Troy Harrison is the Sales Navigator and the author of “Sell Like You Mean It” and “The Pocket Sales Manager.”  He helps companies navigate the Elements of Sales on their journey to success.  He offers a free 45-minute Sales Strategy Review.  For more information, e-mail Troy@TroyHarrison.com.

Here’s something nobody saw coming: The generation most skeptical of AI isn’t the one that doesn’t understand it. It’s the one that understands it best.

Every new technology faces resistance. The internet? A fad. Smartphones? Unnecessary. Social media? A waste of time. But, tech skepticism has always followed the same pattern — older workers resisted, younger workers embraced, and eventually, the skeptics retired and adoption became universal.

Not this time.

The Tech Skepticism Script Has Flipped

Traditional technology skepticism was driven by unfamiliarity. Baby Boomers didn’t grow up with computers. Gen X had to learn the internet as adults. They resisted because the technology was foreign. As digital natives entered the workforce, resistance faded.

AI flips this script entirely.

Sixty-two percent of Gen Z express skepticism toward artificial intelligence — higher than any other generation. Sixteen percent explicitly don’t want AI on their phones, compared to only 9% of older users. Forty-nine percent believe AI will harm their critical thinking skills.

This isn’t ignorance. It’s educated wariness. Gen Z grew up watching social media algorithms manipulate behavior, mine personal data and damage mental health. They understand how “engagement optimization” created filter bubbles and monetized attention at the expense of well-being. They’ve seen technology companies prioritize profit over users — and they figure (correctly) that it will keep happening.

When it comes to AI, Gen Z isn’t asking “how does this work?” They’re asking, “Who does this benefit, and at what cost?” And they can spot AI-generated content instantly. Years of exposure to algorithmic manipulation have given them sophisticated internal detectors.

Here’s the Impact for B2B Sellers

You already know that generational dynamics in B2B selling have gotten complex. Older salespeople struggle to connect with younger buyers who communicate differently and research differently. Younger salespeople face challenges selling to executives who expect traditional relationship-building. AI adds another layer of complexity to this already-delicate situation.

Consider this common scenario: Your sales team deploys AI-powered email outreach, chatbots for qualification or AI-generated proposals. The goal is efficiency — reach more prospects, respond faster, scale the process. But when that AI touches a Gen Z buyer, it triggers immediate skepticism.

An AI-written email isn’t just impersonal — it’s a signal that you chose efficiency over authenticity. An AI chatbot isn’t helpful — it’s a barrier between the buyer and real human expertise. An AI-generated proposal tells the buyer you couldn’t be bothered to understand their specific situation.

Here’s the mismatch: Millennial and Gen X sales leaders view AI pragmatically as a productivity tool (which it can and should be, when used correctly). They don’t realize their AI-enhanced outreach is actively repelling their youngest prospects. They see time savings. Gen Z buyers see corporate shortcuts that signal low prioritization of genuine relationships.

Authenticity is Everything – And This Time, You Can’t Fake It

When buyers doubt the authenticity of your communication, they doubt the authenticity of your company.

This hits B2B particularly hard because business relationships depend on trust. B2B buying decisions involve long-term commitments, significant investment and organizational risk. Buyers need confidence that you’ll deliver, support and stand behind your product over time.

AI-generated content undermines that confidence. When a prospect receives an AI-written email, the subtext reads: “This company would rather automate than understand our needs.” When an AI chatbot handles initial qualification, the message becomes: “Our time is more valuable than yours.” When an AI system generates proposals, buyers wonder: “If they’re using AI for this, where else are they cutting corners?” And guess what? These messages are correct interpretations.

Gen Z interprets AI deployment as a values statement. They have watched tech companies claim to prioritize user experience while optimizing for ad revenue. They have seen platforms promise connection while fostering division. If your technology serves your interests at the customer’s expense, then trust evaporates.

AI Skepticism Will Age In, Not Out

Here’s the critical difference: Internet skepticism aged out. AI skepticism will age in.

Gen Z is entering the workforce now. Within a decade, they’ll hold senior leadership roles. Their sophisticated understanding of AI’s capabilities and limitations will shape how organizations approach artificial intelligence. And their skepticism isn’t going away — it’s informed by direct experience with technology’s dark patterns.

The choices you make today about AI deployment will determine whether future decision-makers view your organization as trustworthy or opportunistic. Companies that use AI thoughtfully, transparently and in service of genuine customer value will differentiate themselves. Those that deploy AI primarily for internal efficiency will find themselves shut out as skeptical buyers gain purchasing authority.

What You Should Do

Don’t abandon AI. Use it, but use it well. The technology offers legitimate value for data analysis, research, ideation and productivity. But deployment must be strategic and behind the curtain.

Distinguish between internal AI use and customer-facing AI deployment. Using AI to analyze customer data and identify patterns? That’s smart. Using AI to generate customer communications? That’s dangerous. The former enhances human decision-making. The latter replaces human connection.

When AI does touch customer interactions, be transparent. Don’t try to make AI-generated content indistinguishable from human communication. Acknowledge the tool’s role while demonstrating human oversight. Let prospects know that AI helped research their industry, but a human shaped the insights specifically for their situation. Remember — AI is your intern, not your manager, salesperson or decision maker. As an intern, it’s great — it has a high IQ, it has 20 degrees and it has no street smarts whatsoever. Your job is to give it the street smarts.

Most importantly, recognize that generational differences in AI perception aren’t temporary. Gen Z’s skepticism reflects a permanent shift in how buyers evaluate vendor authenticity. Companies that double down on genuine human relationships, transparent processes and customer-first values will thrive. Those that view AI primarily as a cost-cutting tool will become irrelevant to the generation they’re trying to reach.

The question isn’t whether to use AI. It’s whether you use it in ways that build trust or destroy it. Gen Z’s skepticism provides the answer — and it’s not going away. C&IT

Merilee Kern, MBA, is an internationally recognized communications strategist, brand analyst, author, media personality and member of the Entrepreneur Leadership Network. With more than 20 years of experience working with Fortune 500 and Inc. 5000 companies, she advises CEOs, executives and brands on visibility, messaging, image and market authority while contributing expert insights to more than 450 media outlets, including Forbes, Fast Company, Newsweek, Entrepreneur and Rolling Stone. She is also the creator, executive producer and host of multiple television programs and leads The Luxe List International News Syndicate, a global platform highlighting innovators, products, destinations and events.

As budget pressures, staffing challenges and rising customer expectations continue converging, organizations are placing greater value on one often-overlooked capability: reliability. The ability to deliver a consistent experience under real-world operating conditions is becoming a competitive advantage in its own right, particularly in environments where service failures are highly visible and difficult to recover from.

Industry leaders are increasingly recognizing that memorable experiences are not created solely through creativity, innovation or presentation. They are sustained through operational systems that perform consistently under pressure. As organizations are asked to do more with fewer resources, repeatability is becoming just as important as differentiation.

That shift is changing how leaders evaluate products, vendors, partners and processes. The question is no longer simply whether a solution creates a better experience. It is whether that experience can be delivered consistently across different teams, changing conditions, fluctuating demand and unpredictable operating environments. Reliability is increasingly becoming part of the experience itself.

The long-term success of Demitri’s Bloody Mary Seasonings offers an instructive example. Founded by Demitri Pallis after identifying a recurring execution problem during a high-volume service environment, the company grew around a principle that extends far beyond any single product category: systems that reduce friction, simplify execution and improve consistency often create trust that compounds over time.

Pallis puts it this way: “Because the real value is consistency. Anybody can sell a product. What operators need is repeatable execution. We built something that removed friction, simplified training, reduced waste and delivered the same result every time. That becomes operational infrastructure over time.”

That phrase, operational infrastructure, deserves attention. In events, infrastructure is usually associated with venue logistics, registration technology, staging, transportation or food safety. Beverage and hospitality execution can be treated as softer, more creative territory. That is a mistake. A service breakdown at an event does not stay hidden. It forms a line. It slows a room. It changes how attendees judge the entire experience.

The meetings and events sector now operates in an environment where experience design and operational discipline are inseparable. Guests expect personalization, speed, visual interest and consistency. Hosts expect efficiency. Planners expect vendors who can execute with temporary teams, changing venues, compressed load-in windows and variable guest flow.

That is precisely why trust becomes more valuable than advertising. A planner rarely chooses a partner based only on a claim. She chooses based on proof, referrals, previous performance and the confidence that the team will not create a visible problem once doors open.

Pallis says hospitality growth often works through that same trust chain: “It happened naturally because hospitality is a trust-driven industry. Bartenders trust other bartenders. Operators trust other operators. Once somebody experienced the product during a real shift, they understood it immediately. The challenge was never convincing people. The challenge was awareness.”

Event suppliers should pay attention to both sides of that insight. A product or service that solves a real execution problem can win deep loyalty. But loyalty inside existing networks does not automatically solve awareness. Many strong B2B companies serve demanding clients well, then discover that the broader market still does not know why they matter.

That is a common ceiling for relationship-driven growth. Referrals create credibility, but they can also create uneven discovery. The company becomes known inside certain circles and invisible outside them. For event suppliers, the strategic move is not to abandon relationship growth. It is to turn proven reliability into a clearer market narrative.

The lesson also applies to planners evaluating partners. In an era of budget scrutiny, the lowest bid can carry hidden costs. A vendor that requires more oversight, more training, more correction or more onsite rescue work may be more expensive than the proposal suggests. Reliability has a price. So does unreliability.

Pallis’ operating philosophy speaks directly to this. “Every industry is dealing with labor pressure, consistency challenges and customer expectations at the same time. Businesses are realizing that operational simplicity is not the enemy of quality. Smart systems can actually protect quality.”

That point is especially relevant to events, where many experiences are temporary by design. Unlike a restaurant, an event team may not get a second shift to improve. The execution window is narrow. The impression is immediate. Repeatability must be designed before guests arrive.

The best event professionals already understand this. They know that creativity without operational control can become a liability. They know that a beautiful concept has to survive staffing realities, venue constraints, service volume and timing. They know that the most successful guest experiences often appear easy because someone removed friction long before the room filled.

That is the business story behind Demitri’s that matters for this market. Pallis built fit before fame. He solved a problem operators recognized. He let trust travel through professional networks. Then, he faced the harder question many mature B2B companies face: how do you expand awareness without losing the credibility that came from organic adoption?

For event leaders, that question should shape supplier strategy as much as brand strategy. The strongest partners are not always the loudest. They are the ones that make execution feel calm when the room is anything but. C&IT

Rebecca Okamoto is a clarity consultant and the founder of Evoke Strategy Group. She consults with companies on how to sharpen their competitive edge, create capacity and tap unseen or underutilized talent.  She teaches game-changing executive leadership skills, including reading the room, pitching big ideas and navigating stakeholder alignment. Her signature approach is how to introduce, market and influence with a 20-word sound bite. To learn more about pitching big ideas and making complicated ideas clear,
visit 20words.com.

Think fast: What’s the number one rule of troubleshooting? Get to root cause.

It’s the foundation principle drilled into every problem solver: Find the underlying cause for a problem – not just a symptom or contributing issue – then fix it.

But what if – what if getting to the root cause and fixing it is the exact opposite of what you should do? What if it narrows your focus too much and you don’t see the bigger picture?

