ConventionSouth’s editorial advisory board members share their insights and inspiration for meetings in the year ahead.
As we near the end of 2024 and look forward to the new year ahead, we asked members of ConventionSouth’s editorial advisory board to reflect on what they learned from their meetings and hospitality experiences throughout the past year and how they might apply important takeaways in 2025. They also share their thoughts on the most important issues in the coming year, including resources and strategies to address those issues and keep their organizations as a leading force in meetings and hospitality.
For the past two years, the eight industry professionals comprising our editorial advisory board have been a tremendous resource in shaping ConventionSouth. Each one embodies the defining characteristics of innovators and leaders: ingenuity, creativity, drive, dedication, and—most importantly—a commitment to serving others. We extend our sincere appreciation to them all for their contribution to ConventionSouth and wish them continued success.
Editorial Advisory Board Members
Linda Baynham
lbaynham@mccno.com
New Orleans Ernest N. Morial Convention Center
Director of Sustainability
and Corporate Social Responsibility
Karl Groux
kgroux@perdidobeachresort.com
Perdido Beach Resort, Orange Beach, Ala.
General Manager
Samantha Gutting
sgutting@bransoncvb.com
Branson/Lakes Area Chamber of Commerce & CVB and Taney County Partnership
Senior Vice President/Chief Sales Officer
Dean Miller
dmiller@fxva.com
Visit Fairfax – The Official DMO of Fairfax County, Va.
National Sales Manager
Dusky Norsworthy
dusky@btsmemphis.com
Behind The Scenes, Memphis, Tenn.
Owner
Brett J. Sterenson
brett@hotel-lobbyists.com
Hotel Lobbyists, Washington, D.C
President
Jamel Taggart
jamel.taggart@thecrescenthotelfw.com
The Crescent Hotel, Fort Worth, Texas
Director of Food & Beverage
Tess Vismale, CMP, DES
tess@isocialx.com
ISocialX, Atlanta
Founder
What do you anticipate could be a significant factor, either positively or negatively, in meetings and hospitality in 2025? How is your organization embracing/addressing it?
LB: A key factor in meetings and hospitality in 2025 will likely be reducing waste and minimizing the use of single-use items generated by events. Our organization is implementing several initiatives to address sustainability. We are piloting a Pack In/Pack Out policy to reduce waste left behind by events, improving waste stream documentation with an AI pilot program to identify and categorize items in landfill containers, gathering better data on energy and water usage, and pursuing LEED recertification.
KG: We are thrilled with the return of group business and to have experienced record growth as a result. Therefore, our concern going forward is centered around the sustainability of the current economy. While we remain optimistic, we are also cautious in our future perspectives and planning. Therefore, we are planning for a year of limited growth with a corresponding reduction in our capital spending.
SG: In Branson, we are witnessing significant growth in outdoor events, with a notable increase in smaller gatherings with a higher return on investment (ROI) and a strong focus on boosting attendance. We are fortunate to have a wide range of venues catering to curated outdoor experiences and events, making our destination an ideal choice for planners seeking to enhance participation. Our region is currently experiencing a trend toward meetings yielding greater ROI, and we are committed to meeting this demand by offering unique experiences only found in Branson and the Ozark Mountains.
DM: The biggest issue facing the hospitality and meetings industry in 2025 is staffing and training. As a result of the pandemic, most hotels, meeting venues, convention centers, and restaurants are still struggling to get back to pre-pandemic staffing levels. The staff they do have is younger and not as seasoned. As an industry, we need to do a much better job recruiting, training, compensating, and retaining our people.
We all had to increase our pricing out of sheer economic necessity, but we have not yet found a way to improve the levels of service we provide. This is not a formula for long-term success.
DN: Historically, companies planned meetings 18-24 months out, with a strategy around messaging or product rollouts. We are seeing shorter timelines in event planning, and I expect this trend of less long-term planning to continue, with meeting development more in the six- to nine-month range.
Flexibility is key. We need to be ready to shift our internal resources when new projects pop up. We also need to ensure team members’ skill sets are more diverse so they can adequately handle clients’ needs in various situations.
BS: I believe we are headed for the great plateau: rate stabilization, more availability, and the like. With supply increasing and the pandemic further in the past, groups are returning to a less-frenzied booking pace. Groups are no longer competing with rescheduled programs on top of increased demand. Meetings have returned to the cities, so resorts have competition again. Suburbs have become useful as infrastructure has grown and downtown rates have become untenable. We are headed for a great evening of demand, which, ultimately, will help the buyer.
JT: With 2025 coming after an election year, we anticipate a certain level of uncertainty in the meetings and hospitality industry. Companies may delay booking decisions as they await clearer guidance on their budgets. This potential hesitancy could shorten our booking window, so we are closely monitoring current trends to ensure our strategies remain nimble and adaptable.
At The Crescent Hotel Fort Worth, we are taking a proactive approach by offering more flexible pricing options and focusing on creating unforgettable experiences that make booking with us a no-brainer, regardless of external factors.
TV: Hyper-personalization will be the defining factor in 2025. As meeting planners and technology “whisperers,” we are evolving into “experience tailors.” It is no longer about one-size-fits-all events; it is about crafting unique journeys for each attendee.
Drawing from my 30 years of experience, I have seen how leveraging advanced data analytics and AI can create events with the ability to adapt in real-time to individual preferences. At iSocialX, we are not just planning events; we are orchestrating personalized experiences to resonate with each attendee, whether a corporate conference or a botanical garden gala.
