Speaker Aida Rodriguez speaks at the Multicultural Media Correspondents Dinner. Photo courtesy of ArcVoice Media

The perfect event speaker can energize a conference, ignite a sales retreat or turn a routine meeting into a moment people talk about for years. A misaligned speaker, however, can flatten the energy, confuse the message and leave attendees wondering why they showed up at all.

Finding the right voice for the room is both art and science; increasingly, planners are discovering that the best choice isn’t always the biggest name. To understand what truly matters in speaker selection, we spoke with six experts who live and breathe this world every day. Their insights reveal a clear truth: fit beats fame, and the most successful events start with understanding the audience, not the speaker.

Audience Comes First

Every expert we spoke with emphasized the same foundational principle: the search for the right speaker begins not with a name, but with the people in the seats.

Darryl Diamond, CMP, HMCC, owner/chief experience officer of Big White Dog Events, states it plainly: “Know your audience. Do they really need a big ‘keynote’ name? In many cases the best received speakers are already in the meeting’s area of focus, like an oncologist working on a groundbreaking study or a regional director who tried a new sales technique with his team. These speakers will usually cost much less and can deliver real takeaways that attendees feel their time was well spent.”

It’s a sentiment heard across the industry. Luis Vasquez, co‑founder of ArcVoice Media, says the biggest mistake planners make is starting with the speaker instead of the people they’re trying to reach. “The biggest mistake planners make is leading with a name or a topic instead of asking: who is sitting in those seats and what do they need to walk away feeling or knowing? Once you’re clear on that, the speaker search gets much easier,” says Vasquez.

Nikita Khandheria, founder and CEO of ERIA, takes the notion even further. For her, the first filter is not title, résumé or even topic — it’s sellability to the audience. “There are a lot of incredibly intelligent people, but if there’s no recognition factor, it’s harder to create excitement around the event. I’ve found that familiarity matters more than title alone,” she says.

That familiarity though, doesn’t have to come from celebrity. It can come from brand recognition, shared experience or even demographic alignment. As Khandheria explains, “A sales director from a beloved consumer brand will often resonate more than the CEO of a company nobody has heard of. Recognition creates trust before the speaker even walks on stage.”

In other words, the audience connects best with someone who feels relevant to them —someone who understands their world, their challenges and their aspirations.

Fit Beats Fame

The allure of a big name is undeniable. A celebrity speaker can boost registrations, create buzz and provide an event with a sense of prestige. But fame alone doesn’t guarantee impact on the audience.

Vasquez puts it bluntly: “Fit beats fame every time. A recognizable name with a mismatched message will underperform a lesser-known speaker who speaks directly to your audience’s lived experience. Relevance is the multiplier.”

This is especially true in corporate and incentive‑travel environments, where attendees are often looking for practical insights, inspiration tied to their roles or stories that reflect their own professional journeys.

Khandheria has seen this firsthand. She says, “The biggest mistake is choosing speakers based purely on title or popularity. Just because someone is a CEO doesn’t mean they’re interesting in a room full of people.”

Instead, she encourages planners to think about resonance — the emotional and experiential connection between speaker and audience. “The biggest thing I look at is whether the audience can personally identify with the speaker’s background or experiences. A polished keynote alone doesn’t create connection.”

This factor explains why some of the most powerful sessions she’s programmed have come from speakers who share lived experiences with the audience, not necessarily the highest-ranking executives.

Shannon Fouts, project manager II at GoGather, has seen the electrifying energy that happens when the right speaker meets the right room. “Finding the right speaker can make or break your event. I’ve attended events where the keynote session is empty and the room feels flat. The real magic is when a keynote speaker not only builds a buzz before the event but also onsite. When you can feel the energy and excitement in the room, that’s where a keynote speaker really shines and makes your event a success,” she says.

She mentions events featuring Jesse Cole, Tim Tebow, Steve Wozniak and Duncan Wardle — not because of their fame alone, but because they aligned with the audience’s goals, dreams and industry context. She says, “It’s key to find the right speaker for the attendee demographic. Who will speak to their goals and dreams?”

A celebrity speaker, like Magic Johnson, can boost attendance, but ensure their message fits your audience. Photo courtesy of Rave Speakers Bureau.

Shared Experience & Tailored Content

A great speaker doesn’t just give a speech — they deliver a message that feels crafted for the people in the room.

Khandheria makes this a non‑negotiable part of her process. “I always send speakers a demographic breakdown beforehand — age range, industries, roles, family status, founder vs. employee, etc. One of our highest-rated sessions happened because a speaker completely changed her examples after learning most attendees were first-time managers,” she says.

That level of customization is what separates a good talk from a transformative one. “The more tailored the content is, the stronger the audience connection becomes.”

Vasquez agrees, stressing that inspiration itself isn’t enough. He says, “Inspiration fades. Tools and frameworks stick. The best talks hand the audience something they can use the next morning.”

He urges planners to appraise speakers based on whether they offer actionable takeaways and not just colorful stories or motivation. “A keynote that changes how someone works or leads the following week — that’s what gets remembered and what makes planners look smart,” he says.

Bobbie Carlton, founder of Innovation Women, reinforces this idea with a practical lens. She asks, “Does the speaker offer actionable takeaways, not just ideas and concepts?”

She also stresses the importance of frameworks, the structured thinking that helps speakers communicate ideas clearly and efficiently. She asks, “Does the speaker have a framework that allows them to efficiently communicate their ideas?”

In short: the best speakers don’t just talk, they equip the audience with meaningful takeaways.

Vetting Speakers

Once a planner identifies potential speakers, the next step is vetting — and according to our experts, this is where many organizations cut corners.

Marc Reede, president of Rave Speakers Bureau, says the first filter he applies is simple but essential: video. He says, “If we want to guarantee that we keep this customer happy for many more meetings to come, that first filter we apply is getting a great short video from that speaker that showcases this speaker’s talents on stage.”

But video alone isn’t enough. Reede insists on a pre‑booking call or Zoom meeting between the speaker and the client. He says, “This ‘interview’ gives the customer every ability to pose any possible circumstance to the speaker to hear the speaker’s response.”

Carlton agrees that video is essential, but warns planners not to rely on sizzle reels. She says, “A sizzle reel shouldn’t be the final say on whether you book a speaker or not. It should be used to disqualify a speaker. Once you have watched the sizzle — which is just an ad for a speaker and a ‘best of’ collection — then you should request the whole presentation.”

Khandheria says you can often tell within minutes whether a speaker will be easy or difficult to work with. She says, “The best speakers immediately ask: ‘Who’s the audience?’ ‘What outcome does the client want?’ ‘What has this audience already heard this year?’ ‘How can I make this useful for them?’”

The difficult ones? “They usually make the conversation about themselves immediately— stage setup, accommodations, controlling every question or insisting on using the exact same presentation they always use,” she says.

The pre‑booking call, then, goes beyond logistics and becomes a window into the speaker’s mindset, flexibility and professionalism.

Practicalities Planners Can’t Ignore

Beyond content and charisma, the logistics of working with a speaker can make or break an event. Diamond stresses the importance of clear agreements. “Do: always get the speaker to sign an agreement clearly outlining their talk (date, time, format, topic), their other obligations (book signing, social media promo, etc), all deadlines and their compensation,” he says.

He adds, “Be clear about expectations and what happens if they’re not met.”

Diamond also urges planners to think about recording rights, rehearsals and promotional materials and asks, “Are you recording? Who controls the rights to that content? Are there rehearsals included? Will the speaker record a promo video for marketing?”

Reede highlights another logistical pitfall: timing. “Biggest mistake I see is when an organization just needs a speaker to fill a 30-minute keynote slot and they choose a speaker who (sadly) likes to talk for an hour,” he says.

He also warns about last‑minute travel issues — and the importance of having speakers arrive early enough to avoid disaster. “Another important request for a meeting professional to make is that their speaker spend the night prior to this keynote in the company’s hotel,” he says.

These details may seem small, but they can have a big impact on the success of an event.

Red Flags, Green Flags & Subtle Signals

Carlton challenges the common misconception that speakers who ask a lot of questions are difficult. She says, “More than once, I have heard event organizers say a speaker had a lot of questions, like it was a bad thing. This isn’t necessarily the red flag you might think. The savvy speaker is the well-prepared speaker.”

In fact, she states, those questions often indicate a speaker who is committed to customizing their message and delivering value.

Khandheria’s red flags are different, and often show up early. Speakers who focus on themselves instead of the audience, who resist tailoring their content, or who insist on rigid control over the format tend to be challenging partners.

Reede’s red flags are sometimes more dramatic, like the speaker who ignored a client’s request to keep things PG. “After the third swear word on stage, we were getting texts from our customer,” he says.

Green flags, on the other hand, are easy to spot: curiosity, flexibility, humility and a genuine desire to serve the audience generally reveal a speaker committed to the task.

Creative Formats

Today’s audiences are overstimulated, distracted and increasingly resistant to long static monologues. Khandheria has adapted by shifting the format rather than the speaker. She says, “I usually take risks with the conversation format rather than the person themselves. I still want someone credible and recognizable, but I’ll make the discussion itself more unexpected.”

She finds that conversational formats — fireside chats, audience‑driven Q&A or niche storytelling — create a sense of intimacy that modern attendees crave. “Audiences today want intimacy more than perfection. Attention spans are shorter, and people are overstimulated,” she says.

Reede notes that many corporate meetings now prefer moderated fireside chats for another reason: control. He says, “This takes the comfort right back to the meeting host and turns ‘unconventional’ into ‘conventional’ real quick.”

The format, thus, can be a strategic tool — one that reduces risk while increasing engagement.

The Need for New Voices

Vasquez is passionate about expanding the range of voices on stage. He says, “Don’t default to the usual voices. Every topic has its go-to experts, and most conference lineups call the same ones.”

He argues that audiences benefit from perspectives that are often overlooked. “A topic gets covered with more depth and more range when it includes perspectives that aren’t usually on the stage — women, people of color, LGBTQIA+ voices and multicultural speakers who bring vantage points the standard programming circuit often misses,” he says.

This isn’t just about representation, but delivering richer, more resonant content. “Audiences notice when a perspective feels genuinely new, and so do the people evaluating whether to come back next year,” he adds.

Carlton, whose platform represents more than 3,000 speakers, has spent decades advocating for broader representation. Her advice is simple: look beyond the obvious choices. “Sometimes, the best speakers are ‘zebras in a herd of horses.’ They are not of your industry but there are lessons that could be relevant,” she says.

Do You Necessarily Need a Speaker?

Diamond offers a provocative reminder: sometimes the best speaker is no speaker. He says, “This goes more to event design, but do you even need a speaker?”

In an era where interactivity and peer‑to‑peer learning are increasingly valued, this option is worth considering — especially for smaller groups or highly specialized teams.

Authenticity, Relevance & Connection

Across all six experts, a clear pattern emerges. The future of event speaking isn’t about celebrity, polish or prestige. It’s about:

• Relevance
• Authenticity
• Audience alignment
• Actionable takeaways
• Fresh perspectives
• Flexible formats
• Human connection

Speakers who can bring these elements to the event table, whether they’re household names or industry insiders, are the ones who elevate events from routine to remarkable.

As Fouts puts it, the right speaker doesn’t just fill a slot. They create a moment. “When you can feel the energy and excitement in the room, that’s where a keynote speaker really shines and makes your event a success.”

