Breaking Barriers and Building Revenue: Jelissa Toro Reid on Leadership, Mentorship, and Latina Power in Hospitality

From the Bronx to the boardroom, Jelissa Toro Reid has built a remarkable career blending analytical precision with hospitality’s human touch. A proud first-generation college graduate and Cornell Hotel School alum, she now serves as Senior Regional Director of Commercial Strategy for The Standard Hotels in New York. Over two decades, she’s helped shape some of the city’s most iconic properties, broken revenue records, and championed the power of mentorship, especially for women and Latinas rising in hospitality. In celebration of Hispanic Heritage Month, Jelissa shares how she found her way into the industry, what keeps her inspired, and the values that guide her as a leader, mentor, and mom.

Growing up in the Bronx and attending public school, what first sparked your interest in hospitality?

It actually started in high school! I went to Jane Addams Vocational High School, which was once an all-girls school with tracks like nursing, cosmetology, and business, and one in hospitality. I was on the business track but became familiar with hospitality through my classmates. The real turning point came through a nonprofit called PENCIL, which brought business leaders into schools as “Principals for a Day.” On the hospitality side, that leader was Neil Ostergren, who became my first mentor. He was so invested in our school and our community. That exposure changed my life; it made me realize there was a whole industry where business and service intersected perfectly.

As a first-generation college graduate, how did Cornell come into the picture?

I’d never heard of Cornell until I went to a multicultural visitation program they hosted for high school students. I actually applied as a math major everywhere else, but when I saw the hotel school, I was hooked. They showed me how I could keep my business and math focus while diving into hospitality. That visit sealed the deal. And through Neil’s connections, I met Jonathan Tisch and started interning with Loews Hotels; it all fell into place from there.

Jelissa in front of the Loews Regency Hotel during her internship in 2005

Those Loews internships—front desk, reservations, corporate—sound like a crash course in the business. What did you take away from that experience?

So much. After my first summer, I met Garine Ferejian-Mayo and Rena Chidiac, who were in revenue and reservations at the Loews Regency. Seeing what they did was a lightbulb moment. I loved numbers and analysis, but I also loved the warmth of hospitality. Revenue management combined both. From there, I was intentional: I built each internship to prepare me for a career in revenue management. During my final summer, I worked at the Loews corporate office with Chi Chan and Teresa Surin, who both shaped my understanding of the strategic side of the business. That foundation, and those mentors, shaped everything I’ve done since.

After nearly two decades in revenue and commercial strategy, how would you describe how the field has evolved?

When I started, everything was manual, with spreadsheets, daily reports, and a lot of instinct. Today, technology and data science have transformed how we forecast and price, but it’s still about understanding behavior. In a market like New York, where sellouts happen constantly, success isn’t just rate, it’s profitability. It’s about channel mix, cost of acquisition, and positioning. You can have a full hotel and still miss your mark if your business isn’t coming in smartly.

So, where do you see commercial strategy heading next?

The next phase is all about integration: revenue, marketing, and distribution working seamlessly together. Technology and AI will keep evolving, but the human ability to interpret data and anticipate behavior will always matter. The best commercial leaders will be those who connect analytics with empathy and see the guest not as a data point but as a relationship.

The Standard High Line and East Village have both hit record revenues and GOP under your leadership. What’s behind those results?

It’s about balancing art and science. You can’t be afraid to test ideas, but you have to stay disciplined with data. I think of commercial strategy like a symphony; each instrument—pricing, distribution, group sales—has to play in harmony. Knowing when to turn up or down each lever is where experience comes in. And, honestly, my team. We win together.

Communication seems to be a big part of how you lead. How have you honed that skill over time?

Early on, I realized communication would make or break my leadership. I’ve been very intentional about developing that skill: listening to leadership podcasts, reading books, taking feedback, and practicing delivery. I learned that even when you’re delivering hard truths, tone and empathy matter as much as accuracy. My goal is always to make sure people feel heard and respected, even if the answer isn’t what they were hoping for. Over the years, that’s helped me build trust across departments and grow into a more confident, self-aware leader.

And how would you describe your leadership style today?

A mix of accountability and empathy. I lead from the front and make sure my team knows that while decisions are data-driven, they’re never personal. I care deeply about collaboration, helping people understand the “why” behind a decision. When people feel invested, they perform at their best. I am intentionally blending themes of servant leadership and unreasonable hospitality to positively impact people and profits.

You’ve had incredible mentors—many women. How have those relationships shaped you, and how do you pay it forward?

They showed me how confidence and kindness can coexist. Seeing women like Garine Ferejian-Mayo, Rena Chidiac, and Teresa Surin lead with strength and grace gave me permission to bring my full self to the table. They also taught me integrity in business decisions. Sometimes revenue strategy means making unpopular calls, but when you lead transparently and stay ethical, people come to trust your judgment.