In what area is your organization focusing the most resources in 2025, and why?
LB: In 2025, our department is allocating resources to the AI pilot program, Rubbish App. This innovative application is designed to identify and categorize items in landfill containers, helping to improve waste management efficiency and sustainability.
KG: While our staffing levels will remain static, we are committed to enhancing our guests’ experience further. We passionately believe our mission is to create wonderful memories. Therefore, we will expand our offerings, including complimentary eBikes, Friday fireworks shows in season, pool movies for the children, etc.
SG: As the Destination Marketing Organization for Branson, we are shifting more resources into strategies with a positive long-term financial impact for our community and stakeholders by hosting more in-market conferences with an emphasis on experiential for attendees. We know once we get our clients to come to Branson, they will return.
DM: Here at Visit Fairfax, we are redeploying resources to increase staffing levels in 2025. We view this as necessary to continue providing our clients and hospitality partners with higher levels of service.
DN: We hope to offer more internal training and professional development this year. We want to set aside time and resources to further personal skills and develop our team. Our incredible, experienced staff is so devoted to our clients. I want to capture their passion and invest in them. Our clients see the benefits from team members who are growing.
BS: My focus is on keeping my present customers as happy as possible. There is more competition in the intermediary space, and the best way to keep customers is not to give them any reasons to consider an alternative.
JT: As a newer independent hotel, The Crescent Hotel is eager to introduce Fort Worth as a premier destination for meetings and events. In 2025, we will heavily invest in sourcing leads from new markets, especially those that have not previously considered Fort Worth for their events. Our biggest focus will be on service. We are committed to delivering a level of hospitality rivaling the best hotels in the country, and our goal is to make our guests feel like Fort Worth is their home away from home.
TV: We continue to focus on upskilling event professionals. The role of a meeting planner has expanded to include tech strategist and data analyst. As an instructor in the Meeting & Event Planning Program at University of North Carolina-Charlotte and the “event rescuer” behind iSocialX, I am passionate about ensuring planners are not just logistically savvy but also technology-fluent and data-driven. This aligns with my commitment to educating and uplifting our industry, which I share through speaking and my co-hosting role on the “Event Tech Pull-Up” podcast. We are preparing professionals to handle everything, from blended audience event facilitation to last-minute technology troubleshooting—ensuring they are ready for the dynamic future of our industry.
What did you learn in 2024 that you hope will benefit you in 2025? Or, what principle/approach/practice has benefitted you the most throughout your experience in meetings and hospitality?
LB: In 2024, we transitioned to WEGOWISE, which automatically tracks our energy and water usage. This shift toward automation has highlighted the potential of AI and data-driven tools to enhance efficiency, a practice we see offering significant opportunities for growth and optimization in 2025.
KG: We believe our resort’s greatest asset is its employees. We treat them as family and reward them with above-market compensation and one of the richest benefit packages in the nation. We view this not as an expense but as an investment. The result is an average length of employment in the banquets group of 10.4 years. Our repeat guests are thrilled to see the same faces when they return the following year.
SG: We understand buyers increasingly seek customized and exceptional service, along with unique options for their attendees. This demand has intensified for our destination throughout the past year. In light of current economic conditions, there is greater awareness around spending, making it crucial for us to support our clients by providing comprehensive services, facilities, and venues from initial engagement through post-event follow-up. Our commitment to meticulous attention to detail has never been more important. This approach aligns with our dedication to enhancing the quality of visitors to our community rather than merely focusing on quantity.
DM: The rule of thumb that has served me better than any other throughout my career is to continually look for opportunities to help people. Even though my title is national sales manager, I spend most of my time (by design) looking to match personal and organizational needs to the benefits I can provide, whether it be product knowledge, sharing valuable information, making introductions, recommending helpful tools, or simply asking if someone needs to be picked up at the airport. Nobody likes to be “sold to,” but folks are always grateful for help and useful advice.
DN: We are in a constant mode of learning. I often say if we do not learn from every single event, then we are not paying attention. Every project offers opportunities for growth or learning—for the client, attendees, or our team.
Our approach at Behind the Scenes is to give each project, no matter its size, our full attention. We bring organization and creativity to each event. Working with reputable vendors also leads to harmonious collaboration and offers the best event experience for our clients.
BS: I am learning the advancements in technology are helping me do my job better, rather than phasing out my job—at least for now.
JT: Since opening in November 2023, our first full year has been a whirlwind of learning. One of the most significant takeaways has been how our restaurant-style service has elevated our banquet events. By offering personalized, upscale dining experiences, we have set a new standard for what banquet service can be. This approach has wowed our guests and reinforced the importance of creating exceptional, memorable experiences. As we look ahead to 2025, we will continue refining this approach to set ourselves apart in a competitive market.
TV: This year reinforced the power of adaptability. As an “event rescuer” and meeting planner, I have always been quick on my feet, but 2024 proved flexibility to be our industry’s superpower. We are no longer just event organizers; we are scenario planners and risk mitigators.
This mindset of “prepared improvisation” has been my secret weapon throughout my career, whether stage managing, providing white-glove support for executive-level virtual meetings, or dropping in at the 11th hour to rescue an event from my fellow planners. It is about preparing for anything and turning potential disasters into triumphant successes.
