Issue link: https://digital.copcomm.com/i/1544721
B M & T ••• March/April 2026 ••• www.blackmeetingsandtourism.com 18 performative allyship and institutional courage." This call for institutional accountability is supported by the work of Antwone Stigall and the Black Meetings & Events Professionals (BM&EP). The organiza- tion operates on the belief that DEI shouldn't be a source of tension but an opportunity for shared success. By insisting that inclusion is a job for everyone, they help leaders build workplaces where people can share their real stories safely. Their approach moves beyond just following rules to creating a culture where every person, from the cleaning staff to the CEO, feels they truly belong and matter. The Seat at the Table: Representation as Revenue The soul of this movement is further embod- ied by pioneers like Betty Jones and the Travel Professionals of Color. For decades, their mission has served as a reminder that the industry seeks the "Black dollar" but often fails to reflect the Black experience in its aspirational imagery. Through TPOC, Jones has championed the idea that inclusion is a direct driver of revenue growth and market reach. When diverse businesses succeed, they reach specialized customers that traditional companies simply miss, showing that having dif- ferent voices at the table is a major profit driver. This path to success offers a clear plan for travel brands and destinations globally. Julie Coker, President and CEO of New York City Tourism + Conventions, represents a pinnacle of this inclusive leadership. Her leadership proves that a company's message must be a true mirror of the diverse people it represents. Coker emphasizes that even in a shifting landscape, the dedication to these values must remain unwavering. "Diversity, equity and inclusion (DEI) has always been at the core of our work... and under my leadership it will remain that way," Coker asserts. She believes a destination's appeal is inseparable from its people, noting that if an industry neglects to lift up its diverse communi- ties, it is failing to tell an authentic story. Leaders like Coker demonstrate that when DEI is integrated into strategic goals, it becomes a pillar of global economic success. The logic is about the balance sheet as much as social pur- pose. "DEI is a business case that has an indis- putable ROI," she explains, pointing out that "a talented staff representing different cultures, races, genders, ages and abilities" is the only way to win globally because a team that looks like the world succeeds. Defining True Equity: A Roadmap for 2026 If the industry is to move forward, it must define what "Equity" actually looks like in a boardroom. Jason Dunn Sr. compels the indus- try to look beyond diverse faces in the room toward the redistribution of power. "Equity is uncomfortable because it requires change, and for some, that feels like loss," Dunn says. "For decades, some in our industry have been comfortable inviting Black professionals into the room as long as the terms of power did not shift. If diverse voices are present but power- less, that is not inclusion...it is theater." For Dunn, equity means the money moves differently. In contracts, it means Black-owned businesses are positioned to lead and build rather than just fulfill a requirement. "It requires asking harder questions about who gets the largest con- tracts, who gets second chances, and who is trust- ed with complexity... because historically, those answers have not been neutral," he says. To move toward a just future, these leaders suggest this roadmap: Leadership Accountability: Tying DEI metrics to executive compensation ensures "equitable, sustainable economic prosperity for the mutual benefit of residents, businesses and visitors," as Julie Coker advocates. Operational Fairness: Moving beyond intent to build systems that truly work. Programs like the Tourism Accelerator launched under Julie Coker's leadership prove that when we remove barriers, everyone succeeds together. Psychological Safety: Creating safe envi- ronments where employees can voice concerns and where "repair is co-created with the people who were harmed," notes Jason Dunn Sr. Social Equity: Aligning with modern trav- elers like Gen Z through inclusive storytelling and brand responsibility, driving billions in direct spending annually. THE VERDICT: A MESSAGE OF IMPACT While the political climate feels cold, the hos- pitality industry's heart and soul always remains with its people. For those feeling worn down by the noise, Jason Dunn Sr. offers this message: "This is not a moment to seek validation; it is a moment to exercise discernment. Pay atten- tion to who is consistent and who shows up when it is no longer convenient. Not every seat at the table is worth having." He reminds the industry that our people are a movement, not a moment. Leaders like Coker mirror this call to stand on your own truth rather than wait for permission, because honesty in representation is the heartbeat of success. Standing firm in diversity is an industry's ulti- mate 'superpower,' regardless of shifts in our political world. As Dunn concludes, "This is not the moment to shrink... it is the moment to be pre- cise, strategic, and unapologetic about the value you bring, because the truth remains that this industry does not move forward without us... it never has. In this MOMENT BE BIG." History teaches us that progress is rarely a straight line; it is a series of waves, often met with fierce undertows. We are reminded of the words of James Baldwin, who once noted that "not everything that is faced can be changed, but nothing can be changed until it is faced." In hospitality, facing our shared history is the only way to build a future where every traveler feels seen and every professional feels valued. This work is the legacy of those who walked before us and the promise we make to those who fol- low. It is the steady work of building bridges, ensuring that "hospitality" is a sincere reflection of our common humanity. Equity and fairness is a practice, not a finish line.