And as Vasquez emphasizes, the goal isn’t just applause — it’s impact. “A keynote that changes how someone works or leads the following week — that’s what gets remembered, and what makes planners look smart.”

In the end, finding the right voice for your event is about choosing the speaker who will speak to your audience, not just at them; one who will leave them thinking differently, feeling inspired and ready to take action. |C&IT|

Janet Dell speaking at The Freeman Company’s annual internal leadership event, known as Camp Buck.

When uncertainty hits the meetings and events industry, the strongest leaders know that clarity is their most powerful tool. Teams perform best under pressure when leaders articulate a clear vision, define roles and communicate transparently. As the events industry grapples with budget constraints, shifting client priorities and global disruptions, clarity has become the difference between stability and strain.

The best leaders excel at communication. They establish protocols that specify response times, priority levels and decision-making authority. In addition, they simplify complexity rather than managing it. They break large-scale projects into manageable parts and eliminate unnecessary processes that create friction and burnout.

Research indicates that leaders who thrive in uncertainty concentrate on what truly drives value. For meeting planners, this means identifying the elements that directly impact the attendee experience and cutting through peripheral concerns. Resilient teams operate with streamlined systems that allow for quick pivots when external factors shift.

Leading With Emotional Intelligence & Connection

Meeting planning often means managing people in high-stress environments — from anxious speakers to demanding clients to exhausted team members. Leaders who help their teams thrive cultivate emotional intelligence that allows them to regulate their own stress and provide stability for others.

The most effective leaders practice “emotional contagion management,” slowing their reactions so their teams don’t absorb their stress. Acknowledging pressure openly, rather than pretending it doesn’t exist, creates a sense of safety and confidence.

Building genuine team connections also fosters resilience that extends beyond individual projects.

Recognition That Drives Long-Term Engagement

During high-pressure situations, recognition becomes even more important. Effective leaders sustain motivation by acknowledging both achievements and efforts, especially when the workload is intense.

Personalized recognition resonates most. Some team members appreciate public acknowledgment, while others prefer private appreciation. Strong leaders use multiple channels — from formal team celebrations to informal messages — to ensure everyone feels valued.

Leading by Example

“Uncertainty is not new to our industry, but the level of it right now feels higher. The biggest mistake leaders make is believing they need to remove the uncertainty. You do not. You need to remove the ambiguity,” says Nicola Kastner, CEO of Event Leaders Exchange (ELX), in Toronto, Canada.

“People can handle pressure when they know what matters, what success looks like and where they have authority to act. I try to create calm by giving my team context, clarity and priorities. I do not make promises I cannot stand behind. If I do not know an answer, I say so, then outline the parameters we are working within,” says Kastner.

She adds, “I communicate vision by anchoring everything in the reason behind the work, connecting it to measurable outcomes and making sure every person sees their role in achieving it. Vision is not something you announce once. It needs to show up in your decisions, your language and your priorities. Because when people understand the end goal, and know what is expected of them, they make better choices in the grey areas and you spend less time correcting.”

Kastner shares three tactics she uses when leading during times of uncertainty: define decision boundaries, use scenario thinking instead of rigid plans and model composure.

“Do not make your team guess what requires escalation and what they can run with. Clarity builds speed and confidence,” she says. “I do not pretend to have one perfect roadmap when things are shifting. I build frameworks that support multiple outcomes so the team already understands our options. Your tone becomes your team’s temperature. Even when I feel pressure, I try to slow down my reaction, because urgency does not require panic.”

According to Kastner, effective leaders have vision, decisiveness and humanity. “You need to see what is ahead, make decisions without waiting for perfect information and create an environment where people feel trusted and supported. I do not need to be the smartest person in the room. I need to create the conditions where the right ideas surface and get delivered, and that starts with culture,” she says.

ELX had a speaker at a recent event named Toby Bassford from a company called Tillon who said something that resonated deeply with Kastner. “I’m paraphrasing here but he said that leaders have a responsibility to define the culture of their team and that needs to be intentional not accidental,” she says. “We need to think about this through three different lenses — What you model, what you tolerate, what you celebrate.”

“Leadership is not performance. It is impact, accountability and how your team feels about working with you when things get difficult. Influence comes with the role, and I take seriously the responsibility that comes with it,” says Kastner.

She draws inspiration from leaders she has worked with throughout her career. “The great ones showed me what great leadership looks like in high-stakes environments. The difficult ones taught me just as much by showing me exactly what not to replicate. I pay attention to behaviors, not job titles. I take note of what earns loyalty and what erodes it,” she says.

“The biggest influence on me as a leader has been working in roles where there was no safety net. When you lead large teams, manage multimillion-dollar investments and operate under public scrutiny, you learn fast that clarity and composure are not optional,” she says. “The best leadership advice I ever received was to stop measuring myself by what I could personally deliver and start measuring myself by what I could enable. That shifted how I delegate, how I build teams and how I think about leadership.”

Is there a mantra that inspires Kastner as a leader? “A phrase that has stayed with me throughout my career is, ‘You set the tone whether you mean to or not. Your presence is part of the job.’ That line reflects how I think about influence and leadership. Teams pay far more attention to what you model than what you say. If your presence creates clarity instead of confusion, people perform with more confidence,” she says. “For me, leadership is not about authority. It is about the environment you create and the standard you set through your behavior.”

Gary Shapiro, CEO & Vice Chair of the Consumer Technology Association, speaking at the Consumer Electronics Show, which he produces.

Leading With Empathy

Janet Dell, CEO of The Freeman Company in Chicago, IL, a global leader in events with approximately 5,000 full-time employees and contractors, joins a small group of female leaders holding top roles in the events industry.

Her leadership skills are legendary. When asked about the uncertainty in the events industry today, she says, “An evolving landscape has always been part of this business; it’s just more visible now. The best leaders create calm by grounding people in purpose and clarity. When teams understand why we’re making decisions and feel heard, uncertainty becomes manageable. At Freeman, we really try to lean into empathy and our values, because those never change.”

Clear vision is imperative. “Vision gives people a sense of direction when the road ahead isn’t clear. For me, it means connecting the dots between our long-term goals and the work happening on the ground every day. I try to reinforce it consistently, in all-hands meetings, in office visits and in how we celebrate wins. Clarity is not about buzzwords; it’s about helping people see how their efforts ladder up to something bigger,” says Dell.

How does she lead her team in this time of uncertainty? “First, communicate early, often and honestly. Even saying, ‘We don’t have all the answers yet,’ helps people feel included. Second, lead with empathy. After 9/11, I learned that when people are navigating stress or change, humanity matters most. And finally, empower people. Set clear guardrails, then let teams move fast and make decisions. That trust creates resilience.”

“Effective leaders balance empathy and accountability. They’re decisive, but they listen deeply. They create clarity, not chaos. And they know when to step back and let others shine. Leadership isn’t about having all the answers; it’s about helping people see their own potential and bringing out their best, even when the environment is uncertain,” says Dell.

Lessons in Leadership Agility

Gary Shapiro’s book, “Pivot or Die: How Leaders Thrive When Everything Changes,” features a framework focused on leadership amid disruption. Drawing from his more than three decades as CEO and Vice Chair of the Consumer Technology Association in Arlington, VA, and producer of the Consumer Electronics Show (CES), which is in Las Vegas, NV yearly, Shapiro says the ability to pivot is essential for survival in a world defined by rapid technological and market change.

There are four types of pivots that leaders must master, says Shapiro. They are the startup pivot (leveraging new ideas and staying flexible as feedback evolves), the forced pivot (responding decisively to crises such as pandemics or regulatory changes), the failure pivot (turning setbacks into learning opportunities) and the success pivot (evolving even at the top of one’s game).

Shapiro emphasizes resilience, curiosity, assertiveness and foresight as traits of leaders who thrive. “Clear vision to me means a big goal that can inspire and rally your employees and constituencies. It encompasses ethics, culture and specific goals creating a framework for decision-making and leadership,” says Shapiro.

During the pandemic, Shapiro relied on experts to make data-informed decisions. “That reliance on smart people was helpful. We cancelled our physical event seven months out and saved our constituencies enormous money,” he says. “Telling people early that times will be tough, setting expectations and talking about the light at the end of the tunnel, and describing how we can serve our mission, kept our staff focused, productive and allowed us to learn new skills in a challenging environment.”

He believes effective leaders demonstrate “trust, emotional intelligence, the willingness to take risks and the ability to separate from the crowd of competitors.” Mentors and collaboration have shaped his own leadership style. “But my secret success comes from relying on incredibly smart women. I am competitive and feed off of others who know how to get things done,” he says.

Experience has taught him to value lessons from both failure and success. “I try to learn from every bad situation and failure. Success is sometimes dangerous as you may start getting overly cocky and think you can be a solo genius,” says Shapiro.

Shapiro’s perspective reinforces a key truth for the meetings industry: in a world of constant disruption, leadership agility is not optional — it’s the foundation of sustainable success.

Service-Oriented Leadership

Janet Traphagen began her career in operations and account management positions at Cardinal Health and Motivation Excellence. She later joined Creative Group in Schaumburg, IL in 1996 and quickly moved from operations to sales to leading the sales organization. She was part of Creative Group’s executive committee when the company was sold to Direct Travel in 2015 and was appointed president of Creative Group.

“The best piece of leadership advice I ever received is that leadership is influence, and you likely have more of it than you think,” she says. “That insight fundamentally shifted how I approach leadership. I’ve learned that the depth of your impact is directly tied to how well you know yourself and how consistently you lead from an authentic set of values. That requires deep self-awareness, continuous self-assessment and the humility to recognize that leadership isn’t about control, it’s about service.”

“In times of uncertainty, I’ve found that motivation doesn’t come from offering false assurances, it comes from offering clarity. One of the most impactful leadership principles I follow is from Brené Brown: ‘Clear is kind,’” says Traphagen. “While people naturally crave certainty during crisis or change, I’ve learned to be honest about what I can and cannot provide. I won’t promise certainty when it’s not possible, but I do commit to providing clarity through transparency, timely information and open communication.”

She also makes it a point to communicate frequently — weekly or monthly, depending on the level of disruption. “Consistent, honest communication helps ground people, reduces fear and reinforces that we’re navigating the unknown together.”

Hiring and growing top talent should be a successful leader’s focus, Traphagen adds. “A company is only as strong as its leaders, and those we bring into leadership roles have an outsized influence — not just on outcomes, but on the culture itself. That’s why I’m intentional about hiring through the lens of clearly defined core values. Skills can be developed, but values alignment is non-negotiable,” she says.

“Culture, to me, isn’t a perk or a set of surface-level benefits, it’s the company’s informal operating system. It shapes how people communicate, solve problems, celebrate, make decisions and treat each other. When you get the right leaders in place, aligned with the right values, you create an environment where people can truly thrive. But the wrong leadership choices can just as easily lead to burnout and attrition,” she says.

“So, I see my role as building and scaling not just a team, but a culture — through intentional hiring, continuous development and by modeling the behaviors I expect others to lead with.”

A mantra that resonates with Traphagen: “Everyone wins when a leader gets better.”

Across the meetings and incentive industry, leaders like Kastner, Shapiro,  Dell and Traphagen define effective leadership. They demonstrate that it’s not defined by authority but by clarity, composure and connection. |C&IT|

El Conquistador Tucson, A Hilton Resort

Arizona’s warm, sunny weather is a factor often cited for meeting in the state — especially when much of the rest of the country is cold, dark and wet. The formidable beauty of the Sonoran Desert is another, along with easy airlift for attendees wherever they reside. Add multiple desirable destinations to choose from and Arizona is a planner’s win-win.

