When the president of the United States describes climate change as a “hoax” during a speech at the United Nations, it explains why public companies have entered into a new sustainability era that Eric Zimmerman, CEO of TripZero, refers to as “green hushing.”

Zimmerman, whose event housing agency enables clients to run more sustainably, says companies are holding firm on pledges to protect the environment. But in today’s geopolitical climate, they are not advertising their efforts for fear of stepping on a proverbial third rail, he notes.

“Some corporations are dialing down their impact statements; they are talking about them less,” says Zimmerman.

Caught in the middle are corporate meeting planners, who appear to be consciously maintaining their eco-friendly initiatives yet hesitant to discuss them. Environmentalists heavily involved in the events world, like Zimmerman, stepped up in their stead to discuss the state of sustainability in corporate meetings.

Here, we explore how events can take steps toward sustainability while dancing around what has become a hot-button issue.

Don’t try to be Perfect

After years of touting lofty sustainability goals, the C-Suite is playing catch-up in trying to match expectations with the reality of their progress. In some cases, eco-friendly promises were a case of companies “getting a little ahead of their skis,” says Zimmerman, explaining the results were perhaps not as grand as initially hoped for.

Just as the world was not created in a day, transforming the events world into an entirely sustainable industry is going to take time, says Courtney Lohmann, keynote speaker and founder of Courtney Lohmann Consulting, LLC. “The first thing to understand about sustainability is there is no perfect solution,” she says. “You can set a goal to be zero waste, but it will take years and several iterations of your process in order to accomplish it.”

Defining Sustainability

Setting too high a standard can be harmful in that it paralyzes organizations from knowing where to begin, says Nancy Zavada, CMP, president of MeetGreen, a sustainable event management agency helping corporate entities and nonprofit organizations produce events. In 2024, the organization assisted with 25 events ranging from 20 attendees to more than 57,000. IMEX, one of the meetings industry’s most-attended conferences, is among their clients.

Starting to incorporate sustainability in your decision-making process is the most important step, she adds.

“We’re defining sustainability as we go along,” says Zavada, who started her company 31 years ago. “The end hasn’t been defined. Just keep taking the next step.”

Planners appear to be heeding that advice. “Sustainability is alive and well; people are still interested,” says Zavada.

A recent study from the Harvard Business Review generally backs Zavada’s claim. Its study of 75 global companies — including the top 25 companies in the S&P 100, STOXX Europe and Fortune 500 — found that:

• 40% describe themselves in a holding pattern.
• 32% are accelerating their sustainability efforts.
• 13% have reaffirmed their eco-friendly goals.
• 13% are cutting back on their sustainability initiatives.

Chris Heeter, founder of The Wild Institute, which offers eco-friendly resources to meeting planners, and a sustainability keynote speaker, has been pleasantly surprised that her audiences seem more engaged than ever.

She is, however, concerned about the event industry’s short-term climate consciousness. “It seems to me that sustainability has taken a bit of a back step,” she laments.

Heeter fears that in spite of good intentions to protect the Earth, environmentalism has become a “finger pointing and shaming thing.

“If we can switch that up and make it exciting, we’d have better results,” Heeter adds.

Combatting Food Waste

Some of sustainability’s resilience in today’s headwinds comes down to values that many individuals hold personally and carry into their business practices.

“Nobody is in favor of wasting food,” says Jacquelyn Chi, director of community engagement at ReFED, a U.S.-based nonprofit working towards cutting down food waste. “That’s just a universal thing.”

Yet food waste is among the chief global environmental concerns across all industries. ReFED estimates that only 12% of the 14.5 million tons of surplus food that could be donated actually gets donated, equating to 1.75 million tons in 2023. Of that surplus, 12.7 million is attributed to food service businesses, including hotels, says Chi. More than 85% of the excess food went to landfills or was incinerated as waste. In other words, it was not repurposed in any way.

Meetings and events are known for F&B excess, particularly when serving buffet-style meals. Portion control and working with venue caterers or changing formats to interactive carving stations can make a difference, notes Chi.

“You can have more control over what is being served and when and how it’s being consumed,” says Chi, who previously was director of programs and special projects for the Culinary Institute of America for nearly nine years. “It also changes up the energy and the style of the event.”

Indeed, many environmental activists point out that eco-friendly initiatives have other benefits that align with corporate goals. Beyond saving on the bottom line, a top priority for cash-strapped planners — wellness-themed activities promote better engagement and productivity, thus leading to better ROI at onsite events.

Each May, ReFED leads by example. Its National Summit this year attracted 800 manufacturers, food service providers, nonprofit organizations and food recovery groups.

As an example of a small measure ReFED took to limit the event’s environmental impact, the organization worked with the host hotel in Seattle to use reusable pourers for sugar instead of providing one-and-done packets commonly available at coffee stations.

Donating leftovers to food banks helps feed underprivileged citizens and successfully repurpose goods. At MeetGreen’s retreat earlier this year, the organization made the connection between its host hotel and a local nonprofit one mile away.

“That left a legacy in that town for those two to really make a difference,” says Zavada.

Zimmerman says many event planners and organizations are wary of being cited liable for providing spoiled food. He notes companies are protected under the Good Samaritan Act, meaning their fears are unfounded.

To help the cause, Zimmerman encourages event professionals to be intentional with their F&B. He suggests crafting a primarily plant-based menu that reduces the carbon footprint, lowers costs and is easy to transport the leftovers after the meal. Red meat is a severe strain on the environment because of its associated methane and land use.

As a bonus, such menus play into the creative side of chefs, many of whom are vegetarian themselves, says Zimmerman. If the food can’t be donated, Zimmerman advocates for composting.

Flight Risks

In order to speak up for sustainability, Heeter travels often but has misgivings about it given the trail that air and car travel leaves in the atmosphere. Business travel comprises 17% of aviation-related greenhouse gas emissions, according to research published by ScienceDirect.

Heeter’s way of minimizing the damage is to donate $60, an arbitrary number, Heeter admits, to the Consumer Energy Alliance, which contributes funds to environmentally-friendly causes. Other common practices include planting a certain amount of trees and partaking in renewable energy and sustainable agriculture projects.

One trend to cut down costs — regional meetings, which also serve as a way to limit the environmental impact. Heeter also suggests carpooling or traveling in groups as much as possible. Some event planners may also turn toward more virtual and hybrid events to save on travel costs, which also benefits the environment.

Low-Hanging Fruit

Zimmerman says deploying certified carbon offsets to balance the huge footprint created by attendee travel is job one, and the first of three basic steps he recommends for meeting planners.

The second is cutting out plastics, including straws, water bottles and food containers. Seeking out alternative solutions, including aluminum cans, is an improvement, he says. Planners can also encourage attendees to bring their personal reusable water bottles.

Assisted by MeetGreen, last year, CleanMed removed bottled water from all guestrooms, saving an estimated 4,800 bottles of water. And by using water bubblers instead of individually bottled water, the conference saved 497,985 liters of water, the equivalent of 1,649 filled bathtubs.

The third, as alluded to earlier, is serving less meat. Outside of the environmental impact, planners would be responding to a regular complaint among attendees. “I don’t know about you, but I’ve never gone to a conference and thought, ‘Boy, this is a good steak,’” he deadpans.

Zavada says attendees won’t miss the meat with a well-conceived and executed meal. “We serve meatless meals at events, like lasagnas, and people would never know that they’re meatless,” she says.

Another inclusive idea is to save meat dishes for carving stations so that carnivorous attendees can get their fill without interfering with other individuals’ dietary and health preferences, adds Zavada. CleanMed also used this tactic, according to a case study on MeetGreen’s website.

Rethink the Basics

An increasing number of planners don’t consider sustainability a line-item, but rather part of their planning process.

Lohmann encourages CVBs to include their environmental initiatives into RFPs, so planners can find local organizations to partner with while demonstrating dedication to the cause. DMOs can also identify regional thought leaders as speakers to cut down on travel (and cost) while also showcasing the destination at the forefront of industries. For example, Destination DC, the DMO for the nation’s capital, features an entire website section on the city’s sustainability district.

Many hotels and convention centers already have multiple certifications demonstrating their efforts to reduce wastes.

Zavada says meeting planners also have simple measures they can take. For instance, she recommends planners rethink gift bags and other swag that typically is left behind or thrown away. Relying on digital signage reduces an event’s paper trail and fosters a greater need to use the event app, which companies rely on to connect attendees onsite.

Communication with attendees is another important element, says Zimmerman. While planners are shy discussing efforts with the media, he has seen increased engagement with the event’s community.

“Event organizers are leaning into sustainability, because they know it’s important to participants,” says Zimmerman. “Increasingly, they want to share their actions and results with attendees. They’re highlighting impact on their event websites, social media feeds and even onsite with signage at registration, on buffet lines and at composting stations.”

Golden Opportunities

Heeter pledges to not accept any speaking fees for engagements at events that are environmentally friendly. While some events have made great strides, she has yet to have the opportunity to cash in on that offer.

She adds that terms like “carbon neutral” have become politicized, making it hard to discuss solutions. As an example, Heeter noticed that the Radisson Blu in Bloomington, MN, stopped promoting its Carbon X program that captures exhaust from water heaters. She confirmed the hotel still has the solution, although it no longer promotes it — a sign of the times.

For her part, Zavada feels like sustainability should not be a political issue. “Let’s get rid of politics,” she says. “Let’s do what’s right for the planet. You don’t have to stand up, make a sign or protest. We have an opportunity as an industry to teach people lessons they can take back to their communities.”

Lohmann remains confident sustainability will stay relevant for years to come. “While the movement has felt slow, it has never stopped,” she says. C&IT

Wellness has evolved past being a healthy break at a spa or a low-calorie meal at a vegan restaurant; it’s an approach to living that has impacted almost every aspect of society, including the world of meetings and incentive travel. For executive travelers in 2025, wellness is no longer a luxury or afterthought; it’s often a top priority. Running the gamut from personalized spa treatments to nature-infused conference zones, the wellness landscape for C-suite attendees is now a focus for industry leaders.

From the planning perspective, the shift brings both a challenge and an opportunity: how to design offerings that meet the high expectations of executive guests while also supporting their physical, mental and emotional well-being. The answer perhaps lies in personalization, integration and a solid understanding of what today’s C-level leaders truly need to thrive.

To explore how wellness is being redefined for high-level hospitality, we spoke with industry experts who are helping guide the future of executive travel. Their insights reveal a movement toward more meaningful, restorative and customized experiences — and offer a compass of sorts for planners and resorts aiming to meet the rising expectations of their top-tier clientele.

At Hyatt Regency Huntington Beach Resort & Spa, wellness is more than just a perk — it’s a pillar of the guest experience.

Shifting Landscape

Kevin Devanney, president of Charlotte-based Incentive Travel Solutions, has spent over three decades working closely with C-suite executives. He’s witnessed firsthand how their travel preferences have evolved. The days of indulgent, all-inclusive getaways are giving way to curated experiences that prioritize health, balance and purpose.

“For example, I witnessed a period when groups favored all-inclusive resorts in the Caribbean,” he remarks. “Today, however, I see a clear move away from those types of programs, where attendees often spend the week overindulging and leave without much else to show for the experience.”

Executives, he says, are now seeking destinations and itineraries that offer more than just lazing in the sun with cocktails; they are now eager for activities that energize and inspire.

“Options such as hiking, biking, golf, tennis and other outdoor pursuits are becoming increasingly important, allowing participants to tailor their experience,” Devanney says. “While food and drink still play a role, there’s much more emphasis on providing balanced menus, with vegan, gluten-free and health-conscious options included alongside traditional fare.”

This shift, he says, isn’t just about activities — it’s about location too. Devanney notes that wellness-focused settings are gaining traction among executive travelers.

“Locations such as Patagonia in South America, Switzerland, Norway, Sweden and Denmark are especially appealing, offering abundant opportunities for outdoor activity and healthier lifestyle choices,” he says.

This means a bit of rethinking for planners when it comes to the traditional incentive trip. Luxury is typically a given for executive travelers, so the experience must also support the physical and mental well-being of attendees while also being exceptional. Wellness, thus, is becoming a core component of ROI — return on intention.

