ORLANDO, Fla.—Loews Hotels & Co. has promoted hospitality executive Stephen Cummings to senior vice president of operations for Loews Hotels at Universal Orlando, where he will oversee operations and strategic direction for the resort destination’s portfolio of 11 hotels and 11,000 guest rooms.

Cummings returns to Orlando after previously holding leadership positions at several Loews properties in the market from 2018 to 2023. Most recently, he served as complex managing director for Loews Arlington Hotel & Convention Center and Live! by Loews in Arlington, Texas. During his tenure, the hotels recorded strong performance, guest satisfaction, and team member recognition.

“Stephen led the opening teams at both Universal Aventura Hotel and Universal Endless Summer Resort – Dockside Inn and Suites—openings that were milestone moments for the partnership in Orlando and our growth there,” says Loews Hotels & Co. COO Dan Flannery. “He is a passionate culture carrier and a dynamic hotel operator.”

Cummings brings approximately four decades of hospitality experience to the role. He began his career in the culinary arts, serving as an executive chef and executive sous chef for brands including Renaissance, Ritz-Carlton, and St. Regis, before moving into hotel leadership roles.

His previous positions include leadership roles at Loews Coronado Bay Resort, Loews Ventana Canyon Resort, and the Don CeSar Hotel.

His return comes as Loews Hotels at Universal Orlando continues to expand. Three hotels opened in 2025: Universal Stella Nova Resort, Universal Terra Luna Resort, and Universal Helios Grand Hotel, a Loews Hotel. The openings coincided with the expansion of Universal Orlando Resort, leading up to the debut of Universal Epic Universe.

“I am honored to return to Orlando and lead such a dedicated team of professionals and an extraordinary collection of hotels,” Cummings says. “The Orlando region is a vitally important part of Loews Hotels & Co., and I look forward to building on the incredible momentum of this region, empowering our teams and creating exceptional experiences for our guests.”

The 11-hotel portfolio offers a range of accommodations, from full-service resorts to value-oriented options. The properties feature individually themed environments, varied dining concepts, and exclusive benefits for guests visiting Universal Orlando Resort’s theme parks.

For the meetings and conventions industry, the continued expansion adds to Orlando’s already extensive inventory of resort accommodations and event-related offerings, while providing planners with additional options for groups seeking proximity to Universal Orlando’s theme parks.

NASHVILLE, Tenn.—Drury Hotels has opened the Drury Plaza Hotel Nashville Southeast Century Farms, adding 180 guest rooms and suites, flexible meeting space, and group-friendly amenities to the growing Century Farms development in Nashville’s Antioch neighborhood.

The new hotel, located at 3001 Century Farms Circle, is the seventh Drury property in Tennessee. It is minutes from Interstate 24, Nashville International Airport, and downtown Nashville, as well as area attractions, including Ford Ice Center, PopStroke, and Tanger Outlets.

“We are thrilled to welcome guests to our newest hotel in Nashville, in the growing Century Farms development,” says Chuck Drury, CEO of Drury Hotels. “The new Drury Plaza Hotel makes it easy for travelers to enjoy all that Nashville has to offer, from the thriving entertainment and business industries to world-class music, food, and shopping. Our Nashville team is ready to offer a warm welcome and the award-winning service our guests rely on.”

For meeting and group travelers, the hotel offers more than 1,500 square feet of flexible meeting space, including two rooms that can accommodate up to 150 attendees. The property’s “Meetings with More” program includes complimentary Wi-Fi for attendees, requires no F&B minimums, and offers a flexible cancellation policy that allows groups to apply a portion of their fee toward a future event at any Drury property.

Guest amenities include 24-hour business and fitness centers, and an outdoor pool and spa. Travelers also receive complimentary hot breakfast, evening popcorn and soda, and access to Drury’s signature 530 Kickback, which features dinnertime snacks and beverages.
The hotel also features The Kitchen + Bar, a late-night lobby dining option offering casual dishes, quick bites, handcrafted cocktails, and other beverages. A guest market and 24-hour coffee service are also available in the lobby.

The Nashville opening follows recent recognition for Drury Hotels. The company ranked first in guest satisfaction among upscale hotel brands in the J.D. Power 2026 North America Hotel Guest Satisfaction Index Study, marking the 20^th time Drury Hotels has received a J.D. Power award for hotel guest satisfaction.

Of all the events corporations produce, incentive programs are among the most valuable—and most costly. As exclusive opportunities for companies’ top performers and longtime employees, incentives are naturally more expensive than typical ballroom meetings. Yet, despite rising fuel, F&B, and audiovisual costs, corporate leadership almost universally agrees the show must go on.

