The recipe might go something like this: Start with a healthy pinch of millennial tech savviness, strong work ethic, desire for work-life balance, and social consciousness. Add equal parts Gen Z emphasis on authenticity, social impact, and mental and physical health. Cook for up to a decade. Makes 10 outstanding young professionals. 

The 2025 class of “10 Under 30” marks the tail end of the millennial generation, and leans heavily toward Gen Z, the generation born between 1997-2012. The defining traits that shape these generations are apparent in this year’s nominees—who can likely tell you how to do that thing on your phone, but will say it with empathy. 

They are shaped by the rise of social media, climate change, and Covid 19. They’ve grown up with the internet, and technology is integral to their lives. They are a force in the workplace, marketplace, and in social movements. And they care about self-care—yours and mine. 

We’re pleased to introduce this year’s “10 Under 30,” nominated by their peers and poised to lead the ski industry into the future. 

Garnish with praise.

New Hampshire native Camille Belletete headed west after earning an environmental studies degree from Bates College in Maine, where she was a standout midfielder on the lacrosse team. Landing in New Mexico by way of Salt Lake City, she now oversees buying for Taos Ski Valley’s three busy mountain retail shops—Taos Sports, Kachina Sports, and Confluence—which includes attending buying shows and working with sales reps to curate clothing, accessories, equipment, and souvenir items that speak to the Taos market. 

Belletete’s job is ever evolving. Head buyer for the resort since 2020, her responsibilities have grown to include managing the resort’s warehouse and all-staff uniform program as well as overseeing the opening of a third retail location.

“Buying” is more work than it might sound. It includes receiving, processing, and merchandising all products in each location. Belletete works with a seasonal assistant buyer and a hard goods buyer, who she says are crucial to the process. “We spend a lot of time curating our inventory and doing our best to give our clients and shoppers the best products available,” says Belletete. Two additional full-time employees are stationed out of the warehouse.

As a certified B Corp, Taos strives to prioritize brands that are consciously sourced and responsibly made, and Belletete is committed to partnering with companies that align with those values. 

“When we pursue new vendors for our shops, we take into consideration the company’s ethos regarding business, social, and environmental practices,” she says. “We must consider what each of our vendors’ impact is on the world around them and do our best to partner with other B Corps to support companies who act with the same amount of accountability and stewardship.”

Nominators say she has “an innate ability to anticipate trends and understand guests’ needs,” and “consistently delivers outstanding results while optimizing inventory management.” 

A “project-driven person,” Belletete also prioritizes efficiency and collaboration. “When I take on any new project,” she says, “I like to consider all ideas from coworkers and try to achieve processes that work for all involved.”

When not poring over an inventory list or navigating next year’s retail trends, you can find Belletete hiking, skiing, and spending time in the mountains with her fiancé, Antonia, and their dog, Frieda. 

 Blue Mountain is in Shelby Bowins’ blood. Both her dad and grandfather worked at the ski area, running groomers and heavy equipment for a collective 75+ years. Her brother works there as well, as a heavy equipment mechanic’s assistant. She herself started in 2014, her first year of high school, as a cashier in the rental department. Now 24, she’s spent a decade at the resort, rising to assistant manager of guest services in 2023.

Bowins helps take care of the frontline team—about 65 strong in the winter—making sure they have the tools they need to do their jobs. Though her job is focused on the recreational products and experiences sold by the resort, “Shelby’s leadership shines beyond her role,” says a nominator. “She is a champion of recognition who fosters a high-performing culture.”

For Bowins, well-being is a priority. She chairs the resort’s Wellness Committee and has driven engagement through its Service Excellence Committee. 

Through the Wellness Committee, Bowins created the “month of self-awareness,” which included an all-staff Wellness Wednesday email packed with a variety of mental health resources. She also helped improve the resort’s existing “Recognize” program, moving it from paper to a new app to encourage participation. Through it, employees write “meaningful blurbs” about one another, which Bowins helps promote. “Recognition became my mission all winter,” she says. “I encouraged my team to do the same.”

Through the Service Excellence Committee, Bowins identified process deficiencies and championed the streamlining of operations between departments so they could work more seamlessly together. “I knew this would have an impact across the resort and make people’s jobs easier,” she says.

