Since stepping into the role of Vice President, Americas at the Global Business Travel Association (GBTA) in early 2026, Katharine Farrell has become the driving force behind the association’s expansion across the United States, Canada and Latin America. Her daily agenda weaves together membership growth, event programming, volunteer coordination and partnership cultivation, all while keeping an eye on the longer-term roadmap that will shape the industry for the next five years.
Farrell describes her position as a constant balancing act: one moment she is mapping out the next wave of member benefits, the next she is negotiating with airline partners, and later she is briefing senior leaders on emerging sustainability trends. The variety keeps her energized, and it also mirrors the multifaceted nature of modern business travel, where technology, policy and human interaction intersect daily.
Driving strategy and growth for GBTA in the Americas
At the core of Farrell’s mandate is the development of a three-to-five-year strategic plan that aligns the disparate markets of North and South America. She leads a cross-functional team that analyses travel-spending data, surveys member needs, and evaluates competitive threats. By translating those insights into actionable programs—such as regional conferences, digital learning hubs, and advocacy campaigns—GBTA is positioning itself as the premier voice for corporate travel executives.
Beyond internal planning, Farrell spends considerable time nurturing relationships with industry partners, from airline carriers to fintech innovators. These collaborations enable the association to offer members cutting-edge tools for cost management, risk mitigation and sustainability reporting. Her focus on measurable outcomes ensures that every initiative can be tied back to clear metrics, such as membership renewal rates or event attendance growth.
From history student to travel executive: a non-linear journey
Farrell’s academic foundation is a Bachelor of Arts in History from Wake Forest University, followed years later by an MBA earned through the university’s Winston-Salem Evening program. After an early stint in collegiate and professional sports marketing, she pivoted to the corporate travel sector, eventually founding her own marketing and communications agency. Building that business from the ground up taught her the fundamentals of client acquisition, risk assessment and agile leadership—skills she later transferred to roles at Delta Air Lines and travel-tech firm Serko.
The entrepreneurial chapter proved especially pivotal. Selling her agency not only validated her strategic acumen but also freed her to explore larger, globally-scaled organizations. At Delta, she helped shape the carrier’s corporate travel outreach, while at Serko she navigated the complexities of integrating technology solutions across multinational clients. Each step reinforced a recurring theme in her career: a passion for connecting people, ideas, and resources to create tangible value.
Leadership lessons, networking and advice for emerging professionals
Farrell identifies the breadth of her responsibilities—spanning three distinct markets and a wide array of stakeholders—as the most demanding aspect of her job. She mitigates this challenge by constantly returning to the “why” of each project: Who benefits? What problem is being solved? Which outcome matters most? This purpose-first mindset, combined with deep trust in her team, allows her to delegate effectively and maintain clarity across competing priorities.
When asked about building a lasting professional network, she emphasizes authenticity over transactional “networking.” Genuine relationships often begin when colleagues collaborate on a tough problem or simply enjoy a candid conversation. Farrell stays curious, makes introductions without expecting immediate returns, and nurtures connections through brief check-ins, congratulatory messages or spontaneous coffee meetings. She notes that the travel industry’s relationship-driven nature means today’s casual contact can become tomorrow’s strategic ally.
For recent Wake Forest graduates, Farrell’s counsel is simple: give yourself permission to evolve. Early career decisions should focus on developing habits—automated savings, regular exercise, and time for family and values—rather than chasing a perfect title. She also urges students to explore the full spectrum of the travel sector, which includes technology, consulting, events, payments and sustainability, and to remain open to roles that may not fit a predefined career map. Those seemingly unrelated experiences often become the building blocks for future leadership positions.
