Carolina Gallego has known tourism since long before making it her profession. Her father, a pioneer in the sector, introduced her to the world of travel, travel agencies and customer service from a very young age. After his passing, she decided to continue that connection in her own way and, in 2005, founded Enpista Viajes, a company that has grown alongside her.
Su trayectoria le ha obligado a enfrentarse a dos pruebas que marcaron al sector: la crisis de 2008 y, años después, la paralización provocada por la COVID. De ambas conserva una misma enseñanza: adaptarse, tomar decisiones y no quedarse paralizada. Esa experiencia empresarial convive hoy con otra responsabilidad, la presidencia de Skål International Málaga-Costa del Sol.
Con esta conversación, Sinergia Skål inaugura «Al frente de Skål · 12 presidentes · 12 clubes · 12 historias», una serie que quiere conocer no solo los proyectos de quienes lideran los clubes españoles, sino también a las personas que hay detrás del cargo: sus raíces, sus dificultades, sus amistades y su forma de entender una organización construida alrededor del turismo y de las relaciones humanas.
Carolina, if we put aside for a moment the presidency of Skål, who are you and how did you get into the world of tourism?
My connection to tourism actually comes from my family. My father was a pioneer in the sector, and from a very young age, the world of travel, travel agencies and customer service was part of my life.
When he passed away, I felt I wanted to follow in his footsteps in some way and continue the connection he had forged with tourism. That's when I decided to forge my own path and, in 2005, founded my company, Enpista Viajes.
Obviously, starting out wasn't easy. I was young, I had so much to learn, and starting a business always involves taking risks, but I was also very clear that I wanted to build something of my own while maintaining the essence I had learned from my father: closeness with people, commitment, and love for this profession.
Over the years, Enpista has grown, and I've grown with it. Tourism has changed a great deal since those early years, but something remains exactly the same for me: behind every trip there's a person, a dream, and a story. My entry into tourism was largely a legacy, but also a personal choice. My father, without knowing it, opened the door to this world for me, and I decided to continue down that path, making it my own.
You mentioned your father. What influence did he have on your understanding of work?
Without a doubt, he was the person who influenced me the most. He was hardworking and consistent, very close to his clients, and had a very clear understanding of what it meant to provide good service.
Over the years I have made my own way, but many of those values are still present in my way of working and understanding tourism.
You've lived through some particularly difficult times, from the 2008 crisis to COVID. What did you learn from those experiences?
The 2008 crisis hit when I'd only been running my company for a few years. It was a very difficult time because suddenly everything changed: consumer spending fell, people travelled less and uncertainty grew.
And then, of course, came COVID. For tourism, it was something we had never imagined: from one day to the next, our activity practically disappeared, and we had to manage enormous uncertainty.
If there's one thing I learned from both experiences, it's that difficulties force you to adapt, to make decisions instead of remaining paralyzed. And perhaps also to trust yourself more, because when you've managed to overcome moments like that, you face subsequent problems knowing that there's always a way out.
When you look back on the journey you've taken, what are you especially proud of?
Having built my own company and managed to maintain and grow it for more than twenty years, going through very different stages and also really difficult times.
But beyond the numbers, I'm especially proud of the team we've built and the trust of so many clients who have been relying on us for years. For me, it's incredibly valuable when someone comes back, recommends us, or even when we're serving different generations of the same family.
My greatest pride is not a specific moment, but looking back and seeing everything we have built and, above all, the people who have been part of the journey.
How did Skål come into your life and what did you find at the club that made you become more and more involved?
I don't remember exactly who was the first person to tell me about Skål, but I do especially remember Andrés Arcos, who was one of the people who met with me and played an important role in my joining.
At the time, it caught my attention because I saw an association with enormous potential, one that would allow me to connect with professionals in the sector and participate in a very interesting network, all with a very affordable annual fee. It also helped that the club was very close to my office, because it made it easy for me to get involved.