Devanney’s reflections seem to highlight a broader industry trend, the rise of experiential wellness. Planners are now relied upon to curate programs that not only reward performance but also potentially rejuvenate the mind and body. Whether it’s a sunrise hike in Patagonia or a plant-based culinary workshop in Copenhagen, the goal is to leave attendees feeling better than when they arrived.

Many treatments are available to help leaders to stay in balance, such as this sound bath at Hyatt Regency Huntington Beach Resort & Spa.

Resort-Driven Wellness

At the Hyatt Regency Huntington Beach Resort & Spa, in California, wellness is far from just a perk — it’s a pillar of the guest experience. The team has crafted offerings that speak directly to the needs of executive travelers, blending cutting-edge treatments with holistic care. Tailored wellness packages, including private fitness sessions, spa treatments and mindfulness workshops, are central to their approach. They incorporate flexible scheduling to accommodate demanding executive calendars.

Executives today have elevated their expectations past generic spa menus. They’re looking for memorable experiences that enhance both body and mind, providing a meaningful work-life balance to their frequently demanding careers.

A key industry trend right now is the integration of high-tech treatments with holistic experiences that cater to both physical and mental well-being. To that end, they offer innovative therapies that combine the best of modern technology with natural healing practices, and layer these new therapies with their current menu of spa wellness treatments to create a truly transformative experience. These are designed to help their guests feel restored, relaxed and revitalized, enhancing both their body and mind. This includes the Halotherapy Infrared Sauna, LumaPod Pro, professional red-light bed, the Therabody Zero Gravity Experience and the Sedona PEMF (Pulse Electromagnetic Field) Mat.

This advancement in treatment offerings illustrates a wider shift in how executives view wellness — not as simply a serene break from work, but as an energizing catalyst for productivity and performance.

Executives are increasingly prioritizing wellness as part of productivity, seeking stress-reducing and recovery-focused experiences. There’s a noticeable interest in holistic offerings and nutrition-focused programs, and even incorporating well-being collection into sessions.

The Hyatt Regency Huntington Beach Resort & Spa’s oceanside locale also plays a starring role in supporting this balance. Being a beachfront resort, many leaders are intentionally setting aside time for restorative experiences there while integrating brief work sessions as needed. The resort supports this balance with spaces that accommodate both focused work and relaxation.

Companies are also appreciating the value of wellness retreats for leadership teams, realizing these aren’t just spa days — but rather strategic investments in boosting resilience, energy and focus.

Programs often include team fitness classes, spa days, mindfulness workshops and curated healthy dining experiences. Retreats are designed to strengthen leadership cohesion while promoting overall well-being. Personalized spa treatments, oceanfront yoga and guided meditation are top favorites. These offerings resonate because they provide stress relief, mental clarity and a sense of renewal that supports peak performance.

By working flexibility into the schedule, providing a blend of high-tech and holistic treatments, and forging spaces that support peaceful productivity, C-level guests will receive a wellness experience that goes beyond just a day at the beach.

Incentive Travel Solutions crafts rejuvenating trips such as this one, which included snorkeling in Tahiti.

Wellness in Event Design

For Timothy Arnold, CMP, CMM, PCA, regional vice president, Hospitality Performance Network – HPN Global, wellness isn’t just a feature — it’s an approach that guides many aspects of effective event planning. From in-room amenities to conference layouts, he’s vested in every facet of executive attendee wellness.

“Every hotel has a gym obviously, but I am seeing more and more in-room wellness amenities. Yoga mats, weights, sleep enhancing products, compact exercise equipment, the list goes on and on,” Arnold explains. “These allow busy executives to maintain healthy habits, but also prioritize time working. I was just at The Westin Resort & Spa, Whistler, in Canada, and was able to use their property-wide sleep well program, and their in-room amenities and do some yoga/stretching in my room.”

He stresses the significance of integrating wellness into the event itself — not just offering it as a throw-in.

“Including wellness activities into the fabric of the event is so key and takes away a lot of the recovery needed. Schedule it so your attendees can prioritize sleep, not every event needs to end at midnight after heavy drinking,” Arnold remarks. “Planning healthy options for meals helps to prevent fall off from any health goals that attendees have. I recently lost 50 pounds by eating healthier, and so sought out the fruits, salads, water, lean proteins and low-calorie options at all meals and breaks. This made coming back from a week in Las Vegas much easier by avoiding the things that could derail my progress. Had these not been offered or thought of in advance, it would have been much harder to maintain my goals.”

Wellness, he opines, is no longer confined to fitness and diet, but about creating environments that specifically support mental clarity and emotional well-being.

Arnold says, “I am seeing more conferences take attendees outdoors for lunches, which really helps attendees get a mental break. At a recent event in Las Vegas, they did a great job keeping attendees moving and seeing new spaces of the resort. This enhanced networking avoided ballroom fatigue and enlivened the conference. At our HPN annual, one of my coworkers organized a two-mile walk on the Strip at 6 a.m. I assumed five people would show up, but 25 people were there. I also love when they bring plants and nature into the space. We just had a plant dome in the wellness zone of our conference beside the oxygen bar and massage chairs. It was a really cool place to just Zen out when I needed a break from the bustle.”

Personalization is invaluable for optimizing wellness efforts. Arnold shares a recent experience that highlights the power of thoughtful planning.

“You have to personalize your offerings to your attendees, especially executives,” says Arnold. “Knowing any dietary needs is basic, but crucial. I was just at an event at Sheraton Vancouver Wall Centre, in Canada, and they did such an amazing job catering things to my needs — no dairy and I don’t drink. I have never seen such attention to detail at any hotel and it made me feel amazing knowing that they cared this much about me and my needs. They also offered a morning yoga class that was most excellent.”

The impact of prioritizing wellness isn’t just anecdotal — it’s measurable.

“We see our meeting scores be significantly higher when wellness is prioritized. This is why we always have a wellness zone, healthier options, reduced role of alcohol in the receptions and organized runs/walks,” he adds.

For planners, Arnold’s advice is clear: wellness isn’t part of a checklist — it’s a strategy. And when thoughtfully applied, it elevates the entire experience.

At the HPN Global Annual Conference in Las Vegas this year, 25 people participated in an two-mile walk on the Strip.

The Planner’s Takeaway

As wellness continues to shape the landscape of executive travel, one thing seems certain: the expectations of C-level attendees are rising. They’re looking for experiences that not only restore and inspire, but align with their personal values. Be it a sunrise stroll on the Strip, a red-light therapy session or a plant-filled Zen dome, wellness is becoming a reliable path to connection and performance.

From the planning viewpoint, this likely indicates wellness can no longer be treated as a side dish or optional upgrade. It must be plotted into the blueprint of the event — from the destination and programming to the dining choices and breakout sessions. The most effective experiences are those that anticipate the needs of executive guests and deliver wellness in ways that feel not only top tier, but personal, purposeful and seamless.

That potentially means working with resorts to offer in-room yoga kits and sleep-enhancing amenities — or could involve scheduling early morning walks, designing plant-filled lounges or offering unique spa treatments that pair technology with holistic care. It also means being mindful of dietary preferences, alcohol consumption and even the emotional tone and work-life balance of an event.

Wellness isn’t merely about fitness or food — but designing and fostering environments where leaders can recharge, connect and perform at their best. And when planners get it right, the rewards are abundant: higher satisfaction scores, stronger team cohesion and a lasting impression that goes far beyond the meeting room or reception hall.

Incentive travel and executive meetings are evolving, and wellness is at the forefront. For planners ready to embrace this shift, the future of events looks like a healthy one.

Four Quick Tips for C-Level Wellness Offerings

C-suite travelers are no longer content with yesterday’s cookie-cutter wellness options. They now look for thoughtful, curated experiences that bolster their performance, recovery and overall well-being. Whether you’re planning a leadership retreat, incentive trip or elegant executive summit, here are four possible ways to help you deliver wellness offerings that make a lasting impression on top-tier attendees.

1. Personalize Everything

Executives are used to having their preferences honored, why would wellness be an exception? Get to know your attendees and dig into the details: Do they avoid dairy? Prefer morning or afternoon activity? Need quiet zones for meditation or prayer?

Pro tip: Send a pre-event wellness survey to gather preferences and tailor your offerings accordingly.

2. Integrate Wellness into the Agenda

Wellness shouldn’t feel like a side dish at the buffet. It should be thoughtfully woven into the fabric of the event. That means scheduling time for movement, relaxation and nourishment, not just meetings and mixers.

Consider early morning yoga, walking meetings or outdoor lunches to keep energy high and minds clear.

3. Choose Destinations That Inspire

Location, Location, Location isn’t just a real estate strategy, especially for wellness-minded executives. Destinations that offer natural allure, fresh-air activities and health-conscious dining options are increasingly in demand.

When selecting a venue, seek out places that nurture movement, mindfulness and meaningful experiences that go beyond the boardroom.

4. Mix High-Tech with Holistic

Modern executives appreciate innovation, but they also crave balance. Resorts that offer cutting-edge wellness treatments alongside traditional therapies are striking the right chord.

For planners, this means partnering with properties that understand the dual value of tech and tradition, and can provide both with enough sophistication to please even the most discerning guests. C&IT

Light & Wonder’s display at the Global Gaming Expo.

The meeting planning industry has undergone a seismic transformation, with constant change becoming the new normal rather than the exception. Meeting planners today must navigate an increasingly complex landscape characterized by rising costs, evolving attendee expectations, technological disruption and persistent economic uncertainty.

AI has changed not just the meeting planning profession, but the world. According to OpenAI, in less than three years since ChatGPT’s release, the number of users has reached 700 million.

In addition, a challenge facing meeting planners is the increase in costs. Almost 30% of planners report rising vendor costs as a major obstacle, with food and beverage and audio/video costs expected to increase by up to 50%, according to event management company RSVPify.  Meanwhile, 50% of in-person event attendees report decreased travel budgets, creating a perfect storm of higher costs and reduced resources.

This financial pressure has forced planners to develop creative solutions, with 53% considering moving meetings to secondary markets to reduce costs. The challenge extends beyond immediate expenses, 47% of event planners cite costs as their top area of dissatisfaction, indicating a systemic issue requiring adaptive strategies.

Workforce Burnout and Staffing Challenges

The industry faces significant workforce challenges, with many planners reporting staffing shortages and burnout as ongoing issues. The constant pressure meeting planners face to adapt to changing circumstances while managing multiple complex events has created unsustainable stress levels.

The burnout problem is particularly acute among middle management. In the events industry, this translates to overworked teams and high turnover rates that limit capacity for effective event execution.

Meeting planners face significant challenges in predicting attendance patterns, with irregular registration patterns and uncertainty about participation levels making it difficult to manage hotel blocks and mitigate attrition penalties. More than 8% of planners point to late registrations and delayed vendor commitments as sources of stress, disrupting timelines and planning processes.

Meeting planners are shifting focus from logistics management to experience creation.

Navigating change is not new in the world of meeting planning. All one has to do is look back to the pandemic. Planners who had full calendars of in-person events during the pandemic had to pivot, embracing virtual platforms and redesigning agendas for online engagement.

Data-Driven Decision Making

Planners are leveraging comprehensive data collection before, during and after events to prove value and optimize future strategies.

In addition, they are moving beyond traditional metrics like revenue and attendance numbers to capture qualitative aspects of attendee experience, providing insights into engagement and satisfaction levels.

Meeting planners are evolving into strategic partners who connect with leadership across organizations, playing critical roles in corporate ecosystems. The events industry’s rapid evolution demands a culture of continuous learning and feedback.

Successful planners regularly review progress, analyze what works and doesn’t, and use insights to inform strategy iterations. This involves actively seeking input from all organizational levels and external stakeholders to maintain alignment with real-world conditions.

The constant change facing meeting planners is not a temporary challenge but a permanent shift in how events are conceived, planned and executed. Success in this environment requires embracing agility, investing in technology, prioritizing data-driven decision-making and maintaining focus on attendee experience while demonstrating clear ROI. Those who master these adaptive strategies will not only survive but thrive in the dynamic future of meeting planning.

When Gabriella Robuccio, founder of ProEventTips, thinks about change, an event she helped plan in Paris instantly enters her mind. “We were building a full working office and studio set right on the banks of the Seine. After years of planning and site visits, the build was underway, and then, our nightmare, unprecedented rain hit Paris,” says Robuccio. “By the time our team landed, our office was literally underwater. I still remember our local runner in a wetsuit, swimming to grab gear that was floating away.”

