Her Story
About Tisha
Tisha Deden is a seasoned Human Resources executive with more than 25 years of progressive experience leading people strategy, organizational development, and enterprise HR operations. She currently serves as Vice President of Human Resources at Group Voyagers, Inc., where she is responsible for overseeing the full scope of HR functions, including employee relations, benefits, recruitment, policy governance, and workforce planning. In this executive leadership role, she partners closely with the CEO and senior leadership team to ensure that human capital strategies directly support business growth, operational efficiency, and long-term profitability. Throughout her career, Tisha has built her leadership philosophy around change management, problem-solving, and operational alignment. Her day-to-day work is centered on identifying challenges, guiding organizational change, and providing strategic and tactical HR support across all levels of the business. While she primarily collaborates with senior executives on enterprise priorities, she remains deeply engaged in day-to-day HR operations—supporting front-line leaders and employees with benefits inquiries, advising on disciplinary matters, and ensuring consistent, compliant, and well-documented employment practices. She also plays a critical role in leading recruitment strategy, shaping talent acquisition needs, refining hiring processes, and improving time-to-fill metrics to ensure the organization attracts and retains top talent efficiently. Known for her direct, steady, and solutions-oriented leadership style, Tisha emphasizes accountability, clarity, and execution in all aspects of her work. She is highly involved in employee relations and serves as a key decision-maker in disciplinary and termination processes, ensuring fairness, consistency, and compliance while protecting organizational integrity. Her approach to leadership is grounded in the belief that effective HR must balance empathy with decisiveness and always operate in service of both people and business outcomes. She views her role as guiding employees through the full lifecycle from hire to retire by building systems, processes, and cultures that enable individuals and organizations to succeed together through continuous change and growth.
Her Interview
Ten minutes with Tisha
01What do you attribute your success to?
I like to joke that I’m a recovering perfectionist, but honestly, that drive has played a big role in my success. One quote I live by is, “Everything you want is on the other side of hard.” I really believe a lot of people stop short because something feels difficult—I'm usually the opposite. If you tell me something can’t be done or that it’s too hard, that’s usually my cue to lean in and give it a shot.
I’m very motivated by personal challenge. A couple of years ago, I took up running, and people always ask about my time. My answer is usually, “It’s just me versus me.” I don’t spend much energy comparing myself to others. What matters to me is: Am I improving? Do I feel good? Am I hitting the goals I set for myself?
I’m very goal-driven and genuinely enjoy pushing myself. I want to be part of something meaningful and big, and while success matters to me, I don’t need a lot of recognition to stay motivated—I do it for myself. And when I fail, I treat it as data. I figure out what I can do differently, learn from it, and then get right back on the horse. That drive—to keep going, keep growing, and keep challenging myself—is really what’s been at the core of my success.
02What’s the best career advice you’ve ever received?
The best career direction I’ve received has come through two incredible mentors who shaped my growth in very different—but equally meaningful—ways.
One of the most influential was my former boss, Mary Cox. I actually had the pleasure of hiring her as my boss years ago, and I learned more from her than I can possibly summarize. She challenged me constantly, pushed me far outside my comfort zone, and yes—sometimes pushed me to tears. But she never gave up on me. Ever.
When the pandemic hit and our industry—travel—was turned upside down, we were forced to make some incredibly difficult decisions. Mary chose me. In a moment when very few people are chosen, she put herself on the line to protect my role. That meant more to me than she probably knows. I credit so much of what I know—and a lot of who I am professionally—to Mary. Even now, in her retirement, I still reach out to her for advice. She’s one of the reasons I’m so driven today—because she was, and still is, an incredibly driven woman.
My second mentor is Pam Hoffee, the current president of Avalon Waterways. Pam challenges me in a completely different way. She has a rare ability to tell you you’re wrong—and make you grateful for it. She pushes me to think differently, see things from new perspectives, and stay sharp. What makes Pam special, though, is how approachable she is. She can correct you with a smile, and you walk away respecting her more—not less.