And worse — what if this isn’t just an operational or technical problem? What if this troubleshooting mindset is a bigger business issue and slowing down growth?

If you think you always have to get to root cause — think again.

That’s what Rachel thought as she dealt with a huge out-of-stock problem. She was the VP of Operations for a popular Beauty brand. Her team had just navigated out of a near-disastrous packaging situation: all inbound primary packaging got stuck for three months, affecting not one, not 10, but all 150 skus across the portfolio.

When the packaging arrived, the factory had a bad restart and couldn’t keep up with backorders. So, instead of getting better, things got worse. Extended out-of-stock, lost revenue and customers switching.

The root cause? Poor capability at their factory. Luckily, Rachel and her team had identified the problem early on and had jumped into micro-managing the factory’s day-to-day operations.

But the plant failed to improve, and the situation turned into full blown crisis.

Undeterred, Rachel doubled down on fixing root cause. More micro-managing. More travel. More resources.

Still no improvement.

Twelve months into the crisis, a desperate Rachel assembled her team, “We need to step back and rethink what we’re doing.” She asked one question, “Can we fix revenue, the business problem, without fixing the factory?”

Six months later there were zero out of stocks, revenue had recovered, and customers were happy.

What happened? Yes, originally Rachel identified the correct root cause: fixing the factory would have fixed the problem. But as time went on, solving the root cause wasn’t working. But instead of pivoting, Rachel stayed zeroed-in. She got stuck in the mindset: always identify root cause and fix it.

When she shifted perspective, it was like a lightbulb turned on. Her team’s creativity unlocked, and in 30 minutes, they brainstormed multiple options to reduce out of stocks and recover revenue by reallocating existing inventory.

But the thing is, had Rachel taken a step back months earlier, she could have minimized the revenue impact and avoided the crisis altogether. Her mindset created a blind spot where she couldn’t see the big picture — revenue.

From Troubleshooting To Tunnel Vision

Fix it. Solve it. Find the root cause and make problems go away so they aren’t repeated. That’s what you say whether it’s a technical issue, a personnel problem or an underperforming marketing campaign. It’s a troubleshooting mindset.

And in most cases, it’s the right one. It’s critical to have a root cause process and resolve issues permanently. Where the troubleshooting mindset goes sideways is when it turns into the tunnel vision trap.

Tunnel vision is when you fixate on a singular focus, leading you to double down on one point of view and reject other possibilities. Everything else outside the tunnel, like the bigger picture, go into your blind spot.

And it’s tricky. Technically, there’s nothing wrong with you. You’re still a great leader resolving other issues. It’s just that you’re stuck on this one thing. When you’re stuck, your critical thinking switches off, and you can no longer read other signals or see other solutions in your blind spot.

Worse, when you’re in the tunnel, you don’t realize it.

Look around. There are probably lots of people stuck. It might not matter if the problem is small or gets resolved quickly. It will matter, however, when the problem drags on, results don’t improve and the situation turns ugly: blaming, infighting and reduced productivity.

Left unchecked, tunnel vision can exact a high price: time, trust, creativity, revenue, margin and productivity.

Are You The Organization’s Leader?
Here’s What You Can Do

While tunnel vision is common, fixable and preventable, it’s also unrecognized. Even the best problem solvers can get trapped. As the leader, you’ll need a process to help before they get too deep. Here are three things you can do:

1. Look for signals it’s time to rethink the problem and solution.

• Look for signs of struggle. How are they acting: Unfocused? Losing confidence? Confused that their plan isn’t working?
• How is the organization behaving? Is there a lot blaming?
• Is it taking way too long to see progress? What’s the impact on the broader business results?
• Set a target timeline where you should see meaningful progress and review milestones.

2. Ask questions to reframe the situation. People expand their point of view when they shift their frame of reference.

• What’s the bigger picture? Can you achieve a bigger picture without solving for root cause?
• What are your base assumptions? Could the assumptions have changed or be wrong?
• Could the problem be reframed: For example, could this be a stability issue, not a capability issue? Could this be an information flow issue, not a technical problem?

3. Help them find and reapply their problem-solving mojo. Ask questions like:

• Think of a time when everyone else was stuck, but you found a new way to solve a problem.
• Think of a time when you busted conventional wisdom and made a breakthrough.
• Think of a time when you solved an “unsolvable” problem or reversed a problem in record time.
• In those situations, what did you do and how can this be reapplied?

Create A Big Picture Mindset

There’s nothing wrong with a strong troubleshooting mindset and root cause analysis process. But keep in mind, there are other ways to solve problems. Create a big picture mindset and you’ll help your leaders stay outside the tunnel and minimize blind spots. Your business will grow in unexpected ways, and your organization will be more creative, innovative and productive. C&IT

John Tschohl is the founder and president of the Service Quality Institute—the global leader in customer service with operations in more than 40 countries. He is considered one of the world’s foremost authorities on all aspects of customer service, often called the “father of customer service,” and has developed 20 customer service training programs and eight books — including “Moving Up”— that are used by companies throughout the world. His monthly strategic newsletter is available online at no charge at customer-service.com. He can also be reached on Facebook, LinkedIn and Twitter.

The success of any company rests firmly with its management. That responsibility brings with it a need to hire people who have the skills and personalities you need to build a winning team and to drive your company’s revenues.

When you have an opening for a frontline employee who will be responsible for interacting with customers on any level from sales to service, the first step you must take is to have a job description that includes specific duties and skills. That job description will serve as your road map as you begin the recruiting process.

The first place to look for a new employee is with your current employees. Share with them what you are looking for and ask your top performers if they have friends or family members they would recommend for the job and who would fit well as a member of your team. They will recommend people who reflect their images and values. Also, reward them when you hire someone they recommended — a $100 bill would be nice.

There are groups of employees you should not ignore. That includes the elderly and people with disabilities. They are a valuable pool of potential employees. Many elderly people are looking for jobs, not necessarily because they need the income but because they need the opportunity to interact with others — customers and coworkers. They are not content to sit home with a TV remote in hand; they want to do something meaningful.

People with physical disabilities — who make up almost 40 million in the United States alone — also make great employees and should not be overlooked. With advances in technology, for example, blind people can perform as computer programmers, telephone operators and customer service representatives. They, too, want to do something meaningful and make great employees. Ignore what you think they can’t do and focus on what they can do for you and your company. I have a friend who regularly shops at Menard’s, where an employee who uses a motorized wheelchair is cheerful, helpful and goes out of his way to engage customers. He is a great representative for Menard’s and a valuable employee for customers.

There are some important steps you should follow when interviewing potential employees. The first is to be prepared, which includes having the job description and a list of questions you want to ask close at hand. Avoid questions that can be answered with a “yes” or “no” because you want to dig deep into who they are. Ask potential employees to tell you about themselves. Why are they leaving their current jobs? Why do they want to work for your company? What were their major accomplishments at their previous jobs? What skills do they have that you need? Also ask them to define customer service and why it’s important when dealing with customers. I have a friend who also asks this: What would I be surprised to know about you? The answer to that question can sometimes identify something surprising that forms a connection with you. If, for example, the response is, “I won a silver medal in the Olympics,” you know that person is determined and dedicated to excellence.

Also, pay attention to their body language. Do they make eye contact? Are they relaxed? Do they smile? Also check their references and Facebook posts and Google them to see if their values align with your values.

And, finally, recognize that skills can be taught — but you can’t change people’s attitudes. Look for people who are pleasant and personable. Remember this: Skills can be taught, but attitude is king. C&IT

Eiffel Tower, Paris, France

There was a time not long ago when a map of the world and the word “Risk” would bring a popular board game to mind. Now, in a planet rife with geopolitical strife, it more likely conjures up some of the current concerns with international event travel.

For meetings and incentive planners, the stakes have never been higher. Global mobility is still essential for recognition programs, leadership summits and multinational gatherings; yet, the world in which these events unfold has grown more unpredictable, more fragmented and more volatile.

We spoke with a quartet of meetings and incentives experts on how looming geopolitical issues impact their global planning strategies — and how they work with clients, vendors and DMCs to help safeguard attendees on trips abroad. Their insights unveil a variety of ways to mitigate risk, whether the destination is a world capital or a remote island retreat. What emerges is a portrait of an industry that is not retreating from global events, but rather reinventing how they are planned, evaluated and executed.

The New Risk Landscape

Geopolitical instability is no longer an occasional disruptor — it is a constant variable. For planners, this has fundamentally changed how destinations are reviewed, how clients are advised and how programs are structured.

Jennifer Murphy, vice president of meetings and incentives at Atlas Travel in Marlborough, MA, captures the tension many planners feel. “Despite today’s increasing geopolitical issues, I still believe strongly in the value of international programs and the lasting impression they make on attendees.” She adds that media narratives often distort the true level of danger: “I have always felt that the media presents images that are not the ‘real’ reality, and today’s internet and social media have made it even harder to distinguish what is truly dangerous versus what just needs a normal amount of precaution.”

Murphy notes that these conversations have become more complex and more essential. “Not all of our clients feel the same way so having those conversations up front has been even more crucial in the last few months to assess their risk tolerance.” She emphasizes that the uncertainty itself is part of the challenge: “Since we don’t know where we’ll be in six months or a year from now, it’s a really difficult conversation with a lot of ‘what ifs’ but it does help put perceived issues into context for conversations with our local partners.”

Rebecca Petersen, director of account management for meetings + incentives at Cadence in La Jolla, CA, sees a similar shift. She says, “We evaluate each program individually based on current geopolitical conditions, government advisories, supplier viability and our ability to confidently deliver the experience end-to-end.” She notes that this approach has become more structured. “Over time, this has reinforced a more dynamic and consultative decision-making framework, with a strong emphasis on scenario planning and ensuring we can still execute at a high level without compromising the integrity of the program.”

This shift toward a more analytical, case‑by‑case model reflects a broader industry trend: planners are no longer simply selecting destinations — they are assessing global stability, operational feasibility and the resilience of local infrastructure. Petersen adds that “for destinations with elevated risk profiles, demand is typically already limited,” but when clients do express interest, the evaluation process becomes even more rigorous.

The result is a more deliberate, more analytical approach to global mobility — one that acknowledges uncertainty without surrendering the value of international experiences.

Real‑Time Intelligence & Local Validation

In an era where news cycles move faster than government advisories, planners are relying more heavily on real‑time intelligence — especially from trusted partners on the ground.

Timothy Arnold, regional vice president for HPN Global in Scottsdale, AZ, points out the limitations of official sources. “Department of state warnings are helpful, but not usually as timely as needed.” Instead, he emphasizes the value of local insight: “The local DMC and hotel are some of our best advance warnings for anything happening adverse there.”

He also highlights the importance of communication redundancy. “Back channels are important, as official emails may be taken down in time of crisis, so establishing Signal or WhatsApp beforehand is important.” Arnold notes that his company’s network is a major asset: “HPN Global has partners and colleagues around the world and this vast connected network gives clients much better and timely information than just watching CNN or the BBC.”

Petersen describes a layered intelligence model at Cadence. She says, “We rely on a combination of formal travel advisory systems, internal monitoring and verified updates from suppliers and destination partners.” But the key, she stresses, is validation: “A key part of our approach is validating high-level advisory information with local operators who are actively on the ground.”