This is the kind of moment when event pros shine. Robuccio had three days to go live on TV, and strong stakeholder relationships helped the situation.

What also helped was trust inside the team. ”Everyone had a role. Someone managed communication, someone scouted backup locations, leadership adapted the concept. Because we trusted each other’s strengths, no one outwardly panicked — at least not too much,” she says.

Vendor relationships helped as well. “During planning, we’d been transparent with an alternate venue about why they weren’t selected. Because we left that door open respectfully, they were willing to step in at the last minute and host us,” she says.

Another helpful factor was leadership that rallied people. “Our staff and vendors went above and beyond to rebuild a new set in record time because they felt valued and respected,” Robuccio says. “This is an extreme example, but the same principles apply to everyday pivots. When a vendor is late, a speaker doesn’t show or the venue switches your room last minute, the event professional who can manage their own emotions, read the room and communicate clearly will get through it.”

This scenario, and many like it, taught her a big lesson. “Build your emotional intelligence first, then lead from that foundation. Strong EQ creates trust, and trust gets you through change,” she says.

A simple stakeholder map or communication plan goes a long way, she advises. “If people know what’s happening and why, they’ll move mountains for you,” says Robuccio.

Regular check-ins are recommended as well. “I tell my clients: explain your decisions honestly, and explain them often. That little bit of proactive communication is what prevents panic when things shift,” she adds.

Another example of navigating change Robuccio shares involves a nonprofit gala that the CFO took ownership of. “I kept him looped in with a living slide deck, constantly updated so I could answer questions on the spot without drowning him in unnecessary detail. We had a great cadence, but come event week, things changed,” she says. “Onsite, he would decide the room layout wasn’t working or that another speaker had to be added. This could have been chaos, but I’d planned for it.”

How did she do that? From day one, she had backup layouts pre-approved by the venue and written into the contract. “So when he says, ‘The bar is too dark, we need to move it,’ I could confidently reply, ‘Here’s our second approved option. We can make this change, but these are the only approved variations.’ Sometimes, he chose the change and was right, other times he backed down knowing we’d exhausted the options,” she says.

In addition, her run of show always included hidden time buffers, but no one outside her team and AV knew they existed. “They’re built in for late speakers, tech issues or last-minute additions. And every AV pre-meeting includes a contingency protocol: who makes the call, who updates the deck, how timing will shift. So, when he wanted to add a speaker last minute, we already knew how to absorb it without unraveling the entire night,” says Robuccio.

Asembia’s AXS25 Summit brought in more than 8,000 attendees last spring. Photo credit: Motion Stills Multimedia

Post-pandemic, Jennifer Phillips, director, strategic meetings management for Asembia, a company that is focused on connecting and strengthening the pharmaceutical industry, noticed that both organizations and attendees were becoming more intentional about how they spend their time and money on events.

“Attendees are thinking more carefully about when and where they travel, which is prompting organizers to invest more effort into curating meaningful content, fostering genuine networking opportunities, and creating unique experiences and activations,” says Phillips.

In addition, companies are tightening their budgets and relying heavily on data and metrics to justify where they send their teams, she explains. “This puts a magnifying glass on events, requiring them to be truly strategic and impactful for all stakeholders involved,” she says.

How is Phillips navigating this change? “From the planner’s perspective, it’s always beneficial to align strategy with business goals and support proposed event changes with data and industry trends to drive meaningful transformation. Flexibility is key, being easy to work with makes you a strong business partner and collaborator for both internal and external stakeholders,” says Phillips.

Personal touches don’t have to break the budget, Phillips adds. “Leverage the technology and tools you already have to enhance attendee personalization, whether through the registration process, event communications, or onsite tools like a mobile event app,” she says. “Consider refining event content to make it more impactful. Actionable panels, hands-on workshops and interactive sessions are fresh approaches that empower attendees to stay engaged and apply what they’ve learned once they return home.”

Phillips recommends learning about the tools your teams already use and have access to. “For example, are you fully utilizing your registration or event management platform? Lean into your account executives and take advantage of virtual training opportunities to discover ways to customize the attendee experience. Simply adding a question to the registration process can help you better segment your audience and use that data to personalize communications, suggest sessions or organize meetups tailored to attendee interests,” she says.

She also recommends exploring the capabilities of your mobile app. Does it support networking, Q&A forums, meeting requests and other engagement features? These are easy wins that can significantly enhance the attendee experience.

Utilize AI (artificial intelligence) tools whenever possible to streamline tasks and free up more time for strategy. After all, your event strategy is what sets your event apart. Some ways to leverage AI include scheduling and calendar coordination, reviewing communications, building timelines, generating FAQs, summarizing session content for post-event follow-up and analyzing survey feedback to inform future planning.

Establishing routines with your team and vendor partners also helps when it comes to navigating change, says Phillips.

She holds semiweekly team calls to stay aligned as a small group, and also has monthly touchpoints with key vendors and quarterly calls with sales leaders.

Gathering post-event feedback immediately after events, whether we host or attend, is always helpful. What worked? What didn’t? What should we try next time? These reflections are essential for continuous improvement,” she says.

After eight years away from events, David Childs, account executive at SWX Global, has returned to the industry with a new perspective. He watched as the pandemic reshaped both business and human connection, underscoring the irreplaceable value of in-person gatherings.

He sees changes. “I’ve noted a shift from structure-centric designs with wow factor to a much more story centric appeal. The things that differentiated an event vendor or exhibitor on the show floor 10 years ago are almost entirely obsolete now. The focus is far more on whether exhibits are easily scalable, environmentally conscious and how the ROI extrapolates over the number of shows / events they’re attending,” he says.

Childs continues. “The bigger realization for me, however, is my own internal change from the last time around. Where I thought selling exhibits was the result of good conversation and addressing a need, I had missed the part where the relationships need to be built and expanded upon before a need arises. The ROI companies are getting from trade shows continues to grow, which tells me investment will continue to scale alongside it.  What I once saw as a slowly dying industry is now what I view as the lifeblood of so many businesses.”

Navigating Change 

In her  previous role, Sibylle Hartzell, former head of events, Europe at Avantor, an American biotechnology, chemicals and pharmaceuticals company, had to create a framework as the company was undergoing a very large three-year transformation/reorganization. “So, while I was lacking guidance from above, I tried to break things down for my team to something that was tangible and ‘real,’” she says.

“A goal was to improve employee experience and with my team, we tried to make this tangible and measurable for us, so we had a north star where to align ourselves. This means rolling out Cvent so registration and reporting become easier and better and having travel policies that allow for personal time around the sales conferences, including allowing early arrival and later flight departures without impacting the event budget,” adds Hartzell.

Having a clear understanding of outcome helps navigate change. “When we look at the possibly ever-changing budget and scope for events, I have to try to get agreement on the desired outcome, the measurable overall goal of the event — try to anchor onto something that we can agree on so navigating toward it becomes clearer. Making sure everyone is clear on the different roles and responsibilities and how the larger team works together to understand who would make decisions when needed to keep the momentum going,” she says. “Have a smart goal to anchor all activities on. Smaller changes such as hotel change, date change, format change, content change all become clear, if you have agreed on what the outcome should be.”

Change is a global phenomenon. “Change is unavoidable, and what I have learned from the recent lay offs, there is a huge difference in how these are navigated, based on where you are located and how protected you are with local labor law,” she says. “For a global company, this is a tough area to navigate, as each country has their own setup — unions in Switzerland are not popular, whereas in Germany, Belgium and France, the employees are much more protected — nothing you can do about this, it just is as it is.”

With so many possible changes that can occur, meeting planners have to be ready for anything. Being prepared ahead of time and mapping out contingency plans can help to make events flow much more smoothly no matter what happens. C&IT

James D. Feldman, CSP, CITE, CPIM, CPT, PCS, is an innovation catalyst and AI Concierge™ helping organizations transform experiences into results. As a speaker, author and consultant, he delivers entertaining and educational presentations that help leaders embrace change, leverage technology strategically and turn practical AI tools into measurable business outcomes. You can contact him at jfeldman@shifthappens.com.

It’s a rare pleasure these days to see your work in print — on real paper, in a real magazine that people actually hold. That’s one of the reasons I love writing for Corporate & Incentive Travel.

In an industry built on experiences, not downloads, this publication reminds us that some things still deserve to be tangible. You can flip through the pages, circle ideas or dog-ear a story for later. It’s deliberate, lasting — much like the incentive trips we design.

Every month, my column will explore how artificial intelligence can make your work easier, smarter and more profitable — without losing the human touch that makes travel memorable. AI isn’t here to replace creativity; it’s here to amplify it. Think of it as the world’s most flexible toolkit — when you know which tool to use, and when, you regain time for the strategy, storytelling and relationships that really drive results.

In this issue, I’m breaking down the AI platforms I rely on every day — ChatGPT for brainstorming, Perplexity for credible research, Grok for real-time insight and Gemini for turning ideas into action. Each one has its own lane, and together, they create a system that helps travel professionals work faster and think bigger.

ChatGPT: When You Need to Think Out Loud

This is where I start most mornings. ChatGPT is like that colleague who’s always ready to brainstorm — no coffee required, no bad days, just prepared to riff on ideas. I use it when I’m staring at a blank page. Writing proposals? Check. Need five creative themes for an incentive trip to Bali focused on renewal and connection? Ask, and you’ll have them in seconds, complete with taglines and décor concepts.

Last week, I needed a blog post done by the end of the day. ChatGPT helped me transform bullet points into a polished draft in 20 minutes. It didn’t write the whole thing — it gave me the structure so I could focus on adding the insights only I could provide.

ChatGPT doesn’t replace your creativity. It accelerates it. It takes the friction out of starting so you can spend your energy on the nuance that makes your work actually yours.

Perplexity: Your Research Assistant Who Actually Cites Sources

Remember spending hours going down Google rabbit holes, opening 17 tabs, trying to figure out which sources were credible? Perplexity fixes that.

When I need facts I can trust, this is my go-to. It searches, synthesizes and — here’s the beautiful part — shows you exactly where the information came from.

Pitching a leadership retreat in Portugal and need to know what’s trending in luxury incentive travel? Ask Perplexity, and within minutes, you’ll have current insights with citations you can use. The research that used to take me half a day now takes 15 minutes.

For incentive professionals who live and die by details — airlift capacity, local regulations, seasonal considerations — having a research tool you can trust is game-changing.

Grok: Reading the Room (Even When the Room is the Internet)

Grok is the newest tool in my kit, and it does something the others don’t — it tells you what people are saying right now.

Planning an incentive in Iceland? Grok can tell you within minutes that planners are raving about the hot springs, but worried about costs and unpredictable weather. That real-time sentiment changes how you position your message.

I think of Grok as social radar. Before you launch anything, you want to know what’s already in the conversation. What are people excited about? What are their concerns? This isn’t just data — it’s insight into human behavior, which is what our industry is really built on.

Gemini: When You Need to Get Things Done

While ChatGPT helps you think, and Perplexity helps you research, Gemini is about execution. If you live in Google Workspace — Docs, Sheets, Gmail, Slides — this tool feels like it was designed specifically for you.

After a discovery session with a client, I can have Gemini summarize my notes, extract action items and create a task list for my team. It takes information and automatically generates the next steps.

Last month, I had a spreadsheet with formula errors I couldn’t track down. Gemini found and fixed them in seconds. The workflow automation alone has saved me hours every week.

Start Where You Are

Here’s my honest recommendation: pick one tool and spend a week with it. Just one.

Try ChatGPT to refine your proposal. Use Perplexity for your destination research. Let Grok listen to what planners are saying. Have Gemini clean up your project tracking. You don’t need to master all four tomorrow. Start with your most significant pain point and let the tool solve that problem first.

The truth is, none of these tools will ever replace what makes you valuable — your experience, your relationships, your ability to read a room and adjust on the fly. What they will do is give you back time. Time to think more strategically. Time to be more creative. Time to focus on the human moments that no algorithm can replicate.

AI doesn’t change what makes great incentive travel — it helps you scale it. Technology can handle the repetition, but only you can deliver the connection. That balance is where the magic happens.