Metro Phoenix/Scottsdale/Mesa

Sandi Trapasso, meeting planning manager with a global retail brand in Framingham, MA, brought several meetings to Arizona last year. She booked 60 room nights at The Phoenician, a Luxury Collection Resort, Scottsdale, 120 room nights at Mountain Shadows Resort, 77 room nights at Fairmont Scottsdale Princess and 960 room nights at Talking Stick Resort. She also used a variety of off-site venues, including Wrigley Mansion and the Musical Instrument Museum.

“With our stores scattered across the country, the location, variety of hotels and resorts, and consistency of good weather make Scottsdale the perfect destination for our meetings,” she says. “We also really like the ‘green’ efforts practiced throughout Scottsdale.”

Trapasso says her contact at Experience Scottsdale is an extension of her team, adding, “She knows our company, our team and the nuances of our different meetings. She always has great ideas, whether for a hotel or off-site venue, a fun activity or transportation solutions. We couldn’t plan a successful event in Scottsdale without her assistance.”

Thinking about what makes the city special, she says, “It recently came to me that every time I land in Arizona, I feel happy. Not sure if it’s the endless sunshine, amazing scenery, desert air or quality of every hotel or resort I’ve stayed at. With the amazing array of restaurant options, activities, shopping and some of the best spas in the country, my attendees always leave energized and rejuvenated. It’s a destination that fosters productivity and teambuilding while also supporting health and well-being — all the ingredients for the perfect meeting.”

Talking Stick Resort is one of those locations that offers plenty of amenities for attendees, including fine dining, live entertainment, two championship golf courses and a world-class spa, as well as a fitness center and two luxurious pools. Of course, one of their biggest draws is their 300,000 sf casino with everything from slots and table games to sportsbook. Planners can create everything from an intimate gathering to a large-scale event here with breathtaking mountain views and state-of-the-art AV capabilities. The hotel provides 100,000 sf of flexible meeting space overall.

Joanna Puchalski, senior vice president, meetings & special events, with Opal Group in Yorktown Heights, NY, set a meeting for 150 at the Fairmont Scottsdale Princess in January. Great winter weather and an abundance of direct flights make Arizona an excellent destination for her clients.

She also has high praise for Experience Scottsdale, saying, “They’ve been an invaluable resource and true partner. With constant changes in the destination year over year, it’s incredibly helpful to have a trusted source that keeps everything current and centralized. Experience Scottsdale serves as a one-stop shop for up-to-date information.”

Puchalski says the group was happy to return to the Fairmont Scottsdale Princess this year. “The property features two grand ballrooms, a variety of indoor and outdoor meeting spaces and several award-winning restaurants. It’s a memorable setting,” she says.

Bottom line, she emphasizes, is that Scottsdale has it all — not the least of which is its Sonoran surroundings. “Scottsdale offers everything you’d expect from a premier meeting destination, including exceptional accommodations, modern meeting space and easy access in the air and on the ground. It’s a wonderful choice for meetings year-round. What truly makes it special, though, is the stunning, serene beauty of the Sonoran Desert,” she says.

John Myer, senior buyer, certified purchasing manager with a defense industry company in Mesa, set his supplier conference at the 274-room Delta Hotels Mesa/Phoenix, drawing 130 attendees and booking 170 room nights. The hotel is ideal because it’s close to our office and economical for the group. “We wanted to keep the room rate reasonable for our attendees,” he says. “We also had our company holiday party at the hotel, with 350 attending.”

Myer received help from Visit Mesa, which searched local venues based on his budget and requirements, and assisted with welcome bags for attendees.

The fact that the hotel had been recently renovated was a plus. “We like the contemporary look of the venue,” Myer says. “And we had the entire conference space for our two days.” He calls staff at the hotel “attentive,” adding that, “even though the AV company was stretched thin that week, we still had staffing and a successful event.”

Myer says, “The hotel is walking distance to Mesa Arts Center, restaurants and bars, and right next to Mesa Amphitheater, a great outdoor venue for concerts. And the convention center can accommodate overflow meeting space if necessary.”

A Scottsdale resort.

Flagstaff

Phoenix-based KCA Inc. facilitates many meetings and events across Arizona, including Flagstaff. Director of Operations Desirae Barquin, CAE, has booked multiple meetings in Flagstaff averaging more than 100 nights on peak. “Flagstaff is a good fit for many groups, which often see increased attendance,” she says. “It offers cooler weather — a relief for groups located in hotter areas of the state — and it’s easily accessible via two major freeways and direct flights from Phoenix and Dallas.”

She adds that, while the city is growing, its historic feel “is definitely part of the charm.” She points to the new discovery center at Lowell Observatory as just one draw for groups, while another is the city’s CVB. “Discover Flagstaff is incredible. They’re so helpful with finding venues, locating overflow blocks, connecting with local vendors and providing anything you need to help attendees make the most of their time in the city.”

Barquin has frequently used two venues, High Country Conference Center and Little America. “You can’t beat the location of High Country Conference Center. It’s steps from the historic downtown and Northern Arizona University campus and offers the convenience of features like package pricing and built-in AV. Its multiple spaces can accommodate everything from intimate gatherings to large events. It feels new and well maintained, and it’s connected to the newly renovated Drury Plaza Hotel.”

Little America, she says, offers a resort feel. “It’s perfect for groups that want a ‘stay-and-play’ venue with onsite restaurants, etc. It has walking trails, patios and great ways to network inside or out. Renovations in the last 10 years expanded the meeting space and took the venue and hotel rooms from the 1970s into a beautiful, modern property.”

Comparing the two, Barquin says, “The thing that stands out for High Country Conference Center is the convenience. From meeting-planner packages to the location, planning was easy. For Little America, it’s the hospitality. The team is top-notch and the service cannot be beat. Both venues offer beautiful meeting space. If you have a high-tech conference, High Country Conference Center may have more capabilities (high ceilings, experienced AV team, new technologies). Among the best things about Little America are windows in the meeting space that create wonderful natural light.”

Flagstaff, she emphasizes, is simply a great place for groups. “It has small-town charm with all the amenities you need for a meeting. It’s accessible and navigable, has options for nightlife and outdoor adventures, and the hospitality is unmatched. The venues are not your typical dark conference rooms; they bring local style and personality into your meeting. There’s really something for everyone.”

Boulders Resort & Spa, Scottsdale

Tucson

Bill Fassbender, vice president of global accounts with HPN Global in Yulee, FL, calls Tucson “a truly magical destination.” At the end of last year, he brought a group of 150 to Loews Ventana Canyon Resort. “The serene setting of the Sonoran Desert provides a beautiful backdrop that creates an ideal environment for meetings and events,” he says. “The mountain views, even from the airport, provide a memorable welcome to the destination.”

Tucson’s abundance of quality lodging makes for difficult choices. “I visited JW Marriott Tucson Starr Pass Resort & Spa, The Westin La Paloma Resort & Spa and Loews Ventana Canyon Resort, our eventual host property. All offer exceptional accommodations and meeting experiences,” he says.

Fassbender first met the Visit Tucson staff several years ago on a trip for his 25th wedding anniversary, and they’ve been partners since. When a client needed a destination for an annual meeting, he contacted Visit Tucson, who did everything necessary to show them why Tucson was ideal.

“My client visited all three properties but felt something special and welcoming about Loews Ventana Canyon. The conference is HR-driven, and the overall vibe of the property mattered. The meeting space was laid out perfectly and the size of the hotel was ideal for us; attendees never felt lost in the shuffle, as can happen at larger properties,” Fassbender notes. “The team was a pleasure to work with and did everything to help us make the hotel our home, even within a tight budget. Prior to this meeting, the group wasn’t familiar with the Loews brand, but they’re now enthusiastic supporters.”

Loews Ventana Canyon Resort has undergone comprehensive renovations, which Fassbender says, “enhance an already exceptional property,” adding, “Additional renovations planned for this year will take it to an even higher level.”

The layout and flow of the meeting space worked perfectly for the group’s program, “and supported a seamless overall experience,” Fassbender says. “The entire banquet team was outstanding and attentive, and though we provided our own AV services, the onsite team was supportive and cooperative.”

Staff, in fact, made a significant difference across the board according to Fassbender. “From the initial sales phase, the associate director of sales, and corporate sales director for Loews, who personally attended the site visit, were outstanding. Our space requirements were very specific, and the team worked closely with us to ensure every need was accommodated. Moreover, the associate director of sales remained fully engaged throughout the program and continued her involvement even after the event — a level of commitment not seen at every property.”

The Tucson area is a special destination, says Fassbender, who adds, “It offers an impressive variety of world-class resorts, each thoughtfully sized and designed to accommodate different group needs, meeting objectives and attendee experiences. There are abundant off-site activities, from cultural experiences and outdoor adventures to relaxation and wellness. Although we didn’t have the opportunity to utilize the golf facilities during our program, they’re widely recognized as world-class. Will I return? Absolutely. I wouldn’t be surprised to see Tucson back in rotation for 2027.”

Recently, a global software technology company set its company kickoff event at JW Marriott Tucson Star Pass Resort & Spa, drawing 350 attendees. Shannon Jones, CMP, senior manager of meetings with Destination South Meetings + Experiences in Hendersonville, TN, says the program was required for all internal employees so location didn’t determine attendance. However, she says, “Tucson and the resort made it an exciting meeting to attend.”

The CVB assisted during the selection process, and by all accounts, Jones, says, “the group was well taken care of and presented with a great site visit and diverse options for the program.” This was the company’s second year at the resort. “They chose to return because of the success in year one,” Jones says, noting that the property underwent a large-scale remodel between years one and two that made the second-year experience even better than the first.

Resort staff also made a difference. “The CSM team was exceptional from the start. Service staff was topnotch, from the team in shipping & receiving to the banquet captain and hotel leadership,” Jones says. “We had clear lines of communication, and it truly felt as though every team member was on board collectively working toward the same common goal. We were definitely spoiled. The service levels are high, and it’s a sense of confidence and trust in the partnership that made us certain this would be an incredible experience.”

Jones calls the renovated meeting space outstanding. “The renovations were almost finished during our event, and the rooms are currently being completed. The updated carpet, wall colors, bathrooms, furniture and more have created a very comfortable, luxury, modern experience.”

The group used almost all the resort’s function space. “We had a large general session and multiple breakout and event spaces. We stayed within the hotel for all three days of programming and social events, and the many on-property activities, including guided hikes, golf, spa treatments and gathering as a team, kept attendees busy”

The group used a third-party AV company for general sessions, but Jones says Encore, the onsite AV team, worked on breakouts and other ancillary items and performed well. “The banquet food from the kitchen was some of the best I’ve ever experienced,” she says, “and the social-event spaces were fun and offered limitless opportunities to create unique experiences.”

Jones hasn’t visited other Tucson properties, but says she’d definitely return to the JW Marriott Tucson Star Pass. “Besides the physical resort being stunning and luxurious, the staff and teams from every level of service and partnership were topnotch. As a planner, it’s important to me to find teams I can trust who will walk beside me through the experience. We all felt like one team the entire time, and that’s crucial for me and for my clients.”