Murphy echoes the importance of local expertise. She says, “We are relying on our DMC and DMO partners more than ever for their local expertise and ability to provide boots-on-the-ground intel regarding the best options for safe hotels, event locations and activities.”

She adds that these partners often provide “honest feedback regarding any safety/security concerns,” which is invaluable when evaluating destinations that may appear stable on paper but have emerging risks.

In a world where information can be incomplete, delayed or censored, these local partnerships have become invaluable.

Colosseum, Rome, Italy

Client Expectations:
From Safety to Transparency

One of the most significant shifts in recent years is the heightened expectation for transparency, communication and contingency planning.

Murphy notes that risk conversations used to be reserved for more exotic or remote destinations. “I think the main difference now is that we’re starting to see clients listen more closely to our advice when we recommend a slightly more expensive hotel in a much safer location or when we justify the cost of chauffeured transportation for our ability to track everyone,” she says, adding, “The mindset has certainly shifted in recent years due to vehicles being driven into public places, nightclub fires and other similar incidents.”

Petersen sees a similar trend. She says, “Safety is now a baseline expectation across all programs, not just international travel.” What has evolved is the level of visibility clients expect.

Petersen notes that planning has become more collaborative from the outset, with “a stronger emphasis on clarity, communication and having defined contingency options in place before launch.”

This shift reflects a broader cultural change: safety is no longer assumed — it must be demonstrated. Clients want to understand not only the risks but the rationale behind every decision. They want transparency around contingency plans, escalation paths and communication protocols. And they want reassurance that their planners are not just event designers but risk navigators.

Contracts in a Volatile World

Contracting has become one of the most critical tools for mitigating geopolitical risk. Planners are renegotiating long‑standing assumptions about force majeure, cancellation and flexibility.

Arnold describes a major shift in contract language. “The biggest thing I am doing for international travel on contracts is to expand from just ‘acts of war’ to include more things like sanctions, air space closure, regional conflict spillover, civil unrest, etc.,” he says. He also stresses the importance of tying attrition to travel curtailment and government advisories.

Steffi Kordy, CEO of Cocoon Incentives in Miami, FL, has spotted similar changes. She says, “Force Majeure clauses are no longer an overlooked paragraph, but essential.”

She notes that many clauses historically protected only the event destination, but planners must now ensure they also cover the area the attendees are traveling from or even connect through. She adds that planners are increasingly acting as risk negotiators, saying, “I feel that a new layer to our role as negotiator for good terms, conditions and rates has been added as risk negotiator.”

Kordy also emphasizes that even when suppliers act fairly, client sentiment often drives decisions. This means planners must navigate not only contractual obligations but emotional realities.

Arnold underscores the need for clear internal thresholds. “You need to clearly define what triggers will be needed in order to pull the plug on a program. Is it the collapse of airlift, downgrade of the destination by the U.S. department of state, etc.,” he says.

In a landscape where conditions can shift overnight, contracts have become both shield and strategy.

Contingency Planning Becomes Essential

Five years ago, contingency planning was sometimes a secondary consideration. Today, it is a vital pillar of global event design.

Murphy comments that reliance on local partners has expanded significantly. “Recently, we’ve begun to assess the destination’s risk and whether it’s more prudent to source the hotel through our local DMC to ensure we have boots on the ground in case of any issues,” she says.

Murphy also points out that even small programs now require more structured planning. She says, “Many of our clients rely on ride-share suppliers like Uber and Lyft for transferring attendees from the airport to the hotel. In some destinations, we recommend relying on chauffeured services for added safety, accountability and reduced risk.”

Petersen outlines a shift toward continuous collaboration. “Instead of a linear planning process, we maintain ongoing communication with hotels, DMCs and local partners right through execution,” she says. This includes “more frequent check-ins leading into the program and tighter coordination during deployment.” She adds that clearly defined escalation paths are now standard practice.

Arnold stresses the importance of air‑travel contingency planning. “Limiting connections or reliance on a single hub is more important than ever,” he says.

He adds, “I always encourage people to take the first flight of the day, check security lines online or in the app well before heading to the airport and get there a day early if it is super important to be there.”

Across the board, planners are building redundancy into every layer of the program; transportation, communication, staffing and venue selection.

Staying Closer, Thinking Smarter

Geopolitical volatility is reshaping where companies choose to travel — and how far they are willing to send their top performers.

Kordy observes a clear pattern. She says, “I see a trend to stay closer to home.” She notes that this mirrors the post‑COVID period, when companies were hesitant to send attendees far afield. “My European clients prefer to stay within Europe. My American clients tend to feel safest in their backyard.” She also points to economic pressures, saying, “The rising costs of airfare — the single highest cost factor for most trips — is of big concern along with inflation.”

Petersen reports a more nuanced shift. “There’s increasing interest in destinations that feel elevated and unique, but don’t introduce unnecessary operational complexity.” This has opened the door for secondary markets that offer both novelty and stability.

She adds that planning has become more flexible overall, with clients “focusing more on having options, making decisions more quickly and being able to adjust as things change.”

Murphy foresees a spur in risk management partnerships. She says, “I think that more organizations will start using risk management companies going forward to oversee their global travel programs.” She notes that Atlas Travel has long partnered with such firms for humanitarian clients, and she expects broader adoption. “I see more companies using these risk management tools even in places that were once seen as low risk merely because the world is changing and nowhere is truly safe.”

The result is not a retreat from global travel and events, but a smarter, more strategic approach to destination selection.

Balancing Aspiration With Responsibility

Incentive travel is driven by aspiration — the promise of extraordinary experiences in amazing places. Yet, planners must now balance that ambition with a heightened duty of care.

Murphy opines that education is one key. She also recommends registering travel with the U.S. Embassy as “general good practice.”

Petersen frames the balance in terms of execution confidence. She says, “Aspirational locations are still a key part of what we do, but we only move forward when we’re confident the experience can be delivered seamlessly and consistently on the ground.” When risk levels rise, alternatives are explored. “When there’s added complexity, we work closely with clients to evaluate timing, structure and sometimes alternative destinations that still deliver a premium experience without introducing unnecessary operational risk.”

Arnold sees flexibility as key. He says, “There are still a lot of clients willing to host programs in destinations that might be a bit more volatile, but we do expect hotels and destinations to be flexible in the event that things turn ‘pear shaped’ as the Brits say.”

The goal is not to eliminate risk, but to manage it wisely while preserving the enchantment of incentive travel.

The Future:
A More Resilient & Informed Industry

Across all four experts, one theme in particular resonates most: the meetings and incentives industry is becoming more resilient, more informed and more collaborative.

Planners are no longer just event architects — they are risk strategists, intelligence analysts, contract negotiators and communication specialists. They are forging deeper relationships with local partners, adopting more sophisticated monitoring tools and guiding clients through increasingly complex decision landscapes.

Yet despite the challenges, optimism remains.

Murphy still highlights the transformative power of global experiences. Petersen notices clients becoming more agile and more open to strategic guidance. Arnold believes that with the right planning, even volatile destinations can be navigated safely. Kordy sees planners rising to the challenge with creativity and agility.

In a world where geopolitical threats may be unavoidable, the industry is proving that risk does not have to be a barrier to global connection. Instead, it can be a catalyst for smarter planning, stronger partnerships and more meaningful experiences. |C&IT|

Improve event engagement by creating a room design that welcomes interaction. Photo courtesy of Better Meetings

In a time when meeting budgets are more highly scrutinized than ever, planners encounter a familiar but increasingly urgent challenge: how to energize attendee engagement without elevating costs.[/caption]

Engagement is the lifeblood of any successful event — fueling learning, networking, satisfaction, and ultimately, return on investment. Still, the assumption persists that boosting engagement requires big-ticket activations, elaborate tech or high-profile speakers.

The real story, according to several seasoned event strategists, is far more optimistic. Engagement isn’t something you purchase — it’s something you design. And often, the most powerful tools for drawing attendees in are inexpensive or even free. Creativity, intentionality and human connection consistently outperform flashy production elements when it comes to driving meaningful participation.

To discover what truly moves the needle, we spoke with three industry leaders who have mastered the art of high-impact, low-cost engagement: Timothy Arnold, regional vice president at HPN Global in Scottsdale, AZ; Liz Lathan, CMP, co-founder of Club Ichi in Austin, TX, and Jeffrey Cesari, principal of XO Consulting, LLC in Los Angeles, CA.

Their insights reveal a shared belief that engagement is less about budget lines and more about thoughtful design, clear communication and the courage to rethink long-held assumptions. What follows is a deep dive into their strategies, philosophies and practical advice for maximizing return on engagement (ROE) in 2026 and beyond.

The Power of Simple, Human-Centered Design

For Arnold, raising engagement begins with rethinking the basics — especially room setups, conversation flow and the social dynamics that shape how attendees interact. “I prefer room setups that allow for better attendee conversation. Crescent rounds over theater or classroom. Content can be tailored to have more time for discussion and interaction,” he explains.

It’s a simple shift, but one that immediately changes the energy in the room. Crescent rounds encourage eye contact, collaboration and dialogue — three ingredients essential to engagement.

Instead of leaving networking to random chance, table hosts ensure that no attendee feels isolated and that conversations have purpose. “For meals, consider having table hosts that make sure all are involved in the conversation and that there are introductions happening,” says Arnold.

Even receptions — which can be noisy, crowded and overwhelming — can be reconfigured to foster connection. “For receptions, don’t have the music blaring. It makes it difficult to converse with one another. I like having smaller stations around the pre-function space so that people could enjoy a shared activity, away from the sometimes overwhelming nature of the event. I have seen things like making crafts for kids in a local hospital, writing cards to soldiers, etc.,” he says.

These activities cost little to nothing, yet they create shared experiences that bond attendees and give them something meaningful to talk about. As Arnold puts it, “None of these costs much; many are free, but can increase attendee interaction and engagement in a huge manner.”

Spending Smarter, Not Bigger

When budgets constrict, planners often feel pressure to cut corners in ways that inadvertently reduce engagement. But Arnold argues that the real issue is misaligned spending priorities. “Having an event host or a consistent emcee can be a game changer and typically leads to more engagement,” he remarks. “I would rather spend here than on pricey AV that might look cool, but often does not drive communication and engagement. A good host makes the event feel more cohesive, especially on panel discussions.”

A talented emcee can tie sessions together, reinforce key messages and maintain energy — tasks no lighting package can accomplish. Similarly, Arnold encourages planners to rethink the value of celebrity speakers. He says, “Look at the speakers or entertainment that you are paying for and figure out how they drive value to your target audience. Having a famous quarterback or actor might be flashy, but if their presence is not valuable to the industry that they are speaking to, that money might be better spent on subject matter experts in that field.”

He also adds, “I am a huge fan of spending money on speakers that drive value for the industry, not just the ones that have a big profile. I don’t go to meetings based on the big-name speakers. I attend the ones that will make me better at my job.”

Another high-impact, low-cost tactic: encouraging speakers to remain onsite after their sessions. He says, “Having the speakers stay behind and interact with attendees in some way is a big benefit for attendees. This can be a great place for a sponsor to host a networking break with a speaker and invite attendees.” This brings huge ROI for the sponsor and a great chance for attendee engagement as well.