And the fact that you’re reading this in print? That’s proof that not everything valuable has to be digital. Some things — like a well-planned journey or a magazine that’s still worth holding onto — still deserve the weight of paper. C&IT

Dianne Devitt is an inspirational business leader, speaker, author and creative catalyst. She the author of “What Color is Your Event?” an innovative global resource for creative event planning, and a co-author of “Called to Lead: Success Strategies for Women,” focusing on creative leadership. Devitt is the creator and producer of the first SenseUP! Summit, which highlights the impact of sensory engagement on live events, and an award-winning adjunct professor at the New York University Tisch Center for Hospitality and Tourism. For more information, visit https://diannedevitt.com.

The pervading issue is not about blame — it’s about reminding those responsible, planning professionals, that they may be overlooking ownership and missed opportunities for themselves, their organization and the industry at large. For several decades, meeting and event professionals have fought, worked together and struggled to be recognized as strategic business partners, not reactionary order-takers. Despite these herculean efforts, many executives do not fully comprehend the potential of deliberately planned meetings and events — and neither do some planners. Part of this gap exists because planners don’t always communicate their value in business terms.  It is time to change that, or the industry will stagnate and quickly move back to where it was 50 years ago.

Over the past couple of months, headlines in industry media have alluded to senior meeting professionals being laid off — why else, besides cost cutting, would this happen? Would a company fire its advertising agency or public relations firm? I have been in this industry for over 35 years, and the same argument still prevails: many businesses do not grasp the results a meeting and event can realize as a critical communication tool, intrinsic to a company’s culture.

One way for the industry to expand awareness of its business significance is for planners to truly own and communicate their worth and impact, and be able to explain their roles and contributions in a succinct and effective way.

Planning is people-centric. It is about connection, relationships, empathy, sharing and building trust for business results. And so, I ask planners, producers, department heads, EVPs everywhere, how do you explain what you do? More importantly, how do you answer the question when asked? When the industry was in its infancy, planners would respond that they plan meetings, and the responses would be, “Oh, you’re a party planner.” Party planners have a niche, but not as business strategists for live experiences. Planning a strategically focused business meeting or event requires more than logistics; logistics are the strategy used to deliver the key message and accomplish targeted objectives and goals.

Choose Your Words

Professional speakers are taught to develop and create a 10-second, 30-second, one-minute definition of what they do, what they speak about (sometimes called an elevator pitch). They are trained to get to the point and understand the perspective of the people who are polite enough to ask them. It is critical to define upfront how they can help that person with their expertise. If someone works for an ad agency, and answers, “I’m in the creative department of the Red Ad Agency,” it is understood that they contribute to telling the story of the brand and delivering a message.

Planners can take a lesson from this and be prepared with a statement that will resonate with the businesspeople they are surrounded by when asked what they do (for the company). Most in management are businesspeople who are not familiar with the litigious, dimensional and complex business of meetings and events. Regrettably, the majority of business schools in the country do not include mandatory electives for business students to take related to the multi-billion-dollar industry of meetings and events. This is a major oversight for both the students and the universities, given the revenue effects that meetings and events have on an organization, destination, tourism and so on.

I do not know of any department heads and business owners who train their teams on how to answer these types of questions. Everyone, there is a job to do, and it is time to do it now.  The industry can remain stagnant, or planners can up their game to elevate the industry. When a meeting or event professional articulates their value beyond logistics, people listen. It is a critical responsibility for planners to expand their perceived function and focus their words on communicating with business impact.

In one case, I listened to the client explain his vision for a day long symposium followed by a reception, and then it was my turn to speak. That one-day vision transformed into three days of seven separate events, raising $1 million in fellowship funds. Situations and opportunities such as this occur every day.

I heard a story many years ago, whether it is true or not you can fact check me, but the message is timeless. There was a mechanic at the Boeing Corporation who proudly worked there for over 30 years in the same position as a riveter. One day, the CEO was giving prospective customers an onsite tour of the plant where aircraft were assembled. When the CEO approached the man with his entourage, one of the people asked him, “What do you do?” His answer? “I bring people together, I unite friends, I support veterans when they leave for service, I introduce grandparents to their new grandchild,” and so on. Not once did this mechanic mention that he repeatedly performs the same critical function to help build an aircraft.

Fact: Meetings and events rank among the top three communication tools, alongside advertising and public relations, because they offer a unique combination of immediacy, engagement and personalization. Unlike advertising, which broadcasts a message to a broad audience, or public relations, which shapes perception through media channels, meetings and events create direct, face-to-face interaction that fosters trust, connection and real-time feedback. They allow organizations to convey complex messages, showcase experiences and influence behavior in a controlled environment, making them an exceptionally powerful tool for driving both relationships and results.

It is the responsibility of any professional involved in the meetings and events industry to educate and enlighten all stakeholders about the value a meeting and event can deliver.

Show me the Numbers

When I approached the editor of CEO magazine many years ago to write a column about the role and importance of meetings and events, his reply was, “Show me the numbers.” This is a critical responsibility to the planner to justify any investment, and I hope it is on the top of your list to provide data and results pre and post.

If you are one of the many new people in the industry, know that you are valuable and your function is intrinsic to the future of meetings and events in business. Take your opportunity seriously, as it is one that will continue to support you throughout your career — and never stop learning or working on your role and educating those you serve with ‘the numbers.’

A)  If you are not using a platform that can help you with calculating ROI and proving the business value of the meeting or event, research one now. That information is critical to your value and gives your company and clients the data they need for marketing and future investments and initiatives.

B)  Prove and clarify why you need to hire specific vendors and how they can support the meeting or event regardless of their product or service. Take time to know suppliers. There are many talented people who are underutilized because planners do not take the time to fully understand what is available, and therefore, cannot defend a vendor’s capabilities.

C)  Don’t let the familiarity or ‘hugs’ influence the business focus. This is not an industry built on social clubs; it is an industry built on curated relationships, created to bring people together, to deliver a message and to provide measurable results. That sounds like business to me.

I challenge you to take this quest seriously:

• Continually seek training (increasing knowledge for the planner was the impetus behind the certificate that I created called The Certificate in the Business of Meetings and Events).
• Speak with your stakeholders, management, directors and share industry articles and information to enlighten them about the industry and your position.
• Define your “elevator speech.”

1)  Know the type of planner you are — either strategic and big picture or logistics focused and be able to explain your role. Film, theater, advertising and public relations all have related positions, including strategy, creative, implementation and analysis. Do a comparison of definitions of various job responsibilities and you’ll be surprised of the parallel. Be aware of a “task-based” mindset, a reactive approach, to a more outcome-based mindset. In other words, truly understand your contributions to the big picture.

2)  Create a 10-second, 30-second and one-minute version of your elevator pitch. “I create environments that ______________(drive sales connections, help our sales team understand a new product, help build company culture through team building) is more effective than “I plan meetings or events,” “I book venues,” “I order catering,” “I work in AV.”

Other examples:

a)  “I work with people to bring them together to _________________ (connect, collaborate, inspire, experience, exchange) for the company to __________________ (focus on, produce, innovate new products).”

i)  “I work with people to bring them together to connect, learn and engage for the company to strengthen relationships and drive results.”

b)  “I help our company increase sales by organizing ways for the sales team to interact with one another.”

i)  “I help our company increase sales by creating opportunities for our sales team to share insights, meet with one another, build trust and strengthen client relationships.”

c)  “I work with pharmaceutical companies to help train their sales team to educate their customers in hospitals, doctors’ offices and labs.”

i)  “I design training experiences that help pharmaceutical companies empower their sales teams, _____________________.”

d)  “I help the people responsible for planning meetings to meet the various vendors they need in the process (including airlines, hotels, transportation companies, registration)”

i)  “I researched the right resources for our company and clients to transform meeting logistics into exceptional attendee experiences.”

Define what you do. Rehearse it. Believe it.

3)  Convey the urgency to your stakeholders about the value of the meeting and event as a communication tool; compare advertising and public relations and the “deliver the message” core function, as these are more familiar with some management.

For the industry to evolve, there is an urgent need to justify, inform, advocate and continue the work so many of us started over 50 years ago. Make us proud — It is on you. C&IT

Once known only for childhood fun, theme parks are now becoming serious business. With immersive environments, built-in entertainment and expanding event infrastructure, they’re turning meetings into unforgettable experiences.

That shift was on full display when PCMA opened its Convening Leaders conference last year not in a ballroom, but at SeaWorld San Diego in California. More than 5,000 business events professionals kicked off the week with an under-the-sea-themed reception. From exclusive access to animal exhibits and rides to custom food and décor, the evening set the tone for the rest of the event, and demonstrated the power of experiential design in a nontraditional setting.

SeaWorld also has locations in San Antonio and Orlando offering a wide variety of meeting spaces for an out-of-the-box meeting experience.

Creating Magic Moments

Walt Disney World Resort in Orlando, FL is doubling down on its corporate offerings. The Swan and Dolphin Resort complex is expanding with 120,000 additional square feet of meeting space, and all guestrooms in the Swan have recently been remodeled. The resorts are an easy boat or bus ride to all parks and attractions. Guests get the opportunity to buy lightning lane passes and choose experiences and arrival windows, making it much more convenient to visit the parks.

Walt Disney World has become a premier destination for world-class meetings and events. It offers four theme parks and two water parks.

Mashable’s conference included a scavenger hunt at EPCOT. Photo credit: Michael Cummings

At EPCOT, meetings can be held in an exotic setting. The Great Hall of China is a perfect place to hold a banquet event. The space can accommodate up to 180 attendees sitting down and 225 for a reception. Attendees can have an undersea experience at Living Seas Salon, which fits up to 100 attendees, who can dance the night away while over 6,000 sea creatures swim by a large wall of panoramic windows. For those preferring a more European flair, they can have an Italian themed reception outside at Italy Isola on the world showcase lagoon. If they are feeling like something more historical, they might choose the American Adventure Pavilion with its outdoor courtyard and animatronic stage show showcasing American history as told through 35 Audio-Animatronic figures of U.S. presidents and other dignitaries, large projection screens and a rotating stage system.

The place for large scale events there is the World Showcase Pavilion. It can fit up to 2,000 people with its 40,000 sf of flexible function space. It is the world’s largest indoor group facility with a theme park.

All of these options are just what is available at EPCOT alone. Each park has its own unique venues to explore. Walt Disney World offers more than 700,000 sf of meeting and event space overall.

When Karen Hartline, CMP, who is now executive producer of live content for Zillow, was director of events at Mashable, the company hosted an invite-only, multi-day conference at the Contemporary Resort in Walt Disney World. There were 300 attendees who were thought leaders in the digital and social media spaces.

The event kicked off with speed networking, which allowed attendees to meet each other in a formalized way. “We went into dinner after and people were able to grab tables with people they just met and wanted to connect with more,” says Hartline.

The first evening, there was a surprise and delight moment. “While attendees were in the opening session, a room drop was happening that included milk and warm cookies, as well as a set of Mickey Mouse ears. Quite a few people came to the session the next morning wearing their ears,” she says.

Getting a glimpse at how the magic is made makes Walt Disney World special. Hartline says, “We had a chance to have a behind the scenes conversation with an Imagineer who worked on Tower of Terror and then had private rides for just our attendees.”

A dessert reception in EPCOT preceded the fireworks show where the group watched from a private pavilion.

Another highlight was an EPCOT scavenger hunt. “This was more self-serve in an app called Gowalla but the teams had a great time going through EPCOT to take team pics and enjoy rides,” she says.

The gathering was a great success. “This was the first time a lot of the attendees had been to a conference at Walt Disney World and they were blown away by how magical it was! People still mention it to me today,” says Hartline.

She was impressed as well. “Working with the Walt Disney World Events team was so easy! I felt like I could breathe a little easier knowing all the details were being taken care of. While my goal was to provide an excellent experience for the attendees, I was also able to enjoy myself,” she says.

No matter what type of meeting or which space at Walt Disney World planners choose, they can collaborate with Disney experts to co-design event programming to ensure it is magical. Disney Meetings & Events is adding signature team-building experiences and more to ensure your meeting or event is everything you hoped it would be.

For those wanting meetings on the west coast, Disneyland Resort in Anaheim, CA is another great choice. It has 170,000 sf of meeting and event space and is home to three world-class hotels and two theme parks — Disneyland Park and Disney California Adventure Park. Disneyland is also celebrating its 70th anniversary this year with a year-long Platinum Jubilee. There is special entertainment, new attractions and exclusive food and beverage offerings to commemorate this momentous occasion.

