IWD 2025 - an interview with: Virginia Rector-Birbal

Tell us a little about your career journey leading to where you are now.

My journey in hospitality started right out of high school as a hostess, and I worked my way through college managing a restaurant. When I moved to New York City at 22 to pursue acting, restaurants became my foundation. I landed at a TGI Friday’s in Sheepshead Bay. Initially, I thought Friday’s was a bit cheesy, but what I learned about systems and operations was invaluable. I quickly rose through the ranks, becoming one of the youngest GMs in Friday’s history, participating in a regional Women’s Forum and innovating training. From there, I spent a record-breaking holiday season at Bill’s Bar and Burger with BR Guest Hospitality before joining Joe’s Crab Shack, where my former Friday’s colleagues brought me in to help with Northeast expansion. That role led to my first Director position and a deep understanding of high volume restaurants. After my time at Joe’s, I realized I wanted to take my big-box experience and support founder-led brands with their growth. I joined The Meatball Shop when they had seven units and later became COO of Luke’s Lobster, where I spent seven years expanding operations, innovating operational models, navigating COVID, launching a bar program I’m still proud of, and leading our Women in Leadership ERG. We also became a Certified B Corp. Throughout my career I’ve opened 23 restaurants and during Covid shut down and re-opened 20. Most recently, I joined Time Out Market as Vice President, United States. Time Out is a dynamic brand that showcases the best of each city—not just through incredible dining and chefs but also through arts, entertainment, and diverse programming. Here, I get to flex all my hospitality muscles—developing people, supporting local restaurants, and building a brand that connects with the community. 

What does the International Women’s Day slogan “accelerate action” mean for you?

Accelerate action means the time to act is now. Women make up a significant portion of the hospitality workforce, yet leadership representation still lags behind. Many of us grow up in a world that encourages us to be quiet, making us more hesitant to speak up and more susceptible to imposter syndrome—both of which can slow our progress, not just individually but for women’s rights as a whole. My grandmother had a saying: 'You don’t have to have created the problem to be part of the solution.' I live by that. Accelerating action means taking ownership—mentoring, advocating, and breaking down barriers. It’s on all of us to make the workforce more accessible and inclusive for our daughters and for the women coming up behind us.

How important is it for women to lift each other up and what does that mean to you?

Strong, women-led mentorship can be a game-changer for anyone starting their career. A rising tide lifts all boats—and as women leaders, it’s our responsibility to embrace that. The more we identify talent, nurture it, and create opportunities, the stronger our organizations and industries will be. So much of leadership as a woman is learning to quiet the doubts that can hold us back. We’re taught early on to be competitive with the women around us, but we have so much more strength if we work together. Having a strong mentor—someone who sees your potential even when you don’t—can make all the difference. Lifting each other up isn’t just about encouragement; it’s about action. It’s about opening doors, pulling up seats at the table, and making sure the next generation of women has a clearer path to leadership than we did.

How important is diversity across senior leadership teams?

Seeing yourself reflected in positions of power can be life-changing; it shows what’s possible and paves the way for others to follow. But beyond representation, diversity of thought is the key to driving growth, innovation, and retention-focused cultures. Strong businesses thrive on different perspectives, problem-solving approaches, and lived experiences. When we celebrate differences and create environments where diverse voices are truly heard, we don’t just find solutions—we unlock creativity, resilience, and entirely new ways forward. Diversity isn’t just the right thing to do (which I believe wholeheartedly it is); it’s a smart way to build stronger, more successful organizations.

Senior leadership: 26%, C-suite: 19%, 1 in 4: Chief-level. These are the percentages and numbers of female leaders in our industry. What do these numbers represent to you?

Given that women make up 54% of the entry level workforce in hospitality, our numbers at a leadership level need to improve. The drop-off isn’t about talent—it’s about systemic barriers that make it difficult for women to stay and thrive in leadership. I’ve seen how our industry isn’t built to support working mothers. Too often, women step away from leadership roles not because they lack ambition, but because the industry isn’t designed to support their families while allowing them to grow their careers. Hospitality remains an industry that rewards sacrifice over strategy, making it even harder for women to navigate the physical demands, long hours, and expectations of leadership while also showing up for their families. And because it’s still so male-led, many leaders don’t fully understand just how much women have to juggle to stay in the game. But I believe we’re in the midst of a much-needed revolution. Work-life balance can’t just be a buzzword—it has to be a fundamental shift. Our industry needs to evolve into one that replenishes rather than depletes, one that values empathy as much as execution. As a new mother myself, I’m committed to pushing those conversations forward and driving real change to make leadership more accessible for women. 

As a successful leader, how do you think (business) leaders can accelerate action toward closing the gender gap and ensuring equal opportunities in the workplace?

If we truly want to close the gender gap and create equal opportunities, we need to fix the systemic barriers that prevent women from advancing—not just around motherhood, but also the outdated perceptions of women in leadership. When we do that at the highest levels, we won’t need to force change. This isn’t about setting quotas or celebrating a single diversified hire. It’s about building cultures that actively embrace diversity, foster solution-oriented thinking, and celebrate failure as a learning opportunity rather than a character flaw. Real change starts with leadership that not only talks about inclusion but actually builds the structures, policies, and mindsets that make it possible for diverse talent to rise and thrive. That’s the work that will truly accelerate progress. 

Can you share your top tips for entrepreneurial/managerial/leadership success?

Say YES. Embrace change, take on the challenges others shy away from, and don’t be afraid to step outside your comfort zone. One of the biggest keys to my success has been my willingness to do whatever it took to reach the next level—whether that meant mopping floors, working overnights, commuting long hours for the right opportunity, or tackling big projects that stretched my abilities. Some of those moments I felt fully prepared for, others required me to be scrappy and resourceful. But every challenge taught me something, built my resilience, and positioned me as someone who could solve problems, drive change, and lead through uncertainty. My best advice? Growth happens in the moments that push you. Say yes to opportunities, even when they scare you. That’s how you become the kind of leader who not only adapts to change—but creates it. 

What’s the most important piece of advice you’d give to a woman thinking of starting a career at leadership level?

I’d tell her to take the time to truly know yourself, celebrate what makes you unique, and embrace growth. If you’re not secure in who you are, it’s impossible to uplift those around you. As a woman in leadership, you will face criticism—some of it constructive, some of it unfair. The key is having the self-awareness to recognize what will help you grow and the resilience to let go of what won’t. Leadership is about progress, not perfection. Learn to take feedback, adapt where needed, and leave the rest behind. Overthinking and dwelling on negativity will only hold you back. Instead, focus on your impact, your evolution, and the people you’re helping along the way. The best leaders aren’t flawless—they’re self-aware, adaptable, and unshakable in their purpose.

Have there been any role models through your life (work or professional) who have helped shape you as a leader?

My grandmother was the greatest leader I’ve ever known. A mother of six, wife to a three-star general, she raised her children while he was off at war, led in her church, and somehow made each of her ten grandchildren feel like the favorite. She led with patience, kindness, and an unwavering ability to make you feel truly seen. She was honest, sought to understand before being understood, and left us with wisdom that still guides me today. In my early twenties, I once made a judgmental comment about her role as a housewife. She looked at me and said, "Your grandfather might be the head of this house, but I am the neck—and the neck turns the head." That moment forever changed my perspective on leadership. I had always aspired to be the head, but I came to understand the power of the neck. Leadership isn’t about being in charge—it’s about shaping direction, creating opportunities, and developing others to reach their highest potential. Whether you’re the head, the neck, or the shoulders, true leadership is about impact. The best leaders don’t just lead from the front, they often times lead from the back—and they elevate everyone around them.