Setting Expectations Early:
The Role of Pre-Event Communication

Engagement doesn’t start onsite — it begins long before attendees arrive. “This can be a huge opportunity to connect with attendees before they get onsite,” Arnold says. “And by using social media, attendees can connect with other attendees beforehand too, which will increase their overall return on investment.”

Pre-event communication can build anticipation, clarify goals and help attendees feel invested in the experience. It also sets the tone for the kind of engagement planners hope to see onsite.

Defining Engagement Before Designing It

Many planners chase engagement as a vague ideal. Lathan argues that the first step is defining what engagement actually means for the event’s success metrics.

“Stop listening to people who say engagement is an add-on to your tech tool or an expensive hallway activation or a top-tier keynote speaker,” she says. Instead, she encourages planners to start with clarity: “Start deciding what engagement means to your success metrics. I break it into three categories: Cognitive (do you need them to learn?), Behavioral (do you need them to do something?) and Emotional (do you need them to feel something?), and how will you measure those?”

This framework allows planners to design with intention instead of defaulting to costly add-ons.

Regarding cognitive engagement — where learning and retention are key — Lathan says, “Designing for this kind of engagement is all about the speakers, the room environment and the activities.” This aligns closely with Arnold’s emphasis on conversation-friendly setups and interactive formats.

Behavioral engagement, on the other hand, is about motivating specific actions. “Maybe it’s a sweepstakes to get the badge scanned to win a prize. Maybe it’s an insane Instagram moment for the social posts. Maybe it’s free margaritas at the 4 p.m. last session of the day,” says Lathan.

Emotional engagement is about belonging, loyalty and community. She says, “It could be as simple as creating community moments that bring people together or giving everyone a branded T-shirt and having them wear it on the final day of the event, or ensuring the conversations continue past the event inside a community.”

Her message is straightforward enough: “Driving engagement starts with defining engagement, then you can figure out what gets you the result without adding more costs!”

Participation Over Production:
A Shift in Mindset

For Cesari, engagement is a fundamental design choice — not a budget item. “When resources are limited, I shift from production value to participation value,” he remarks.

One of his most effective strategies is also one of the simplest: “Give the room back to the room. Facilitated roundtables consistently outperform lecture-style sessions because people learn best from peers.”

This peer-driven model creates deeper connections and more actionable takeaways. “They discover their challenges are not unique. They exchange real-world solutions and they leave with actionable next steps instead of just inspiration.”

Psychological safety is central to this approach. “When expectations are set clearly and participants know the space is confidential and judgment-free, engagement deepens immediately.” He points to communities like Event Leaders Exchange, where conversations operate under the Chatham House Rule, a system for holding discussions where the identity of the speaker is withheld to encourage more freedom of expression, as examples of how trust fuels participation.

Cesari also notes that physical presence matters. “I have also found that stepping off the stage changes everything. In smaller breakout settings, when I can engage directly, adapt in real time and crowd-source discussion, the dynamic shifts from presentation to shared dialogue,” he says.

His conclusion is unequivocal: “You do not need bigger décor. You need better design. Connection drives engagement.”

Avoiding the Trap of Oversized General Sessions

One of the most common — and costly — oversights Cesari witnesses is the tendency to overextend general sessions. “Three full days in a large main tent environment can significantly increase production costs without increasing impact. Staging, lighting, labor and room rental multiply quickly. Bigger does not always mean better. Often it simply means more expensive,” he says.

Tradition often perpetuates these choices. “Sometimes, the resistance to change is not strategic. It is historical. ‘We have always done it this way’ can quietly erode ROI.”

His solution: compress the general session into a single, high impact day. “Deliver concise, purposeful main stage moments that align around clear objectives. Then transition participants into smaller breakout environments where ideas can be reinforced, debated and workshopped,” he says.

This shift not only reduces costs but also improves retention and clarity. “When attendees actively process content in smaller settings, retention improves and next steps become clearer. That is where return shows up,” he adds.

Engineering Energy Through Flow, Not Flash

High energy doesn’t come from pyrotechnics or LED walls — it comes from movement, pacing and human interaction.

“Energy is engineered, not purchased,” Cesari says. “Some of the most dynamic experiences I have seen relied on intentional flow rather than expensive builds or complex technology.”

He stresses that attendees don’t want to sit all day. “The most valuable square footage at an event is not the stage. It is the hallway,” he says.

Those in-between moments — walking between sessions, standing in line for lunch — are where ideas often crystallize. “When people are moving, they are processing. When they are processing, they are connecting. And when they are connecting, ideas compound.”

Planners can harness this without spending more: shorten seated segments, build in transition time, encourage walking conversations and design room layouts that invite interaction.

“High energy does not come from adding more production. It comes from activating what is already in the room,” Cesari says.

Communication as the Multiplier of Engagement

For Cesari, communication is the common thread that webs engagement together before, during and after the event. “You can design a strong agenda, but if participants do not understand the purpose, engagement will fall short. People need clarity on why they are there, what matters and how they contribute to the bigger picture,” he says.

Before the event, communication builds alignment and prevents scope creep. During the event, a strong emcee reinforces objectives and connects sessions to overarching goals. After the event, communication turns inspiration into action.

“Clear action items, defined next steps and accountability checkpoints translate inspiration into implementation,” he explains. “Engagement should not end when the lights go down. It should convert into momentum.”

The Bottom Line:
Engagement Is Designed, Not Purchased

Across all three experts, a consistent message emerges: engagement is not a function of budget, but of intention. It’s about designing environments where people feel connected, empowered and invested. It’s about clarity, trust and human-centered experiences. And it’s about resisting the temptation to equate production value with engagement value.

As Cesari puts it, “If engagement requires a larger check, it may be time to redesign the format rather than expand the budget.”

In 2026, the most effective engagement strategies won’t be the flashiest — they’ll be the smartest. And they’ll remind planners that the most powerful tools for creating meaningful experiences are often the simplest ones. |C&IT|

Virgin Voyages’ ships cater to an adult audience.

Rob Bezdjian, director of growth and revenue operations at Morris Meetings and Incentives, in Salt Lake City, UT, says “the world is your oyster” when planning a corporate meeting or incentive trip aboard a cruise ship.

While the compliment is a cliche, the sentiment is shared throughout the industry as planners seek a refreshing way to create chemistry among teams, develop loyalty for companies and brands and inspire top-notch productivity when attendees return to the office.

Those goals can be accomplished at a five- or four-star resort, but event organizers like Bezdjian, who previously ran his own corporate and incentive company, says the perks that cruises offer are often too good to pass up.

Logistically speaking, cruises take away many of the challenges associated with creating experiences that awe top performers and attendees. Most of an agenda is streamlined to one venue that comes with the amenities planners are looking for. Plus, there’s an off-ramp each day for attendees to seek out adventure on their own before returning to the group experience.

Bezdjian says comparisons to land resorts are apt to a point, but ultimately, cruises are best described as “floating cities.” Restaurants, entertainment and wellness options are only a few hundred feet away or less.

Here, we explore a few reasons why many corporate event planners are now on board with cruise-based meetings and incentives.

Cruises Have Caught Up With Industry Demands

Today’s event attendees are looking to be impressed. Unique experiences, top-notch service and inspiring content are expected regardless of where a meeting is held. Cruise ships have been headed in this direction for years as they seek to evolve beyond dated misconceptions.

Sensing a match with the events industry, cruise companies are accelerating plans to stay current in a competitive meetings market.

“There’s a desire for ‘effortless wow,’ meaning companies want high-impact experiences without the operational complexity of multi-city land programs,” says Tina Husemoller, vice president, meetings and incentives at Fox World Travel.

Ailene Sorice, president of Corporate Cruise Consultants in Fort Lauderdale, FL, which supports corporate clients in developing and executing meeting and incentive events at sea, says, “Cruises naturally blend meetings, incentives and downtime into a single environment, which aligns with what organizations are looking for today.” Sorice knows a thing or two about the industry, having also previously worked within the Corporate Meetings & Incentives division and group sales at Norwegian Cruise Line.

Corporations are now also using their incentive travel as a perk like health insurance, says Bezdjian. That’s best seen in the rise of incentives welcoming spouses and children, so the event becomes a family vacation.

Sorice agrees that the abundance of kid-friendly activities like the pool, arcade and other children’s programming on certain cruise ships takes away the fear of family members’ boredom during a conference.

“That removes a common barrier to attendance, which is the concern that family members would be disengaged or bored, and instead, turns the event into something attendees could genuinely look forward to as both a professional and personal experience,” says Sorice.

Disney Cruise Line is known for being family-friendly, but they also have adults-only spaces.

Disney Cruise Line, which plans to expand from eight to 13 ships by 2031, is known for being family-friendly, but also has adult-exclusive spaces and activities. The themed ships with character experiences and unmatched hospitality add to the ships’ appeal no matter your age.

Jim Bozzelli, of Gavel International, LLC, A One10 company, admires adaptations so parents can enjoy experiences for themselves. “Disney Cruise Line has done a remarkable job of providing increased adult-exclusive spaces onboard their ships: lounges, coffee bars, etc. as well as ‘adult only’ activities including onboard beverage tastings,” says Bozzelli.

Virgin Voyages also targets a more mature crowd by asking attendees and travelers to leave the kids at home so it can create a more boutique atmosphere. They are known for having hammocks outside of most rooms and for featuring 20 high-end restaurants rather than simply a buffet, as well as award-winning immersive entertainment.

Virgin Voyages positions its ships as floating boutique venues with built-in event infrastructure. The line offers options that range from full-ship charters for large groups to smaller corporate meetings and incentive programs. Dedicated meeting spaces can accommodate presentations, networking sessions and workshops, and most are equipped with built-in audiovisual technology and flexible room setups designed for groups.

Their newest ship, Brilliant Lady, allows for a wider itinerary, including places like Alaska and the Panama Canal, rather than just staying within the Caribbean and Mediterranean.

Venerable Norwegian Cruise Line has a wide range of ships to choose from, including their Norwegian Aqua, which debuted last year, and its sister ship, Norwegian Luna, which will be joining the fleet in 2026 as the second in the Prima Plus class. Like its sister, it will be smaller than the other recent ships, allowing for better traffic flow and less crowding. Its Vibe Club is an adults-only open-air lounge but they also have plenty more to do onboard, including a digital sports complex which transforms into a nightclub. There is also Ocean Boulevard, which encircles the ship, perfect for a moonlit walk, and a food hall and other culinary options.

For those seeking a resort-style atmosphere with a strong emphasis on design and cuisine, Celebrity Cruises is the “Modern Luxury” choice. Events here are easy with Michelin-starred chefs serving their best, professional-grade AV capabilities and elevated service. Its Edge-class ships feature architectural innovation, like the magic carpet that moves between decks, allowing attendees to experience something new on different levels. This type of innovation is probably not something you can find in land-based venues. They also have a ship-within-a-ship concept called “The Retreat.” The private lounge, sundeck and restaurant are perfect for rewarding top performers while still allowing them to be part of larger group activities.

Convenience and Cost-Saving

Inflation rates, rising F&B minimums and soaring AV costs are regular strains on a meeting planner’s budget. But the sea is an escape from those challenges.

