Confessions of a 40-Year DMC Veteran

By: Susan Wormald, Vice President, West Coast Regional Operations

They say there’s no substitute for experience, and we couldn’t agree more! This is just one of the (many, many) reasons that Susan Wormald is such an important part of our 360DG family. After four decades working with us and 45 years in the industry under her belt, this seasoned DMC professional has more than a few words of wit and wisdom to share. We benefit from her wealth of knowledge every day and figured you could, too!

Q: How did you get started in the industry and with 360DG?

A: The hospitality and special events industry has always been a perfect fit for me. After graduating from San Diego State University, I started my career as a marketing coordinator for a nationwide restaurant group. We created promotions to drive customer counts around holidays and celebrations. Does anyone remember Secretary’s Day? Talk about a blast from the past!

I then moved to Park City, Utah, where I worked for the Visitors and Convention Bureau, overseeing special events for the town. Think hot air balloon and art festivals, concerts, and 4th of July parades. I loved my time there, but as a California girl, San Diego was always calling me back. The General Manager of the CVB met Fabienne Hanks (360DG’s Managing Partner, Trevor Hanks’ mom) on a FAM tour and suggested I connect with her when I was back home. My life changed when I interviewed with Tim Brown, Fabienne, and Terry Hanks, the original owners of The Meeting Manager (TMM) which would later evolve into 360 Destination Group. I became their second operations manager, and they became my mentors and dear, lifelong friends.

Q: How has the rise of technology impacted how DMCs operate?

A: Technology and communications have created heightened urgency and timeliness. When I started with TMM, we gave our airport meet and greet field staff a roll of quarters to use a pay phone to call dispatch or page the next terminal. That roll of quarters has since evolved into Dispatch/GPS Apps where we can see exact vehicle locations in real time and press a button to connect with the driver. These advances also came with the expectation that answers can be given, solutions determined, and the chain of events can be altered and detoured in seconds—not hours or even days. Communications in an instant are now expected in how we do business.    

Q: Are there any tech trends you initially resisted but now see as essential?

A: I used to look forward to losing myself for half a day creating a 500-person, 3-airport manifest or sifting through piles of vendor invoices and expense reports to determine program profitability. Now, software platforms make these manual tasks obsolete and ensure accuracy and incredible speed. The pride I once took in completing them has transformed into the joy of getting my time back.

Q: What industry challenges surprised you, and how did you and your team adapt?

A: We’ve definitely had to adapt to sudden crises in the marketplace over the past 40 years. Setbacks like recessions, 9/11, the 2008 financial crisis, stock market crashes, and the pandemic hit with little to no warning. Through each of these, I learned that maintaining strong, open communication with clients, hoteliers, vendors, and colleagues is the key to navigating uncertainty. At the end of the day, we’re all in this together, and a simple “How are you coping?” goes a long way in keeping relationships strong and ensuring we’re supporting each other. The ability to maintain those vital connections during times of chaos has been essential for weathering the storm.

Q: What core values have you maintained even as the industry has evolved?

A: I’ve always believed in ‘management by walking around’. Instead of staying behind my desk (or monitor), I engage directly with our teams by going to their workspace or events to connect. I want to show sincere interest in the tasks at hand. I believe that this hands-on type of management organically builds trust and encourages feedback, open communication, and real relationships.     

I also feel that treating everyone like a client is vital, from colleagues, vendors, and field staff to leadership. Showing respect, attentiveness, kindness, appreciation, and fun in every interaction goes a long way. Your email signature or name badge doesn’t define you.

Q: How has your approach to managing and motivating your team changed over the years?

A: Moving from an office-based workplace to a remote one during the pandemic to our current hybrid model has been tricky. Managing and motivating a team was certainly easier when everyone worked in one office. Currently, I support our operations departments in our eight western region offices. Some folks work remotely, while others are in offices or the field. While regular check-ins, virtual meetings, phone calls, and texts keep the lines of communication open—nothing is better than face-to-face interaction. That’s why I plan at least one day of my week in the field to work and engage with our managers, vendors, clients, and hoteliers.

Q: What’s the most valuable lesson you’ve learned about team development and retention in hospitality?

A: We want our teams to stay engaged and committed. Maintaining a positive work environment, emphasizing the importance of training, and recognizing individuals’ contributions are critical. Since our work schedules can be absolutely nuts, encouraging flexibility and time off is also essential. Most important, however, is listening and creating environments where important conversations can be had because we all want to be heard.

Q: Can you share your strategy for creating a positive, supportive environment for your team, even during high-pressure events?

A: ABAF—always bring a flask. 😊 Jokes aside, my mantra is, “It always works out.” After being involved in thousands of programs and events, I know for a fact that when things go south, there is always a solution. Maybe it won’t work out how you thought or like what’s in the contract, but there is always a remedy. The path to finding that answer? Work the problem (my favorite quote from the Apollo 13 movie). Keep chipping away at possibilities, and engage your team to help. You’ll figure it out!

Q: How do DMCs contribute to the growth and sustainability of local hospitality communities?

A: The cornerstone of every DMC is to be deeply entrenched in the local community.  We are experts in promoting local experiences that often highlight small businesses, local artisans, and eco-friendly adventures. We can advocate for sustainable tourism by supporting local conservation efforts and “green” partners to reduce carbon footprints. DMCs also create job opportunities by hiring and training local vendors, tour guides, and hospitality staff. With the spotlight on corporate responsibility and CSR programs, we know where the needs in our backyard lie. We can connect our clients to opportunities that align with their corporate initiatives because we share those same values.

Where will you be after 40 years in the industry? We hope Susan’s passion, commitment, and positivity have inspired you to continue to pursue this path we know and love. There’s nothing more rewarding than making memories and empowering our local communities—one event at a time. Who knows, maybe someday we’ll be telling your story here! Check out our careers page for current job opportunities!