As an industry insider, I write anonymously but with deep concern about what is unfolding at the Bermuda Tourism Authority (BTA).
It is disheartening to witness the treatment of the BTA’s current CEO. This appears to be personal rather than procedural. There are long established mechanisms for assessing leadership tools that include structured performance reviews, formal grievances, and where necessary, arbitration or a neutral body to evaluate concerns objectively. What we are seeing does not align with best practices, and that should concern anyone invested in the integrity of this institution.
If this is now the standard by which we operate, then we must revisit the circumstances under which Kevin Dallas and Charles Jeffers were both removed. In both cases, we were offered vague explanations about actions “not befitting” a leader, with the specifics hidden behind legal language. That is not transparency it is institutional opacity. What actions took place? Were those actions, illegal unethical, or immoral?
Why, then, is Tracey to be put on the altar alone? If her leadership is to be scrutinized, then so too should the role and accountability of the Chief Operating Officer the individual responsible for daily operations. Vision and execution are joint responsibilities. You cannot selectively isolate one without examining the other.
Any credible report or internal review should address:
• The justification for the departures of Dallas and Jeffers.
• The apparent double standard applied to the current COO.
• Why professional, neutral arbitration was not pursued.
• Whether this pattern of treatment reflects a broader political undercurrent rather than performance-based evaluation.
The stakes are too high for leadership transitions to be handled this way. We must insist on transparency, fairness, and consistency or risk turning the BTA into a revolving door dictated by politics, not professionalism.
Sincerely, A Concerned Industry Insider
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