“A cruise is the best value in travel, especially for events,” says Bezdjian, who compares the experience to staying at a five-star resort at the rate of a four-star property.

Planners appreciate the ease and savings that come with bundling costs upfront. Accommodations, dining, meeting space, entertainment and much of the programming are bundled into one package, saving planners from multiple negotiations and hidden fees.

“Cruises offer a high level of cost predictability,” Sorice says. “You’re not dealing with fluctuating F&B spend or unexpected service charges, which makes it easier to manage budgets and avoid overages.”

Bezdjian adds AV costs on cruises are dramatically lower because planners typically pay only for technicians rather than renting equipment.

Cruises Are Customizable

One of the biggest misconceptions is that cruises lack flexibility or feel too “cookie-cutter,” says Husemoller. The opposite is true. Modern cruise lines include a variety of venues to hold general sessions, breakout meetings, VIP functions and more. She says the spaces compare favorably to mid-sized convention hotels.

In that same vein, Sorice was able to transfer an 800-attendee meeting from a hotel to a cruise by working with Royal Caribbean staff to address the needs of each session. “We were able to map the entire program across the ship’s venues, leveraging the main theater and Studio B for general sessions, dedicated conference spaces for breakouts and a variety of private venues for receptions and networking,” Sorice says.

Cruise ships offer built-in entertainment infrastructure, including lighting, staging, LED screens, fog machines and sound systems, notes Bezdjian. An important distinction from traditional hotels is AV staff is already trained to use the equipment, ensuring a standard level of service.

Customization extends to branding, a major consideration for corporate groups. Companies can place their logos or that of sponsors on items including room gifts, cocktail napkins and beach gear, says Lisa McGowan, president of AWA Meetings who is planning an upcoming 2027 incentive aboard Oasis of the Seas, operated by Royal Caribbean and managed previous corporate trips to Alaska and the Caribbean. “There are so many great opportunities for creating your own branding,” McGowan says.

Husemoller adds attendees’ close proximity to all of the action amplifies the marketing efforts.

“A cruise’s captive environment allows for more consistent brand immersion throughout the experience,” she says.

Royal Caribbean, Disney and others also stop at private islands, where the company can match the experience to its attendees’ preferences and the brand’s objectives.

Ambitious brands can take over a ship with elaborate activations, such as car launches on deck or creating branded pop-up stores selling company apparel and custom merchandise, says Bezdjian. “The ship can adapt to the client, rather than adapting to what’s available.”

Celebrity Cruises offers European-inspired festivals on Celebrity Xcel.

You Can Choose Your Own Adventure

Among the most popular aspects of cruise-based meetings and incentives is the chance to visit multiple destinations on one trip. Even at a traditional hotel meeting, seeking fresh environments for sessions and activities is important to planners. On cruises, this goes to another level, as attendees can walk the streets, absorb the culture and try local foods in different countries.

Many cruises depart from Florida, specifically Miami and Fort Lauderdale, but after launch, itineraries can vary a great deal. “A lot of it is based on where your group has gone before,” McGowan says, noting the importance of altering programs year to year.

The Caribbean and Mediterranean (Greece, Italy, etc.) remain popular destinations, as are Alaska and Hawaii, which would require an extended plane ride to experience for a traditional event.

Morris Meetings and Incentives broadened the map farther, holding a cruise-based event with Royal Caribbean aboard Spectrum of the Seas. The experience started with a pre-cruise stay at Cordis Shanghai SeaWorld, followed by an eight-night sailing through China, South Korea and Japan.

It’s Easy to Mingle

Providing a balance of me-time and company gatherings is essential for attendees and companies to get the most out of a cruise event, says Husemoller.

Fox recently executed a large-scale incentive program aboard Royal Caribbean for high-performing sales organizations. The itinerary included a mix of high-energy group experiences and flexible personal time, including private welcome receptions, a branded awards celebration and curated shore excursions ranging from catamaran sails to cultural island tours.

Engagement levels were exceptionally high, and post-program feedback highlighted the uniqueness of waking up in a new destination each day as a key differentiator, reports Husemoller. “What made these programs particularly successful was the balance of structure and freedom. Attendees had the ability to personalize their experience while still feeling part of a cohesive, branded program,” says Husemoller.

McGowan notes corporate groups don’t want to “disappear for days” enjoying only personal time on a cruise. Planning a structured moment at night, after attendees have returned from their land excursions, maintains continuity. “You’ve got to have at least one gathering point every day,” says McGowan.

Sorice suggests curating “dine-around” experiences, where groups can split into smaller gatherings across multiple venues, all without the logistical complexity or cost of transportation that you would typically encounter in a city-based program.

Having attendees on the same ship also facilitates networking, whether it’s running into a fellow attendee at the pool, bar or buffet or an organized function. “Because it’s a self-contained space, attendees remain immersed in the program rather than dispersing off-site,” says Sorice. “This leads to more organic interaction, stronger connections and a higher level of overall engagement throughout the event.”

Preparation is Key

For all of the many benefits of booking a cruise for your next corporate event or incentive, there are a few planning action items to watch for.

Cruise lines are becoming more structured around attrition, cancellation and payment schedules, so it’s critical to negotiate early and align terms with program goals, says Husemoller. The upside is that many inclusions, like dining and entertainment, help offset costs that would otherwise be incremental in a land-based program.

Start earlier than you think you need to, adds Husemoller. Inventory and preferred space can go quickly. Determine early on your attendee profile and program goals so you select the right ship and itinerary.

Make sure to select a port with good airlift, as coordinating air travel to get attendees aboard the ship may be your biggest challenge, says McGowan.

Don’t underestimate the importance of partnering with an experienced cruise group team. There are nuances that are very different from land programs, says Husemoller.

There’s strong momentum for cruise-based events driven by key factors, including cruise bundling value, the ease of high-impact experiences and cruise lines improving their offerings. As Bezdjian says, “You have a standard, all-inclusive package as part of the business model.” |C&IT| 

Safeguarding attendees has always been the highest priority for meeting planners, but protecting the planet from event waste and fallout has grown into a massive emphasis of its own. How can planners focus on these key goals while also juggling the endless additional logistics of making their big functions run seamlessly?

We reached out to seasoned experts in the world of event planning, as well as event security, gaining actionable insights on making your next meeting not only safer than ever but eco‑friendly as well.

Security as a Foundational Principle

If there’s one vital message that emerges clearly from today’s event professionals, it’s that security can no longer be treated as an optional add‑on or a reactive response. It must be embedded into the earliest stages of planning long before attendees arrive, vendors are contracted and the first piece of décor is installed.

Despite the rising number of alarming high‑profile incidents and the growing complexity of event environments, many planners still struggle to get organizational buy‑in for robust security measures. Amy Young, CMP, founder and president of Destination Consultants in Grand Rapids, MI, has seen this challenge repeatedly throughout her career.

“I know enough about event security to understand how important it is, and probably more than the average event planner because of my years of experience and the situations I’ve seen firsthand,” says Young. “I place a very high value on companies that are willing to travel with security or allow us to contract trusted security professionals. I’m constantly frustrated trying to convince companies to include security in their event plans, especially when they’ve never had an incident and assume it isn’t needed. I think they want to rely on hotel or venue security, which in some cases is fine, but I think the organizations have to have their interest upfront. Also, the liability needs to be assessed from their point of view. The reality is, it’s usually not even that expensive compared to what they spend on audiovisual, parties, décor and alcohol.”

Her frustration isn’t solely about budget — it’s about responsibility. As she explains: “I have a hard time understanding why it’s so difficult to get approval for highly qualified contacts I trust — people with strong security backgrounds, high-level clearance history and real-world experience who can help manage everything from a minor disruption to a medical issue like an asthma attack, and who also understand protocols for serious threats like active shooter situations. They also bring valuable knowledge around stage setup, access points and security both inside and outside the ballroom.”

For Young, the stakes are deeply personal as well as professional. “Recent high-profile incidents are a reminder that these risks are real, but as a meeting planner, even beyond the media stories, I do not want to be left feeling responsible for people’s lives while executing a program onsite. To be honest, I just don’t understand the hesitation,” she says.

Her perspective highlights a critical truth: security is not a luxury. It is a duty of care.

Balancing Protection with Attendee Experience

Security must be strong, but it must also be subtle when possible. Today’s attendees expect to feel safe, but at the same time they don’t want to feel scrutinized, inconvenienced or overwhelmed by visible barriers.

Michelle Crosby, CMP, CITP, account executive with Brightspot Incentives & Events in Irving, TX, emphasizes that the attendee experience begins long before anyone steps foot onsite. “It starts well before attendees arrive. Effective security is rooted in preparation — clear SOPs, robust risk management planning, and proactive coordination across vendors and stakeholders. At Brightspot, we integrate comprehensive protocols including emergency communications, vendor risk assessments, flight monitoring and onsite medical readiness.”

But once the event begins, she says, the tone shifts from preparation to presence. She adds, “Equally important is how security shows up onsite. We often deploy discreet, plainclothes security professionals to maintain a protective presence without disrupting the guest experience. The goal is to create an environment where attendees feel safe, not surveilled — supported by teams that are trained, visible when needed and seamlessly integrated into the program.”

This approach is echoed by Eli Gorin, CMP, CMM, CEO of Americas at ATS Group in Hollywood, FL, who notes that blending in is often the best strategy. “Heightened security, from an incentives standpoint, it’s really about being up to speed on the destination/location of the program and having proper protocols in place to keep a group safe and secure. Having trusted sources on the ground to give you real insights is key so you are not just relying on the most alarming news that is out there online. People will always have concerns so it’s important to be able to answer them with FAQs and an open line of communication to ease any concerns people have. If it’s a matter of physical security and there is concern, then consider having security personnel with the group, but they do not need to stand out from the crowd. They should be blending in so people feel comfortable with them being there,” he says.

Nikki Yep, co‑owner and COO of Event Solutions in Santa Monica, CA, embraces this concept as well, reframing security as part of the hospitality experience, and says, “It’s all about making security part of the ‘concierge’ experience. I don’t want guests to walk in and see a wall of intimidating guards. I want them to see helpful staff who happen to be ensuring their safety. We use ‘soft security’ — tech like low-profile scanners that don’t require you to empty your pockets and staff dressed in event-branded gear rather than tactical vests. It’s about keeping the perimeter secure while the interior feels like a warm, open living room.”

Staff Training, Tone & Attire

Antwayn Hunter, CEM-MN, director of safety, security and emergency management for Project for Pride in Living (PPL) in Minneapolis, MN, highlights the human element of protection. He says, “Whether public or private, I think most people have grown accustomed to seeing different levels of security at events. Ensuring that security staff are calm and courteous, while remaining vigilant is key to maintaining a positive attendee experience. This is achieved through clear communication, and by modeling the expected behavior. I also think attire plays a crucial role in positive attendee experience. Having security staff dressed in similar attire as attendees, while remaining identifiable and equipped to respond, helps achieve this.”

The message is consistent across experts: security should be present, prepared and professional — but never oppressive. Before any event can be secured, planners must understand the environment they are working within. This includes the venue, the attendees, the VIPs and the broader geopolitical context.