Bowins’ style of leadership is “definitely very personal,” she adds. “My commitment to every employee is getting to know them and their learning habits so I can communicate with them effectively and enable them to succeed in their job.”

This innovation, dedication, and unwavering commitment to both employees and guests is shaping the future of resort leadership, nominators say. “Her infectious energy, kindness, and humor make her a natural leader who inspires those around her.”

Bowins’ relishes the welcoming nature of the community—and the hype. “When the chairs start turning, and the snow starts blowing, the hype among people is infectious,” she says. “I couldn’t imagine going to work every day and not feeling that energy.”

Jamie Grimston moved to rural Idaho from Chicago “on a whim” in 2021. The 2020 DePaul graduate in organizational communications—“a very proud first-generation grad,” she says—had been working in hospitality when she traded in the trendy Lincoln Park neighborhood for the Payette National Forest.

Upon arrival in Idaho, seeking a position in HR but not sure of her plan, she landed a job as a bartender. “Locals talked about how great Brundage was, and I realized how deeply woven it was in the community,” says Grimston, who was hired at the resort in 2022 as an employee services generalist. After a brief hiatus as people services director at nearby Tamarack, she returned to Brundage last November.

Since then, nominators say Grimston has “transformed employee engagement through innovative programs and leadership development,” and “implemented initiatives that have made meaningful impacts.”

These include employee recognition programs like the “Palentine's” Candy Gram, through which employees acknowledge coworkers with “Valentine’s” tokens (hand-delivered last year by Grimston dressed as cupid), and Shout Out, in which employees publicly recognize one another for living out Brundage’s core values. Last season, the resort had a record 312 shout outs. Such programs help empower employees and help them feel seen, says Grimston.

The recently implemented TRAIL program (training, resources, and integration for leaders), a comprehensive manager acclimatization program, is the initiative of which Grimston is most proud. The program covers the first 90 days of employment, “the crucial three months when they’re trying to figure out, ‘Is this a good fit?’”

“The ski industry, particularly, is prone to silos, with vastly different departments that rarely interact,” explains Grimston. “TRAIL focuses on eliminating those gaps by offering a comprehensive, structured onboarding experience and by fostering connections across the resort.”

Nominators say the program, as in all Grimston does, makes new employees feel welcomed and valued. “Jamie goes the extra mile to understand employees on a personal level,” says one, “leading to stronger communication, a positive work environment, and a culture of mutual respect.”

The workplace, says Grimston, can be a place of empowerment and connection. “My goal every day is to help carry that mission forward to our people. If I could be a source of good in the world, that’s what fills my cup.”

Katie Kuzmeski first became interested in patrolling after an outdoor leadership program at a local community college, where she found herself gravitating towards cold-weather rescue courses. Already a ski instructor at Mount Snow, Kuzmeski started as an entry-level patroller in 2021 and was named assistant patrol manager a few years later. 

Now, in addition to helping manage the operational side of patrolling for the resort’s roughly 65 paid and 30 volunteer patrollers, Kuzmeski has completed her work-at-height SPRAT 1 and 2 certifications and has assisted in building out Mount Snow’s lift evac program.

After experiencing her first fatality the second year on the job—“the first time I really noticed the emotional toll,” she says—Kuzmeski has made mental health a priority for herself and her team. Many of her contributions have focused on the softer side of patrolling, including spearheading Mount Snow’s involvement with the Responder Alliance Program, which works to promote psychological safety for responders using proven techniques for support following traumatic occurrences. 

“Bringing the program to Mount Snow had been a goal of mine for several years,” says Kuzmeski. Through it, members of the resort’s patrol have received resiliency team training, learning tools to support someone after a traumatic incident, when to ask for additional help, and how to identify stress injuries. Kuzmeski spoke about the program during an emotional intelligence panel at the National Ski Areas Association Eastern Winter Conference last season.

“A positive driver for psychological safety and mental well-being for patrollers at Mt. Snow,” nominators say Kuzmeski is pioneering a mentor-mentee approach to patrol training to further promote connection within the workplace. “She is a leader that’s always exemplifying excellence, helping others grow, and driving the industry forward.”