I’ve learned so much from Pam because we’re still working together, and she’s truly taken me under her wing. Once you reach a certain level, it’s easy to start thinking you’re untouchable—I know I’ve had moments like that. Pam has a way of bringing me right back down to earth, in the best possible way. She keeps me grounded, challenged, and growing, and for that, I’m incredibly grateful.
03What advice would you give to young women entering your industry?
The advice I’d give to women entering the workforce is simple, but not always easy: stay authentic to who you are. As women—and as a woman of color—I think we’re often encouraged, subtly or not, to shrink ourselves to fit a role or a company culture. My advice is: don’t.
Be true to yourself. If you go after a role and don’t get it, don’t let that shake your confidence or make you question your worth. It doesn’t mean you weren’t good enough—it just means it wasn’t the right fit. Keep going after what you want.
Authenticity is something truly great companies value, and the right ones will recognize and appreciate it. Looking back over my 26-year career, I can see moments when I wasn’t fully true to myself—and those were the times that didn’t serve me well. So I’m a big believer in not shrinking, not dimming your light, and not trying to be something you’re not. Being yourself isn’t just the right thing to do—it’s one of your greatest strengths.
04What are the biggest challenges or opportunities in your field right now?
I’d like to see HR—both within my company and across other organizations—continue to evolve from simply having a seat at the table to having a true voice at the table. You can’t achieve any meaningful business goals without your people, and that’s something I consistently reinforce with our leadership and executive teams: people should always be the top priority.
For me, that continued focus on people is what I hope to see grow and strengthen over time. Specifically for my team, one of my key goals is building a truly global HR organization. We have offices in five other countries, and having the opportunity to learn how HR operates across different cultures and regions—what it looks like in India versus Australia, for example—is incredibly important to me.
Becoming a global HR leader, with the ability to support and influence teams across borders, would truly be the pinnacle of my career. It’s an opportunity I would value deeply and one I’m excited to continue working toward.
05What values are most important to you in your work and personal life?
Honesty and integrity are incredibly important to me—almost synonymous, really. It ties back to what I’ve shared about authenticity. I don’t believe in sugarcoating things. I try to lead with transparency, whether that’s as a leader, a wife, a mom, or a friend. At the end of the day, if nothing else, I can always be honest with you. That matters to me because trust is everything. When people know you’re being truthful and transparent, trust naturally follows—and that’s something I value deeply.
The other thing I believe strongly in is having a little fun. Life is hard. Work can be hard. There’s no getting around that. So I think it’s important to bring some levity into it—to find moments of joy and inspiration that help you keep going, especially on the tough days. There are so many things we can’t control in the moment, so the question becomes: how do you get back to the core of who you are? How do you recharge so you can try again tomorrow? For me, that takes a certain amount of courage—the courage to keep showing up and keep trying.
Outside of my professional life, I’m first and foremost a mother. That comes before anything else. I’ll even joke with my husband that my son is my favorite person on the planet. I’ve had the incredible privilege of raising a rocket engineer—which still amazes me. He’s my inspiration and my “why.” I want to keep pushing and growing, not just for myself, but to show him what a strong woman looks like, because I want him to expect and admire that strength in the partner he chooses someday.
As for hobbies, I love golf. I’m not great at it, but I enjoy it—especially because it’s still such a male-dominated sport, and I’m sometimes the only woman out there. I also love spending time with family and friends. I’m a people person through and through. I love hearing people’s stories and often find myself wondering, What’s their story? What’s behind that?
At the same time, I truly value my quiet moments. I love sitting on my patio—my little oasis—with a good book, great music, and a well-made old fashioned. That simple routine brings me peace. .
It’s how I wind down, reset, and remind myself that no matter how hard today was, I can always come back tomorrow and try again.
Keep Exploring
More Influential Women · Colorado
Join Influential Women and start making an impact. Register now.