From Operator to Guide: Mariana Caliuolo on Building What Lasts

Leading Naturally: Conversations - This series is a collection of conversations with leaders in travel, people building meaningful work while navigating real complexity. We talk about the moments that changed them, the questions they’re still holding, and what it takes to lead with clarity, courage, and humanity over time.

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Mariana — thank you for being part of this. I’d love to reflect a bit on your journey and the transition you’ve been navigating.

Q. To start, take me back to a moment in your time leading Socompa that felt particularly challenging or defining. What was happening, and what did that period ask of you as a leader?

A. One moment that felt particularly challenging was during the recent tourism recovery period (2022–2024). We were navigating a phase of intense, rapid growth while simultaneously working to professionalize our office and field teams, refine our internal processes, and achieve the rigorous B Corp Certification.

As a leader, it required a very strategic approach to ensure we weren’t just reacting to high demand, but building a solid foundation for future leadership. I saw my role primarily as a facilitator for an incredible team. It was their dedication that allowed us to turn those challenges into a legacy of sustainable tourism.

It pushed me to become a better decision-maker and strategic planner.

Q. You spent over twenty years building and leading in Argentina, and now you’ve stepped into something new with Maewa Journey. What prompted that transition, and what has felt different about this chapter so far?

A. After two decades of a professional career in Argentina, this transition felt less like a departure and more like a natural evolution. Over the last few years, I had already begun exploring consultancy—most notably through a program with UN Women—and I realized how much I valued the collaborative nature of that work. I felt a calling to bring together my background in International Relations, sustainability, and tourism in a more personal, direct way.

Maewa Journey was born from the desire to build bridges across cultures and disciplines. The name itself is inspired by the Maywa, an Andean orchid known for its resilience.

What feels most different about this chapter is the shift from running a business to cultivating a community. After years of executive work, I now have the space to act as a facilitator and a companion to other leaders. I believe we can always do more to make the world a better place—and that every bit counts. Maewa is my way of contributing to that, because at the end of the day, we are all on the same journey.

Q. Looking back, what do you see now that you couldn’t see when you were in the middle of running everything day to day?

A. Looking back, I can see how important it is to have a well-designed system in place, one that is based on general principles but adapted to your specific context, so you can lead an adventure travel company with quality, safety, and long-term sustainability.

The team is at the heart of every organization, and taking this seriously is essential to building a strong business. I see now that there is no single recipe. Every business is different, but there are strategic tools and frameworks that can be adapted to each organization. In this process, collaborative thinking is key.

Get together with your peers to discuss strategy. Do more listening, and less reacting.

Q.  We’ve known each other through the Adventure Travel Trade Association (ATTA) and Women Travel Leaders, and I know the community has played a role in your journey. And, you were recently part of the Elite (now Evolve) Group Mastermind with Women Travel Leaders. In what ways did being in that group with other women leaders impact how you think or lead?

A. That’s right—I had the opportunity to be part of a very inspiring group of women who have influenced how I lead. One of the biggest impacts was learning to negotiate more effectively. The group included women who are exceptional negotiators and visionaries.

I learned to place greater importance on aligning my values with what I do, and to give more credit to aspects of my leadership that may not be considered conventional. What made the group so powerful was how we complemented and supported each other through challenging times.

Q.  More broadly, what do you wish more women in travel leadership felt or believed about themselves ten years from now?

A. I wish more women believed that their unique leadership style is valid—that vulnerability is part of being human, and that it is a strength. I believe women in travel leadership are a true asset.

I also wish they fully recognized their own strength—the kind that has the power to transform our field and beyond.

Q. You recently spoke at ATTA’s Summit in Chile. What themes or conversations seemed to resonate most with the people in the room?

A. During the ATTA Summit in Chile, without a doubt, global uncertainty and rapid change, especially related to AI and shifts in traveler behavior, were among the top concerns. We discussed growth challenges in this context, and two key factors stood out: team alignment and time management.

For these reasons, clarity of ideas, goals, and KPIs from top management to the rest of the organization is critical during this time.

Team alignment, in particular, is a major issue. AI is changing how we communicate, and in some ways, we are having more difficulty expressing ideas clearly. Creating space for people to express themselves within an organization is essential for adaptive leadership.

This is not a technical issue—it is a human and relational one.

Q. You’ve spent years focused on guide training and risk management, and that’s now a core part of your work. From your perspective, what is one mistake you consistently see tour operators making when it comes to risk or safety?

A. That’s a great question. What I most often see is that small and medium-sized operators have isolated risk or safety elements, rather than integrating them into a comprehensive Safety Management System (SMS).

Having a system creates an ongoing flow of improvement across all areas of the organization. It ensures updates happen as risks evolve. All instructions, protocols, and guidelines should function as part of one cohesive engine, one that ensures not only operational safety, but also the mitigation of broader risks in adventure travel services.

For example, in an emergency, it is common for the sales or travel design teams to be involved in supporting affected customers or their families. But is there a protocol in place? Have they been trained to handle these situations?

With a proper SMS, all of these elements are considered and aligned into a consistent action plan, one that supports long-term operational success and high levels of customer care. Preparation and training are the first line of protection. When a crisis emerges, the value of that preparation becomes clear.

Q. And given how dynamic and unpredictable things feel right now, what is one practical step you believe every operator should take today to be better prepared?

A. One practical step I recommend is for operators to conduct a PESTLE analysis (Political, Economic, Social, Technological, Legal, and Environmental) and integrate it into their strategic design.

Why PESTLE? Because it provides a structured way to identify external environmental factors. By mapping these six areas, you’re not just reacting to change—you’re designing your business to navigate complexity. It’s also a tool that teams across the organization can use to anticipate and respond to potential challenges.

The goal is to identify vulnerabilities in your business landscape. With this insight, a tour operator doesn’t just rely on an emergency fund as a mitigation plan—they build a strategy informed by PESTLE. This can include decisions around market diversification, value chain adjustments, or climate-adaptive itineraries.

In an era of overlapping crises, this level of strategic foresight makes a difference. It also creates space to identify opportunities for innovation. The key is to keep the framework simple and review it regularly.

Q. We had a coaching session together as you were stepping into this transition. What felt most useful about that conversation, and what, if anything, are you doing differently now as a result?

A. The most helpful takeaway from that conversation was the value of building a community of purpose. It helped me shift from a mindset of doing everything to understanding how I can best be of service to others.

Moving from the day-to-day execution of a business to a role focused on impact has been a learning journey for me. Today, I draw on my background in International Relations and my years in leadership to act as a companion and facilitator for other leaders—especially women.

My goal is to be a dedicated mentor and guide, helping them find clarity and a path forward, while keeping the human side of leadership at the center.

Q. And finally, because I love asking this as a coaching question, if you were to describe your career in travel as something in nature, what would it be?

A. It would be like the Andean Forest (Yungas).

Thank you, Mariana!

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As you consider this conversation and your leadership, what are you still holding onto that might be ready to evolve?

If something in this conversation felt familiar, you’re not alone. I work with leaders in travel who are navigating these exact shifts, from operator to executive, from control to clarity.

Feel free to reach out or start a conversation.