RedBuilt held its annual sales meeting last year in Tucson in part because of the weather, but also because “Tucson has unique history that we were able to use to help influence some of our events,” says Hayley Dunning, marketing communication specialist with RedBuilt in Boise, ID. Visit Tucson was another positive. “I’ve never had a city as helpful in the planning process. We utilized the ‘You fly, we buy’ feature to tour Tucson and the hotels, which was so important as we’d never been to the city.”

Many factors drew the group to Loews Ventana Canyon Resort, including golf. “One factor was availability. Our program dates coincided with Tucson’s Gem and Mineral Show, meaning limited hotel availability,” Dunning notes. “We also were looking for a hotel large enough for our group without feeling so large we’d be lost in the masses. The resort has a great Western Town venue on property; we had a whole evening themed around that space. Pricing and amenities were also within our budget and what we were looking for.”

RedBuilt used the Kiva Ballroom for meeting space and the awards gala. “We used Coyote Corral and the Ventana Room for evening events. The basic décor in the hotel was good, but we added centerpiece items for our evening events that went along with our themes.”

Dunning encourages planners to contact Visit Tucson. “Using Visit Tucson as a resource for our event was crucial. They helped us find properties we may not have found on our own.”

There’s Always Something New

From Flagstaff to Phoenix to Tucson, Arizona has a wealth of opportunities for groups and continues to up the ante. Recently completed renovations include Kimpton Hotel Palomar Phoenix, Hotel Valley Ho in Scottsdale, Grand Hyatt Scottsdale, Hilton Scottsdale Resort & Villas and JW Marriott Scottsdale Camelback Inn Resort & Spa. Recently rebranded Kimpton Miralina Resort & Villas is the first Kimpton in Phoenix, while Scottsdale welcomed the new Remi Scottsdale Autograph Collection.

Coming soon is the Denū Hotel & Spa, and the Atari Hotel is coming in 2028. Both are in Phoenix, and VAI Resort in Glendale is also slated to open later this year. The Phoenix Convention Center also revealed major upgrades that are sure to please planners.

Big or small, north or south, Arizona cities easily meet the many varied needs of planners and groups whatever they may be. Whether you’ve never met in Arizona or met there multiple times, the state should be at the top of your go-to meeting destinations list. |C&IT|

Gaylord Rockies Resort & Convention Center, in Aurora, offers more than 500,000 sf of meeting and event space.

Colorado continues to draw meeting planners seeking destinations that can deliver both operational efficiency and memorable attendee experiences. With major convention infrastructure, integrated resort properties and unique venues across the state, planners are finding ways to build programs that scale without sacrificing engagement.

Sharon L. Schenk, CMP, director of conventions and event management at CCA Global Partners, Inc., in Manchester, NH, notes that balance was essential when planning the organization’s winter convention at the Gaylord Rockies Resort & Convention Center in Aurora.

“CCA Global Partners holds its winter convention annually,” Schenk says. “We bring together our members, our exhibitors and our staff for three days, with up to 2,300 people.”

The program is built around a mix of education, networking and business development, requiring a venue that can support multiple formats simultaneously.

“It starts with a full day of educational topics — up to 40 from which to choose,” Schenk says. “After a day of learning, we have our welcome event where there is an opportunity to network in a casual atmosphere. The next day, we have general sessions and networking lunches. That afternoon, we open our 110,000-sf exhibit hall floor.”

The exhibit hall, which serves as both a business hub and a networking environment, is a key component of the program. The energy of that space is central to the event’s success.

“The evening on our floor is always lively and high energy as our exhibitors and members connect, negotiate and do good business,” she says. “The next day is general session for all members, an afternoon of exhibit hall, and then a stellar closing event.”

Gaylord Rockies Resort & Convention Center offers 526,457 sf of meeting and event space with the largest space accommodating up to 10,000 people. With more than 70 event rooms there is sure to be something perfect for any size meeting. For those who want to venture outside for better mountain views, their Grand Lodge Lawn is available, as well as their Mountain View Event Pavilion. The center also offers more than 1,500 guestrooms.

When not in meetings, attendees can sit back and relax at the Relâche Spa, work out at the state-of-the-art fitness center or enjoy the waterpark before heading to one of the five restaurants for a nice meal before getting ready for the next day of events. The property is only 12 to 15 minutes from Denver International Airport.

Everything in One Place

For large conventions, the ability to centralize operations is a major advantage, and that was a deciding factor for Schenk.

“We have had summer programs at the Gaylord Rockies ever since they opened,” she says. “This was our first winter convention there and it was a huge success.”

The property’s all-in-one model allowed her team to streamline logistics.

“The Gaylord Rockies has everything we need under one roof — enough spacious guestrooms to accommodate our entire group, a great ballroom, lots of contiguous exhibit space, huge lobby bar, an assortment of restaurant outlets and recreational facilities, wonderful banquet food and, best of all, exemplary staff,” Schenk says.

The Broadmoor, in Colorado Springs, offers many amenities, including a lakeside pool with a scenic view.

Access Drives Attendance

Accessibility remains one of Colorado’s strongest advantages, particularly for large national meetings. Denver International Airport continues to serve as a central hub, making travel manageable for attendees across the country.

“Being so close to Denver International Airport is an added bonus,” Schenk says. “That makes airlift from around the country pretty seamless.”

Amanda Solon, senior global events manager at Epicor Software in Lenexa, KS, saw similar benefits when bringing an 815-attendee meeting to the same property.

“The airlift and proximity to Denver International Airport made travel especially convenient for our global audience,” Solon says.

Designed for Flow

Venue design also plays a critical role in supporting large programs, particularly those with multiple tracks and large exhibit components.

“The property offers convenient access between guestrooms and the convention center, a well-designed mix of ballroom and breakout spaces, and numerous amenities ideal for a large sales kickoff,” Solon says.

Ease of navigation helped attendees stay focused on the program rather than logistics.

“The meeting space is extremely intuitive, with three stacked levels featuring consistent layouts that simplify navigation,” she says. “The large pillarless exhibit hall provided excellent flexibility for exhibits and meals.”

A City That Works

Denver’s broader meetings ecosystem continues to support large programs with walkability, hotel proximity and built-in entertainment. Attendees can easily move between venues, restaurants and attractions without relying heavily on transportation.

Ari Goldsmith, vice president of marketing & digital media at KeHE in Naperville, IL, notes that accessibility contributed to a successful 5,000-attendee event that she planned.

“The Colorado Convention Center served as a strong host venue, set against the vibrant backdrop of the Rocky Mountains,” Goldsmith says.

The convention center offers more than 2.2 million sf of meeting and event space overall, including several large ballrooms and a 5,000 seat theater. It is within walking distance to nearly 13,000 hotel rooms. Attendees will find plenty to do in the area, as there are hundreds of restaurants, theaters and shopping outlets nearby.

Planners also point to Colorado’s ability to keep attendees engaged outside of scheduled sessions.

“Ranked as one of the most walkable urban centers in the nation, downtown Denver offered attendees seamless flexibility to explore the Mile High City before, during and after the show,” Goldsmith says.

That flexibility translated into meaningful off-site participation. During the show, several attendees took in a Colorado Avalanche hockey game at Ball Arena, she says. “Others chose to extend their stay to venture beyond the city limits, traveling to the mountains for skiing, snowboarding or visiting Red Rocks.”

The overall response reflected that engagement, with 97% of attendees reporting being satisfied.

The Big Blue Bear welcomes visitors to the Colorado Convention Center in Denver.

Resort Appeal

Outside of the Denver area, resort destinations provide a different type of meetings experience, particularly for incentives and smaller programs. These properties allow planners to combine structured meetings with built-in recreation and relaxation.

Amanda Ruebl, senior meeting event manager at Maritz in St. Louis, MO, selected The Broadmoor in Colorado Springs for a 300-attendee incentive program.

“The client has operated several programs here before and decided to return due to the high level of service, beautiful scenery and ideal location in the foothills,” Ruebl says. “The Broadmoor is always a popular trip.”

One advantage of resort environments is the ability to create multiple experiences within a single property.

“The layout of Broadmoor West was ideal for the morning meetings, group breakfasts and lunches,” Ruebl says. “We were able to create two completely different experiences with one night on the lawn and one evening at the property’s Cheyenne Lodge.”

Those shifts in setting helped maintain attendee interest. “The attendees love the resort feel of The Broadmoor,” Ruebl says.

Programming in Colorado often extends beyond traditional meetings, incorporating activities that reflect the destination’s outdoor and lifestyle appeal.

“While the main attendees were in morning meetings, their guests had the option to join a cooking class or bouquet-making class,” Ruebl says. “This client sponsored spa, golf, hiking, biking, jeep tours and Cog rail tours each afternoon.”

The Broadmoor sits on the southern edge of the Rocky Mountains on 5,000 acres of land. The property offers 315,000 sf of indoor and outdoor meeting and event space.

The AAA Five Diamond Resort offers everything that an attendee would want from fine dining to a spa and fitness center and golf courses. But its most prominent attraction is that it is a perfect escape for nature lovers offering plenty of places to hike, fish, zipline, white water raft, rock climb or see majestic waterfalls.

Unique Venues

Colorado also offers venues that provide a more customized approach to meetings, particularly for groups seeking flexibility.

Hotel Polaris in Colorado Springs is often chosen for its location and amenities. Nestled in the Rocky Mountains next to the U.S. Air Force Academy, the venue is perfect for inspiring meetings. They have some great amenities that teams will enjoy. The most unique feature is that it offers the only in-hotel flight simulators. Groups can set up teambuilding competitions. They also have a falconry program where groups can get up close and personal with birds such as falcons, hawks and eagles. At night, the hotel has a Celestial Navigation program to learn more about constellations and navigation techniques.

When it comes to creating events, the hotel offers plenty of space. They have 26,000 sf of expansive indoor meeting space on one dedicated floor with floor-to-ceiling windows, a 12,000 sf ballroom, which can accommodate more than 1,000 people, as well as a 6,000 sf junior ballroom, seven meeting rooms and two dedicated boardrooms. In addition, there is more than 11,000 sf of pre-function space.

There is also a rooftop bar on the ninth floor, in addition to other restaurants and bars, an outdoor pool and sundeck and a spa and fitness center.

Besides all the amenities, Hotel Polaris also has great airlift, being only 30 minutes from the Colorado Springs Airport and only an hour from the Denver-metropolitan area.

A Destination That Delivers

Across meeting types and group sizes, planners continue to return to Colorado for its ability to combine accessibility, infrastructure and experience. |C&IT|

Parades like this one in Baton Rouge and New Orleans, are very popular in parts of Louisiana. Photo courtesy of Visit Baton Rouge.

Every destination claims to offer culture, cuisine and unique experiences. Louisiana genuinely delivers them. That distinction matters because attendees have become increasingly sophisticated about the difference between an experience manufactured for tourists and one rooted in the actual identity of a place.

In Louisiana, the music spilling from a neighborhood club is not performed specifically for convention delegates. Recipes served in longtime family restaurants, which often trace back generations, and the landscapes — from cypress swamps to riverfront cities — are entirely distinctive to the region.

That Louisiana authenticity has become increasingly valuable for meeting planners competing for attendee engagement and long-term event impact.

New Orleans

The moment attendees arrive in New Orleans, the city begins doing part of the meeting planner’s job for them, with brass bands drifting through the French Quarter, streetcars rattling beneath oak canopies and the scent of Creole cooking escaping from century-old restaurants.

For Maria Casanova, senior events marketing manager at Emburse in Dallas, TX, that immersive quality made New Orleans the right fit for the company’s upcoming convention.

