FEBRUARY 2024
An Open Letter to
Leaders in the Tourism & Hospitality Industry
Workplace Bullying + Women + Mental Health
Dear Tourism & Hospitality Industry Leaders,
In the wake of the tragic loss of Dr. Antoinette Candia-Bailey, the Vice President of Student Affairs at Lincoln University of Missouri who committed suicide as a result of alleged workplace bullying, we find ourselves compelled to address how Greg DeShields has bullied young women for at least a decade during his employment at two tourism organizations, Philadelphia Convention and Visitors Bureau (PHLCVB) and Tourism Diversity Matters (TDM).
Despite claiming to exemplify the principles of diversity, equity, and inclusion, regrettably, both entities have failed to uphold these values and have participated in enabling Greg’s behavior.
In January of 2024, after enduring a hostile work environment created by Executive Director, Greg DeShields, three women decided to speak up by writing a letter to TDM’s board members. As word circulated around the industry that people were speaking out, the number of women who came forward swiftly grew to nine individuals, with a few choosing to remain anonymous due to fear of retaliation.
Not only do we represent women who have worked with Greg DeShields as board chairs, assistants, contractors, interns and assistants, we are mothers, daughters and sisters who have long experienced the pervasive systemic issue of sexism upheld by those in positions of power within the industry.
This letter- collectively authored, serves multiple purposes. First, we have seen a pattern of abuse and inequity to the degree that we can no longer remain silent. Second, our concerns, although not fully dismissed, have been tangled in red tape and inaction as now, a month after sharing concerns with the board, TDM has informed us that they “do not have an estimate” on when they will conclude their review of initial concerns. Third, we fear that Greg DeShields will not be held accountable but instead shifted into a new role where his behavior could cause even more harm to the women he works with.
A Micro View of a Macro Issue Within the Industry
According to its website, multiple social media posts, press releases and public announcements TDM was founded in 2020 in response to the unjust murder of George Floyd. During this time of social unrest and demand for corporations to commit to a diversity, equity and inclusion strategy, TDM's founders leveraged their industry relationships to recruit executives from industry giants who currently sit on the board such as Marriott, IMEX, Meeting Professionals International (MPI), MGM Resorts, US Travel Association, Destinations International, PCMA, and the Events Industry Council (EIC), and many more. Despite an impressive roster of board members and clients, it quickly became apparent that TDM’s leaders were not prioritizing internal measures of accountability. Their focus on raising money was not in alignment with the value they claimed they were capable of providing to the industry.
In an email dated December 14, 2023, Dr. Brandi Baldwin formally informed TDM’s CEO, Mike Gamble that she would be declining to extend her tenure as board chair stating "...I have a nagging feeling that I'm still going to be on Greg's hitlist, and from a mental health perspective, I just can't expose myself to anymore of his demeaning behavior."
Planning initially to step out of her role quietly, it wasn't until further insight about toxic behavior by Greg DeShields towards other female staff surfaced that Dr. Brandi knew she could not succumb to TDM’s culture of avoidance and enabling.
On January 15, 2024, Dr. Brandi along with two TDM staff members shared their distressing experiences under the leadership of Greg DeShields to the entire TDM board. What struck as odd in the ensuing events was that, despite Mike Gamble being implicated in grievances regarding the organization's failure to address prior complaints about Greg DeShields’ behavior, he was involved in contacting the individuals who were asked to participate in what was initially termed an “investigation."
Moreover, several inconsistencies arose regarding the true motive behind the process. Discrepancies surfaced, indicating a lack of clarity regarding the purpose of the information being gathered. Although the process purportedly originated from the letter addressed to the board concerning Greg's behavior, it was puzzling how 14 individuals were invited to speak with hired attorney Jaffe Dickerson for what was eventually termed a “TDM HR Review,” despite TDM now having only two employees.
What also stood out was that when Dr. Brandi asked for clarification about the interview scope and process, TDM’s lawyer Jaffe Dickerson responded that he has “not been asked by TDM to reach any specific or predetermined conclusions,” he added, “nor would I accept such an engagement” (see attached), however, in an email sent by Mike Gamble to others inviting them to participate, it clearly states that “Mr. Dickerson will conduct confidential, individual interviews with TDM and affiliated personnel and submit a formal report of his findings of facts and conclusions.” Conclusions that Attorney Dickerson said will only be seen by TDM despite the numerous external parties who were interviewed.