As a board member of Women of Patrol, which offers support and helps make patrolling more accessible to women through training and scholarships, Kuzmeski has worked to build membership in the organization and get coworkers involved. “It’s a goal of mine to bring women into the space in a way that they feel supported, and so they can stay,” she says. 

She came by her passion for patrolling honestly—her mom was a ski patroller at Mount Tom, Mass., when pregnant with Katie, and Kuzmeski grew up skiing “concurrent with learning to walk.”

Starting at Mountain Creek, N.J., as a lifeguard during high school, Dempsey Mendrzycki worked various jobs there through college and was hired as the resort’s risk coordinator in 2020 after graduating from the University of Colorado. Still, he planned to be a lawyer until about three years ago.

“I realized I liked leading teams and being part of something bigger than myself,” he said, after taking on the risk coordinator role. A few promotions later, including to director of risk for all of Snow Partners, he was named GM for indoor ski facility Big Snow American Dream in 2023.

Mendrzycki plays an integral role at the indoor ski facility. Most of his time is spent managing day-to-day operations and making sure his team, including seven “blazers”—the company’s term for managers—are supported throughout the day. At Big Snow, where 100-150 employees work year-round, the team averages 22-24 years old, he says. For many, it’s their first introduction to snowsports.

Nominators say Mendrzycki inspires his team with a culture that’s rooted in safety, inclusion, and fun. “Dempsey is a man of the younger people,” says one. “Under his guidance the team has flourished in a uniquely challenging indoor ski environment, marked by high guest satisfaction, strong staff morale, and outstanding financial performance.” 

“Team-building culture events” and internal trainings inspire buy-in and boost morale, says Mendrzycki. He also credits Snow Partners’ habit of promoting from within. He himself has only hired two external managers, he says. The rest have grown through the ranks.

“Some of these kids don't ski or snowboard, don't even know what that is until they work here,” he says.  “To go through the ranks successfully, have fun doing it, and be part of a bigger mission is important.”

Mendrzycki himself doesn’t ski or snowboard, though he gets a lot of pressure from his bosses to “get on the snow.” Despite the ribbing, he says his favorite part of the job is the people he gets to work with every day. A close second: the guests. “It’s gratifying to know we made their day better.”

“I’m super grateful for the opportunities and the growth that kind of fell into my lap,” he says. “I always say I got this through luck and being a good person and being authentic.”

It was the Christmas after graduation from Montana State University that Rickey Nash, trying to figure out her career path, followed her friend George Clark-Gold, grandson of former Showdown Montana owner George Willett, to the ski area for a seasonal job. “I fell in love with the people and how much fun I was having and never left,” she says.

Since then, the skier-turned-snowboarder has “worked through every position” at the resort—ticket office, F&B, retail, rental, guest services, and events. She even filled in as marketing director during a maternity leave. After acting as employee engagement director for a few years, her first time managing a team and a department, Nash was named assistant GM prior to the 2023-24 season, overseeing 150 employees across the ski area and its hotel.

Her leadership journey has been marked by initiative, emotional intelligence, and deep commitment to team culture, says a nominator. “She has championed employee well-being through intentional hiring, recognition programs, and access to resources like free therapy and winter gear. Her ability to lead with both structure and heart has transformed our workplace.”

Nash now “does a little bit of everything,” including supporting staff and fostering employee engagement through various outlets, such as a weekly employee email that includes birthdays, upcoming events, and ski area news, and a daily all-staff huddle that incorporates mandatory stretching and a 30-second dance party. “It’s as awkward as it sounds, but it’s a fun way to get your day started,” she says.

The ritual is more than that, though. Moving your body, says Nash, is known to help with mental health and depression. It’s fitting with her interests in employee wellbeing and morale, a focus of hers that she prioritizes through championing programs like free therapy, which is available to all employees. “Listening to people, reading them, and using that info to help them, or all of us, to be successful has always been something that clicked for me,” she says.