“New Orleans was a natural fit for Emburse in Motion because the city mirrors how we design the event itself: to be dynamic, immersive and built around meaning and connection,” Casanova says. “Our goal is to create a three-day experience where learning, networking and real-world impact come together, and New Orleans makes that seamless.”

That seamlessness has become increasingly important as corporate planners move away from meetings that feel isolated inside hotel ballrooms and convention centers. Today’s attendees want opportunities to connect with the destination itself, whether that means discovering a neighborhood restaurant, listening to live music after sessions conclude or networking organically outside scheduled programming.

Casanova says the city’s walkability, cultural depth and infrastructure allow the attendee experience to extend far beyond the conference venue.

“It came down to a combination of accessibility, strong event infrastructure and the ability to deliver high-impact experiences within a compact footprint,” she says. “With our conference location at the Sheraton New Orleans and key venues like Sazerac House and Mardi Gras World nearby, we can create a cohesive attendee journey without heavy logistics.”

That integration between meetings and local experiences continues strengthening New Orleans’ appeal among planners. According to Stephanie Turner, Senior Vice President of Convention Sales & Strategies at New Orleans & Company, the city’s ability to blur the line between business and leisure has become one of its strongest advantages.

“New Orleans offers corporate planners a destination where the attendee experience extends well beyond the meeting room,” Turner says. “The city’s walkability, culture, culinary scene, live music and distinctive venues allow planners to create programs that feel immersive, energizing and uniquely connected.”

The Ernest N. Morial Convention Center remains one of the country’s premier convention facilities, while the city’s hotel inventory supports programs of virtually every size. Yet, planners consistently say the real differentiator is what exists outside the meeting rooms, particularly when it comes to the city’s culinary culture.

Shaped by French, Spanish, African, Caribbean and Cajun influences, New Orleans’ food scene creates countless opportunities for planners building attendee experiences around meals, cocktail receptions, chef-led events and neighborhood exploration. Dining became an even stronger draw following recognition from the 2025 MICHELIN Guide to the American South.

“Corporate groups can plan progressive dinners, private dining experiences, rooftop receptions, culinary tours or chef-led events that showcase the city’s celebrated food culture,” Turner says.

For Emburse, those culinary and cultural experiences became direct extensions of the conference itself rather than optional add-ons.

“We’ve designed our evening experiences to fully immerse attendees in the culture of New Orleans,” Casanova says. “Our welcome reception at Sazerac House introduces guests to the city’s iconic cocktail heritage, while our ‘NOLA Night Out’ at Mardi Gras World brings the energy of Mardi Gras to life with a second line parade, live music and behind-the-scenes access to the artistic craftsmanship behind the floats.”

“These aren’t just social events; they’re curated extensions of the overall conference experience,” she says.

That same philosophy extends throughout the city’s entertainment landscape, where music remains woven into daily life in a way few destinations can replicate.

“As a UNESCO Creative City of Music, New Orleans offers planners access to one of the most authentic live music experiences in the world,” Turner says. “Attendees can step out of meetings and experience live jazz, brass bands, intimate music clubs and historic performance venues throughout the city.”

Neighborhoods such as Frenchmen Street, the French Quarter and the Marigny continue supporting dine-arounds, networking events and evening entertainment that feel distinctly local rather than overly programmed, often creating the spontaneous attendee moments planners value most.

At the same time, planners are increasingly looking for ways to balance packed meeting schedules with wellness-focused experiences, and New Orleans offers far more flexibility in that area than many attendees expect.

“Groups can incorporate golf outings, fishing excursions, boating experiences and spa treatments, alongside wellness walks, yoga sessions and nature-based activities offered by the Audubon Nature Institute,” Turner says.

Venue selection has also become a critical component of creating immersive programs, with planners increasingly seeking spaces that reflect the city’s architecture, history and personality instead of generic ballroom environments.

“We intentionally selected venues that showcase the character of New Orleans,” Casanova says. “Sazerac House offers a deep connection to the city’s cocktail culture, while Mardi Gras World provides a behind-the-scenes look at one of its most iconic traditions.”

The event also includes a private Caesars Superdome tour, which Casanova says “gives attendees a unique perspective on large-scale orchestration and sports performance.”

Turner says planners are increasingly drawn to venues that combine architectural character with operational flexibility. Among the city’s standout event spaces are The Josephine, a reimagined church venue featuring a dramatic dome and courtyard; Latrobe’s, one of the French Quarter’s most architecturally significant event venues; and The MISI, a luxury riverfront space overlooking the Mississippi River. Historic boutique properties continue attracting planners as well, with Hotel Peter and Paul blending restored historic buildings with modern event capabilities, while venues such as the Saenger Theatre and Orpheum Theatre provide large-scale settings for receptions, performances and general sessions.

That emphasis on local immersion continues resonating strongly with attendees, according to Shannon Fouts, event operations manager at GoGather in Escondido, CA, who recently managed a 1,000-plus attendee corporate conference at the Hilton New Orleans Riverside.

“The evening event was honestly a highlight of the whole conference,” Fouts says. “We leaned hard into the New Orleans vibe with live music, casino games and a spread of locally inspired food. The freshly baked beignets and Mardi Gras king cake were crowd favorites.”

Rather than treating New Orleans as simply a backdrop for meetings, GoGather intentionally integrated the city’s personality into the attendee experience throughout the program.

“We made a real effort to bring the energy and personality of New Orleans into the space throughout the day, so attendees felt the city even before they went out to explore it at night,” Fouts says.

Once attendees ventured beyond the conference itself, planners found no shortage of compelling options for independent exploration. Among the most popular recommendations were swamp tours, Mardi Gras World, Jackson Square and food tours featuring gumbo, jambalaya, po’boys, crawfish étouffée and beignets. “Café Du Monde is an absolute must for beignets,” Fouts says.

Even with all of the destination’s cultural appeal, planners still emphasize the importance of logistics and accessibility when selecting meeting locations, and New Orleans continues performing well in both areas.

“New Orleans checks a lot of boxes,” Fouts says. “The airport offers strong airlift with easy in-and-out access, which matters a lot when you’re moving a large group.”

Still, infrastructure alone does not explain the city’s enduring appeal. “Beyond logistics, the city has an energy and personality that’s hard to match,” Fouts says.

That combination of accessibility, culture and attendee engagement has also helped position New Orleans as one of the country’s strongest bleisure destinations, with many attendees extending trips before or after conferences to experience more of the city on their own.

“New Orleans is a leading bleisure destination because the city seamlessly blends business and leisure travel,” Turner says. “Attendees can easily extend trips to explore the city’s food, music, culture and outdoor experiences before or after meetings.”

For Casanova, the city’s greatest strength may be that planners do not need to artificially create engagement opportunities because the destination already provides them organically.

“Design the event as an experience, not just a schedule,” she says. “In a city like New Orleans, you don’t need to manufacture engagement — the destination does a lot of that work for you.”

New Orleans’ French Quarter is a hub for live entertainment, culture and authentic restaurants. Photo courtesy of New Orleans & Company

Baton Rouge

While New Orleans often dominates conversations about Louisiana meetings, Baton Rouge has steadily built a reputation as a destination that combines accessibility, affordability and authentic local experiences. Louisiana’s capital city is frequently underestimated as a meetings destination, creating opportunities for planners willing to look beyond more traditional convention markets.

Baton Rouge offers strong hotel infrastructure, manageable airport logistics and a growing culinary and entertainment scene that encourages attendees to explore after sessions conclude. At the same time, the city’s smaller scale allows groups to navigate comfortably without the transportation challenges common in larger convention destinations.

For Laura Cating, senior vice president of marketing and communications at Visit Baton Rouge, much of the city’s appeal lies in how naturally attendees can move from conference programming into local experiences.

“There’s no better pairing than good food, great drinks and an inviting patio or rooftop view,” Cating says. “Especially when Baton Rouge offers mild weather nine months out of the year.”

That outdoor accessibility has become increasingly valuable as planners look for ways to create more relaxed networking opportunities, particularly along the Mississippi River and throughout the city’s expanding entertainment districts.

The Louisiana State University (LSU) campus remains one of Baton Rouge’s strongest meetings assets, with Tiger Stadium offering premium event spaces and behind-the-scenes tours, while a four-mile walking and biking path stretches from downtown Baton Rouge to LSU along the Mississippi River, giving attendees an easy way to explore the city between meetings.

Sports tourism has also become an increasingly valuable part of Baton Rouge’s meetings appeal because of the city’s strong collegiate culture.

“With two major universities in town, there’s always a collegiate sporting event on the calendar,” Cating says. “Football, gymnastics, basketball, baseball, track and more — there’s always a great competition to watch at LSU or Southern University.”

Downtown Baton Rouge has also undergone significant redevelopment over the past decade, resulting in a more walkable corridor filled with restaurants, bars, live music venues and entertainment districts.

“Tucked underneath Interstate 10, the Overpass District offers attendees a one-stop shop bustling with restaurants, bars and eateries,” Cating says. “Food is king in this area off Perkins Road near LSU.”

Beyond downtown, Mid City has emerged as one of Baton Rouge’s most vibrant cultural corridors, blending murals, boutiques, live music and eclectic dining into a highly walkable neighborhood.

“Mid City is the creative heart and soul of Baton Rouge,” Cating says. “It’s where a walkable, colorful and culture-packed neighborhood meets music, vintage finds and a food scene that is unmatched.”

Like New Orleans, Baton Rouge continues using food and beverage experiences to help planners create more interactive networking opportunities. Cooking classes and cocktail workshops have become especially popular among corporate groups.

“Learn how to cook a true southern meal from the professionals at Red Stick Spice Co.,” Cating says.

The city’s cultural assets also continue expanding, with venues such as the Capitol Park Museum and LSU Museum of Art increasingly hosting receptions and networking events that combine Louisiana history, art and panoramic river views.

“For a really wild event, head to the Baton Rouge Zoo,” Cating says. “The zoo offers catering, accessory rental options and even your own private animal.”

New experiential offerings are further strengthening Baton Rouge’s meetings profile. Baton Rouge Cruises now offers private events and dinner experiences on the Mississippi River, while Oxbow Rum Distillery provides tours, tastings and event space downtown. Groups looking for more active entertainment increasingly incorporate Red Stick Social into itineraries, allowing attendees to combine bowling, pickleball, live music, food and drinks in a single venue.

Lafayette

If New Orleans delivers high-energy immersion and Baton Rouge offers accessibility and balance, Lafayette appeals to planners seeking something more intimate and deeply rooted in regional identity.

Lafayette is not attempting to replicate New Orleans, and that is precisely what makes it compelling. Cajun culture remains central to everyday life here, shaping everything from the language and music to the food and community traditions.

For planners seeking authentic cultural experiences, Lafayette offers one of the South’s most distinctive attendee environments. Festivals such as Festival International de Louisiane and Festival Acadiens et Créoles transform downtown into celebrations of music, food and culture, although the city delivers meaningful experiences year-round.

Downtown’s Jefferson Street corridor is lined with music venues where Cajun and zydeco bands perform regularly, giving attendees easy access to authentic local entertainment after meetings conclude. Dance lessons paired with live music dinners have also become increasingly popular team-building activities because they encourage participation regardless of corporate title or hierarchy.

Beyond downtown, the surrounding Atchafalaya Basin provides another major draw. As the largest swamp in the United States, the Basin offers opportunities for kayaking, fishing, airboat tours, birdwatching and culinary excursions that immerse attendees in Louisiana’s natural environment.