JR Global Events held a successful exclusive nighttime event at SeaWorld for 1200 attendees.

Theme Parks are Flexible

Planners are not only noticing that certain theme parks offer meeting space, but also that they are flexible. Jennafer Ross founder & CEO of JR Global Events, has a great deal of experience booking events in theme parks. She has even done a full buyout of SeaWorld for one client’s 5,000 attendees. “You don’t have to buy out the entire park, but that is always an option,” says Ross, who most recently said she brought a group of 500 to Orlando.

That’s the thing about theme parks, they can meet the needs of almost every size group. They help streamline the planning events professionals must do. “Depending on the nature of the group, you may want to add some signage, some lighting,” says Ross. “The rest of the decor is done. The food and beverage, entertainment, all taken care of. With all the elements in place, a theme park really can be affordable for a group.”

There is also the opportunity to elevate the experience if that’s what the group would like. “I’ve worked with the caterer to elevate the food and beverage at times,” adds Ross, who continued that she also added some themed living statues and costumed entertainment, such as jellyfish for her SeaWorld event to add some extra pizazz.

Although the planning may not be overly complex, the benefits are immense. Ross says, “There is such exclusivity of being in a theme park without the masses. It’s a true VIP experience. To have access to theme parks like Disney or SeaWorld without the crowds of people is extraordinary.”

The opportunity brings out the carefree spirit of many. “Adults are kids at heart. To have the opportunity to ride a ride eight times in a row is awesome,” she says.

For Marcy Manley, executive producer at WPI Event Partners, Six Flags Great America has become a go-to option for inclusive, family-friendly events. She has booked the 300-acre park for more than 15 years, offering a day of rides, food and entertainment to executives and their families.

The experience not only builds camaraderie but creates shared memories outside of formal work environments. Because the infrastructure is already in place, parking, food, staffing, execution is seamless. “It’s hassle-free,” she says. “Everything is established and proven. I don’t have to reinvent the wheel.”

Plus, her group loves it. “These execs are on the road a lot, and it’s wonderful for them to be able to do something with their families, as well as their colleagues,” says Manley.

More Than Rides: Meeting Infrastructure Built In

Theme parks also bring with them built-in infrastructure that continues to evolve.  Today’s top parks offer turnkey packages tailored for business events.

Just like Manley uses Six Flags Great America in Illinois, outside of Florida or California, another popular park is Dollywood in Pigeon Forge, TN. Dollywood offers a range of entertainment and team-building options tailored specifically for corporate groups.

Scavenger hunts can be arranged either throughout the resort grounds or inside Dollywood Theme Park, encouraging teamwork as groups race to complete challenges and find “Dolly-isms” and unique features. In addition, private roller coaster experiences, such as exclusive early-morning access to Dollywood’s top rides just for your group, help build camaraderie and excitement.

Dollywood offers more than 32,000 sf of meeting and event space nestled in the Smoky Mountains, including meeting rooms, elegant ballrooms, welcoming porches, verandas and other unique event spaces. The park encompasses 165 acres and includes more than 50 rides and attractions. The nearby DreamMore Resort and Spa and HeartSong Lodge & Resort offer a total of 600 guestrooms.

Also on the east coast, In Hershey, PA, Hershey Hotel offers 25,000 sf of flexible meeting space and has 20 meeting rooms accommodating 10 to 450 people. It also offers 326 guestrooms. Attendees can have a sweet reward, when not in meetings, at Hershey Park. Hershey’s Chocolate World allows guests to make their own candy bar, go on the chocolate tour, have tastings and more. Planners will find turnkey packages and customizable experiences available. Attendees can also go wild at ZooAmerica.

The Incentive Edge

For incentive programs, theme parks offer a high-value mix of exclusivity and entertainment. VIP tours, early park access, behind-the-scenes experiences and curated dining elevate the offering and create memories that extend long beyond the event.

Plus, the family-friendly nature of theme parks allows companies to offer incentive travel that includes spouses and children, boosting loyalty and satisfaction in the process.

The experience can be elevated by arranging for photo opps for attendees with characters unique to the park you are gathering in. This offers a true VIP experience.

Overcoming Challenges

Planning a meeting or incentive trip in a theme park does come with challenges. Crowd flow, timing and coordination with venue event teams are key to success. And for some brands, the informal nature of a park might not align with company culture. But when thoughtfully executed, the return on emotion and engagement can be as powerful as any keynote or incentive gift.

In today’s experience-first business environment, theme parks offer more than a change of scenery, they offer a change in mindset. For planners looking to deliver measurable motivation with a side of magic, it might be time to swap the boardroom for the rollercoaster. Because sometimes, the best business outcomes begin where the fun begins. C&IT

Like most industries, artificial intelligence (AI) is transforming the ways corporate meeting planners do business.

From offering tools to streamline tasks, to improving and personalizing the overall corporate event experience, to analyzing data for insights on attendee engagement, AI offers a wealth of streamlined efficiencies that keep corporate meeting planners coming back for more.

So what are some of the newest tools and ways in which today’s corporate meeting planners are using AI to enhance the events and meetings they are planning?

“I’m seeing AI play a growing role in the early stages of event planning, particularly in sourcing,” says Heather Pilcher, CSEP, CMP, CEO and executive producer at Blue Spark Event Design. “Planners can now quickly gather data on hotels and venues such as meeting space capacity, guestroom counts, proximity to airports and amenities across destinations worldwide. While the accuracy isn’t perfect, AI provides a valuable starting point to narrow down sourcing targets.”

However, just because you can pull the data doesn’t mean a planner may fully understand its implications. As Pilcher points out, at this stage in AI’s development, you still need a skilled meeting producer to interpret the information, apply industry expertise and draw logical conclusions that align with the event’s goals and requirements. And then there is the accuracy issue.

“AI pulls from the web, and if the source information is wrong, your data will be wrong too.

Beyond raw research, AI’s ability to reformat information into user-friendly layouts like bulleted lists, tables or side-by-side comparisons saves time and makes decision-making faster,” Pilcher says. “Even though human verification is still essential, this initial lift from AI shortens the research phase and helps planners focus on strategic choices earlier in the process.”

Marcia White, senior event manager, strategic events, meetings and incentives at MCI USA , says AI has been used to make things easier and quicker.

“I believe it helps speed up some tasks that may have taken more time in the past. That just helps free up some time for other items that may need more attention to detail that AI cannot help with. And that’s ok. Events still need the human touch,” White says. “That’s what makes them successful.”

AI can automate tasks like scheduling and email follow-ups. White has used AI to help her find a time for everyone to be available for a meeting or even creating a calendar reminder to send out an email or calendar invite.

“I’ve also used AI to help me craft emails. Sometimes, you can’t find the right word to convey your thoughts to a co-worker, vendor, etc. so AI has helped me craft emails and help with tone or even make it more concise,” White says.

Another way White uses AI in her meeting planning process is in her sourcing process. She sourced venues for an event for 2028 and had multiple options. “I needed to put together a presentation for the Board and AI helped with suggestions on how to make different types of slides and layouts of slides,” White says. “Its’ suggestions helped me create a better presentation than I may have done myself.”

Catie Henderson, director of product management at GlobalMeet, is also seeing AI become a game-changer for event planning. Planners are using it to make faster, smarter decisions, from shaping agendas and optimizing session timing to identifying the topics and formats that historically engage attendees most.

“By analyzing past event data, registration patterns and attendee interests, AI can flag sessions likely to draw high engagement or suggest ways to tailor experiences for different groups,” Henderson says.

For Henderson, her biggest benefit is regaining time and focus. AI can handle repetitive tasks like scheduling, attendee segmentation and post-event reporting, so planners can focus more on strategy and creativity.

“It also helps make events more engaging, from personalized session recommendations to smarter networking suggestions,” Henderson says. “On the post-event side, AI allows teams to quickly extract meaningful insights from event data, enabling smarter decisions for future planning.”

An area which AI can benefit planners, in addition to the time factor, seems to be efficiency. “The speeds at which many of these tools operate provide a huge advantage over the previous ways of doing business,” says Lenny Talarico, chief experiential architect at Lenny Talarico Events. “This can allow for increased efficiency in all areas of planning.”

Personally, Talarico has been using AI for event design concepts when creating proposals. It’s still a bit of trial and error as he’s learning that the more detailed and specific the prompts given are, the better the outcome of the delivered product.

“In addition, I see how AI can create a better way of interfacing with clients using chatbots to answer online attendee questions or assist in providing detailed data or references when conducting research,” Talarico says.

AI can be used to tailor experiences to different groups to increase interest and engagement.

Key AI Tools

Right now, AI shines at speeding up repetitive, time-consuming tasks. It can help summarize long documents, generate checklists, draft initial communications and handle basic data sorting. As Pilcher explains, while it’s far from being a comprehensive event planning solution, it’s evolving, and as more industry-specific AI tools emerge, planners will be able to spend less time on admin work and more time on creative, high-impact event elements that drive attendee engagement.

At the moment, ChatGPT remains the most widely used AI tool in in the event and meeting planning industry. Pilcher also sees planners experimenting with alternatives like Google’s Gemini and other large language models.

“Outside of rewriting your emails for grammar, there are AI-powered tools emerging for design mockups, language translation and even predictive analytics for attendee behavior, but many are still in the experimental or beta stages,” Pilcher says.

At Blue Spark, Pilcher and her team have tested AI for sorting and pre-qualifying venue and vendor lists based on very specific criteria. While the results were helpful in narrowing the field, they were not perfect.

“We still needed one of our skilled planners to ensure accuracy. We’ve also experimented with using AI to combine data from multiple sources into complex event calculation models,” Pilcher says. “For example, merging cost projections from one source with logistical requirements from another to simulate a seasoned planner’s decision-making process. The outcome was mixed at best. It’s helpful for brainstorming, but not at a level where it could replace expert judgment.”

Currently, White is using copilot and they’ve adopted that as a company. White has found that it’s been a great tool to use for internal and external information. “It enables me to ask a question and search the internet or I can choose to just search internally to find documents we have to answer my question,” White says. “It is a great tool to use because you can use it to focus the area of search — make it broad or make it more specific to your company and/or client.”

Henderson points to AI chatbots and matchmaking systems as the key AI tools being used in the corporate meeting and events industry. Chatbots now act as personal concierges. As she explains, they can guide attendees through schedules, answer questions and surface tailored content recommendations.

“AI matchmaking tools also take the awkward guesswork out of networking by pairing you with people who share your documented goals and interests,” Henderson says. “These tools reduce administrative loads for event organizers and tailor event experiences to attendees.”

As technology changes, planners need to adapt. What is new today will be used by everyone tomorrow.

Biggest Obstacles

Not surprising, there are some big obstacles to AI adoption in the meetings and events industry. Perhaps the biggest hurdle is accuracy. Large language models can “hallucinate” or generate incorrect information, which can cause costly mistakes if not caught.

“In many ways, this is reminiscent of the early days of Wikipedia when incorrect inputs led to unreliable outputs. Additionally, the technology is still in its infancy for our industry. Without a robust dataset tailored to meetings and events, AI tools lack the specialized knowledge needed to consistently deliver precise, context-aware results,” says Pilcher. “The effectiveness of AI also hinges on prompt quality and poorly phrased prompts lead to poor outputs.”

Finally, there’s an impatience factor. In the fast-paced world of the events industry, planners expect instant, accurate results. Pilcher points out that without rigorous fact-checking, this rush can lead to the spread of misinformation and flawed decisions.

“As type-A professionals, we thrive on the possibility of quick and accurate answers, and regrettably, that is not where we are at with AI,” Pilcher says.

Pilcher has also encountered data privacy issues, high implementation costs and trust concerns when using AI. For example, AI-generated images on vendor websites can be a red flag. If all imagery is AI-created, it raises questions about the authenticity of the service or product.

“Planners rely on genuine photography to assess real-world quality, which builds trust and sets realistic expectations for clients,” Pilcher says. AI can produce visually striking renderings, but those concepts aren’t always structurally sound or logistically practical in the real world. Factors like physics, engineering and attendee experience often fail to carry over from an AI-generated vision. What works in two dimensions doesn’t always translate to three. Without transparency and realistic representation, risk management quickly becomes a concern.”

