A conversation with Melissa Riley of Destination DC
Melissa A. Riley is the senior vice president of convention sales and services at Destination DC (DDC), the official convention and tourism organization for the nation’s capital. With more than 26 years in the travel and hospitality industry, she leads a team of more than 30 professionals dedicated to generating positive economic impact for the District of Columbia through meetings, conventions, and events.
Riley is the architect of DDC’s award-winning Connected Capital positioning, which aligns the destination’s sales and service strategies with Washington, D.C.’s strongest industry sectors, unique venues, and opportunities for community impact. Here, Riley shares her perspective and response to the changing market for meetings and events.
How have market conditions for meetings and events changed recently, and what does that mean for destinations?
The pace and priorities of event planning have shifted significantly. Planners now expect greater flexibility, faster decision-making, and a clear return on investment (ROI) for their programs. The industry is also navigating a more complex environment influenced by political and social conversations that can affect how destinations are perceived. At the same time, sustainability expectations have risen; technology, such as artificial intelligence, is emerging rapidly; and there is a need to rethink formats to appeal to new generations of attendees.
For DDC, success comes from connecting the purpose of a meeting to the city’s strengths. Our Connected Capital approach leverages Washington, D.C.’s leadership in such sectors as technology, biotech, sustainability, education, and public policy. This not only makes meetings more relevant for attendees but also gives planners access to thought leaders and resources they cannot find elsewhere. Other destinations can take a similar approach by identifying their strongest sectors and aligning them with meeting content to create a unique competitive advantage.
What role does partnership play in navigating today’s challenges?
Collaboration is essential for resilience. The meetings industry is facing event saturation, tighter budgets, and resource constraints, and no single organization can address these challenges alone. DDC maintains consistent engagement with our hotel community and local partners to share intelligence on market conditions, compression patterns, and pricing trends. This kind of open exchange helps us anticipate needs rather than react to them.
Partnerships can also help solve broader industry issues, such as workforce shortages, by creating talent pipelines through local universities and training programs. We extend collaboration beyond traditional stakeholders to include nonprofits, community groups, and industry associations. These relationships often bring new perspectives and unexpected resources that can enhance the event experience. For other destinations, establishing a regular rhythm for partner communication and problem-solving ensures everyone is aligned and working toward common goals.
How can destinations better support planners facing their own pressures in this market climate?
Planners today are managing more with fewer resources. Many are navigating reduced budgets, shorter lead times, and smaller teams. In this environment, destinations need to step in as true partners and make the planning process as seamless as possible.
Our Connected Campus approach helps planners creatively extend their meeting footprint across the city, whether that means hosting offsite events in Smithsonian museums, using neighborhood venues for breakout sessions, or incorporating local arts and culture into evening programming. This provides attendees with an authentic and memorable experience without adding complexity or costs for the planner.
Just as important is anticipating and addressing challenges before they become problems. Whether it is transportation logistics, hotel room availability, or permitting requirements, we work to provide proactive solutions that ease the burden on planners. Sustainability is another area where destinations can take the lead by recommending environmentally responsible venues, offering waste-reduction strategies, and connecting planners with local suppliers committed to responsible practices.
Equally critical is how destinations communicate on behalf of planners. By listening closely to their needs and tailoring messaging for attendees and stakeholders, DMOs can help reinforce confidence, address concerns, and ensure clear alignment. Sharing customized, timely communication not only supports the planner’s objectives but also strengthens trust.
What advice would you offer destinations and planners to stay competitive and resilient in the years ahead?
Market conditions will keep evolving, whether from advances in technology, changes in the political climate, or shifts in attendee expectations. Sales and services teams must be plugged into industry trends, client feedback, and local developments to adapt quickly.
Legacy and impact are becoming essential components of successful events. Through our Connected Community pillar, we work with groups to create meaningful contributions, such as community service projects, scholarships, or knowledge-sharing initiatives. These efforts deepen the connection between attendees and the host city and leave lasting value beyond the meeting itself.
Finally, relationships remain the foundation of success. Decisions are still shaped by trust. Being responsive, transparent, and genuinely invested in the success of clients and partners ensures resilience in an industry continually presented with new challenges—but with the strengths, creativity, and hospitality to meet them.