Lafayette’s smaller scale does require some planning considerations because hotel inventory is more limited than in New Orleans or Baton Rouge, making the market best suited for smaller groups, executive retreats and incentive programs. Yet, many planners see that intimacy as an advantage rather than a limitation because attendees are encouraged to engage directly with the community itself instead of remaining insulated inside conference facilities.

Louisiana Downs, in Bossier City, offers horse racing action and more than 26,000 sf of meeting and event space. Photo courtesy of Visit Shreveport-Bossier

Shreveport-Bossier

In the northwestern corner of Louisiana, Shreveport-Bossier offers yet another interpretation of the state’s meetings landscape. Located along the Red River, the destination continues surprising planners who arrive with limited expectations.

While casino resorts remain central to the market’s meetings infrastructure, the attendee experience now extends well beyond gaming, combining entertainment, arts, outdoor recreation and riverfront development into a meetings package that feels distinct from southern Louisiana.

The Robinson Film Center contributes a sophisticated arts and cinema culture, while the Shreveport Regional Arts Council supports galleries, public art installations and performance spaces that can easily be incorporated into private events and networking functions. Meanwhile, the Red River District has evolved into a lively corridor of restaurants, breweries and live music venues that gives attendees a concentrated entertainment area to explore independently after meetings conclude.

Outdoor experiences also continue distinguishing the market. Cross Lake and the Red River provide fishing and recreational opportunities, while nearby Caddo Lake offers one of the South’s most visually striking natural environments, with cypress swamps draped in Spanish moss creating a landscape unlike most traditional corporate destinations.

At the same time, the area’s casino resorts and hotels, such as Bally’s Shreveport Casino & Hotel and Horseshoe Bossier City, continue providing planners with significant operational advantages, including substantial meeting space, large hotel inventories, built-in entertainment and simplified logistics for larger groups.

Taken together, Louisiana’s meetings destinations offer planners something increasingly difficult to find elsewhere: experiences that feel genuinely connected to place. Whether attendees are listening to jazz in New Orleans, exploring riverfront districts in Baton Rouge, dancing to zydeco in Lafayette or discovering the arts scene in Shreveport-Bossier, the state consistently delivers meetings that feel immersive rather than manufactured.

For Casanova, that authenticity is what ultimately leaves the strongest impression on attendees long after an event concludes.

“Design the event as an experience, not just a schedule,” she says. “In a city like New Orleans, for example, you don’t need to manufacture engagement — the destination does a lot of that work for you.” |C&IT|

The convergence of AI innovation, the realities of managing global travel programs and shifting hotel distribution models are shaping the next era for business travel — yet, key gaps remain, including limited AI adoption, fragmented data and inconsistent traveler experiences across global markets toward fully realizing the industry’s vision of the “Perfect Business Trip.”

This is according to new research released by the Global Business Travel Association (GBTA), in partnership with Spotnana, Marriott International and Direct Travel, based on a March 2026 survey of corporate travel buyers across the U.S., Canada and Europe. The report examines how innovation is shaping business travel while also pointing to key persistent barriers that are slowing industry progress.

More than half of travel buyers (58%), says AI, has had little or no impact on their program to date, while 61% report challenges managing global travel programs and 72% cite hotel booking pricing disparities as a major pain point.

“Business travel is entering a period of meaningful transformation,” says Suzanne Neufang, CEO, GBTA. “What’s clear from this research is that innovation — particularly in AI, data and retailing — will be essential to closing the gap between what is possible and what travel programs experience today.”

Artificial Intelligence:
Strong Interest by Travel Programs But Slower Uptake

AI is emerging as a key driver of change in business travel, even as adoption remains in its early stages.

While 58% of travel buyers say AI has had little or no impact on their programs to date, interest in AI-driven capabilities is widespread. Travel managers are particularly focused on applications that streamline operations and improve decision-making, including:

• 92% – predictive analytics for travel spend forecasting
• 89% – automated disruption management and rebooking
• 85% – AI-powered traveler support
• 83% – conversational booking experiences

In addition, buyers are comfortable with various AI use cases within managed corporate travel. More travel buyers say they are “comfortable” than “uncomfortable” with every use case tested, reflecting confidence in AI as the technology continues to mature.

Buyers who say they are comfortable recommending negotiated rates-based flights and hotel are at 95% and generating custom reports is at 92%.

Less buyers report being comfortable with accessing employee calendars to recommend flights and hotels (64%) and changing or canceling a booking (57%).

Taken together, the findings point to a clear opportunity: as capabilities evolve and adoption expands, AI is well positioned to play a central role in enhancing both efficiency and traveler experience.

“The industry is moving toward more dynamic and personalized travel experiences, which creates tremendous opportunity for travelers and suppliers,” says Christal Bemont, CEO of Direct Travel. “But, it also increases the importance of connected infrastructure that can bring together content, policy, servicing and data in a way that remains manageable for global enterprises.”

Travel Programs & Travel Management:
Fragmentation & Service Balance Drives Challenges

The research highlights persistent challenges for travel buyers in managing global travel programs, driven largely by fragmented technology and data ecosystems. Of the global buyers, 61% say managing travel across regions is a challenge. Only 12% have a consolidated view of their program from a single data source, underscoring widespread data fragmentation.

Top challenges reported by global travel managers include:

• Lack of consolidated reporting (63%)
• Inconsistent traveler support (60%)
• Managing multiple travel management company (TMC) relationships (52%)

Data fragmentation continues to limit visibility and performance optimization, while variability in service delivery impacts the traveler experience.

At the same time, buyers emphasize the need to balance technology and service. When evaluating TMC partners, they allocate nearly equal importance to technology (54%) and servicing (46%), with 26% saying servicing is the more important factor.

These findings reinforce that while innovation is accelerating, technology must complement — not replace — the human element of travel management.

Hotel Distribution:
Emerging Retailing Models Signal Shift in Booking Experience

Hotel distribution is also undergoing a shift, as new retailing models continue to reshape how content is presented and how travelers make booking decisions. While traditional global distribution systems (GDSs) continue to play a foundational role, buyers are increasingly interested in more flexible, transparent and personalized booking experiences.

A key challenge remains: 72% of buyers say their travelers’ ability to find cheaper hotel options outside managed channels is their top pain point, highlighting ongoing issues with content, pricing and perceived value.

New retailing models are creating opportunities to improve the booking experience.

Fifty-one percent of buyers say attribute-based shopping would improve the hotel booking experience. Employees might be able to select a particular room through the booking flow. For instance, they might choose a room on a higher floor for safety reasons — or a room with a view. Today, these requests are often made manually after booking.

There is a strong interest in purchasing add-ons — such as breakfast, early check-in, late check-out and parking — through the online booking tool (OBT)/TMC during the booking process.

These capabilities reflect a broader shift toward retail-style experiences that provide greater clarity into pricing and value. By enabling travelers to view and compare the “full cost” of a stay upfront, these models can help reduce friction, improve decision-making and enhance satisfaction.

For organizations, this shift also enables better visibility into traveler behavior and spend, supporting improved policy alignment, cost control and supplier strategy.

The results suggest that how hotel content is presented — not just availability — will play a critical role in shaping the next phase of managed travel.

The findings are based on an online survey of 269 travel buyers across North America and Europe, fielded March 10–23, 2026. To learn more about the report, visit gbta.org/research/business-travel-innovation-research-2026. | C&IT |

James D. Feldman, CSP is a keynote speaker, AI implementation strategist and founder of SOAR Academy. He helps incentive and corporate travel professionals turn the AI tools they already own into competitive advantages. Explore the AI Strategic Concierge at aiconcierge.solutions or reach him at shifthappens.com.

It was a Sunday night. I had three program documents open, a vendor email I hadn’t answered in four days, a half-finished attendee communication that read like a legal disclaimer and a post-program debrief I’d been promising myself I’d write for two weeks.

Sound familiar? Good. Because that Sunday is when I decided to stop carrying all of it in my head and hand it to NotebookLM.

I want to be direct about what NotebookLM is — and what it isn’t. It is not a chatbot. It is not a general-purpose AI assistant. It is a source-grounded research and organization tool. You feed it your documents — RFPs, BEOs, attendee surveys, vendor contracts, program notes — and then you query it like you’d query a brilliant colleague who has read everything and forgets nothing. The key word: it only works from what you give it. No hallucinated data. No generic responses. Your data, your programs, your answers.

I used it for one week across five specific incentive and corporate travel workflows. Here’s what changed.

1. I Stopped Rewriting the Same Vendor Emails From Scratch

Every program has a vendor communication cycle that eats hours: confirmation emails, specification updates, day-of briefings, post-program thank-you notes with outcome summaries. I had been writing these from scratch — or worse, digging through old emails to find a version worth repurposing. I loaded two years of vendor correspondence, program specs and my standard communication templates into a NotebookLM notebook. Then, I queried it.

Copy-Paste Prompt: Based on the uploaded program specifications and past vendor communications, draft a pre-program briefing email to our ground transportation vendor for a three-day incentive trip to Scottsdale for 120 top performers. Include pickup schedule, special accommodation notes for VIP guests, emergency contact protocol and our standard performance expectations. Tone: professional, direct, specific.

Result: A complete, on-brand vendor briefing email in four minutes. Accurate to my actual specs. No starting from a blank page.

This alone recovered about three hours I had been losing every program cycle. Multiply that across your calendar year.

2. I Stopped Second-Guessing My Attendee Communications

Here is the incentive planner’s silent embarrassment: We send communications to top performers — people who earned their spot — and the email reads like a corporate IT notice. Nobody intends it. It just happens when you’re rushed and copying from last year’s template.

I uploaded my current program details, destination information, itinerary and three previous attendee welcome emails into NotebookLM. Then, I asked it to do better.

Copy-Paste Prompt: Using the uploaded program itinerary and destination details, write a pre-trip welcome email to attendees who qualified for the President’s Club incentive trip to the Amalfi Coast. These are top-performing sales professionals who earned this trip. The tone should feel like a personal note from a host who is genuinely excited for them — not a logistics notice. Mention three specific experiences they can look forward to, include essential arrival information and close with one sentence that acknowledges what their achievement means. Under 350 words.

Result: A welcome email that actually felt like a celebration. Specific to the destination, specific to the achievement, specific to what they were about to experience. The kind of email a top performer reads and forwards to their spouse.

3. I Stopped Dreading The Post-Program Debrief

The post-program debrief is the most important document nobody reads. It goes into a folder. The next program begins. The same catering issue happens again. The same AV vendor underdelivers at the same moment in the run-of-show. And everyone acts surprised.

I loaded six years of post-program reports, attendee surveys and client feedback into a single NotebookLM notebook. What came back was not a summary. It was a pattern.

Copy-Paste Prompt: Analyze the uploaded post-program reports and attendee surveys from the last six incentive programs. Identify: (1) the top three recurring operational issues across programs, (2) which destination types and experience formats generated the highest attendee satisfaction, (3) any patterns in client feedback suggesting a systemic process gap, and (4) two specific recommendations for the next program. Present as a one-page executive briefing for a C-suite client.

Result: A one-page executive briefing that identified our top three recurring operational failures, which program formats drove the highest attendee satisfaction scores and two vendor relationships worth re-evaluating. The kind of strategic intelligence that used to require a consultant.

Six years of program data. One query. Thirty seconds. The pattern was obvious once I stopped carrying it all in my head.