White stresses that one obstacle to AI is that although it can streamline things or simplify tasks, there still has to be that human review.

“People just need to understand that even if it’s being used, it still needs to be reviewed and refined. I also think people worry AI will take over jobs and I don’t think that’s going to be the case,” White says. “AI is used more to refine and organize. Meetings and events still need that human touch to make them work and be exactly what the client wants.”

Trust and complexity are the biggest hurdles that Henderson sees to AI implementation. As she explains, confidentiality and data privacy are major concerns for planners, especially in regulated industries, and many teams aren’t sure how to best integrate AI into existing workflows.

“Plus, some tools still struggle to comprehend industry-specific terminology,” Henderson says. “These challenges have slowed adoption, but with the right safeguards and training, AI can deliver huge value without compromising privacy or performance.”

Talarico says that everyone is still testing the waters on how and what to use, and there remains concerns centered around privacy along with accuracy of information received.

“In addition, it raises questions related to quality and reliability of the output as generative AI continues to evolve,” Talarico says.

Full Speed Ahead

Once the meetings and events industry sees some more sophisticated AI agents built specifically for meetings and events, adoption will accelerate. These tools could handle tasks like rewriting event communications for different audiences, drafting creative concepts or running quick feasibility analyses.

As Talarico explains, AI it is already being adopted and will continue to be used to offset many of the time-consuming tasks corporate meeting and event planners face. Companies like Cvent have already incorporated this into event registration, EventBrite offers AI driven recommendations for promotions and ticketing solutions, and many planners continue to incorporate ChatGPT into their daily routines to assist with various slow tasks.

White also feels that AI will enable events to be tailored more toward individuals. It will help customize agendas and be able to review and organize feedback forms quickly.

“I think for event planning purposes, it can help with vendor selections or really any type of information that needs to be reviewed and made decisions about,” White says. “AI has the ability to organize information and then read your information to be able to create a document or summary, making it easier and quicker for event managers to pick vendors or other decisions quicker because we won’t have to look through as much information as AI may be able to sort through.”

Pilcher also believes AI will eventually become a trusted co-pilot for planners — supporting, but not replacing, human expertise. “Until then, it’s a supplementary tool, not a central one,” she says. “We’re watching closely for innovations that can genuinely streamline processes, allowing planners to focus on what matters most: creating impactful, memorable experiences for attendees.”

AI will move beyond just assisting planners to shape how events are experienced in real time, Henderson adds. She believes the industry will see tools that can automatically adjust session recommendations, virtual room layouts and content delivery methods based on live attendee engagement. This will help planners make on-the-fly improvements and deliver highly personalized experiences for attendees.

“As more advanced AI technology is developed, the best events will still blend AI-driven insights with human expertise and creativity,” Henderson says. “AI-powered events will be most successful when smart tools and smart people work together, using data to enhance, not replace, the authentic human touch that builds real connections and trust.” C&IT

The pandemic didn’t just shake up the way we work — it rewired it. In what felt like an overnight sea change, millions of professionals traded offices and cubicles for kitchen counters and dens, boardrooms for Zoom calls and daily commutes for a stroll down the hall.

Remote and hybrid work models, long considered exceptions to the norm, quickly became the way countless companies now did business. While the momentous metamorphosis included many positives, it also raised a critical issue unique to the events industry: how do we inspire a workforce now accustomed to virtual communication to attend and fully engage with in-person meetings and experiences?

The question isn’t just logistical — it’s existential. The meetings industry, forever built on the foundation of face-to-face interaction, must now restate and reappraise its value proposition in a world where screens and cellphones rule our communications and physical presence is generally no longer a requirement.

To explore this tectonic shift, Corporate & Incentive Travel magazine checked in with two industry leaders who are shaping the present and future of live events: Tahira Endean, MSc, CITP, CMP, CED, head of program at IMEX and co-founder of The Strategy Table, and Neil Brodie, vice president, Experiences at Sea, Charters, Meetings & Incentives, & Events at Norwegian Cruise Line Holdings Ltd. Their input reveals a continuing dynamic transformation that reexamines the purpose, format and experience of in-person gatherings.

The Rewards and Emotional Cost of Remote Work

Remote work has brought undeniable benefits for workers and companies — including increased flexibility, reduced commuting and broader access to global talent. A 2023 Gallup report indicates nearly 60% of U.S. employees now work remotely at least part of the time. But this swing has also introduced a new kind of separation — one that’s not just physical, but emotional. For many, the days of spontaneous hallway conversations, shared lunches and face-to-face collaboration are a thing of the past, leaving many professionals feeling disconnected and even isolated.

Endean believes this emotional gap is precisely why in-person events matter more than ever. “Remote work equals distance, physical and emotional, and humans desire and require connection. We are social beings. We have high expectations of in-person events because they require effort, investment and time,” she remarks. “But, intentionally designed events are the most powerful tool organizations have to bring people together, and where they are able to catalyze happiness by being together, productivity with conversation intersections that don’t happen on-line, and trust for the organization and between colleagues and with clients.”

Her thoughts emphasize a vital point. While virtual tools have their place, they lack the depth of human connection. In-person events offer something of unique value — an emotional connection embracing trust, sparking creativity and strengthening relationships.

Norwegian Cruise Line passengers are seeking curated live opportunities like private receptions. Photo credit: Norwegian Cruise Line

From Transactional to Transformational

Historically, many corporate events have been transactional — focused on delivering information, training or updates. In the post-pandemic era, however, attendees expect experiences that are immersive, meaningful and engaging.

Brodie sees this shift firsthand in his work designing experiences at sea. “Remote work has raised the bar for in-person experiences. Attendees are no longer looking for traditional meetings; they expect experiential events to deliver what they can’t get behind a screen: immersive environments, meaningful networking and authentic human connection. On our ships, for example, groups are seeking more curated opportunities like customized shore excursions, team-building activities and private cocktail receptions that foster relationships in ways virtual can’t replicate.”

This evolution reflects a bigger wave, the move from passive attendance to active participation. Attendees want to feel something, and to be challenged, inspired and transformed. They also want to leave with meaningful memories and not just meeting notes.

The Future of Large-Scale Conferences

With the massive rise of remote work, some have foreseen the decline of large-scale conferences. Endean, though, sees a promising future for in-person functions — one where these events not only survive but thrive. “Large-scale conferences are staying at scale or even growing. The successful events will always be those that evolve to serve the needs of their unique audiences, and ultimately fulfill their promises,” she explains. “Typically, this includes providing a combination of connection opportunities that support collaboration, sales or innovation, plus education and/or requirements for ongoing accreditation. Formats should continue to blend the need for well-being with education, presentation with dialogue and technology that truly supports the experience.”

Her vision is one of adaptability, with meetings evolving to meet the changing needs of attendees — offering connection in addition to content. This also means integrating wellness, personalization and technology in ways that enhance, not distract from, the experience.

In fact, many event organizers are now blending traditional conference elements with a greater emphasis on wellness activities, immersive installations and interactive programming. Events are seeing more dynamic activities like guided meditations between sessions, collaborative art walls and breakout rooms designed like living rooms. Innovations like these encapsulate a deeper comprehension of what attendees truly prioritize: comfort, creativity and collegial connection.

Real Motivation in a Remote World

One of the bigger question marks facing event organizers today regards motivation. Do remote workers need extra incentives or greater encouragement to attend in-person events? Endean suggests that the desire to connect is already present.

“The more remote work we do, the greater the desire to attend in-person events,” she opines. “Motivation may be external, for example a mandatory event for work, or internal, where the desire for growth, personal or professional, drives the decision.”

This insight turns the narrative on its head. Remote work doesn’t lessen interest in live events — it amplifies it. The isolation of virtual work creates a hunger for shared experiences, spontaneous and lively convos, and the serendipitous moments that only physical presence can offer.

Brodie’s team taps into this truth by organizing experiences that feel essential and unforgettable. “We focus on designing experiences that emphasize the value of connecting with others,” he states. “At sea, that means creating shared moments that can’t happen in a virtual setting, such as organizing leadership summits in theatres, arranging exclusive music performances for like-minded communities, or using ships as venues that reflect a company’s culture. These unique environments make being together not just essential, but unforgettable.”

Sharing a once-in-a-lifetime experience with teammates creates lasting memories. Photo credit: Norwegian Cruise Line

Rethinking Event Design for a Hybrid Workforce

Maybe a new mindset is key when it comes to designing events for a hybrid and remote workforce. It’s no longer sufficient to furnish generic programming. Attendees want opportunities for authentic engagement, plus personalization and flexibility.

Endean outlines a blueprint for this new approach. “Plan for social time, where attendees become participants and bond over shared experiences, from active to immersive to cooperative,” she says. “There is a need to balance personalization — because that is the expectation — with group activities that support positive socialization. Don’t just offer ‘vanilla’ options. When we add an element of challenge, physical or mental, that allows us to overcome vulnerability with appropriate facilitation, it can lead to growth and positive feelings about the organization and those we work with. Humans like to prove ourselves and improve our abilities, especially when we feel we are in a safe space. Asking your participants about the type of activities they prefer can lead you to crafting a program that offers good options leading to the result of connecting people that are often disconnected by their remote work.”

She also highlights the importance of rest and flexibility — especially in the case of attendees reacting to different time zones and work schedules. “We also need to plan for more flexibility and rest time, as remote workers are often coming from various time zones and may follow more flexible work schedules generally,” she clarifies.

This holistic philosophy comprehends that attendees are not just professionals — they’re people. And designing events that honor their humanity is a vital roadway to success.

Virtual vs. In-Person: Complementary, Not Competing

The rise of virtual meetings has sparked ample debate about their bottom-line effectiveness. Brodie offers a balanced view.

“One misconception is that virtual meetings are less effective. The truth is, they’re excellent for efficiency, scale and accessibility,” Brodie explained. “But in-person excels at fostering relationships, innovation and emotional impact. For example, a team might cover a project update virtually, but brainstorming together while sailing past the Greek Isles, or celebrating a milestone with a private gala onboard, leaves memories that deepen bonds, drive motivation and last a lifetime.”

This viewpoint perhaps underlines a critical distinction: virtual and in-person formats serve different purposes. Virtual is great for information-sharing. In-person is essential for inspiration, connection and culture-building.

Measuring Success in a Hybrid Era

As event formats diversify, so too must our yardsticks for their impact. Brodie shares how his team evaluates impact across platforms. “We’ve broadened how we define success. For virtual, engagement metrics like participation, chat activity and retention rates are key. For in-person, it’s more about the impact; how energized attendees feel, how many meaningful connections were made, and how the experience reinforced company culture. On our ships, we measure success in spontaneous networking, in the excitement of a private shore excursion, and the memorable stories attendees continue to share long after the sailing.”

This shift reflects a deeper understanding of what events are meant to achieve — not just information transfer, but emotional resonance and cultural alignment.

In person events, such as this cooking class, offer fun ways to engage with others. Photo credit: Norwegian Cruise Line

Looking Ahead: The Next Decade of In-Person Events

What does the future hold for in-person events in a world where remote work is now the norm? Brodie offers an intriguing perspective.

“As remote work becomes standard, in-person events will serve as intentional hubs for company culture and connection. Organizations will increasingly use these events to reinforce identity, values and human connection. I believe we’ll see more emphasis on destination-driven and experiential gatherings making travel part of the experience to incentivize and build connections. Cruises offer all-inclusive options, customization and built-in networking opportunities, perfectly positioned to play a bigger role in how companies bring people together in the future,” he says.

His forecast envisions a reawakening for live events — not as professional obligations, but highly anticipated opportunities for engagement, loyalty and growth.

5 Ways to Make In-Person Events Irresistible to Remote Workers

As remote and hybrid work models become the standby, event organizers face a fresh challenge: how to attract and engage attendees who’ve grown accustomed to communicating by screen to step out and engage face-to-face. Remote workers need more than just a calendar invite; they need a vested reason to trust that showing up in person will be worth their time, energy, expense and travel efforts. Here are five established strategies to make in-person events magnets for the remote-first workforce:

1. Design for Connection, Not Just Content

Remote workers frequently long for the casual interactions that happen in physical offices — those hallway chats, coffee breaks and shared laughs that foster camaraderie. In-person events should thus prioritize human connection over passive information sharing. Curated networking lounges, facilitated meetups and interactive sessions that inspire dialogue are vital in this area. Instead of traditional lectures, embrace collaborative formats like roundtables, peer-to-peer workshops and storytelling circles.