Hunter explains that the venue itself is the starting point for any security plan. “The type of venue and its level of access to the public are the initial factors that I take into consideration in the early stages of planning. Next, I try to ascertain a list of all high profile or VIP individuals that will be in attendance,” he says.

This early assessment shapes everything that follows, from staffing levels to emergency protocols to communication plans.

Venue Security & Local Authority Collaboration

Hunter also stresses the importance of collaboration, saying, “As much as I would like home-court advantage, most of our events are held at off-site venues. To avoid as much confusion as possible, I conduct pre-event walkthroughs with the venue’s security staff. This way I get a better idea of what their response protocols are.” He says that this also gives him the opportunity to focus on the board, executives and staff while they focus on attendees and the emergency.

“In regard to VIPs,” he adds, “I reach out to their security teams to coordinate seamless arrival and departure. Depending on the level of VIPs, I may reach out to my local law enforcement contacts and make them aware.”

Crosby reinforces this collaborative approach, saying, “Alignment comes from early engagement and shared accountability. Our teams conduct detailed reviews of evacuation procedures, contingency plans and communication protocols with all venues and key vendors, consolidating this into a comprehensive risk management plan for client visibility and approval.”

Security is not a silo but a shared responsibility.

Emerging Risks & the New Reality

The risk landscape for events is rapidly evolving. Political tensions, social volatility and global uncertainty all play a role.

Hunter notes a troubling trend: “Increased volatility towards political figures and certain high-profile individuals have created another layer of vulnerability to take into consideration when planning events. These risks have always existed, but not on the blatant level that it exists today.”

Gorin adds that geopolitics now plays a larger role in destination selection. “There is a lot more scrutiny that needs to be taken into consideration due to geopolitics, so understanding what is and is not a good destination to go for your group requires just some more research into what is going on in a destination,” he says.

In other words, risk management now begins long before the venue contract is signed. It begins with understanding the world at large.

Sustainability as a Core Operational Value

While security has become more urgent, sustainability has become more expected. Attendees, clients and communities increasingly demand that events minimize waste, reduce environmental impacts and operate responsibly.

Crosby puts it plainly: “Minimizing waste, particularly plastics, paper and food is now baseline expectation, not a differentiator. For large-scale programs, these priorities are embedded from the earliest stages, beginning with the RFP process and reinforced through contracting and pre-planning.”

Yep echoes this sentiment. “For me, zero-waste catering and eliminating single-use plastics are the baseline. We integrate this from the start by choosing venues with built-in recycling, composting and filtered water stations. We also partner with like-minded vendors, such as our favorite caterer who packs leftover food and donates it to local shelters.

Another non-negotiable is digital-first communications. We prefer swapping printed packets and brochures for integrated event apps. It’s cleaner, it’s easier to update and it saves a forest’s worth of paper,” she says.

Nancy Zavada, CMP Fellow, president and founder of MeetGreen in Portland, OR, has long been a leader in sustainable event practices. She outlines her top must-haves by saying, “When you talk about non-negotiable, I think about contracts with vendors, accommodations and meeting venues, specifically. While there are quite a few, at the top of my list would be: require recycling at the venue of paper, plastic, cardboard and glass; require all meals to be served on reusable service-ware and require a current donation stream for food and materials. It absolutely must be integrated right from the start with the RFP and selection process. It is essential these practices be negotiated into the contract.”

Gorin offers a candid perspective on where many clients currently stand. He says, “We really are not seeing many requests for sustainability standards. We have seen clients trying to be less wasteful on F&B by limiting menu options so as not to cause excess waste. They also have asked hotels (depending on the destination) to pack up any leftovers so they can be distributed to shelters or homeless people. But when it comes to things like carbon offsets and the like, it just seems to be more of a nice to have, rather than a need to have. While a lot of effort from companies try to be made to be as sustainable as possible, it still boils down to the smaller things once onsite.”

His remarks highlight a gap between aspiration and execution, one that planners must navigate carefully.

Integrating Security & Sustainability From the Start

One of the prevalent themes across all expert insights is the importance of embedding both security and sustainability into the earliest stages of planning.

Yep, for example, is unequivocal. She says, “It starts with the RFP. I’m very clear from day one: if a vendor doesn’t have a solid recycling program or if a venue isn’t willing to work with our specific safety protocols, they aren’t the right partner for us. We look for partners who share our values and those of our clients.”

Crosby reinforces this philosophy by saying, “By addressing these elements upfront, sustainability becomes operational — not aspirational — and is consistently executed across the lifecycle of the event.”

Zavada agrees that early integration is essential. “Traditionally sustainability and security goals go hand in hand,” she says. “Both are designed for the well-being of participants during the event. Again, it is attention to detail in the contract, during the planning phase, and then verifying those protocols that are in place onsite.”

Planning for Disruptions Without Over‑Planning

Events are unpredictable by nature. Weather shifts, vendor failures, medical incidents and security concerns can arise at any time. The challenge is preparing intelligently — without exhausting budgets or overwhelming teams.

Crosby says, “Preparation is about prioritization. We recommend focusing on the most common and high-impact risks, such as attrition, vendor failure and medical incidents. Then build targeted strategies around each.”

She adds, “Understanding and negotiating attrition clauses upfront can significantly mitigate financial exposure. A vetted network of trusted partners reduces the likelihood of vendor-related disruptions. And for medical scenarios, clear communication protocols and proximity awareness to local healthcare providers ensures rapid, effective response.”

Yep takes a similar approach, emphasizing agility. “I’m a big believer in ‘flexible frameworks,’” she says. “Instead of trying to plan for every single one-in-a-million scenario, we focus on strong communication channels. Because we have a dedicated tech staff, we can set up real-time alert systems. If a sudden storm hits or a security issue pops up, we can reach everyone instantly with clear instructions. It’s more about being agile than being over-rehearsed.”

Zavada warns against the opposite extreme — insufficient planning. She says, “Neither over-planning nor over-spending are required. However, a well-thought-out plan is essential. You can’t just apply unanticipated protocols at the last minute and expect success. It concerns me when there is little or no planning done for scenarios which may arise. Team members need to understand their roles if either challenge occurs and how to quickly respond in a calm, consistent manner.”

Transparency, Communication & Trust

Across both security and sustainability, transparency emerges as a powerful tool for building trust with clients and attendees. Gorin articulates this clearly, saying, “Transparency — this is something that should be inherently part of any planning. There is no reason to hide anything, be it carbon reporting or security risks. Being open and upfront with clients and even participants will remove a lot of doubts from their minds, and it will allow them to focus on being there rather than wondering about so much that is not within their control. Knowing that there are protocols in place I really think helps people prepare better for whatever experience they are going to have.”

Zavada adds that transparency is also essential for avoiding greenwashing. She says,“Attention to risk management is paramount, whether the risk is to attendees onsite or to the event organizer’s greenwashing optics and not looking like a good corporate citizen. I can’t emphasize enough how important it is and how often it is overlooked!”

High Impact, Low Footprint: The New Event Ideal

Clients increasingly want events that are memorable, meaningful and visually impressive — but without the waste, excess or environmental cost that once defined large-scale gatherings.

Yep captures this desire for balance perfectly, saying, “I tell them that ‘luxury’ and ‘sustainability’ are not mutually exclusive. In fact, some of the most high-impact events we’ve done were the most eco-friendly. I encourage them to focus on quality over quantity. Instead of a room full of cheap, disposable decor, let’s invest in high-tech projection mapping or beautiful, reusable installations. I tell them: ‘Let’s make the attendee feel the wow through the experience and the connection, not through the amount of stuff we throw away at the end of the night.’”

Crosby agrees that the best events integrate both priorities seamlessly. “High-impact and responsible execution are not mutually exclusive. They should be designed in tandem from the outset. The most successful programs integrate sustainability and risk management as core pillars of the strategy, not afterthoughts,” says Crosby.

The Future: Regenerative, Responsible & Resilient

Looking ahead, sustainability is evolving beyond waste reduction. Gorin forecasts a shift toward regenerative practices. “From the sustainability practices, I think we are going to start seeing a lot more of a shift from sustainability to regenerative travel. Not just focusing on how to reduce waste and be more resourceful during a program, but how that program can have a more positive long-term impact on the community,” he says.

This vision aligns with a broader movement across the industry: events that leave destinations better than they found them.

A Dual Mandate for Today’s Events

Modern event planners face a dual mandate: protect people and protect the planet. The positive side is that these goals are not in conflict but deeply aligned. Both require foresight, collaboration, transparency and a commitment to doing what is right, not just what is easy.

Security ensures that attendees feel safe, supported and free to engage fully in the event experience. Sustainability guarantees that the event respects the environment, the community and the values of the organization behind it.

As the experts here underscore, the most successful events moving forward will be those that embrace both priorities from the very beginning — embedding them into contracts, vendor selection, communication strategies and onsite execution. |C&IT|

Boulders Resort & Spa, Scottsdale, AZ

Michelle Dehne, events manager of dealer programs at MasterBrand Inc. in Howard Lake, MN, describes golf courses at luxury resorts as “nature’s ballroom.” Attendees can relax among peers, clients and partners and get business done. In this regard, golf greens are among the most productive meeting venues that planners can secure.

Across the country, golf- and spa-based resorts remain popular sites for corporate meetings and events. The mix of business and pleasure is a powerful combination, and attracts a large number of attendees who appreciate having top-flight amenities onsite.

The properties have perks for meeting planners as well. There is the option to build wellness activities into the event agenda or allocate a greater than usual amount of free time for attendees to choose their preferred escape from a long day’s worth of meetings and sessions.

While pickleball, sound baths and animal-infused yoga sessions are emerging as new wellness trends, traditional golf and spa options remain tough to beat. And when they are not available during an event, the amenities are missed, says Courtney Santillan, president of Tality Events in Boise, ID, which plans corporate meetings and incentives. “You always want to include golf and spa,” Santillan says.

Outside of amenities, the luxury resorts typically provide stellar service, an important piece to impress your VIPs and ease planners’ jobs. Here, we explore why you’ll score big with golf and spa resorts hosting your next meeting or incentive.

Out of the Rough

After working the phones to drive sales, build brand awareness and tend to clients’ needs, corporate workers long for escapes from the daily grind. Whether they are a few hours from the big city or only a few minutes from a major airport, luxurious resorts act as an oasis.

Mark Twain may have called golf a “good walk spoiled,” but there’s little that can take away from the paths, trails and scenic venues curated by resort staff that invoke awe and serenity.

Nestled on a 102-acre luxury estate along the coastline, the Mediterranean-style Terranea Resort, in Rancho Palos, CA, has the type of atmosphere perfect to draw attendees. The destination also offers more than 135,000 sf of flexible meeting and event space for up to 1,500 attendees.

The “elegance and sheer grandeur of the resort itself” made Dehne’s choice easy when selecting a site for an incentive program last year. “It offered stunning views and a wide range of activities; exactly the kind of elevated guest experience we wanted to deliver,”she says.

Another property known for being a scenic retreat is the Eagle Ridge Resort & Spa in Galena, IL. Its remote, retreat-like environment about two hours outside of Chicago is ideal to take a meaningful break from the day-to-day duties while remaining productive, whether you are hosting a sales meeting, retreat, incentive program or teambuilding exercises. The resort’s environment naturally encourages more interaction and relationship-building among attendees as they wander around the premises. Evening receptions on the Point Patio overlooking the lake are just an example of how planners can take advantage of non-traditional venues as a breath of fresh air after a long day of education and meetings.

