The next generation of travel professionals is stepping into an industry full of promise, but still marked by gaps that could widen into real risks if nothing changes. This generation wants better pathways, better connection, better support and better visibility for the sector in which they plan to build their careers.
These insights came from a closed‑door session with Karryon’s Next Gen Network, where rising professionals compared notes on what strengthens the industry and what quietly erodes it.
What followed was a clear picture of what the next era of travel needs to look like if it wants to keep the talent it attracts.
Make the industry visible from the outside
A tourism degree cut for “lack of profitability”, the ongoing misconception that a job in travel is limited to being a travel agent or cabin crew, a first entry into the industry sparked not by awareness but by a relative’s friend offering a lead. Few in the room discovered travel via a clear pathway. They arrived through luck, timing or accident.
“People can’t choose an industry they don’t know exists,” GTI Tourism account director Simran Mediratta said.
“From outside the industry, you don’t see travel’s strategy roles, the partnerships roles, the marketing, the tech, the operations. They’re invisible.”
“And it’s not just entry-level roles. People need to see the opportunities ahead before they invest in the training,” Wentworth Travel travel designer Mimi Romijn said.
“In banking you can see the ladder,” she said.
“Analyst, associate, VP… In travel, there’s not always a clear path or trajectory, so you don’t know what you’re aiming for. You can’t aspire to what you can’t see.”
Before the sector talks about talent retention, it needs to build talent attraction, the group agreed. And that starts with letting future generations see the scope and possibility of the travel ecosystem long before they try to join it.
There is a clear appetite for the industry to articulate itself more confidently: what jobs exist, how careers progress, what success looks like and how someone moves from an entry-level role into leadership. Clarity attracts talent. Silence loses it.
Create connection that actually connects
The industry’s long‑standing networking culture built careers and community for decades. But the rhythm of work has shifted, and the old formulas no longer land the way they once did.
Senior leaders built their networks over decades of industry events, of long lunches and napkin deals. However, there is little room for that freedom today, given the levels of accountability, hybrid schedules, and the pressure of modern workloads, the group said.
“There are so many events, you could easily be out most nights, which just isn’t feasible,” Qantas trade marketing manager Jessica Kilbride-Parris said.
“And for many who are new to the industry, an event of 100+ strangers can be a formidable prospect.
“Sometimes all it takes is one person bridging the gap for you. That single handover can unlock an entire network.”
There was a strong call for connection that feels intentional rather than performative: small touchpoints, structured introductions, familiar faces, repeat interactions.
“Being recognised early on changed everything for me,” CruiseHQ marketing manager Caitlyn Paris said.
“It made me feel like I wasn’t just in the industry, I was part of it.”
Even the most confident people in the room admitted they often attend events where they speak less than they intend. Not because they lack interest, but because the format rewards people who already have an established network.
Redefine leadership so people want to step into it
The next generation of travel talent has watched their leaders stay tied to their inboxes and postpone leave, blend personal identity with professional expectation and carry workloads that look unsustainable to anyone watching.
Norwegian Cruise Line partnership relations team leader Tahlia Shaw talked to the rising trend of so‑called “conscious unbossing”, where many younger professionals are turning away from management roles to protect their wellbeing.
“It’s not something many of us this room likely aspire to, but I can see why others hesitate,” she said.
“Leadership has been modelled by some as a path where you lose yourself.”
Their vision for leadership isn’t softer. It’s smarter. Clear boundaries. Real mentorship. Responsibility that grows with support instead of sacrifice. A future where leading doesnt mean forfeiting the life you’re leading it for.
Treat evolution as the continuation of what came before
Every point raised carried a sense of responsibility for the future, but also genuine affection for the industry that shaped them. They spoke warmly about the legacy they’ve inherited, the generosity of the people who guided them and the culture that has kept so many in travel for so long.
They want to build on that foundation. They see what still works, what can be modernised and where small shifts could have big impact. Their ideas come from optimism rather than criticism, grounded in the belief that this industry is worth investing in.
“The travel industry is so much fun, it’s generous, and it rewards the people who show up. If we create the right space for people to grow, they’ll stay, they’ll lead and they’ll lift the whole sector,” said Paris.
The emerging cohort is already here, enthusiastic and engaged. They’re ready to contribute and eager to help shape what comes next. All they’re asking is for the industry to meet that energy and build the future with them.
KARRYON UNPACKS: The next wave is here, energised and optimistic. Give them visibility, support and pathways they can see, and they will carry the industry forward for decades.