According to the Incentive Research Foundation’s (IRF) 2026 Trends Report, 99% of executives support reward and recognition programs. Lavish incentive trips often benefit businesses as much as attendees, IRF found, with 64% of top-performing companies rating executive support as “excellent.”

“They are moving forward with incentive programs because of the ROI that they get,” says Taylor Fain, sales advisor for Sutton Planning, which plans incentives for its software, HVAC, and media clients.

Generally, the goal of incentive trips to popular destinations, complete with memorable activities, is to improve productivity, increase revenue, and build loyalty. Companies paying for the programs aim to build loyalty among their best employees while pushing their all-stars to new heights year after year. For sales representatives and other team members, incentive programs are top-notch rewards for reaching revenue goals and service milestones.

The high costs of incentives tend to pay off for the companies, according to a 2026 joint study by the Society of Incentive and Travel Excellence (SITE) and Maritz, a third-party agency that produces corporate events and incentive programs. Among qualifiers who attended their trip, 89% said they are more likely to stay in their job, 89% feel stronger loyalty to the sponsoring company, and 93% are eager to win again.

While incentive trips remain a significant investment for corporations—an average spend of $6,000 per person in North America, according to the 2025 Incentive Travel Index—planners face shrinking budgets, changing market conditions, and ever-increasing expectations. Yet, companies and attendees alike expect planners to deliver a certain standard of excellence, despite these factors. Here’s a look at current trends shaping incentive programs.

Same perks, fewer attendees

According to the 2025 Incentive Travel Index, only 31% of North American survey respondents expect to increase per-person spend by 2027, and 17% expect to trim program spending by 2027. The most common ways organizations are trimming incentive program spend per person include reducing gifting (45%), selecting less expensive destinations (42%), and opting for shorter-duration trips (42%).

As incentive budgets remain under pressure, companies are becoming more conservative with incentive spending, says Tonja Taylor, founder of Tonja Taylor Event Solutions, who primarily plans incentive programs in the financial and insurance sectors.

However, diminishing the luxury aspect of an incentive trip undermines its purpose. The solution for many companies is to invite fewer attendees without sacrificing the quality of F&B, amenities, or excursions. As Taylor says, “Maybe before they had 65 people for a golf or a ski event, but now it’s an invitation for 30.”

Guests are welcome

While corporations might restructure their incentive reward structures so that they recognize fewer employees than before, they are reluctant to remove allowances for honorees to bring a guest. Fifty percent of incentive winners say group travel is their primary motivator, according to the SITE-Maritz study. “Companies recognize that winners expect to travel with a spouse, partner, friend, or family member,” Fain says.

Some incentive programs are becoming more family-friendly, allowing children to come as well, so the trip feels like a vacation, according to Lili Kramer, meetings and events coordinator for ServiceMaster Brands. This is particularly true among generational franchise corporations, like Merry Maid, part of the ServiceMaster Brands portfolio. “Child-friendly experiences may help improve participation rates,” she says.

Beyond sales incentives

Despite some misconceptions, incentive programs are for more than top sales representatives. The SITE-Maritz study reveals that 60% of qualifiers work in operations or technology, and fewer than 10% work in sales. Meanwhile, the pool is expanding to include Millennials and Gen Z professionals who are moving into leadership and top-performer roles, Fain says.

The challenge for planners is creating an agenda that appeals to all generations while adapting to younger attendees’ preferences. “Your Baby Boomer is going to want a different experience than a Millennial or a Gen Z,” Fain says. Multiple excursion options can provide the variety needed, Fain adds.

Age range may also be an important consideration when choosing incentive destinations. “When you know you have
a diverse audience of different age ranges, your destination choice is even more important,” Fain says.

Site-selection shifts

Finding the right incentive reward is a balancing act. “It all starts with the destination,” Fain says, noting the destination choice itself can be a motivational tool for staff.

Planners must also weigh luxury and bucket-list destinations vs. convenience.

“A big trend is wanting to do trips that aren’t your standard family vacation,” Kramer says. In terms of convenience, Taylor says, “You want everybody to look forward to it, but also not for it to be a 12-hour journey.”

According to the IRF study, international instability is complicating destination selection, slowing decisions, and increasing the need for thorough risk assessment. Even with careful planning, sudden geopolitical or security disruptions are possible, making it essential
to have a Plan B or C, even in destinations with a turnkey approach.

The SITE-Maritz study reveals the majority of incentive travelers lean slightly toward the United States over international destinations (44% vs. 39%). This trend is largely driven by Gen Z, which reported a higher preference for domestic destinations (48%) than older generations (41-43%). “This may reflect their earlier career stage, cost-of-living pressures, or simply that they have traveled less and find U.S. destinations novel,” the study says.