Within Range

Another aspect that planners search for when selecting a property is the convenience of its location. One of the great things about the Terranea Resort is that it is only a short drive from Los Angeles International Airport.

The Wigwam in Litchfield Park, AZ, has a similar appeal, as it sits 25 miles from Phoenix Sky Harbor International Airport, a major hub. Despite its desert location, The Wigwam can be best described as “lush and beautifully manicured,” according to Cindy Rosbrook, president and owner of Conference Solutions in Anthem, AZ, who has held corporate meetings at the resort for decades. “It’s a true hidden gem and on my list for best corporate meeting properties,” she says.

Getting away from it all definitely has its advantages for some groups. Captive Resources has been holding its annual meeting at Grand Geneva Resort & Spa in Lake Geneva, WI for longer than the 18 years that Jason Gross, one of Captive Resources’ vice presidents of travel, has been with the company.

Located about 75 minutes from Itasca, IL, where Captive Resources is based, just outside of Chicago, Grand Geneva has proven to be a nice respite from the office, and the change of scenery has facilitated relationship-building between the company’s various teams, and helps bridge generation gaps among staff, Gross says.

Rosen Shingle Creek, Orlando, FL

Above-Par Service

The care for the grounds is often indicative of the type of stellar service attendees will receive at luxury golf and spa resorts. After organizing the Golbon food show in April 2026, Tality Event’s meeting team said Rosen Shingle Creek in Orlando, FL lived up to the reputation of its namesake founder. Harris Rosen, the independent Orlando-based hotelier, was a local hospitality legend who founded The Rosen College of Hospitality Management at the University of Central Florida to create generations of top support staff. “Rosen sets the bar high,” says Erica Griebling, Tality Event’s special events coordinator. “It’s an absolutely phenomenal resort.”

Rosen Shingle Creek stood out because it catered equally to the 400 event attendees and 50 accompanying guests. And while the resort is massive — it has more than 1,500 guestrooms and sits on 255 acres — the mid-sized event always felt right-sized onsite due to the staff’s attention to detail. “The hotel might have been too big for us, but it didn’t feel like we were drowning,” Griebling says.

Santillan adds that the warm environment breeds loyalty among meetings and resort staff, many of whom have been at the Rosen Shingle Creek for more than 20 years.

Similarly, The Wigwam benefits from retaining high-quality employees, Rosbrook says. “The staff at The Wigwam maintains extensive tenure and understands the hospitality business, often a rarity these days,” Rosbrook says. “There’s very little turnover, so it is always like ‘coming home’ again.”

Captive Resources keeps coming back each spring to Grand Geneva Resort & Spa due to its strong satisfaction with the site. What began as a 35-person sales meeting has grown to approximately 200 attendees, and the resort has scaled alongside that growth.

As an example, the Grand Geneva closed both courses to accommodate the group’s massive interest in the event. More than 30 attendees came early to sneak in an extra round on the premier greens. About 20 attendees played pickleball instead and more than 30 took advantage of Well Spa & Salon. The staff’s ability to adapt to requests for meetings, golf and spa activities impresses Gross. “I am used to five-star resorts all over the world, and their attention to detail matches those.” He adds: “It’s crazy to say this among the hotel world, but it feels like more of a family-run business than a big corporation.”

Fit to a Tee

Golf maintains its driving power for corporate attendees because it blends recreation with a chance to talk shop. “Every business deal is made on a golf course,” says Griebling, only half-kidding.

Adds Santillan: “We heard multiple people say they wanted to come in early or stay late just to play golf.”

The experience is not unique. As proof of the power of hosting corporate groups at golf and spa resorts, Infinity by Marvin saw a spike in attendance and extended stays during its annual event at Grand Hyatt Scottsdale in Arizona. The gathering of 300 attendees this year was the first time the company kept everything onsite, including an awards gala, and it added a golf tournament as an exclusive activity. The experience was such a hit that the company president proclaimed there will be a golf tournament annually going forward. “We received great feedback,” says Elizabeth Ebner, one of Infinity by Marvin’s event planners, in Warroad, MN.

At some resorts, attendees will come to the event to play a course on their bucket list. Trump National Doral Miami’s Blue Monster course in South Florida has helped distinguish the resort as one of South Florida’s premier golf destinations. Planners of incentive groups and executive retreats can be equally successful organizing tournaments, charity events or more relaxed teambuilding experiences. The championship feel carries over to the meeting amenities, as Trump Doral has more than 100,000 sf of meeting and event space, including grand ballrooms, breakout rooms and outdoor venues, making it an ideal setting for board meetings and conferences for hundreds of attendees.

As one might expect based on its name, the PGA National Resort in Palm Beach Gardens, FL is also a prime draw for attendees who are also avid golfers. The resort hosts one of pro golf’s top events, the Cognizant Classic, and the most famous of its four courses is the aptly-named Champion Course, which is a destination unto itself for many attendees of incentive trips, executive retreats and sales meetings. Clinics, tournaments and casual play can all be woven into agendas to encourage relationship-building in a relaxed setting.

Yet, the onsite amenities are wide-ranging and cater to all attendees, says Victoria Friel, general manager, and former sales and operations manager, of Kirkland Event & Destination Services, which curates luxury experiences for groups at the PGA. “PGA National Resort’s world-renowned golf courses and exceptional spa facilities create the perfect balance of relaxation and recreation,” says Friel.

A large part of the appeal of Captive Resources’ event at the Grand Geneva is the golf. Of the 200 attendees, 131 participate in a competitive tournament. Many players have low handicaps, demonstrating their prowess. Captive Resources strategically selects the foursomes to make sure the rounds are more than just a good time, Gross says. “The pairings are often specifically put together to develop these relationships and cross-pollinate across the company,” he says.

Dehne says MasterBrand took advantage of Terranea’s par‑3 course to transform a standard golf tournament into a true teambuilding event featuring multiple contests like driving challenges in the simulator, putting competitions on the practice green, and best‑ball scoring within each team.

A Whole in One

The all-in-one nature of the resorts adds flexibility for both attendees and planners. Ashley Vorlicek, Infinity by Marvin’s lead meeting planner, had never organized an event at a resort until an event they held at the beginning of this year. Having a dedicated, knowledgeable staff able to suggest options to maximize the property’s amenities proved invaluable to the small events team, Vorlicek notes. “Everything onsite was just so nice … it was night and day. It made things so much easier for us,” she says.

The result was a greater attendee experience, Vorlicek reports. “The partners found more time to network, and really enjoyed the space that the resort had to offer,” she says.

Some groups, like Captive Resources, may opt to take a full day for golf, spa and other recreational activities. But there is a growing trend to build in free time for attendees to choose to golf, enjoy the spa or hit the pool on their own time. Santillan says that many attendees extended their stay due to the resort’s onsite golf course. “As we start to integrate more leisure time for people,” she says, “it’s ideal to be able to have it right there onsite.”

Also a winning choice, Talking Stick Resort in Scottsdale, AZ, adjacent to the Camelback Mountains, offers 113,000 sf of indoor and outdoor meeting and event space with Sonoran Desert views. It has a variety of high-end activities for planners and attendees, providing the type of elevated entertainment and dining experiences increasingly valued in incentive travel. There are four restaurants and multiple bars and lounges, including the award-winning Orange Sky Restaurant. The Showroom adds a Vegas-style entertainment component to evening programming. But it is really known for its gaming. It’s a fine way to decompress during executive retreats, leadership summits, larger companywide meetings and more held at the 496-room property.

Beyond the Fairway

It is nice to not have to leave the property when attending an event, but it is also nice to have the option to explore off-sites nearby. The PGA National Resort, for example, is located near a plethora of premier restaurant options in Palm Beach County, FL. “The resort is ideal for dine-around evenings and customized group dinners,” says Friel. “Clients have enjoyed sunset dinner cruises along the Intracoastal Waterway, as well as interactive teambuilding experiences paired with dining at the National Croquet Center.” Likewise, Trump National Doral Miami is a short drive to Miami’s vibrant entertainment scene.

Rosen Shingle Creek is not far from a plethora of possibilities in Orlando from off-site restaurants, theme parks and more. Santillan adds that the venue provided discounted tickets and shuttle service to nearby Universal Studios and reduced prices for tickets to Walt Disney World, which is a short drive away. Disney Springs, a retail and dining district within Disney’s campus, is also popular with attendees at meetings there.

As attendees seek out experience-laden gatherings, golf and spa resorts remain strong candidates for planners looking to accomplish a meeting’s objectives while providing leisure opportunities. |C&IT|

The environment became part of Parallax Group’s event at the Four Seasons Resort Rancho Encantado, Santa Fe, NM. Photo courtesy of Amanda Struss

It’s hard to deny that there’s something instantly special about an outdoor event. Attendees are removed from the indoor spaces typically associated with work and its adjoining stresses and provided with fresh air, scenery, and an atmosphere of leisure and serenity. And when it comes to a ‘sense of place,’ being in an open setting embraces a locale far more than a windowless ballroom or executive meeting hall.

That being said, alfresco affairs offer their own set of hurdles to navigate and intangibles to consider, from attendee comfort to proper décor and lighting — and even the weather and climate. So how do planners make the most of these ‘outside chances’ and optimize the environment to its fullest potential without overlooking a key detail or focusing on the wrong priorities?

We checked in with a group of knowledgeable planning professionals to gain their insights on outdoor meetings and events that leave a lasting impression attendees won’t soon forget.

Embrace the Culture

For Amanda Struss, principal of The Parallax Group in Lafayette, CO, the secret to an amazing outdoor event is not simply acknowledging the environment — it’s elevating it to the level of a cohost. At the Four Seasons Resort Rancho Encantado Santa Fe, she found a setting where the natural world can shape the core of a fresh-air function.

“One stand-out experience was a welcome dinner held on Monte Vista Terrace, where attendees were surrounded by pines, red rocks and an endless open sky,” she recalls. “From the beginning, we wanted the environment itself to feel like part of the event rather than simply the backdrop, so every element of the evening was designed to complement the setting and celebrate the spirit of Santa Fe.”

That approach drove every detail. The arrival walkway was lined with luminarias — a quintessential New Mexican touch that instantly signaled place, tradition and warmth. “Attendees were welcomed with live music and later a performance by members of a local Pueblo,” she says. The culinary program leaned into regional authenticity as well. “Dinner was distinctly New Mexican cuisine served alongside options from local breweries and distilleries. The palette of the evening drew from the surrounding landscape — rusty earth tones against the slate blue of the evening sky.”

Perfect Timing & Sensory Design

Struss stresses that timing isn’t merely a logistical factor but a design tool. She says, “We coordinated the evening so that just as the fire pits were lit and the sunset reached its peak color across the mountains, a tethered hot air balloon ascended for attendees to enjoy and photograph.”

This wasn’t spectacle for the mere sake of it; it was a crescendo in a carefully orchestrated sensory arc. “Attendees became increasingly engaged as each element unfolded — first seeing luminarias, a rare sight outside of New Mexico, then drawn in by the faint sounds of the instruments as they made their way toward the event, and finally, the thrill of seeing the firing of the hot air balloon.”