Nash has spearheaded peer-to-peer recognition programs and annual staff awards to boost morale—some more serious than others. This past season, she came up with the “Showies”—fashioned after The Office’s “Dundies”—to recognize staff with a series of lighthearted awards (i.e., best yard sale; least perfect attendance) during the final weeks of the season. Staff voted, and she and Gold, Showdown’s marketing director, donned tuxedos from his wedding and threw an awards ceremony.

The ski industry, says Nash, provides a great way to connect to different people, to nature, and to the environment. “It’s also a place where people come to have fun,” she says, “so everything we do has that at its core.”

Since age 16, Hannah Roth has been involved in the mountain resort industry, first as a lift operator at WinSport in Calgary, and eventually completing the ski resort operations and management program at British Columbia’s Selkirk College, where she learned everything from lift maintenance to marketing, in 2023. It was there that she realized she’d love to manage outdoor operations. By the age of 21, she’d worked in lifts, grooming, and snowmaking, and was named outdoor ops manager at Canada’s Mt. Sima last fall.

Now, no two days are the same, says Roth. During winter, you may find her overseeing the day-to-day operations of grooming, lift ops, snowmaking, or the terrain park, or troubleshooting a maintenance issue with the two mechanics that she manages. During shoulder season, she might be cleaning up the disc golf course, setting up tents for an event, or looking ahead to projects like reopening a long-decommissioned T-bar or planning for a terrain park expansion.

Roth has learned a lot already, including how to adapt and overcome. “We all know that anything can happen, and plans change,” she says. “You must adapt and always look forward. “

For example, last season, a lift issue required a manual evacuation on the Saturday of Christmas break. With Sima’s GM off that day, Roth walked into an instant command role, managing communications and rope evacuations until her supervisor arrived.

Her favorite parts of the job are the community and the people, from whom she continues to learn. She’s made it a point to attend industry events such as the Canada West Ski Areas Association spring conference and She Grooms, which provides hands-on training and resources to women in grooming. Of She Grooms, she says, “That may have been the best four days of my life. It was so empowering.”

Roth is a mentor and “always wants to share her love of the industry, encourage women in the industry, and push for growth and improvement,” says a nominator. Six out of 10 managers at Sima are female, says Roth; at school in Selkirk, about a third of the students were women. 

“It’s important to keep women in ops alive,” she adds, citing a time she went from work to the grocery store wearing Carhartt’s and somebody asked her if she’d bought them distressed.

Outside of work, you’ll find her trying her hand at fly fishing, tinkering on old cars, hanging out in a brewery, or rooting for her Calgary Flames. And in 10 years? “I love Sima and my position, and I just started my career,” she says. “There are so many opportunities and possibilities.”

Tommy Royther, a former SAM Summit Series mentee, had a burgeoning career in marketing when an online ski area management program sent him in a different direction. 

“I was introduced to sustainability through that program and really grew a passion for it,” said Royther, who was marketing manager at Ober Mountain, Tenn., at the time. “I saw a lot of application within the ski industry and where I could fill gaps.”

A short time later, while pursuing a master’s degree in sustainable tourism through Arizona State, Royther relocated to the vicinity of Wisp Mountain for his fiancé’s career. “What I really wanted to do was start at a ski area that wanted to dip their toes into sustainability,” says Royther. 

He met with Wisp, which had interest, but not a job. So, he became a snowmaker, working nights while he finished his degree. A year later he returned to Wisp leadership, armed with his master’s degree and a proposal for a sustainability position. That resulted in a hybrid sustainability-pumphouse coordinator position, the first dedicated sustainability role within Pacific Group Resorts.

At Wisp, Royther has played a critical role in identifying and securing impactful grant funding to offset capital expenses while advancing sustainability initiatives, says a nominator. “From marketing to snowmaking to program development, his adaptability and initiative consistently elevate company goals.”

He's identified rebates on lighting and snowmaking equipment, conducted trials of composting, worked with local waste haulers on diversion throughout the county, and created emissions reports for National Ski Areas Association (NSAA) programs and state agencies. Advocacy is also a priority—Royther helped county commissioners advocate for a local compost facility, the first in the area, which has since been developed.