Several luxury brands with properties in the South often host incentive groups, including the Four Seasons Hotel Austin, Naples Beach Club, A Four Seasons Resort, and Four Seasons at the Surf Club, Surfside, Florida; Marriott International’s Gaylord Opryland Resort & Convention Center, Grand Hotel Golf Resort & Spa, Autograph Collection, Grande Lakes Orlando, JW Marriott Marco Island Beach Resort, The Vinoy Resort & Golf Club, Autograph Collection, and The Westin Hilton Head Island Resort & Spa; and 25 Omni Hotels & Resorts properties in Florida, Georgia, Kentucky, Louisiana, Oklahoma, South Carolina, Tennessee, Texas, and Virginia.

Many organizations intentionally rotate the types of incentive destinations, Fain notes. The other planners agree. As Taylor suggests, a group may opt for a ski area one year, followed by a beach destination or a mountain region the next year. Luxury dude ranches are an example of unique settings also available, according to Kramer. “There are so many other opportunities to go to new places that I think people are just starting to think a bit more outside the box,” Kramer says.

With such high expectations and persistent challenges, planners may opt for destinations with more onsite offerings. “I’m seeking a destination that is manageable,” Taylor says, adding that properties with golf, a spa, outdoor recreation, and dining in one location simplify planning.

Enter the tried-and-true resort property, which offers the luxury features attendees want and a predictable budget to help planners—often without leaving the property. Planners can still work with the resort to add curated experiences and fun teambuilding elements, like scavenger hunts, Kramer says.

All-inclusive resorts top the list for all generations of winners in the SITE-Maritz study, reflecting the universal appeal of high-quality (Four- or Five-Star) accommodations for their emphasis on hospitality.

Free time is a must

Flexibility and downtime are critical components of incentive programs. For instance, approximately half of Merry Maids’ five-night itinerary is left unscheduled for personal exploration. “They don’t want forced fun,” Kramer says. “They want to enjoy the trip and not feel like it’s work.” Unscheduled time allows attendees to explore the destination however they prefer, from shopping and dining to golfing and other fun activities and attractions.

Fain adds, “Our clients want their people to have that free time because they earned it.”

Still, most companies prefer planners to create an itinerary for each type of incentive destination, giving guests plenty of downtime while still enjoying some shared group experiences, high notes, and special celebrations. As Fain explains, Sutton Planning’s typical incentive schedules focus on three touchpoints: a welcome reception, one group activity, and a farewell dinner or awards celebration.

Group excursions should be limited to approximately three hours, Kramer suggests; otherwise, you have to build in an additional group meal. Fishing, skiing, and golf remain among the most popular group activities, Taylor says.

F&B is adapting

According to a 2025 Gallup poll, only 54% of U.S. adults drink alcohol—the lowest rate recorded in nearly 90 years, based largely on younger generational habits. This trend is becoming part of standard F&B offerings during incentives. “They just choose not
to party as much as some of the other groups,” Taylor says of Gen Z. “I always
add a fun mocktail on the menu for the welcome reception.”

Dietary accommodations are increasingly important, Kramer says, with gluten-free and dairy requests rising noticeably. Local F&B experiences are also being integrated into events, adding a true cultural experience to dining, she says.

Adds Taylor, “Event planners have to prioritize menu diversity over one-size-fits-all approaches.”

Partnerships, personalization & authenticity are key

Just as incentive trips should feel like a personal reward to attendees, they should reflect the individual destinations to create a unique experience. Strong partner relationships with DMCs, DMOs, and local tech providers are essential.

Sutton Planning partners with the local DMC when selecting gifts that incentive guests will remember, Fain says. “Letting attendees experience the destination is so important.”

For a great experience, planners should get a true sense of guests’ interests. For instance, planners increasingly are personalizing welcome amenities and tailoring in-room gifts to individual preferences, Taylor says. “You have to know your attendees.”

Planners are prioritizing meaningful, locally sourced gifts, according to the IRF study. In many cases, they coordinate with hotel staff in providing high-impact gifts. “Being really intentional about gifts has
been one of my bigger initiatives,” Kramer says. “Attendees increasingly value meaningful gifts over expensive ones. Printed photos and surprise in-room gifts create emotional connections.”

In addition, many organizations are offering gift cards because they offer flexible, practical value during economic uncertainty, the IRF study reveals. Employees enjoy having the freedom to use the gift card as they choose—whether for everyday necessities or small indulgences. The IRF study also reveals that dining gift cards have surpassed online retailer gift cards.

ROI on incentives

According to a 2026 U.S. Travel Association study, incentive attendees return to work more energized and more productive. Incentive trips make employees feel valued and give them the opportunity to create memories, the study adds.