2. Personalize with Purpose

Remote professionals are used to tailoring their workdays around their priorities, so standard cookie-cutter event slates no longer cut it. Leverage pre-event survey responses or app-based preference tools to gauge attendee goals and design the experiences accordingly. Breakout tracks, for example, can be divided by career stage, interests or preferred learning style. Even minor touches like personalized welcome kits, curated playlists or name badges with conversation prompts will make attendees feel valued as individuals.

3. Make Wellness a Priority

Remote work has blurred and sometimes practically removed the borders between personal and professional life, often leading to burnout that includes screen fatigue. In-person events should have the sense of being balanced and restorative, not tiring. Components like guided meditation, movement breaks, healthy dining choices and serene zones for reflection bring wellness to the agenda table. Optional morning yoga, nature walks, or even nap pods might be other considerations here. When attendees feel physically and mentally invigorated, they associate the event with positive energy and are more likely to return.

4. Create FOMO-Worthy Experiences

To compete with the ease and convenience of virtual meetings, in-person events need to deliver what screens can’t: unforgettable in-person moments. Think innovative and immersive environments, surprise guest performances, destination-based explorations or hands-on creative workshops. These offerings don’t just entertain, they foster emotional memory. Whether it’s a sunset cruise, interactive art installation or a collaborative cooking class, remote workers will be more inclined to attend when they know they’ll walk away with stories worth sharing and moments they couldn’t experience virtually.

5. Build Flexibility into Every Layer

Remote workers value autonomy, so rigid schedules and one-size-fits-all programming can be off-putting. Offer flexible schedules, on-demand content and hybrid access for overflow sessions. Allowing attendees to charter their own pace is also effective — whether they dive into every activity or opt for quiet networking. Flexibility indicates respect for their time and preferences, making the event seem like an invitation and not an obligation. This also helps accommodate attendees coming from different time zones and accustomed to different work rhythms.

A New Era of Connection?

The remote and hybrid work revolution has reconfigured the professional landscape. But it hasn’t lessened the value of in-person events — it’s redefined it. Today’s attendees seek more than just passive content — they desire connection, inspiration and experiences that screen communication simply can’t provide.

As Endean and Brodie delineate, the future of live events lies in intentionality, creativity and emotional impact. In-person gatherings are no longer merely logistical functions designed to disperse information, they’re cultural touchstones. They offer a rare chance to step out from behind screens and into a shared reality where ideas abound, bonds deepen and memories are made.

For organizations planning meetings and events in this new era, the message is clear: don’t just organize static gatherings — design interactive experiences that are immersive, inclusive and memorable. Whether it’s a leadership summit in the mountains, a wellness-infused conference on a cruise ship or a collaborative retreat in a city loft, the objective is consistent — to bring people together in ways that virtual platforms simply can’t replicate. C&IT

CADENCE collaborated with a local DMC partner to put on a big beach bash at the Hotel del Coronado, in Coronado, CA.

When planning corporate events, partnering with Convention and Visitors Bureaus (CVBs) and Destination Management Companies (DMCs) can often save corporate meeting planners time and money, while streamlining the entire planning process by leveraging these organizations’ vendor networks, negotiating prowess and local expertise.

Kat Scott, director of sourcing and industry relations, meeting + incentives at CADENCE, truly values her company’s partnerships with CVBs and DMCs. As she explains, in recent years, event planners have been leaning on them not just as destination experts, but as strategic partners throughout the entire lifecycle of an event, from the earliest decision making stages all the way through execution.

“There have been many changes happening over the last three to five years. With constantly evolving regulations and infrastructure considerations, working with our CVB and DMC partners has made local expertise indispensable,” Scott says. “At the same time, attendees are demanding immersive, authentic experiences that go beyond the traditional meeting space, creating an opportunity for our DMC partners to help us excel by helping our planners think outside the box.”

From a planner’s perspective, Scott says these relationships have shifted from being a “nice to lean on gently” service, if needed, to being an essential, strategic partnership.

“Trusted CVBs and DMCs are no longer simply service providers; they act as true extensions of the planning team, helping us deliver events that are logistically seamless, trustworthy in service, culturally relevant and strategically aligned with broader organizational goals,” Scott says.

CVBs and DMCs provide planners insight that goes way beyond what you’d find on a website or in a venue brochure — things like the latest city regulations, seasonal factors planners might not think about, and even those hidden-gem venues that their local relationships can provide.

“That kind of insider knowledge helps us avoid future issues and make choices with a lot more confidence,” Scott says, adding that other major benefits that some CVBs offer are financial incentives and marketing support.

At CADENCE, the meeting planners bring their CVB partners into the planning process from the very start. They typically reach out to the CVBs when they send RFPs to selected hotels.

“We bring in our DMC partners once we have narrowed down our list of destinations and discussions about planning a site visit begin,” Scott says. “That way, we’re leveraging both sets of expertise strategically and making sure every decision — from site selection to execution — is backed by both local insight and our planning expertise.”

Paula Jurvanen, director of event strategy at Worldwide Events, plans events focusing on segments such as healthcare, luxury incentives and the independent sector. Jurvanen works with U.S-based CVBs and DMCs in help evaluate destinations for events. Jurvanen says that, in recent years, CVBs and DMCs have become increasingly valuable to event planners. These partnerships are now not only more strategic but also essential to delivering immersive, seamless and locally authentic experiences.

Historically, DMCs and CVBs were seen largely as logistical support — handling transfers, venue sourcing and basic coordination. Today, they are co-creators of the event experience, adapting to rising client expectations.

“Planners are no longer satisfied with traditional, generic options; they want new, bespoke and authentic programs that reflect the destination,” Jurvanen says.

At the same time, there is growing emphasis on sustainability and social responsibility. As Jurvanen explains, CVBs and DMCs play a key role in helping design programs that highlight local food and beverage, reduce transfer times and incorporate CSR initiatives with community partners.

“Planners also value CVBs as a one-stop shop: they provide free resources, share timely updates about the destination and use their networks to reach multiple suppliers efficiently,” Jurvanen says. Hotels and venues are often accustomed to working through CVBs, which simplifies the process significantly. Of course, not all CVBs operate at the same level, but where a destination is proactive and vocal about the support it can provide, planners are far more likely to engage with them. In many cases, the available resources are far greater than planners realize – and that is where CVBs and DMCs can add real value.

Apryl Roberts is the producer/ owner of Apryl Roberts Productions. In Roberts’ experience, she sees that DMC and CVB usage have remained steady and/or slightly increased as the demands for shorter turn arounds for events have increased.

“The only variant present now is that some planners are using AI to assist in some of their destination planning, but it still does not fill in the gaps of local relationships and experience that CVBs and DMCs possess,” Roberts says.

Indeed, as competition increases, insider knowledge has become the real differentiator. CVBs and DMCs don’t just share what’s available today —  they provide insight into what’s new, what’s next and what’s in the pipeline, much of which you simply won’t find online.

“Working with CVBs and DMCs helps to streamline the planning process. They offer hands-on assistance, by helping the planner to manage event logistics and guest experiences. RFPs are also consolidated which saves planners time and effort,” Roberts says. “Most importantly, these resources provide planners with local expertise regarding vendors and venues.”

These partnerships also add strategic value. They can advise on the best or alternative dates, highlight which partners are more flexible in negotiation and explain why, ultimately saving planners both time and money.

“They can also help stretch budgets further by unlocking city support, permits or even subsidies that planners may not know exist,” Jurvanen says.

In addition, as Jurvanen explains, many CVBs are able to share benchmarks from other planners who have hosted events in their city, turning decision-making from guesswork into data-driven insight. Just as importantly, they help secure buy-in from local stakeholders, opening doors to deals and experiences that are not available through online research alone.

“For international events, having a trusted partner on the ground is invaluable. CVBs and DMCs can negotiate on your behalf, unlock access to options you couldn’t reach independently and smooth the logistical complexities of working in a new market or in location with language and culture barriers,” Jurvanen says. “In short, they make it possible to deliver not only an event, but a seamless destination experience.”

The importance of working with CVBs and DMCs is even more essential when working in another state or overseas, such as this CADENCE event in Marbella, Spain.

Developing A Solid Working Relationship

Roberts typically works with CVBs and DMCs for assisting in finding and coordinating all of the venues and hotels that she will be working with to best meet all of a corporation’s goals and needs as it relates to the planned meeting or event. She also uses them to assist in finding talent and entertainment in the area.

“I also research the locality that we will be hosting in and identify some key offerings that I may wish to incorporate for the event,” Roberts says. “This allows me to effectively communicate with the CVB and/or DMC what my specific needs are to aid in streamlining the planning process.”

When planning events, the Worldwide Events Group team runs a transparent application process: announcing a bidding window, setting timelines and inviting destinations to submit proposals. Once proposals are in, they shortlist the strongest candidates and then move into deeper discussions.

“A crucial step in our decision-making is evaluating client fit: does the destination have the right infrastructure, accessibility and experiences for our specific audience? Flight connectivity is always high on the checklist — accessibility can make or break delegate experience or whether they decided to attend at all, so it’s central to our evaluation process,” Jurvanen says. “It’s also a great advantage to work with DMCs that operate in multiple destinations. They bring a comparative perspective, advising on a destination’s appetite to host an event, highlighting more suitable or low-demand periods and ultimately helping planners secure stronger deals and greater value.”

Mistakes To Avoid

The most common mistake Jurvanen sees meeting planners make is treating CVBs like tourist offices rather than as strategic partners. Too often, planners issue an RFP focused only on facts: numbers, budgets and perhaps a preferred location. But Jurvanen says if a planner starts the conversation earlier, with a strong CVB or DMC, and frames it around the goal of the event and the experience a planner wants people to have, they can influence the design in ways you may not have considered.

“A strong partner can surprise you with creative options, introduce unique vendors and open doors to opportunities you wouldn’t have thought of yourself,” Jurvanen says. “The earlier they’re engaged, the more they can help shape not just logistics, but the entire impact of the event.”

CVBs and DMCs are naturally focused on showcasing the positives — they’re selling their destination. But if a planner only hears what works well, they can easily miss the potential issues.

Roberts points out that the common mistake that most corporate meeting planners make when working with CVBs and DMCs is not properly assessing their event’s specific needs along with not thoroughly vetting a potential partner’s reputation, offerings and, most importantly, their costs.

She recommends planners ask the DMC or CVB for their experience with working on your type of event and client, local venue/vendor relationships they have established and discounts they may be able to offer during the planning process.

“Planners might also stick to surface-level RFP questions and overlook the bigger risks. Not asking the right questions about infrastructure, seasonality or political context creates blind spots,” Jurvanen says. “A good question to ask a CVB is: ‘What are the common pitfalls planners face here?’ Whether it’s transport bottlenecks, local holidays or overlooked regulations, knowing this early means we can prepare for it —  and ultimately, deliver a smoother event and a better experience.”

The role of CVBs and DMCs is not just to sell a convention center or a venue, but to help planners build a broader destination strategy —  one that enhances the attendee journey from arrival to departure. Jurvanen’s advice is to invest in building strong relationships with these local experts and involve them not only in sourcing suitable services and suppliers, but also in shaping the overall strategy for how to create the best possible experience for your attendees.

“We are already seeing a generational shift: Younger audiences are prioritizing experiences over possessions. Their consumer behavior —  from spending on live events and concerts to travel — reflects a broader focus on experiences, amplified by social media culture,” Jurvanen says. “As these younger generations move into our industry, the expectation for meaningful, memorable experiences at events will only intensify. This is why it’s essential that planners focus not just on the figures and logistics of an event, but also on the depth and quality of the attendee experience, and CVBs and DMCs are uniquely positioned to help deliver that.”

Roberts says corporate meeting planners should ask questions, never assume. “All CVBs and DMCs are not the same,” Roberts explains. “They all have different expertise, experience levels and offerings. Research and compare each to determine which one will be the best fit for your event.”