4. I Stopped Losing Time To Contract Review

Hotel contracts, DMC agreements, air contracts, ground operator terms — an incentive program can generate 15 to 20 documents with clauses that will cost you money or goodwill if you miss them. Force majeure language. Attrition penalty triggers. Cancellation windows. The terms that matter are buried. I loaded five recent contracts into NotebookLM and asked a single question.

Copy-Paste Prompt: Review the uploaded hotel and vendor contracts for our upcoming incentive program. Flag: (1) all cancellation penalty triggers and their financial exposure, (2) any attrition clauses with thresholds below 85%, (3) force majeure definitions that may be narrower than standard industry language, and (4) any auto-renewal clauses. Summarize findings as a risk briefing I can review with my client before signing.

Result: Every meaningful risk flag in the stack, organized by category, with the specific clause language cited. What used to take two hours of careful reading took eight minutes. And I caught a 90-day notice requirement I had almost missed.

5. I Stopped Starting From Zero On Every New Program Proposal

Every new incentive program proposal involves pulling together destination research, program structure options, experience recommendations and budget frameworks. It’s not creative work. It’s retrieval work. And retrieval work is exactly what AI is built for.

I built a NotebookLM notebook that contains every program I’ve run, every destination fact sheet I’ve ever compiled, every supplier brief and every client objective summary I’ve written. It is, effectively, my institutional memory — searchable in seconds.

Copy-Paste Prompt: Using the uploaded program history, destination profiles and supplier briefs, draft a preliminary incentive program concept for a pharmaceutical client with 85 qualifiers, a $4,500 per-person budget, a preference for culturally immersive destinations and an objective of reinforcing sales team cohesion after a merger. Suggest two destination options with brief rationale, a sample three-day itinerary framework for each and three experience elements that align with the cohesion objective.

Result: A first-draft program proposal structure in 20 minutes. Grounded in real program history. Specific to the client’s stated objectives. Something I can refine and present, not something I’m building from scratch at 11 p.m.

What This Means For Your Practice

I want to be clear about something. NotebookLM did not make me a better incentive planner. The experience, the relationships, the strategic judgment — that’s still mine. What it did was stop draining me on the work that isn’t strategic. The retrieval. The drafting. The pattern-finding in data I already had but couldn’t access efficiently.

The planners I see struggling with AI right now are the ones trying to use general-purpose tools for industry-specific problems. They ask ChatGPT something and get a generic answer that doesn’t know their programs, their clients or their standards. NotebookLM is different because it only answers from what you give it. Your programs become the database. Your standards become the baseline. The AI doesn’t replace your expertise — it runs on it.

The setup takes an afternoon. Load your last three to five programs, your standard communications, your vendor contracts, your post-event reports. Create separate notebooks by client, by program type or by function — whatever matches how you think.

Then start querying.

The week I spent testing this, I recovered roughly nine hours. More importantly, I stopped carrying a dozen open loops in my head that had been quietly draining me for months.

A little AI enhances everything. Too much ruins it. One notebook, one problem, one query. Start there.

NotebookLM is free. The time it gives back is not nothing. |C&IT|

SITE, the Society for Incentive Travel Excellence, and Maritz released headline findings from “Investigating the Power of Incentive Travel Across Generations,” a major SITE and Maritz collaboration. The study is the most current and comprehensive research into how Boomers, Gen X, Millennials and Gen Z respond to incentive travel, reward and recognition.

The study shows that incentive travel continues to work powerfully across every generation. However, it also reveals that the profile of the people earning travel, the assumptions behind program design and the meaning of the reward are all shifting.

Travel Remains The Leading Non-Cash Motivator

When respondents were asked to rate nine reward types for motivational power, individual travel scored highest in the average rating for all generations, with 61% of all respondents describing it as “extremely motivating.” Group travel was second most popular at 50% and both forms of travel outperformed cash, gift cards, points, private and public recognition.

Responding to the headline results, Annette Gregg, CEO of SITE comments: “This research confirms that travel is not under threat from cash. If anything, it is the other way around — cash is under threat from travel. Incentive travel remains the dominant non-cash motivator across every generation.”

The Business Case

The data also demonstrates the business case for incentive travel is both measurable and strong. Among respondents who attended a trip in the past three years, 89% said they were more likely to stay in their job after winning, 89% felt stronger loyalty to the sponsoring company and 93% were eager to win again. More than half, 54%, described the meaning of a group travel experience as “a feeling of achievement,” showing that the intrinsic value of winning can be as important as the trip itself.

Sarah Kiefer, vice president of brand at Maritz says: “This data matters because it moves the conversation beyond opinions and gut assumptions. Incentive travel isn’t just a nice reward. It’s a real driver of retention, loyalty and future performance. These findings give program owners a strong business case which reinforces something we see all the time — the emotional side matters. When more than half of people say a group travel experience feels like an achievement, it’s clear the impact goes beyond the trip to create deeper connections within the organization.”

A Modern Workforce

The findings also demonstrate that the workforce motivated by incentive travel today is wider, younger, less remote and more operationally focused than the traditional industry stereotype. Based on 1,000 U.S. respondents, with 960 records forming the core analytical base, the research found that today’s incentive travel qualifier is broader than the industry assumes. Sixty percent of qualifiers in the study work in operations or technology, while fewer than 10% work in sales. 80% earn less than $150,000 a year, 60% hold a college degree, roughly three-quarters have been with their company for less than 10 years and fewer than 10% work remotely.

The study also challenges a recent, simplified, anecdotal narrative around Gen Z that says they are disengaged from incentive travel. In fact, 40% of Gen Z respondents had won four or more trips in the past three years, compared with 26% of Gen X and Boomer respondents. Group travel is, however, less universally appealing to Gen Z. Thirteen percent of Gen Z respondents said they dislike group travel or traveling with colleagues, compared with 6% of Gen Y and 7% of Gen X. Gen Z respondents were also less likely to agree that winning a trip made them feel valued or appreciated or more likely to stay in their job. The conclusion is clear: Gen Z is qualifying, Gen Z is travelling, but Gen Z needs programs designed differently.

Design for Success

In response, the study identifies five design imperatives for incentive travel organizers:

• Guest inclusion and flexibility are the strongest drivers of how valued, special and loyal a winner feels.
• Novelty also matters, with first-time destinations consistently outperforming repeat destinations.
• Recognition must be deliberately designed into the trip, particularly for Gen Z.
• Trips of five nights or more, beach, island or adventure themes, moderate group sizes of 11 to 50 and an all-inclusive plus activity format all perform strongly.
• Program eligibility should expand beyond traditional sales roles to reflect a workforce that is now operations-heavy, technology-heavy and multi-generational.

“The next generation of incentive travel will need to be more intentional, more flexible and more inclusive. Guest choice, first-time destinations, built-in recognition moments and experiences that reflect a broader workforce are not ‘nice to have’ design details. They are the factors that determine whether a trip feels personal, motivating and worth pursuing,” adds Kiefer. “The message from the research is clear: incentive travel works, but the best-performing programs will be those designed around current and future qualifiers, not who the industry designed for in the past.”

Gregg adds: “This research gives our industry a more sophisticated and more compelling story to tell. Incentive travel continues to outperform other non-cash rewards across every generation, but the data also shows that program design has to evolve. The workforce being motivated by travel today is broader, more operationally focused and more multi-generational than many traditional models assume. That creates a major opportunity for buyers, DMCs, agencies, destinations and incentive professionals to build programs that are more inclusive, more intentional and more effective. Most importantly, it gives the industry the evidence it needs to defend incentive travel in the C-suite, not as a discretionary reward, but as a strategic tool for motivation, loyalty and performance.”

The research was undertaken by SITE and Maritz as equal research partners, supported by Hilton and the SITE Foundation.

Jonathan Richards, president of the SITE Foundation concludes: “SITE Foundation is committed to funding research that advances the incentive travel industry and gives professionals the evidence they need to demonstrate value. This study moves the conversation beyond anecdotes, showing how incentive travel motivates a changing workforce and how programs can be designed to deliver stronger outcomes for participants, businesses and the wider industry.”

To download the report, visit siteglobal.com/research/maritz-site-research. |C&IT| 

Isabella Rodriguez is the co-founder and creative executive producer of Super Great Fantastic, a global experiential agency based in Austin, TX, with roots in New York City. With over a decade of experience in experiential marketing and the music festival industries, Isabella leads the creative and strategic vision for every SGF project. Her career has spanned large-scale activations, executive-level B2B events and original IP launches, where she’s managed multi-million dollar budgets, overseen teams of 80+, and acted as both a creative and strategic consultant for some of the world’s most recognizable brands, including Reddit, Adidas, Vice, UnitedMasters and My Code Media.

Ensuite meetings at trade shows used to be pretty simple. You’d secure a room, build out a packed schedule, run through your deck, and if your calendar was full, you felt like you did your job well. There wasn’t much pressure to think beyond that. The goal was efficiency, visibility and volume, and for a long time, that approach made sense because the access itself was valuable.

But the reality is that this model doesn’t really hold up anymore.

Over the past several years, the value of in-person meetings has changed quite a bit. Everyone is accessible now. You can get on a call with almost anyone, anytime, from anywhere. Decks are polished, messaging is tight, and information is easy to share. So when someone chooses to meet in person, especially at a major trade show, it’s no longer just about hearing what you have to say. They are looking for something that feels worth their time in a much deeper way.

What that means is that people are walking into these meetings with a different mindset. They are paying attention to how a space makes them feel, how intentional it is and whether it reflects the level of thought and care they expect from a potential partner. It’s less about sitting through a presentation and more about quickly understanding who you are as a brand without having to be told directly.

That shift is exactly why experiential has become such an important part of the equation.

The biggest change with ensuite meetings is not necessarily the format, but the intention behind it. There has been a move away from trying to maximize the number of meetings in a day and a shift toward creating more meaningful interactions. When you think about it, most people attending these events are moving quickly from one meeting to the next, often in the same types of rooms, hearing similar narratives. They all start to blend together after a while, unless something interrupts that pattern. To be memorable, you need to set yourself apart.

The first way to ensure you aren’t lost in the blend is by setting the right environment.

The brands that stand out are the ones that understand their meeting space is doing just as much communicating as their team is. It’s not about having the biggest build or the most elaborate setup, but about creating something that feels considered. Lighting, layout, materials, and even the way people are welcomed into the space all contribute to the overall impression. The impressions of those attending your meetings form almost immediately.

By the time someone sits down, they’ve already made a series of subconscious decisions about how they feel being there.

What’s interesting is that the most effective ensuite meetings today often don’t feel like traditional meetings at all. There is still structure, of course, and information being shared, but it tends to happen more conversational and less performative. Sometimes, that comes from something as simple as the room setup. Removing the physical barrier of a table or softening the seating arrangement can change the tone entirely. Other times, it comes from layering in small moments that give people something to engage with, whether that’s a tactile product interaction, a thoughtful hospitality touch, or even just a space that invites people to slow down for a minute.

Those details might seem minor on the surface, but they have a real impact on how people absorb information and, more importantly, how they remember it later.

This is also where we need to rethink how we measure success in these environments. For a long time, trade shows have been driven by KPIs: number of meetings, leads captured, conversion rates. All of that still matters, of course, but it doesn’t tell the full story anymore.

What we’re seeing now is the importance of what I’d call EPIs, or Emotional Performance Indicators:

• Did someone stay longer than they planned to?
• Did they bring a colleague back later that day?
• Did the conversation shift from surface-level to something more meaningful?
• Did they follow up quickly, not because they were chased, but because they genuinely wanted to continue the conversation?