This isn’t the first time that TDM has engaged in questionable business practices. Despite professing a commitment to equity, TDM has repeatedly violated its own bylaws. For instance, the installation of current Chair Adam Burke occurred hastily on December 15th without a formal vote, merely 24 hours after Dr. Brandi declined the invitation to extend her term—a clear breach of procedural integrity (see attached). They have now changed his title to “Interim Chair” a few days after this letter shared the facts surrounding how he was selected. Moreover, the absence of a formal governance structure, particularly an absent Secretary, Vice Chair, or publicly listed Treasurer on their website for years raises serious concerns. Financial transparency remains elusive, with neither Greg DeShields nor Mike Gamble providing any members of the entire board with a single financial report in 2023 alone.
These are just a few examples of how compromised TDM’s judgment is in matters of equity and accountability. This is what happens when influential leaders allow their peers to prioritize self-preservation over accountability and transparency. We have learned from a recent Meetings Today article that Greg DeShields been terminated by TDM and Mike Gamble, has transitioned into a “CEO Emeritus” role. It’s still puzzling why remaining TDM leaders sent this formal update to everyone EXCEPT the three women who originally wrote the letter regarding their concerns. It’s clear that they truly don’t understand what it means to demonstrate integrity as organizational leaders. And what ever happened to the ongoing investigation?
A Call to Action for True Industry Change
As leaders of the industry, you are entrusted with the responsibility of due diligence to thoroughly assess the organizations you support, ensuring that these entities adhere to principles of equity and fairness. Regrettably, the allure of Tourism Diversity Matters during a time of social unrest, combined with the popularity of its founders, caused board members to circumvent the due diligence process.
The misalignment between professed values and actual practices within an organization is particularly concerning, especially when TDM is entrusted with the critical task of assessing whether entities across the tourism ecosystem adhere to principles of equity and inclusion.
While these examples spotlight issues within TDM, it's crucial to recognize that TDM, by virtue of its affiliated board members, serves as a reflection of the industry at large. While it's easy to attribute setbacks in diversity, equity, and inclusion efforts to anti-wokeness or external factors like politicians, the harsh reality is that our industry's failure to uphold principles of diversity and inclusion has persisted for decades. This dissonance between professed values and actual practices not only undermines the credibility of the industry, but also casts doubt on the sincerity of leaders who purport to prioritize DEI as a valuable business strategy.
Our collective responsibility to shine a light on these issues presents an opportunity for the industry as a whole to move away from these kinds of performative and reactionary practices. We challenge industry leaders to embrace a more authentic approach that begins with:
- Assessing how to eliminate the culture of tolerance towards abuse that protects perpetrators and silences victims.
- Enforcing accountability and consequences for personal allegiances that enable toxic behavior and perpetuate hostile work environments.
- Fostering a psychologically safe and equitable workplace environment by implementing organizational policies and procedures.
- Committing to transparency in all levels of operations.
Leaders must be held accountable to their expressed commitment to fostering inclusive and equitable workplaces.
In solidarity,
Dr. Brandi Baldwin
Brittany Benjamin
Amber Dugger
Affiong Inyang
Sofia Mendoza-Muller
Chiriga “Zoe” Moore
Natacha Agnant-Jacque
Documents Folder Link
*More women will be added as they choose to come forward.
Our Stories
2023
Former Tourism Diversity Matters Chairman of the Board
In over 20 years as a professional, and over a decade working with global companies as an organizational development consultant, I assumed that as the Board Chair and highest ranking member of TDM (on paper), I had real power to spark change, but I quickly realized that I was tokenized to give the public the impression that TDM was walking its talk.
Mike Gamble mentioned on several occasions that he knew Greg was a huge problem. I thought Mike was an ally, but to this day I’m perplexed as to why he didn’t initiate an investigation when I brought evidence of Greg’s behavior months ago. Why were things swept under the rug until a letter was sent to the entire board?
In a phone call I had with Mike Gamble in December of 2023 (the day after I told him I didn’t want to stay on as chair because of Greg), he told me that he’d already spoken with Greg and that he told Greg to get his “f*****g act together” when it came to how he treated me. Mike advised me that “from here on out, you need to just call Greg out on his bulls**t”. But as a professional, I expect leaders to provide solutions that don’t add to a hostile environment, but detract from them. I knew then that Mike had no clue how to deal with Greg. I can’t say for sure, but I assume that Greg’s high profile in the industry played a part in Mike’s reluctance do anything for all of those months.
