The CEO Summit in Newport Beach brought together a consistent message across discussions. The role of destination leadership is expanding as the environment around it becomes more complex and less predictable. This combination is reshaping what the job actually is. The global context: growth with increasing complexity Travel and tourism continue to grow and remain one of the largest economic sectors globally. The scale is significant, both in terms of GDP contribution and employment. Growth, however, is no longer a simple indicator of success. The conditions behind that growth are changing. Geopolitical tensions, rising costs, and shifting travel patterns are all influencing how and where people travel. Long-haul travel is becoming more expensive. Regional dynamics are shifting, with Asia Pacific and the Middle East gaining momentum, while some traditional markets are facing slower recovery in international demand. Domestic travel remains a stabilising force. In many countries it repre...

In tourism, as in life, there’s a fine line between reacting, responding, and leading. Each approach has its place, but the difference lies in the intention, strategy, and outcomes. Over the years, I’ve seen these approaches play out repeatedly in the industry, shaping destinations, creating opportunities, and sometimes, missing them entirely. For me, this is not just an academic distinction; it’s a principle that has guided my career. In tourism, you can either be the trailblazer, setting your own course, or follow someone else’s lead. And while I firmly believe in charting your own path, I also know the importance of responding to the opportunities that emerge around you. Reacting: The Pitfall of Short-Term Thinking Reacting is immediate. It’s reflexive. It’s what happens when you notice a trend and rush to jump on the bandwagon without fully understanding it. While reaction can sometimes yield short-term wins, it often leads to unsustainable outcomes. It’s the equivalent of chasing ...