTIA needs to be in lockstep with the Kentucky travel and tourism industry. We do not have to agree on everything, however, we can accomplish more if we are a unified industry. Hank and Sarah have done a great job with the board being inclusive of every demographic and showing no favoritism to any city, attraction or hotel. I am thankful for the hard work and detailed and thorough information they have provided all of us to do our jobs.

KTIA: We all hope that the industry will not merely recover but will ultimately be stronger than it was before the COVID-19 economic crisis. What is your vision for Kentucky’s post-pandemic travel & tourism industry?

I truly think we will be stronger than ever. I know every destination is saying this, but pre-pandemic, this state was kicking ass. We were strong. We had a great reputation in our region, nationally and internationally. We have so many great, iconic assets that no other state can claim. I think we will be stronger because we have fought hard to survive, and we did it together. That tenacity and spirit will carry this great tourism state on to many successful months and years to come.

KTIA: As a Part B to the last question, what do you see as the primary obstacles to the achievement of your industry vision?

Funding. We desperately need the funding from the ARPA monies. We have the spirit, but we need the dollars to be competitive.

KTIA: With the freedom of word and thought that comes with an impending retirement, is there anything you’ve always wanted to say, but haven’t?  Here’s your chance! 

Oh, my goodness! Well, I believe one of my strengths is being politically correct. So, while I am still representing my team and great city, I will leave it at that (HaHa!).

KTIA: What is the best personal trip you've ever taken and why?

Yikes, this is hard. Honestly, since the beginning of my career at the Ritz Carlton, I have traveled all over the world to so many great destinations. But quite honestly, the last eight years as being the President of Louisville Tourism, I have so enjoyed buying trips at the KTIA auction — specifically the houseboat trips to some of our great lakes. I have so many great memories of these trips with my siblings. These are memories I will cherish forever.