“At the end of the day, success will come down to the loyalty and trust in the relationship that is built with your CVB and DMC partners,” says Scott. C&IT

Spiegelworld’s Atomic Saloon Show

Your mission, should you choose to accept it, is to create a luxurious experience for top performers, without increasing the budget and while exceeding the highest expectations from incentive trip attendees.

Sound like an impossible job that only Tom Cruise can accomplish? Welcome to the world of corporate event planners tasked with the challenge of offering increasingly memorable experiences that encourage employees to surpass their production year-over-year.

How are incentive trip organizers navigating this challenging reality? By leaning into a trend seen across all meetings and events that gives attendees greater control of their experiences.

Each moment, starting from pickup at the airport, becomes part of the journey. And while attendees’ free time isn’t exactly free for the companies paying for the incentive trips, it is more affordable than providing plated meals at five-star hotels and resorts and organizing all of a group’s activities for two to three days.

If this sounds too good to be true, that’s because there is a catch, says Min Choi, the chief marketing officer at a P&C company, who masterminds the company’s incentive trips. “The fear becomes that you diminish the trip so much that it is no longer considered high-value,” he warns. “There is some short-sightedness with the budgets.”

If the reward is less desirable, employees may not exert as much effort to earn the prize. Production then suffers and overall revenue could slip, which damages the ROIs that incentive trips provide companies, says Ashley Lawson, vice president and co-owner of Achieve Incentives and Meetings.

One of the most painful pieces of feedback Lawson says that she has heard is attendees saying they couldn’t remember where they did an activity because they all run together. “You want programs to stand out. You want them to be meaningful. You want people to remember where they were,” she says.

Changing Patterns

Despite ongoing geopolitical and economic concerns, incentive programs appear to be protected from worst-case fates felt by other events, says Annette Gregg, CMM, MBA, CEO of the Society of Incentive Travel Excellence.

“Because incentive travel has measurable ROI in driving sales results, stakeholders aren’t likely to remove it from their offerings,” Gregg says, noting incentives recovered quicker than other segments from the pandemic “because they couldn’t be replicated online.”

Gregg reports significant growth with all-inclusive resorts, cruises and luxury properties in high demand, a finding Dan Surette, chief sales officer at Omni Hotels & Resorts, agrees with. Omni is seeing RFPs delivered more than a year prior to the incentive trip, an indication corporations see the value in the programs, says Surette.

The trips are prized commodities among Millennials and Generation Z more so than seasoned workers, according to the Incentive Research Foundation’s 2024 preferences report. The study finds that 93% of younger workers described incentives as either extremely motivating or very motivating, compared to 86% of Generation X and Baby Boomers.

Planners are adjusting according to the coming-of-age of new top performers who may have different priorities than their elders. Providing free time is certainly a priority and is seen in a variety of ways.

Surette notes excursions are generally shorter than they used to be. “Activities are no longer than two hours,” he says.

Planners are increasingly opting for hotels and resorts near other amenities. “You have the capability of being close to downtown, that walkability,” says Rohin Singh, senior sales executive at The Ritz-Carlton, Sarasota, noting the appeal of the luxury property he’s worked at since 2002. “Sometimes, attendees want to get out of the resort, and they have that access.”

Companies may opt for beach, countryside or desert locations outside of a major city, anticipating attendees will extend their stay to explore tier 1 destinations. For instance, attendees participating in a takeover of a French vineyard for the incentive would naturally be inclined to spend extra days abroad to see Paris, Choi comments. Likewise, award winners may spend a night or two in San Francisco before a program in Monterey, says Michele Stephenson, CEO and founder of MDS Events.

Confirming the trend, the IRF report finds that more than half of inventive winners (57%) chose to extend either before or after their booking dates.

Stephenson is currently in the planning stages for an incentive that puts almost the entire agenda in attendees’ hands. She says that, except for a few meals, there is almost no programming. “It’s an experience. The company pays for everything, and then the attendees just get to enjoy it how they want to.”

Creative planning can add experiences at unexpected times. Choi suggests hiring private cars for transport if the final destination is more than an hour from the airport. Attendees can then request stops at a restaurant, shopping center or other attraction en route to the hotel. “It can be such a great experience as opposed to an awful two-hour transfer.”

Another personalization trend is providing gift cards, a practice which IRF data says increased 42% during North American incentives from 2023. Stephenson’s client provides $1,000 to go shopping while other companies may offer a card for a couple to enjoy a nice restaurant on property or within the destination rather than having a group dinner. It allows for a more intimate moment for the couple and does less damage to the budget.

“One hundred dollars is probably enough to cover dinner for the attendee and their spouse,” Choi says. “But when you are planning for a group it typically costs $200 per couple.”

Site Selection

The most important decision is where to host the incentive. The Caribbean, Mexico and Western Europe remain popular destinations, but Gregg senses a shift. “Our data shows incentive travel professionals taking their programs to new destinations they haven’t tried before,” notes Gregg.

As a case in point, Sante Fe, NM — a destination Stephenson has never used for an incentive — is among the final four her client is choosing from. The others are Cabo, Mexico; Monterey, CA and Nashville, TN, which Stephenson notes has the benefit of a large downtown and big airport. “You are walking distance to any place that you want to do anything,” she says of Nashville. “There’s so many entertainment options at people’s fingertips.”

Willingness to try new destinations opens the door to smaller destinations, particularly those in close proximity to a major city with strong airlift. For example, a planner can place an incentive in Victoria, British Columbia, a scenic island between Vancouver and Seattle. Likewise, Park City, UT, a popular resort town that has been home to the Sundance Film Festival, can resonate with corporations due to its short distance from Salt Lake City.

Choi suspects American companies will react to ongoing economic turmoil by opting for domestic programs. U.S. destinations are generally cheaper to fly into and have more transportation options should weather disrupt schedules, he notes, adding it’s nearly impossible to make up lost time from a cancelled flight from the U.S. to Europe.

Mike Uhl, regional vice president at HelmsBriscoe, was able to organize a budget-friendly incentive in Maui in the fall, during a slower period than the holiday peak season. “We were able to get a really good deal,” he says, noting his client is looking to return to the destination for its next incentive given its popularity among top workers.

“When you tell somebody that he or she is going to win an incentive trip and they’re going to Maui, that’s a pretty good motivator,” says Uhl.

Charleston, SC, and Napa, CA, are among well-regarded incentives destinations in the continental U.S. The challenge, Choi notes, is mixing up the type of destinations annually. While a beach might be fun one year, planners may want to freshen up the trip the next by heading to a mountain town (Aspen, CO, for example) or a desert location (Scottsdale, AZ is a hotbed for incentives).

“You don’t want to replicate the same kind of experience,” he says.

Singh says The Ritz-Carlton, Sarasota benefits from groups looking for a break from popular Florida destinations like Orlando, Tampa/St. Petersburg or Miami. “Clients are seeking fantastic value from second-tier cities because they want to offer a different experience,” Singh reports. Sarasota, for instance, has top-notch beaches and golf like other Florida hotbeds, but is generally cheaper than its counterparts and has unique venues like The John and Mable Ringling Museum of Art.

Lawson says a little bit of research can go a long way to stretching out your budget. She points to Mexico’s 16% tax rebate on ground arrangements when holding a meeting or conference in Mexico as a great saver. On the flip side, destinations like Venice and Barcelona that are fighting overtourism and seeking greater conservation of resources like water, are implementing extra fees to visitors. Of note, the U.S. will soon implement a $250 “visa integrity fee” that could be a turnoff to global or foreign companies.

A Twist on the Familiar

Conventions and visitors bureaus (CVBs) and venues across the country are responding to the desire for escapism during incentive events.

Broadway is an undeniable attraction in New York, as are musician residencies and shows in Las Vegas. Yet, planners can work with local partners to find opportunities many attendees have yet to enjoy for themselves.

Spiegelworld, with a variety of venues and experiences in Atlantic City, NJ, and Las Vegas, NV, specializes in “fully immersive entertainment,” says Spiegelworld’s Chief Marketing Officer Lindsay Sanna. “We don’t just build theaters,” says Sanna. “We really dig into a story and build a world that you’re escaping into.”

One of the company’s venues, The Hook in Atlantic City, features a 75-minute production that pays tribute to the destination’s glory years with acrobatics and dancing. “Nothing makes me happier than when someone gets into the venue and then the show starts and you see their jaw drop,” says Sanna.

Groups can pair a private showing with dinner or cocktails at Superfrico, an Italian-American establishment next to the theater. Corporations can select drinks that highlight a brand’s colors or logos to personalize the experience, Sanna says.

Discovering new activities and venues is vital as business meetings borrow from incentives’ playbook with experiential activities. That leaves it up to rewards program organizers to up their game.

For instance, it is common for a corporate meeting to include time to enjoy a massage. Incentive planners can increase the experience by sending guests to a spa center with a complete treatment package, Choi suggests.

Hotels are doing their part to differentiate themselves. The Ritz-Carlton, Sarasota touts unique experiences like its exclusive access to a Tom Fazio-designed golf course usually reserved for members and a cooking course with a French culinary master, Chef Joe Bennett. “There are only 92 French Master Chefs in the United States and we have one here,” says Singh.

Choi suggests river cruises are a break from the traditional incentive. Most start in a major destination that guests may stay at prior to the program before boarding the all-inclusive boat sized perfectly for a group of between 100-200 attendees. One advantage is a river cruise offers a plethora of experiences, notes Choi. “Most of the river cruises are stops in areas that most people won’t go to on their own,” Choi says. “You can leave the ship and spend 12 hours in the city exploring it, and you feel comfortable that you’ll be able to get back in time for the next leg of the trip.”

Rewarding Experiences

With a background in nonprofit management, Lawson is heartened by the trend toward giving back to host destinations during incentives. “We’ve been doing very intentional, strategic work about bringing more social impact experiences to programs,” she says.

It’s incumbent among planners to balance the desire to do good while allowing top performers to enjoy their well-earned vacation.

There are methods to contribute to a local community without being obtrusive to the program’s agenda. Achieve recently partnered with Kind Traveler, which collaborates with lodging and destination organizations to ensure a portion of a guest’s stay funds local nonprofits. Achieve donates $10 per incentive attendee to the program, Lawson says.

Lawson also encourages planners to appeal to the reward winners’ competitive side through a fundraising activity or a challenge to donate the most books, for example, to an organization focused on literacy. Achieve develops relationships with local officials to ensure its partners are legitimate and not bad actors, Lawson adds.

Traditional corporate social responsible (CSR) activities can be woven into the three-or four-night event, but Lawson recommends making a giveback opportunity one of several options attendees can choose from during a specific time slot so it is not mandatory. Volunteering is proving popular in Achieve’s research. “This is something people want,” Lawson says.

Adding the community into gifting was a big hit at a program Lawson conceived of in Costa Rica. Achieve partnered with local artisans whose work authentically reflected Costa Rican heritage and culture. The craftspeople set up shop at a makeshift market in the hotel lobby and attendees were given branded currency that could be used to select their own gifts.

The artisans collectively earned $15,000 in one day — with many of them sharing that their earnings in just a few hours surpassed what they would typically make in two months, Achieve reports. Attendees loved it, too.

“Hands down, the artisan gifting experience was the favorite part of the incentive trip in our surveys,” Lawson says. “We even had fireworks and super adventurous activities like ziplining and ATVs on that program.”

The Undiscovered Country

The future, which William Shakespeare described as the undiscovered country, is a bit murky for incentives amid talk of tariffs and hard feelings regarding political policies. But Stephenson says “incentives are still going on.”

She expects that to hold true, albeit with challenges. Tariffs loom over all business events, as do hard feelings for new foreign policies. Choi worries that companies may, at best, hold travel budgets’ level. That leaves planners with the task of increasing the experience factor while finding ways to reduce costs.

The hoteliers interviewed for this article have yet to see an impact on incentive programs, but say they understand some companies are taking a wait-and-see approach.

Omni Hotels & Resorts, with properties in a mix of different-sized markets, remains optimistic regardless how the pendulum swings, says Surette.

Its next two major openings are Omni Fort Lauderdale in Florida (part of the city’s massive convention center campus project) and Omni Pontoque in Mexico. The company plans to host its own incentive program at both hotels in the next two years, and expects both to be desired to celebrate top performers.

“I think companies still see the advantage of incentives,” Surette says. C&IT