An Interview with Expedia’s Lauren Cannon on How to Find Your Voice in Hospitality Distribution

Hospitality distribution is complex, and for many professionals, especially those growing into leadership roles, finding the confidence to speak up can take time. Knowing what to say and how much to explain is not always straightforward. Lauren Cannon, Senior Director of Product Management at Expedia, speaks about building clarity, confidence, and influence in hospitality distribution, and why this starts with focusing on the problem rather than trying to have every answer.  

Please note: This written interview is based on episode 5 of the Hospitality Distribution Chats podcast. The content has been edited for readability. Watch the full episode here.

Finding a path into distribution 

Natalie Kimball: How did you get started in hospitality distribution? 

Lauren Cannon: 

I didn’t plan to work in distribution or technology. Early in my career, I joined an ownership group building a hotel from the ground up, literally, starting with a hole in the ground and a very small team. 

With no dedicated technology team, someone had to figure out systems and connectivity. Despite having no technical background, I decided to step in and learn. Through a lot of trial and error, we implemented the systems that supported the hotel, spa, and restaurant. 

This was around 2006–2007, when connectivity was still evolving. The experience gave me a unique perspective, combining hands-on technology learning with a deep understanding of hotel operations—two perspectives I still rely on today. 

Creating your own opportunities 

NK: Many people want to move into more technical or product roles. How should they think about that transition? 

Lauren Cannon: 

There isn’t a single path into these roles. It often comes down to timing, but that doesn’t mean you have to wait for opportunities to appear. 

You can create them by being curious and stepping into areas that aren’t clearly defined. That’s where most of the learning happens. 

Mentorship is also important, but I don’t think of it as one person. I’ve learned from many people along the way, picking up different perspectives and approaches. Over time, that helps you build your own way of thinking and communicating.  

Communicating with confidence in complex environments 

NK: In this industry, we often walk into rooms with senior leaders or stakeholders, and someone may put you on the spot and ask, “Can we do this?” or “Can we actually solve this?” How do you navigate that moment? 

Lauren Cannon: 

The first thing I try to understand is what problem is actually being asked. 

If someone is asking, “Can we deliver on X?” or “Can we make the traveler experience better?” or “Can we make a hotelier’s life easier?” then the answer is not always to start with the technical explanation. The answer starts with understanding the problem, the options on the table, and what we would recommend.   

If I know the answer, I will try to make it crisp, especially for a senior leadership audience. If I do not know, I will say something like, “Here is what we are trying to solve. Here is how I understand the situation. Let me come back with options that could be realistic .” 

Then we can bring in the right people and ask, “What is possible, and for whom?” Because in distribution, not every company, partner, or solution is the same. Everyone brings a different value proposition to the marketplace. It is not one solution for hundreds of partners. You have to understand who you are solving for and what you are trying to achieve.  

Avoiding the need to over-explain 

NK: That makes me think of the saying, “When someone asks what time it is, don’t tell them how to build a watch.” Is that what happens in distribution? 

Lauren Cannon: 

Yes, exactly. And it happens because we care about the details. We know distribution is complicated, and we want people to understand why something works or does not work.   

But we don’t need everyone in the room to understand every technical detail. We need them to have enough information to make a good decision. 

That is something I have had to learn myself. If we start talking about the “how,” that is where I can come off the rails a little bit because I get excited. I love this space. I can easily spend an hour explaining connectivity, systems, and all the moving parts behind the scenes.  

And sometimes my leaders are probably thinking, “I didn’t need the hour-long explanation.” So, I have learned to rein myself in.  

Starting with the problem 

NK: What is the biggest mindset shift the industry needs today? 

Lauren Cannon: 

Start with the problem. 

We often jump straight to solutions, especially in technology conversations. But without a clear understanding of what we’re solving, those solutions don’t always land. 

This matters even more today because the industry is changing so quickly. There are always new systems, new possibilities, and new conversations happening. But the most useful conversation, whether internally or with partners, is still: What problem are we actually trying to solve?  

It is not always about the how. The how matters, of course, but if we start there too early, we can lose the clarity of the original need.  

NK: That feels especially important in distribution because no one knows everything. A lot of the work is listening, learning from people around you, and connecting pieces from different places.  

Lauren Cannon:  

Exactly. Product, in many ways, is about finding the problem, understanding how to approach it, and figuring out how to solve it. It is connecting the right pieces together. 

Finding your voice as a leader 

NK: What advice would you give to people trying to find their place in this space? 

Lauren Cannon:  

Be bolder than you think you need to be. 

People often wait until they feel fully confident before speaking up, but that moment rarely comes. You have to be willing to step into the conversation earlier. 

At the same time, you don’t need to change your style. You don’t have to be loud. Being clear and authentic is far more important. Your voice develops over time through experience and participation. The more you engage, the more comfortable you become. 

A mentor once told me to look for the people who are most inspirational in a room and figure out what draws you to them. They will not be perfect either, but you can learn different things from different people and slowly build your own way of leading. 

Natalie Kimball’s perspective  

Natalie’s questions bring out a more personal challenge in hospitality distribution: not just understanding it, but feeling confident speaking about it. She highlights how many professionals hesitate to contribute because they assume others know more or speak with more authority. But in reality, much of what drives progress in distribution comes from exchanging perspectives, not having perfect answers. Confidence in this space doesn’t come from expertise alone. It comes from being willing to join the conversation early and learn through it. 

Key takeaways

• Clarity is more valuable than complexity 

  Decision-making improves when conversations focus on outcomes rather than technical detail 

• Start with the problem, not the solution 

  Clear problem definition leads to better alignment and more relevant solutions 

• Confidence doesn’t require perfect knowledge 

  Leaders don’t need all the answers immediately, but they need to guide conversations effectively 

• Avoid over-explaining 

  Too much detail can slow decisions and reduce impact 

• Voice is built through participation 

  The more professionals engage in conversations, the more confident and effective they become