In a recent episode of the Business Class podcast, Learn Tourism's Stephen Ekstrom sat down with Andrew Weir, the newly appointed President & CEO of Destination Toronto, for a wide-ranging conversation about leadership, legacy, and what’s next for the city’s thriving visitor economy. With a career that started by chance during Toronto’s post-SARS recovery, Weir now finds himself at the helm of one of North America’s most admired destination organizations.

This conversation wasn’t just about career milestones—it was a candid reflection on how the industry is evolving and what it means to lead with empathy, vision, and curiosity in today’s complex tourism landscape.

From Accidental Entry to Intentional Impact

Andrew Weir didn’t set out to work in tourism. Like many in the industry, his journey was unplanned. But once inside, he was struck by the "sophisticated machine" behind the scenes—how DMOs play a crucial, strategic role in attracting business, shaping narratives, and enriching cities. His background in politics and communication equipped him to navigate both external perceptions and internal transformation.

Now, as CEO, Weir is focused on redefining what it means to be a destination leader in 2025 and beyond.

The Role of the Modern DMO: It’s What’s in the Bottle

Weir compares a destination to a bottle of Coca-Cola: marketing may bring people to the table, but what really matters is the quality of what’s inside. “You can have a great brand and great distribution, but you’ve got to care about what’s in the bottle,” he says. For Destination Toronto, this means taking an active role in enhancing the visitor experience, not just promoting it.

This includes working with partners across transit, city infrastructure, local businesses, and community organizations to improve a visitor's sense of arrival, belonging, and continuity throughout their journey. "That’s not just marketing," Weir says. "That’s product development. That’s destination development."

Toronto’s Superpower? Diversity in Action

Throughout the interview, Weir circles back to the unique fabric of Toronto—a city where five Chinatowns and three Little Italys coexist with markets, neighborhoods, and food scenes that reflect nearly every corner of the globe. But it’s not just the diversity—it’s the “alchemy” that happens when cultures blend authentically.

He points out that diversity isn’t an add-on—it’s the DNA of the city, visible not only in street food and boardrooms but also in the way the city welcomes meetings, business travelers, and leisure tourists alike. “It works,” Weir says. “It’s not always easy, but it works. And it’s the reason we’ve succeeded globally.”

Advice for Aspiring Tourism Leaders

Weir urges emerging professionals to build a broad awareness of the world beyond their role or department. “Read the news. Understand technology, geopolitics, and health. All of these things affect tourism,” he says. His call to action for new talent: Be curious, stay informed, and, above all, communicate with empathy.

"Good communication means putting the audience first," he adds. "It’s not just about what I want to say—it’s what they need to hear."

Key Takeaways

• Great DMOs do more than market—they elevate the visitor experience.

• Toronto's diversity is not a brand message; it's an operational advantage.

• Empathy, curiosity, and cross-sector awareness are critical leadership skills.

• Workforce development must include exposure to tourism’s real-world complexity.

Explore More
Want to prepare your community or students for leadership roles in tourism? Discover how Learn Tourism helps future professionals build the skills, mindset, and awareness to thrive in the visitor economy.

Listen to the Full Episode
🎧 Business Class: “Leading Toronto – A Conversation with Andrew Weir”
Available wherever you get your podcasts.