To celebrate International Women’s Day on 8 March, we’re shining a spotlight on the remarkable women within our membership. Explore their stories, recognise their achievements, and be part of the conversation as we highlight the journeys of female leaders in UK inbound tourism – and consider how we can better support and empower women in the workplace.
Karen Robertson is the Managing Director, UK & Ireland Groups at Tour Partner Group. She previously served as Managing Director of JacTravel, and has extensive leadership experience and a proven track record of commercial and operational success, along with over 30 years of expertise.
- What inspired you to enter the tourism industry?
I was drawn to the tourism industry early on, working in hospitality and tour guiding throughout my later school years and during university. My passion for travel and modern languages also naturally led me into the sector. After graduating, I joined a family-owned domestic tour operator, where I was fortunate to learn the business from the ground up, led by an inspirational entrepreneurial mentor. He was never without his felt-tip pen and pad, always jotting down ideas and laying out his plans for the business. What stayed with me most from that time was the sense of teamwork and encouragement I received, which quickly deepened my love and curiosity to learn more of the industry.
2. What has been the highlight of your career so far?
Becoming Managing Director of JacTravel in 2018 remains a defining milestone in my career. After years of hard work, dedication, and steady progression within the company, earning the trust of the leadership team meant a great deal to me. As a relatively new MD, leading the business through COVID presented one of the greatest challenges of my career, requiring resilience and empathy to guide the team through that period, ultimately bringing us closer together and strengthening my sense of purpose as a leader.
My most recent highlight was, of course, playing a key role in JacTravel’s acquisition by Tour Partner Group and subsequently being appointed Managing Director for the combined UKI Groups business. That transition truly was the culmination of years of dedication and experience – and marks the beginning of an even more exciting chapter for both the business and my personal career.
3. Have you faced any specific challenges as a woman working in inbound tourism, and how did you navigate them?
Over the past 20 years in director-level roles, I have spent much of my career in male-led environments, as one of the few women at the leadership table. I’ve never had the opportunity to work under female leadership, and I sometimes reflect on the perspective that might have offered. Yet rather than being a disadvantage, this absence encouraged me to shape my own leadership identity through self-belief, the courage to speak up, challenge, and contribute equally.
For 18 years, I have balanced senior leadership with raising two children. It hasn’t always been easy, but it has been deeply shaping. I’ve worked hard to be fully present at home with constant reminders that where I place my attention matters, whilst encouraging independence and resilience in my children. I am also truly fortunate to have a supportive husband who shares parenting responsibilities and trusted employers who were flexible with my working hours when I needed them.
In many ways, leadership and motherhood have grown together. Each has strengthened my adaptability, deepened my empathy, and reminded me that leadership is less about position and more about presence – how we show up, how we listen, and how we help others find their voice.
4. What changes would you like to see in the UK inbound sector to better support and empower women?
As a sector with a high proportion of women and a naturally friendly, enthusiastic environment, there should be no limits on opportunities for women. I am continually inspired by my female colleagues within the tourism industry and beyond in everything they have achieved. The opportunity to mentor and support one another is incredibly valuable, and I strongly believe in it.
For me, the most important responsibility I have as a leader is to listen, support, and create opportunities. The loudest voices are not always the most impactful, so it’s essential to create space for everyone to be heard. Truly knowing your team, understanding their strengths, motivations, and potential, is critical to ensuring everyone feels comfortable in their environment to ultimately bring out the very best in us as a team.
5. What’s an assumption people often make about your role or the inbound sector that you’d like to challenge?
The classic assumption about working in the travel industry is that it is glamorous, but that is certainly not the case. While I love travelling and working in an international environment, a leadership role is really about people, relationships, and resilience. Leading an inbound tour operator demands empathy, strategic thinking, and constant adaptability – skills just as essential as commercial acumen. Behind every seamless customer experience lies careful planning, creative problem-solving, long hours at times, and excellence in collaboration across diverse teams and cultures. This isn’t glamour – it’s commitment and hard work, yet so rewarding to deliver truly memorable experiences.
6. What advice would you give to young women considering a career in inbound tourism or travel?
Follow your curiosity, believe in yourself, have fun, and don’t shy away from starting at the ground level – look at me! The travel and tourism industry rewards passion, creativity, and a can-do attitude, making it a wonderful sector to be part of. Seek out mentors, listen, learn from every experience, and develop both your people skills and business acumen. Most importantly, be authentic – your leadership style is yours to define.
And always make time for yourself. I’ve balanced a career and family whilst also training for marathons for the past ten years, proving that discipline, planning, and self-care are essential. A healthy body and mind make you a stronger leader, colleague, and parent.
7. The legacy I hope to leave in the UK tourism industry is…
…one of impact, inspiration, and opportunity. I want to drive business growth and innovation while creating unforgettable experiences for the international visitors to the UK and Ireland. As a leader, I aspire to be authentic, collaborative, and generous with knowledge – guiding others, inspiring confidence, and building trust along the way.
I am deeply passionate about supporting the next generation, and throughout my career have mentored emerging female leaders, delivered tour operations modules to budding university students, and, on a personal level, coached U18 female athletes. I hope to show that with hard work, curiosity, patience, and a willingness to listen, you can truly make a difference. Recently, my 16-year-old daughter, who is growing up in a world of TikTok and Instagram, told me I was her biggest influencer! That heart-warming moment reminded me that true influence is not about titles or accolades, but about the positive impact we have on others, allowing them to thrive and achieve their goals.