Their example also shaped how I mentor others today. I’m passionate about building the next generation of women in hospitality. I try to share what my mentors gave me: confidence, support, and real feedback. Especially for women, and women of color, I think it’s important to remind them that they belong here, their voices matter, and they don’t have to sacrifice who they are to lead effectively. It feels full circle for me, coming from the Bronx and being the first in my family to go to college. I want other young women to know they can build their own path too.

What does it mean to you to be a Latina in a senior leadership role?

My grandparents came from Puerto Rico in the 1940s, so I’m deeply proud of that history. Their hard work and resilience are the foundation of everything I do. Being a Latina leader in hospitality isn’t just about representing; it’s about creating visibility and opportunity for others. I want young women, especially those from underrepresented backgrounds, to see that they belong in rooms where strategy is being written.

You mentioned you go to Puerto Rico often. What does reconnecting with your roots mean to you now?

It’s very emotional for me. Puerto Rico is beautiful, vibrant, and full of pride. I go at least once a year and love seeing how hospitality is booming there with brands like St. Regis, Ritz-Carlton, and Auberge all expanding.

I also love seeing icons like Bad Bunny reinvesting in the island. His residency brought hundreds of millions into the local economy. From a hospitality perspective, that kind of cultural and economic synergy is incredible. He created a tourism wave during Puerto Rico’s low season, boosting hotels, restaurants, and small businesses. It’s a masterclass in how culture and community can power the travel industry.

With a one- and two-year-old at home, how do you manage your time, and how do you keep culture and language alive at home?

It’s definitely a juggling act, but one I feel grateful for every day. I’ve learned to be fully present wherever I am. When I’m at work, I’m focused on leading my team and driving results, and when I’m home, I try to disconnect and be fully with my girls. I’m fortunate to work for a company that understands the realities of parenthood and gives me the flexibility to make it all work.

As for culture, that’s something I’m intentional about. My Spanish is conversational, but my daughters are already in Spanish classes, and I make it a priority that they grow up bilingual and proud of both sides of their heritage. My husband is Jamaican, so our home is a blend of Caribbean warmth and Puerto Rican spirit. We’ve got music, food, and stories from both cultures filling the house. I want my girls to know where they come from, to celebrate who they are, and to grow up curious and connected to the world.

You’ve managed to thrive professionally and personally. What’s your “power move”?

Faith. My belief in God grounds me. Knowing my purpose, and that I’m accountable to something greater, keeps me centered. It gives me perspective when things get hectic. That, and gratitude. Whether it’s breaking records at work or managing daycare drop-offs, I try to stay thankful for the season I’m in.

Quickfire with Jelissa

Morning routine? I need a sleep coach for the girls because they currently want mom to go to sleep. But ideally, an early workout, getting myself ready, then both girls ready for nursery/daycare, and into the office I go!

What do you do for self-care? Prayer and connection. I love connecting with friends, family, and those with a common interest. 

A Latina woman you admire? Gilda Perez-Alvarado, thanks to Ted Tang I was able to have lunch with her one month post partum with my first daughter, and it was just the girl boss mom energy I needed!  And of course, my mom.

Song that gets you in the zone? Hamilton, the team knows I am focused if they hear the Hamilton soundtrack. I am not throwing away my shot!

Travel hack? As a curly haired Latina woman, if I am visiting a trusted city/country, it is getting my hair products once I land so I can stick to a carry-on without being worried about not having enough product.

Room service order? A great burger or salmon.

Best career advice you've recieved? Swallow your tadpoles small or also said as eat the tadpole not the frog - Productivity advice on tackling things while they are small and manageable before it piles up and becomes unmanageable.” Susana Fernandez - Adams during my Loews Management Training Program. We asked all the executive committee members for one piece of advice. This was hers and I remember hearing it like it was yesterday because as an occasional procrastinator, this was so profound. This could be applied to home management as well.

Worst advice you ever took? Not taking a planned vacation because work was too busy. 10 days of vacation was not going to change the trajectory of long term and short term projects going on at the hotel but I will forever remember that I missed Japan with my Hotelie girls in 2016.

Books, podcasts, tv you're into right now?

• Books: Know What You’re For Jeff Henderson, Unreasonable Hospitality by Will Geuidara, The Secret: What Great Leaders Know and do by Ken Blanchard.

• Podcast: Skift daily, IMO with Michelle Obama and her Brother, and Awf the Record with Jeanette Reyes

• TV: Chosen Kids, Aprende Peque and PBS Kids rule the little screen time. We added Family Matters to the mix and my two year old now knows the theme song.  If I am able to get a moment alone, The Bear, Severance and Reasonable Doubt