Each moment built on the previous one, forging a sense of discovery and building anticipation. “These were the types of things that would not have had the same impact in an indoor space,” she notes. The environment wasn’t just a backdrop — it was a narrative engine.

Planning for High-Altitude Unpredictability

Santa Fe’s high-altitude climate is famously unpredictable, and Struss urges planners to embrace that reality rather than fight it. “First and foremost, in a high-altitude setting like Santa Fe, weather fluctuations are simply part of the experience, so flexibility has to be built into the plan from the very beginning,” she says. “Don’t treat the backup plan as an afterthought.”

At Four Seasons Resort Rancho Encantado Santa Fe, the indoor alternatives are thoughtfully designed to maintain a connection to the outdoors — natural light, terrace access and architectural continuity. “The indoor alternative should feel just as intentional and well-designed as the outdoor vision,” she emphasizes.

Thinking Beyond the Property

Struss advises planners to “think outside the box and push boundaries on possibilities,” especially in destinations with strong cultural assets. One of her most memorable examples came from partnering with the Santa Fe Opera.

“In partnership with the Four Seasons, we had the distinct opportunity to host a beautiful plated dinner on the stage of the open-air Santa Fe Opera, with spectacular performances and a stunning sunset,” she says. “It was one of the most breathtaking and incredible evenings of my career.”

This type of partnership requires curiosity, relationship-building and a willingness to explore what’s possible beyond the resort’s footprint.

Engaging All Five Senses

Struss believes that the most memorable outdoor events enliven all the senses. “At Rancho Encantado, the landscape already provides such a strong foundation with the red rocks, pines, open sky, sunsets and crackling fires,” she says. “The goal is to design an experience that enhances that environment rather than competes with it.”

Her team often incorporates local artisans and purveyors to create authentic touchpoints. “Whether that’s a live action chile roasting station with the local grower, a hot air balloon turndown amenity that’s a nod to the famed balloon fest or gifting a set of Tesuque-based artisan hand-blown glassware after the event — the same glassware used at a dinner during the event.”

Attendee comfort is equally essential. “Something as simple as blankets draped over chairs or post-dinner lounge seating gathered around fire pits can completely change how attendees experience the evening,” she says. “Those small touches show thoughtfulness, and it goes a long way.”

Creativity Meets Practicality

Outdoor events, to an extent, require a different mindset. “Outdoor events require a different approach than indoor ones, especially when it comes to lighting, sound and attendee comfort,” Struss explains. Wind may require LED candles; sunset timing may dictate when umbrellas are removed; acoustics must be managed with precision.

“You’re not necessarily limited by the environment, but you have to ensure budget and expectations align to truly deliver an experience that takes those elements into consideration,” she says.

Ultimately, she believes the best events feel effortless. “When creativity and practicality work together successfully, attendees experience the magic of the setting without ever noticing the logistics supporting it — and that, as we say at TPG, is truly the art of hospitality,” she says.

Creating an Enchanting Experience

For Sarah Gough, events manager, of Atlas Experiences in Roswell, GA, the outdoor environment at Sedona, AZ’s Enchantment Resort was the soul of the Fiesta Di Sedona, a vibrant celebration created for Texas Lottery winners and their attendees. Held last fall, the event welcomed 160 attendees for an evening that blended cultural authenticity, local artistry and the breathtaking beauty of Boynton Canyon.

“The Fiesta Di Sedona at Enchantment Circle was designed as an immersive celebration for Texas Lottery winners and their guests, bringing together the vibrant spirit of Hispanic culture and the natural beauty of Sedona,” Gough explains. “Throughout the evening attendees explored a lively open-air fiesta featuring a curated local artisan market, live performers, regional cuisine and interactive cultural elements inspired by both Sedona and Hispanic traditions,” she says.

The event was also infused with the signature excitement of the Texas Lottery. “It was part of the Texas Lottery’s “Day of Luck” experience, created in partnership with Atlas Experiences to deliver “once-in-a-lifetime moments in one of the Southwest’s most scenic settings.”

The Fiesta Di Sedona Enchantment Circle Show showcased Sedona, AZ’s, beautiful landscapes while highlighting Hispanic culture. Photo courtesy of Sarah Gough

A Landscape That Elevates the Experience

“Enchantment Resort’s outdoor setting became an integral part of the experience itself,” Gough says. The red rocks and sweeping canyon views created a naturally dramatic backdrop that elevated every moment. “The scenery was a photo opportunity in its own right, allowing the vibrant décor to pop against the rich desert tones and open skies.”

What made the setting especially impactful was the sense of immersion it created. “Surrounded by the raw beauty of the high desert, attendees felt instantly connected to the spirit of Sedona,” she notes. The environment didn’t just support the theme — it amplified it.

Details That Made the Event Unforgettable

Gough’s team layered in interactive elements that reflected Sedona’s creative and spiritual culture. “The event featured a variety of locally inspired interactive elements, including crystal agate calligraphy, crystal readings and a curated market of local artisans,” she says. These stations encouraged attendees to engage with the destination in meaningful ways while supporting local talent.

A custom photo opportunity positioned directly against the red rocks became a focal point. “It gave attendees a chance to capture the beauty and energy of the celebration in a uniquely scenic setting,” she says.

Live entertainment brought the fiesta to life. “Attendees enjoyed performances from talented guitarists, traditional folklórico dancers and lively mariachi musicians,” she says. “Together, these elements beautifully celebrated both local Sedona influences and Hispanic culture.”

Logistic Realities

Gough is upfront about the complexities of outdoor events. “Outdoor events naturally introduce a unique set of challenges and variables that require a higher level of planning, flexibility and coordination than traditional indoor events,” she explains. Weather contingencies, transportation logistics, restroom accessibility and temporary kitchen infrastructure all require careful planning.

One of her biggest lessons: the value of strong onsite partners. “The Enchantment Resort team proved to be an exceptional partner in helping anticipate these potential challenges and ensuring thoughtful solutions were in place at every stage,” she says.

Transportation and attendee flow were particularly important. “Distances may appear manageable but can feel much greater in practice for attendees,” she notes. Outdoor food service also required detailed coordination with the venue team.

Guidance for Fellow Planners

Gough’s advice is simple but meaningful: “One of the best ways to create an unforgettable alfresco event is to embrace the natural environment rather than compete with it.” Use the landscape as an extension of the design. Focus on details that complement the environment. And collaborate closely with venue and vendor partners.

“When a venue offers scenery as breathtaking as Enchantment Resort, nature often provides the most impactful décor at no additional cost,” she says.

Working with the Elements

For Melissa Soto, lead meeting planner for Lennox International in Richardson, TX, a memorable outdoor event is a symphony of sensory elements — ambience, comfort, authenticity, engagement, execution and a defining “wow” moment. “From my perspective, a truly memorable outdoor event isn’t just about a beautiful setting,” she says. “It’s about how every element works together to create a seamless, sensory experience that attendees feel part of rather than just attend.”

Her sunset reception on Flamingo Island, just off the coast of Aruba’s capital of Oranjestad, exemplifies that philosophy. The island’s turquoise water, white sand and iconic flamingos provided a stunning natural foundation — but Soto’s execution elevated it into something unforgettable.

Designing With the Environment, Not Against It

“I leaned fully into what makes the island special,” Soto explains. Arrival set the ideal tone. “Attendees were transported by private boat in the late afternoon, building anticipation and creating a sense of exclusivity,” she says. Timing was intentional: arrival aligned with softer daylight, when the heat eased and the colors of the water were at their most vibrant.

The layout respected the environment. “Rather than one central setup, the event was broken into zones — casual lounge seating near the shoreline, a bar tucked into natural palm cover and dining tables placed farther back to preserve open beach views,” she says. “Nothing obstructed the sightlines or disrupted the flamingos’ natural movement.”

Interaction with the environment was encouraged, not staged. “Attendees could walk the shoreline, take photos or simply observe the flamingos moving freely,” she says. Subtle cues ensured the animals weren’t stressed.

Subtlety as a Design Principle

Décor stayed light and tropical — “soft linens, natural textures and a color palette that mirrored the surroundings,” she says. As sunset approached, lanterns and candlelight were introduced gradually so the transition from day to night felt organic.

Sound was equally intentional. “A steel drum musician and later a mellow DJ created ambiance without overwhelming the natural sounds of the ocean,” she says.

The defining moment came at sunset. “Cocktails paused, music softened and attendees were naturally drawn toward the waterline as the sky shifted color,” she recalls. Flamingos wandered through the scene, completely unforced. “It felt like the island itself was participating in the event.”

Balancing Creativity & Practicality

“At Flamingo Island the creative vision might be ‘effortless luxury in a natural paradise’ — but making that real requires constant negotiation between inspiration and practicality,” Soto says.

Wind was a major factor. “Instead of designing a high-production beachfront dinner that risks wind disruption, we used low-profile tables, weighted décor and wind-resistant florals,” she explains.

Lighting required restraint. “Rather than relying on complex rigging, the design leans into lanterns, candles and discreet LED uplighting that won’t compete with the sunset or fail in humidity,” she adds.

Acoustics were handled through intimate programming — “a smaller speaker footprint, strategic placement and live or lightly amplified music that carries naturally over the sound of the water,” she says.

Weather contingencies were staged off-site, prepared to deploy quickly without disrupting the aesthetic.

Trends Shaping Outdoor Experiences

Soto sees a shift toward subtlety and integration. “Planners are moving away from ‘build it big’ toward ‘blend it in,’” she says. Wireless lighting, hidden audio and silent generators eliminate visual and sound clutter. Multi-sensory storytelling — menus inspired by local ingredients, ambient soundscapes and wildlife-safe engagement — creates deeper immersion.

“Even personalization is evolving — smaller, more intentional touches rather than large-scale branding,” she notes. “When those elements align,” she says, “you don’t just host an outdoor event — you create something people feel and remember long after it ends.”

A Sense of Place

If there’s a unifying theme from the expert planners we spoke with, it’s this: outdoor events thrive when they honor the environment rather than overpower it. Sierra Gillis, project manager with GoGather, captures that philosophy succinctly. “When planning events in outdoor spaces my goal is to enhance and complement the surroundings rather than detract from them,” she says.

For Gillis, that begins with design choices that feel natural to the space — colors, textures and details that harmonize with the setting.

Menu planning plays a surprisingly powerful role. “If I’m at a beachfront space surrounded by ocean air and palm trees, I’m going to plan a menu that feels like a cookout, grilled meats and vegetables and refreshing citrus drinks,” she says. “But, if I am in a rustic forest space, I’m going to plan a menu that highlights seasonal local produce and cozy comfort foods.”

She likens it to a perfect pairing. “Planning the elements of an outdoor event is like pairing a wine with the right cheese — if you don’t get it right, both can still be great; but once you get a taste of the perfect pair, it completely elevates your experience.”

Across Santa Fe, Sedona, the Caribbean and beyond, the message is clear as a blue sky: outdoor events are at their zenith when planners emphasize authenticity, anticipate challenges and let the landscape take the lead. Whether achieved via cultural integration, sensory layering, nature-driven design or just choosing the right menu for the setting, the most memorable alfresco experiences are those that feel rooted in place. |C&IT|