TDM has now put out an official statement that what I reported to them months ago were “lesser” concerns. If reporting that Greg made it a habit to yell at me in meetings was “lesser” that tells you exactly how they really felt about my worth and value.
I’ve been an emotional wreck these last few weeks, not because I fear being ostracized for speaking up, but because I can’t unhear the fear and trepidation in the voices of the women I’ve spoken to who didn’t have the strength to share their stories. We’ve got to do better.
2022-2023
Mike Gamble, the CEO of TDM and Searchwide Global was aware of how I was treated by Greg. He did nothing, and since there wasn’t an HR department or any real processes, I was stuck being bullied for over a year without any protection. I remember how Greg would constantly make references to the fact that English isn’t my first language. He made me feel like being a native Spanish-speaker somehow made me less professional.
I was conveniently terminated due to “budget issues” on January 12th of 2024, only two weeks after I’d spoken with Mike Gamble who promised that 2024 would be different with Greg.
I know that Greg is powerful, and I can only imagine that I was really terminated because I spoke up. Now, with only a few months away until I give birth to my second child, I’m jobless and suffering from anxiety attacks as I process how I’ve been treated.
And I haven’t received an apology email from Mike Gamble or even an acknowledgment from anyone at TDM that he or the organization are remorseful for how I was treated. Just a generic email that they’re doing an “HR Review” to make themselves better. What a disappointing lack of empathy from an organization that works in the DEI space.
Former Tourism Diversity Matters Executive Assistant
Former Tourism Diversity Matters Apprentice Fall 2023
2023
The majority of time I worked with Greg, I was scolded, berated, and humiliated in private. I developed anxiety pretty quickly and hated having to attend meetings with him, especially ones where no one else was present.
I was shocked to find out that his behavior is an open secret in most organizations. To my surprise, when I told my academic advisor at Temple University about what I was dealing with, I was quickly told that “this is how Greg is”. How he behaved reminded me of Dr. Jekyll and Mr. Hyde. In public, he was this friendly DEI champion, but behind closed doors he treated me like I was worthless. I confided in my family and their support was the only thing that kept me strong during my apprenticeship.
I only spent 4 months working at TDM and I can’t imagine how I would’ve survived any longer than that. My goal is to make sure that other young women don’t have to experience what I did.
Former Consultant
Tourism Diversity Matters
2023
I must say that this was by far one of the worst experiences I have had as a consultant. The way that Greg openly degraded and disrespected the consulting team on calls was awful, but just the tip of the iceberg.
Financial issues were a main topic of discussion amongst consultants at TDM. We were paid late almost 100% of the time and had to request payment for our work over and over before getting paid. Greg was the gatekeeper and made it a norm to delay paying consultants for months. To date, TDM still owes me for work completed on an engagement over a year ago.
While working on client projects, the integrity of TDM and Greg were at an all-time low. We’d be brought on for an initial scope of work and then mid-way through projects Greg would add so many additional deliverables that the value of our compensation dwindled to peanuts. He was NEVER willing to pay us for additional tasks added to projects. One time we even tried to set a boundary and collectively stop working until we got paid. He simply removed us from the project, took our intellectual property and presented it to the client as his own.
There was no oversight or accountability for Greg. They hired mostly women of color for their consulting team to look like they valued diversity. Behind the scenes it was a common practice to underpay us, overwork us, and devalue our contributions. A slap in the face from an organization who was founded by people who claim to be committed to issues of diversity and inclusion. It’s clear to me that the TDM is more focused on making money for themselves, not for small or minority-owned businesses.
2022
Over a two year period, Greg and I co-authored more than nine articles. We talked so much during the editing process that I considered him both a friend and mentor. Our ability to discuss our opposing viewpoints was the strength of our relationship.
Unfortunately, upon the launch of TDM, I began to witness another side of Greg that swiftly became unbearable to endure. In my efforts to ensure that our approach to work upheld the principles of diversity, equity, and inclusion, I frequently addressed Greg's tendency to talk over his female colleagues, disregard our expertise, and dismiss our concerns about fair compensation for our time. One time, we were meeting with clients and I made a recommendation that we should recognize accessibility and other social identities in our work and he quickly dismissed my comment, derogatorily referring to me as "spicy" in front of clients.
Following a presentation to the Meet Boston team, he disparaged my military background with the demeaning remark, "You need to stay in your lane and not tell executives what to do, you've only been in the Army....". Recognizing the significance of my experience and contributions, I bravely sought an apology for his offensive words and increasingly unprofessional conduct, which had fostered a hostile work environment. Instead of acknowledging my concerns, he callously dismissed my request and embarked on a vindictive campaign, attempting to blacklist me by excluding me from projects I was supposed to be involved in. He even deceitfully misrepresented my availability to potential clients to block me from working on future projects.