I joined seeing a professional opportunity and a way to connect with the industry, although at the time I had no idea what role Skål would end up playing in my life.
Skål talks about doing business among friends. How has that philosophy translated into your own experience?
I think that's precisely one of the most beautiful things Skål has given me. You arrive through the professional sphere, you share meetings, projects, trips and events, and almost without realizing it, many of those relationships end up becoming true friendships.
I wouldn't want to name anyone in particular because it would be difficult to choose, and I wouldn't want to leave out important people. The wonderful thing is that I continue to make wonderful friends and colleagues every day, people with whom I share much more than just a professional relationship.
For me, that's the true essence of Skål: businesses may come and go, but what truly remains are the people and friendships you build along the way.
You are now president of Skål Málaga-Costa del Sol. What kind of club do you want to build during this time?
I would like to bring approachability, dynamism, and a highly participatory vision. I believe Skål should be a space where all members feel they can contribute, learn, and create opportunities.
Our main objectives include strengthening participation, incorporating new professional profiles, fostering closer ties with other national and international clubs, and increasing Skål's visibility within the tourism sector. I also want to promote productive meetings, training, the exchange of experiences, and spaces where genuine collaborations can emerge.
I would like every member to find in Skål a community where they feel comfortable, where they can contribute and where they can also find opportunities for professional and personal growth.
Málaga and the Costa del Sol are experiencing a period of tremendous growth. How can we continue to grow without losing our balance?
We are living through an extraordinary time. Our destination has managed to position itself as an international benchmark thanks to a powerful combination: infrastructure, connectivity, cultural offerings, gastronomy, climate, quality of life, and a highly professional business community.
But this very success also compels us to face new challenges. We must continue to grow with careful planning, safeguard our resources, commit to sustainability, manage our relationships with residents effectively, and maintain the excellence that has brought us this far.
Unsustainable growth ultimately harms the destination itself. For me, truly sustainable tourism is that which generates wealth, employment, and opportunities, while simultaneously respecting the environment, local culture, and the quality of life of those who live in the destination.
Technology is transforming tourism at a rapid pace. Where do you see the biggest challenge for professionals?
The biggest challenge will be adaptation. Artificial intelligence, digitalization and new traveler habits are rapidly changing the way we work.
But beyond technology, the real challenge will be maintaining a balance between innovation and human interaction. Technology should help us be more efficient, but it should never make us lose touch with people.
And this adaptation must also extend to Skål. If we want to connect with new generations, the first step is to listen to them. They have a different understanding of work, training, and professional relationships. We must adapt to this reality without losing our essence and foster intergenerational exchange.
Skål combines a strong local presence with an international network. Are we making the most of that dimension?
That is precisely one of the great advantages of belonging to Skål. We are part of an international network made up of thousands of professionals from all over the world. This opens doors to collaborations, knowledge exchange, business opportunities, and joint projects that would be difficult to achieve otherwise.
We must make much better use of this network and transform it into a useful and accessible tool for our members. And, from Málaga and Andalusia, Skål can also be a meeting point that fosters dialogue, cooperation, and the exchange of knowledge among companies, institutions, and professionals.
The presidency demands time and energy. On a personal level, what does it mean to you, and what would you like to see left behind when this stage is over?
It requires, above all, time and commitment. I have my company, my family, my friends, and my personal life, and taking on the presidency means finding time where there often isn't any, getting organized, and sometimes giving up some of my free time.
But it also gives me so much. It allows me to meet extraordinary people, learn from other professionals, have experiences I probably wouldn't otherwise have, and feel like I'm doing my part to help the club continue to grow.
When this chapter finally ends, I'd like to be remembered as someone approachable, accessible, and always available to everyone. I want every member to feel they can come to me, suggest an idea, raise a problem, or simply share a good time. Projects end and positions come and go, but how you've treated people is what remains.
To conclude, a question that the twelve presidents of this series will answer: if you had to define Skål in a single sentence, what would it be?
«"Skål is about turning professional relationships into lasting friendships."»