Partner Spotlight: Valerie Gavin of Focal Point

Tell us about your journey in the evolution of your company.

Before opening my practice, I spent over 25 years in the hospitality industry, most recently at Accor, a world-leading hospitality group. As Senior Vice President of Sales, she was responsible for driving all aspects of sales strategy and performance across a diverse portfolio of hotels. My experience and successes throughout my career are built on coaching and developing others, team building, organizational and cultural transformation, strategic planning, opening and integrating hotels, strategic account development and customer service. Turning to coaching full time, I am focusing on what I does best, guiding leaders and their teams to see possibilities they haven’t yet considered, resulting in greater success.

My approach blends leadership and business best practices with professional development, human behavior insights, and neuroscience-backed strategies for mindset and habit formation—guiding leaders toward meaningful and sustainable growth.

Who is the ideal client for your company?  

While my work extends beyond hospitality, I believe that leading with a spirit of hospitality – emphasizing people, culture and meaningful relationships – is a powerful differentiator in any industry.  Whether guiding owners or executives, developing teams, or driving organizational change, I leverage these principles to inspire clarity, alignment, and sustainable success.

What has been the most harrowing moment in your career, and how did you overcome it?  

One of the most harrowing moments in my career was leading through the COVID-19 pandemic during my time at Accor. The hospitality industry was hit especially hard, and it was heartbreaking to lay off so many dedicated professionals across our hotels—people who had given their all and lost their jobs through no fault of their own.

In those early months, we worked around the clock, navigating unprecedented challenges with no roadmap. We created standard operating procedures on the fly, only to have to rewrite them days later as the situation evolved. Every time we felt we had a handle on things, new disruptions emerged. It was overwhelming at first, but I quickly realized that my team needed me to be steady, present, and proactive more than ever before.

We made a conscious decision to pull everyone close, despite being scattered across North America. We implemented daily and weekly calls to provide clarity, support, and direction. Once a week, we set aside time just to connect—not to talk about operations, but to share stories, emotions, and struggles. That simple act of fostering human connection during such an isolating time became a lifeline for many of us.

What started as a crisis response became a cultural shift. Long after the pandemic, we continued these practices, strengthening relationships and deepening trust in ways that still endure today. That experience reinforced for me that in times of uncertainty, leadership isn’t just about strategy—it’s about presence, empathy, and the ability to bring people together in meaningful ways.

You have seen many economic ups and downs. Can you share your top 3 strategies for helping clients weather these inevitable downturns? 

Having navigated multiple economic crises—from the impact of 9/11 to the 2008 recession and the COVID-19 pandemic—I’ve learned that while downturns are inevitable, resilience and strategic adaptability make all the difference. My top three strategies for helping clients weather economic challenges are:

1. Shift from Reaction to Proactive Adaptation

   
   

In times of uncertainty, leaders often feel pressure to react quickly, but the strongest businesses focus on proactive adaptation rather than reactive decision-making. This means assessing the long-term implications of challenges, scenario planning for multiple outcomes, and making intentional choices rather than panic-driven cuts. During downturns, I help clients identify their core value drivers—what must be preserved versus what can be optimized—so they emerge stronger, not just leaner.

2. Strengthen Leadership and Team Resilience

   
   

Economic downturns test not just financial strength but also leadership endurance and team cohesion. One of the biggest lessons from past crises is that uncertainty amplifies fear and disengagement if leaders don’t foster a sense of stability and purpose. I work with clients to enhance leadership presence, emotional intelligence, and team connection, ensuring that employees remain engaged, motivated, and aligned with the company’s vision—even in difficult times. A resilient, well-supported team is an organization’s greatest asset in navigating adversity.

3. Focus on Agility and Customer-Centric Innovation

   
   

Challenging times often create opportunities for innovation and reinvention. Companies that survive and thrive are those that stay close to their customers, identify emerging needs, and pivot their offerings accordingly. I encourage clients to focus on agility over rigidity—whether that means diversifying revenue streams, adjusting business models, or refining their value proposition to remain relevant. In past downturns, the businesses that remained hyper-focused on customer experience and adaptability were the ones that not only survived but gained market share when the economy rebounded.

At the core of all three strategies is a leadership mindset focused on possibility rather than loss. Economic challenges will come and go, but organizations that lead with clarity, resilience, and a willingness to adapt will always find a path forward.