Due to misalignment of values, I finally gave up on consulting for TDM. With the exception of telling a few trusted colleagues, I kept silent about how I was treated. Honestly, I feared that Greg would leverage his industry influence to tank my business. However, when I heard of the recent events, I could no longer remain silent and I immediately vowed to support this collective of women brave enough to speak their truth.
Former Tourism Diversity Matters Consultant
Anonymous
Former Tourism Diversity Matters Intern
2022-2023
2019
I worked under the leadership of Greg DeShields during a college internship program.
At the beginning of my internship, I was incredibly excited to be working with such a prestigious hospitality professional at a credible organization like the CVB. I was very new to the corporate work environment, and unaware of what was or was not appropriate behavior from a supervisor.
As the weeks went on in my internship, I became increasingly anxious and overwhelmed by the demands of the role and Greg’s domineering leadership style. I remember sneaking to the office bathroom to cry in frustration, or always leaving the office for my lunch to catch a break from the work environment. My co-worker noticed my increasing stress and anxiety, and scheduled a meeting with HR on my behalf to discuss, but little came of it.
As I’ve had more work experiences since then, I can see now that I was in a toxic work environment. I wholeheartedly support the release of this letter and I’m glad to be able to use my voice to speak up against the many instances of wrongdoing.
Anonymous
Former Intern
Philadelphia Convention & Visitors Bureau
2018-2019
I was warned by one of my new female coworkers about Greg on my very first day of work. I dismissed the warning, assuming that perhaps they were disgruntled, but I soon realized that their warnings should’ve been heeded.
It started with his tone--condescending, rude, and demeaning. Then it progressed to adding unreasonable tasks to my already full plate of work. I remember the very first time he yelled at me. I was so shocked and taken aback that I had no idea what to do. I checked in with a coworker and they told me that his previous assistants had the same experience.
I tried to follow protocol and reach out to HR who met with Greg along with Julie Coker Graham to discuss his behavior. During the meeting debrief, I was informed that Greg actually lashed out at HR to the point where the meeting had to be paused for Greg to “cool off”.
I’ve never suffered from anxiety until working with Greg. I’ve worked hard to push down the trauma from this experience and now, years later, it’s still a process.
Former Coordinator, PHLDiversity
Philadelphia Convention & Visitors Bureau
Former Intern and Coordinator, PHLDiversity Philadelphia Convention & Visitors Bureau
2015-2018
On the very first day of my internship, Greg gathered the team for lunch. In front of everyone, he remarked that I should consider how I style my hair, as certain looks could be perceived as “unprofessional." It was a jarring moment, considering I had just recently embraced my natural hair with a fresh big chop, leaving me with a short afro.
Throughout my years working with Greg, using sheer tenacity & a willingness to overlook his behavior, I actually developed a great relationship with him. I watched - and overlooked - him berate employees and partners in meetings, use the clout of DEI to promote himself, and continuously exhibit behavior that was opposite of the values we were claiming to foster. I watched the company overlook & defend him - I listened as professors told me "that's just how he is".
I saw the positive side of Greg. Which makes me understand it’s a choice. It’s a choice to continue to act that way, it’s a choice to overlook the behavior, it’s a choice to not say anything. This happens every day in companies all over the world. And it’s a choice to let it continue.
2014-2015
Even after almost a decade, I vividly remember my experience working with Greg DeShields.
What stood out to me the most was his preoccupation with my appearance. He’d instruct me to put on heels instead of flats for meetings so that I could “impress” our coworkers. After getting teeth aligners, I remember that he immediately asked if I could remove them on work days so they wouldn’t be “distracting”.
When I went to HR to ask for guidance on what to do, they weren’t helpful at all. There wasn’t a clear process for handling these type of issues, and if there was, no one was willing to go on-the-record about his behavior.
My physical health deteriorated greatly while at the CVB as a direct result of the stress I experienced from working with Greg. I actually left on medical leave and wasn’t even able to return. To this day, my health hasn’t been fully restored.
I’m disappointed that after all of these years I’m still fearful of retaliation from people in the industry. I wanted to share my story, but I just can’t bring myself to share my photo or name for fear that doing so may negatively impact my career opportunities.
Anonymous
Philadelphia Convention & Visitors Bureau