Nominators say Royther “has a drive to continue learning.” Taking advantage of a utilities rebate program for education has been a huge win in terms of getting low-cost training, says Royther. He’s also utilized a NSAA Mountain Foundation scholarship, and is currently working towards becoming a Certified Energy Manager (CEM) through the Association of Energy Engineers, with plans to take the CEM exam this summer.

Royther’s passion extends to developing future ski industry sustainability professionals, and he’d love to work within PGRI to mentor and manage a team of sustainability directors, he says.

In the immediate future, though, he’s set to wed this October in Boone, N.C., where he grew up skiing at Sugar Mountain. “I would like to shout out the Appalachian Mountains as being a legitimate skiing culture,” he says, adding, “I don’t take a single day on the hill for granted.”

Zach Staker grew up skiing at Winterplace, started working as a ski instructor as a sophomore in high school, and took an accounting job at the resort after graduating from WVU four years ago. “It was then I truly began to understand what the ski industry was all about,” he says. “Just a couple weeks into the job, I was a staff accountant out making snow.”

Staker now juggles two distinct roles at the resort: facility ops manager and senior accountant. During winter, a day in his life will vary. If the resort is making snow, he might arrive early to help. On busy weekends, he takes pride in ensuring that all cars are parked efficiently, and that guests have a positive first impression. He may also jump in to support the kitchen staff or assist housekeeping. Beyond managing several departments, his role in accounting has also grown significantly.

“Forward-thinking,” “uplifting,” “encouraging,” and “valuable,” nominators say he is quick to jump in wherever needed to fill gaps or learn new roles. “Zach’s career journey is a testament to his adaptability, commitment, and drive for continuous growth,” says one. “His ability to seamlessly integrate his financial expertise with operation leadership showcases his remarkable versatility and vision.”

In the last few years, Staker has been part of implementing a new POS system, securing a federal grant, and managing multiple capital expenditure projects. Still, some of his favorite projects have been the most simple and affordable, like painting buildings and restoring areas that need a little love.

Communication is integral to his style of leadership, he says. During winter, “usually a long, demanding stretch,” he strives to ensure his team has the tools and support they need, and takes a similar approach to guest interactions. “I try to talk to as many guests as I can and do what I can to help them have the best trip possible.”

Being part of an industry that he truly loves is “priceless,” he says, “but what’s made the experience even more meaningful are the incredible people I’ve met and worked alongside. I’ve built lasting friendships and had mentors who have helped me grow, both professionally and personally.”

Brandon Wagner wears two very different hats. As marketing director for Wisconsin’s Crystal Ridge, Nordic Mountain, and Little Switzerland, he is always brainstorming the best ways to sell the ski areas. And as assistant general manager at Little Switz, he plays a big role in day-to-day operations. 

“From Monday through Thursday, I usually start my day focused on marketing, and swap over to GM duties around 4 p.m., when Little Switz opens,” says Wagner. “On weekends, I’m usually in manager mode. During the ski season, I work every day.”

A native of the Green Bay, Wis., area, Wagner started skiing around age 2. In 2021, fresh from the University of Wisconsin-La Crosse with a marketing degree, he joined Little Switz as marketing specialist and group sales manager. 

Wagner’s first task when hired, say nominators, was to find a way to retain all the new skiers and riders the resorts had attracted during Covid. “I honestly thought it was impossible task, but Brandon became a star right out of the gate,” says one. “In year one, he created amazing targeted retention campaigns, and our businesses have continued to grow year over year since then.”

The assistant GM role is new, both to Wagner and Little Switz. The position was created last season with him in mind, and “Brandon has worked incredibly hard to learn the entire business while still staying on top of marketing for all three hills,” say nominators. “His ability to seamlessly combine marketing expertise with business strategy has significantly enhanced our resorts.”

He continues to oversee all things marketing—email and social media, paid advertising, digital campaigns, paid ad reporting, integrating with CRMs—with the help of a few seasonal staff.

The dual role has also provided a way to create relationships with both customers and employees, says Wagner, who adds that relationship-building has been a focus ever since his first day in marketing. “I had a lot to learn, so I wanted to focus on, ‘how can I create relationships with managers so they respect me and want to help me learn?’”

Looking ahead, Wagner would love to be a ski area GM while retaining his marketing role—“but hopefully with a little more staff to help me out.”