Those are the signals that something actually resonated.

They’re harder to quantify, but they are often much more indicative of future business than a packed calendar.

One challenge is that many companies still approach trade show planning from a logistical perspective. They focus on securing the space, managing schedules and making sure everything runs on time, which are important, but without thinking about how the experience actually feels for the person walking through it, those efforts only go so far.

The companies that see the most success right now are the ones that treat experiential as a core part of their strategy rather than something extra. They understand that the space itself can do a lot of the heavy lifting when it comes to communicating their brand. Before a single word is spoken, the environment can signal whether they are innovative, premium, approachable or forward-thinking. It sets the tone in a way that a deck alone never could.

For companies trying to adapt to this shift, it doesn’t necessarily require a massive investment, but it does require a different way of thinking.

It starts with being clear about what you want people to feel when they enter your space. That might sound simple, but it often gets overlooked. When that intention is clear, it becomes much easier to make decisions around design, layout and even how your team shows up during meetings.

Another important piece is pacing. There is still a tendency to overbook, to try to fit as much as possible into a limited window of time. But when there is no room to breathe, conversations tend to feel rushed and transactional. Allowing for more space between meetings or creating moments where people can linger can completely change the dynamic. It gives relationships a chance to develop in a more natural way, instead of feeling forced.

It’s also worth thinking about how the meeting fits into a broader experience. The most memorable interactions rarely happen in isolation. They are part of a sequence of moments that build on each other, whether that’s a thoughtful introduction before the meeting, a shared experience later in the day, or a more relaxed setting where people can continue the conversation. When those pieces connect, it creates a sense of continuity that makes the overall experience feel more meaningful.

And then there’s the human element, which is easy to underestimate but incredibly important. The people representing your brand in those moments play a huge role in shaping the experience. The way they welcome guests, how they guide the conversation and how they read the room all contribute to whether the interaction feels genuine or rote.

At the end of the day, even in highly strategic and data-driven environments, decisions are still influenced by how people feel. Trust, alignment and connection are built through experience, not just information.

That’s really what this shift comes down to. Ensuite meetings are no longer just about delivering a message. They are an opportunity to demonstrate who you are in a way that feels real and tangible.

Experiential plays a critical role in making that possible because it brings everything together. It creates context, adds depth and gives people something to connect to beyond the words being said.

The companies that are leaning into this are the ones that are seeing stronger outcomes from their trade show presence. Not because they are having more meetings, but because the meetings they are having carry more weight.

When people leave those spaces, they remember how it felt to be there, and that feeling tends to stay with them long after the event is over. |C&IT|

Resorts offering easy access to nature and hiking paths provides teams with the serenity needed to focus and unlock their creativity.

In the high-stakes arena of corporate events, the venue is now a strategic choice that can dramatically influence meeting outcomes. While traditional conference centers and urban hotels still obviously have their purpose, resort destinations are emerging as powerful catalysts for engagement, innovation and a measurable return on investment (ROI).

A resort setting might not be the optimal choice for every event group or fit every budget, but for those corporate functions choosing to escape the traditional conference room, the payoff is tangible. This tactical location decision optimizes a resort’s singular setting, where the blend of professional and recreational activities is known to foster a more dynamic and productive atmosphere. By leveraging a destination that provides state-of-the-art facilities and a relaxed, rejuvenating locale, companies can elevate attendee interaction, improve networking opportunities, and create a positive lasting impression that translates directly into business growth and employee satisfaction.

Nature, Wellness & Performance

The impact of the surrounding environment on human behavior and functioning is well-documented. Studies from the University of Exeter and Harvard’s School of Public Health reveal that exposure to nature boosts cognitive function, lowers stress and inspires creativity. These findings are particularly relevant for corporate retreats and strategy sessions, where mental clarity and collaboration are paramount.

“Location is paramount and the resort setting allows a corporate meeting to have a setting that is best for mental acuity, collaboration and connectivity,” says Michael Dominguez, president & CEO of Associated Luxury Hotels International (ALHI) in Plano, TX. “Natural resort settings traditionally offer plenty of sun, ocean and nature, which benefits circadian rhythm, alertness and overall productivity. This is why they are such popular destinations for these types of meetings.”

Joe Martin, partner and director of conferences & meetings at BDI Events in New York, adds, “These elements balance out and even accentuate the sales, trainings and content being provided. More and more often, we are incorporating these offerings into the overall schedule or as a suggestion for planned breaks. To help facilitate an impactful break, wellness options and nature can really make a difference. After all, there’s no better ambiance for a break than beautiful natural surroundings that elevate mindfulness.”

Atmosphere as a Catalyst: Real-World Examples of Resort Impact

The immersive quality of resort environments can lead to breakthrough moments — both personal and professional. Dominguez shares a fresh, vivid example.

“Recently, we experienced a winemaker’s dinner that was paired with an amazing menu outdoors and with perfect weather that just allowed for an incredible evening,” he remarks. “The storytelling from the local wine producer made the meal even better.”

Martin offers two compelling case studies, saying: “A client who is a global organization hosted a personal business growth retreat. The destination was a remote mountain resort in Banff, Alberta, Canada. A main outcome included breakthroughs for individual attendees. The stunning natural setting allowed the attendees to settle into the mountain air and provided opportunities to explore the area on hikes and walks. These peaceful surroundings and lack of distractions helped unlock creativity and ideas they took home with them.

A client who is a global association of CMOs & CEOs hosted an event at an oceanside resort near Santa Barbara, CA. There were various outcomes for that, including breakthrough ideas and stronger relationships among the CMOs. The stronger connections were built due to everyone remaining on property for the entire duration of the event. In the end, the Net Promoter Score for this event was a record 86% (previously in the mid-70s), translating into much excitement about returning in 2026.”

Measuring Impact Holistically

While the emotional and experiential pluses of resort-based events might seem clear, companies are increasingly demanding tangible data to justify their investments. Martin outlines a three-tiered blueprint for success:

“First, we highly recommend resorts provide built-in or add-on technology options for RFID scanning capabilities. Many corporations are now looking for data, and usually they are cost-prohibitive to add on. Providing a solution that is built into the space would really make the venue stand out,” he says.

Secondly, he adds that resorts would benefit from helping corporations analyze cost-effectiveness per business goal by breaking down spending by category — then mapping that to value-adding outcomes, such as leads generated, deals accelerated and training scores, to calculate cost-per-impact metrics.

And on the final point, Martin explains that it would be incredibly valuable for the property to provide a pre-event survey regarding attendee expectations and amenities the attendees plan to enjoy while onsite. For additional ROI, he says, having this information pre-stay helps to prepare your team for staffing and logistics, and then it can also be compared post-event to actual usage.

These concepts are in concert with best practices seen throughout the industry. According to MeetingScouts.com, for example, measuring event ROI involves observing financial and non-financial benefits. These include improved brand awareness, better lead generation and stronger customer relationships. The opportunity to monitor attendee engagement, satisfaction and behavioral results is emerging as a must-have.

An outdoor winemakers dinner at Lansdowne Resort in Virginia was a memorable experience for the Associated Luxury Hotels International group.

Amenities Drive Engagement & Performance

Resorts offer a unique blend of business infrastructure and leisure experiences that can elevate team performance. Dominguez emphasizes the importance of curated programming. “The ability for teams to connect in an engaging and memorable way is critical in environments where team engagement overall is very low scoring. Resorts can design programming that utilizes outdoor spaces, and we have found F&B experiences and classes to be one of the best opportunities for team bonding and connection that you can find,” he says.

Martin adds, “Resorts can boost team performance and engagement by blending functional business amenities with memorable experiences. Providing quiet, easily accessible spaces for impromptu private or semi-private meetings allows sales teams and leaders to connect with customers or colleagues on the fly.”

Pairing these practical options with curated dine-around experiences, Martin believes, fosters collaboration, camaraderie and motivation long after the event ends.

Tailored Services = Strategic Outcomes

Customization is vital for complementing resort experiences with corporate goals — whether it’s innovation, leadership development or culture-building. Martin says, “Resorts will stand apart if they have a network of local, top-quality content experts and professional speakers. Having this Rolodex of easily accessible experts would be very advantageous and support the company’s budget by avoiding expensive travel costs.”

Flexibility in space usage is also critical, he says, since every company has different needs and preferences when it comes to utilizing a resort’s space.

“That’s why it’s important the resort is flexible in how its space is utilized and even provides several options for space usage,” he explains. “We find that most of our clients would prefer to move their event around from different cities and hotels. If a client is considering returning to a venue, they need ideas on how to ‘reinvent’ the experience.”

Martin adds that his company has already begun having conversations with the venue on how to create an experience that feels completely reinvented from the 2025 event.

Accessibility & Exclusivity

As corporate teams become more global, accessibility and uniqueness are rising priorities. Martin notes, “Most companies are looking to host in major markets mainly due to the availability of direct flights. This is often beneficial in terms of cost, as well as timing, because event schedules are already limited, so they cannot afford to add too much travel time.”

He also remarks that companies are looking for unexpected destinations, with many clients asking where they can go that other companies are not. They want to stand apart, make it unique and create new memories.

Recent data emphasizes this trend: RetreatsAndVenues.com shares that more than 70% of mid-size to large companies host annual retreats, with nature-based and rural destinations in high demand. The wish for uniqueness and originality is spurring interest in lesser-known resort towns, eco-lodges and boutique properties. These locations provide a fresh experience but also a sense of discovery. The combination creates an emotional hook that greatly elevates the event’s memorability and outcomes.

The Future of Resort-Based Events

Looking forward, resort destinations are positioned to serve an even larger role in corporate strategy. With a burgeoning focus on sustainability, wellness and experiential gatherings, resorts are stepping up to offer:

• Carbon-neutral event packages
• Onsite wellness coaches and mindfulness facilitators
• Local immersion experiences (e.g., culinary tours, artisan workshops)
• Hybrid-ready infrastructure for global teams

Martin emphasizes that the demand for uniqueness and accessibility will continue to shape the market. “A growing number of our clients have global teams and customers,” he shares. “They want to stand apart, make it unique and create new memories.”

Resorts that embrace these trends and invest in flexible, future-ready infrastructure will be best positioned to serve the evolving needs of corporate planners. Whether it’s a hybrid leadership summit or a fully immersive retreat, the ability to deliver both logistical ease and emotional impact is what sets resort venues apart.

The Bottom Line:
ROI You Can Feel—and Measure

Corporate retreats and offsite meetings are no longer indulgent perks — they’re strategic investments. The ROI includes improved employee engagement, increased productivity, reduced burnout, stronger company culture and accelerated business outcomes. When thoughtfully executed, resort-based events deliver both emotional resonance and hard metrics.

Dominguez sums it up smoothly, saying, “The resort’s historical knowledge of what has been successful for other groups is a critical opportunity for planners to learn and tweak to fit their needs and know that success has been seen in past experiences.”

And Martin reinforces the significance of strategic collaboration with resorts by adding,“ Every company has different needs and preferences when it comes to utilizing the resort’s space … If a client is considering returning to a venue, they need ideas on how to ‘reinvent’ the experience.”

In our current ultra-competitive landscape, the most successful corporate events are those that combine purpose with place, and the setting itself becomes a strategic benefit. Resorts provide more than just a picturesque backdrop — they provide immersive experiences that drive connection, creativity and measurable results. C&IT