With such results, Fain predicts incentives will remain a vital part of corporations’ event portfolio. More stakeholders are closely reviewing budgets before approval, but Fain believes Sutton Planning’s clients will continue to give incentives the green light. “Incentive programs are a business tool for a lot of these companies,” Fain adds.

Incentives can serve as a form of reunion among companies’ recurring winners,  Taylor says, helping build teamwork when groups are scattered across different locations.

The right tone and touches go a long way with incentives, according to Kramer. “You don’t want it to feel like just a work trip. It’s super important they won this trip, and they want to feel like they’re being celebrated.”

SITE (Society for Incentive Travel Excellence) is the only international business events association dedicated exclusively to incentive travel, with more than 3,600 members across 90 countries. CEO Annette Gregg serves both SITE and the SITE Foundation, leading the organization’s global strategy and working closely with boards, staff, chapters, and members to advocate the business case for incentive travel. Here, Gregg shares how SITE’s research, expertise, and international community support the incentive travel market and deliver practical value for incentive professionals—and reveals the trends shaping U.S. incentive travel.

How does SITE assist event professionals with incentive travel planning?
SITE supports event professionals at every stage of their careers through practical education, professional certification, industry events and access to a truly global community of incentive travel experts.

Our members include corporate buyers, incentive agencies, destinations, DMCs, hotels, and other specialist partners. SITE supports event professionals at every stage of their careers through practical education, professional certification, industry events, and access to a global community of incentive travel experts. SITE’s Learn Hub, webinars, events, and qualifications also help professionals develop their knowledge in such areas as program design, budgeting, risk management, sustainability, and participant experience.

Research is another important part of our support. Studies, such as the Incentive Travel Index and our Pulse inSITEs, help planners understand changing expectations and market conditions. We turn those insights into practical guidance to help professionals create incentive programs that motivate participants and deliver measurable value to their organizations.

What are the most important factors currently influencing U.S. incentive trips?
Geopolitical sensitivity is having a greater impact than general industry conversation might suggest. Among U.S. respondents, only 4.4% say their booking behavior has not been materially affected by geopolitical sentiment in the past 12 months.

Among the remainder, 16% have removed a destination from a shortlist, 16% have conducted additional risk assessments, 9% have relocated a confirmed program, and 8% have substituted a domestic or regional program for an international one.

That is significant because, while the industry can sometimes downplay the influence of geopolitics, the data shows that nearly every U.S. respondent has taken some form of concrete action in response to it.

How have trends in U.S. incentive trips changed the most in recent years?
The clearest changes relate to destination choice and program format rather than overall volume.

One of the most striking findings is that the vast majority of U.S. respondents say they are increasing their use of new destinations. Resort and all-inclusive resort destinations are both rising, while urban destinations continue to fall. Domestic and shorter-distance programs are also trending upward.

Trends for the U.S. as a destination remain positive, with 75% of respondents planning to use U.S. destinations either the same frequency or more than in previous years.

Program formats are also changing. Nearly 50% of U.S. respondents agree that shorter, more intense experiences are the future.

How are planners balancing clients’ budgets with attendees’ expectations for exclusive, luxurious incentive experiences?
Recent data suggests planners are maintaining program quality rather than making significant upgrades. They are meeting expectations in how they design the program, rather than simply increasing the overall budget.

Average per-person spend by program type among U.S. respondents is a median of $8,000 for Presidents Club/highest-tier programs and $4,700 for broad participation programs.

Looking at budget strategy, more than 50% of U.S. respondents say they are matching inflation—spending more per person but delivering a similar program—while 28% are trimming programs, and only 16% are actively improving programs. That balance changes somewhat by 2028, when 24% plan to improve their programs. This suggests upgrades may be delayed rather than abandoned altogether.

The budget breakdown also helps explain the pressure planners face. Hotels and airfare consume 46% of the average program dollar, while experiences and activities account for only 10%. As a result, planners are maintaining quality at the hotel and air level while keeping experiential spending under tighter control. Free time, cited as the most important activity by 68.3% of U.S. respondents, and cultural or sightseeing experiences, cited by 65.2%, often can be delivered at a lower marginal cost than highly structured luxury events. That could explain how planners are maintaining the perceived value of programs without proportionate budget increases.

There is one note of caution: 48.5% of U.S. respondents agree that procurement departments are the biggest long-term threat to the industry. This suggests budget pressure is not simply a short-term challenge, but something the industry may need to manage for some time.

How are multi-generational preferences impacting U.S. incentive trips and trends?
The most important finding is that incentive travel remains highly motivating across every working generation. In SITE and Maritz’s study of U.S. employees, 61% described individual travel as “extremely motivating,” while group travel ranked second-highest, at 50%. Both outperformed cash and the other reward types.

The differences are less about whether each generation values travel and more about what makes the experience work for them. Gen Z, for example, is far more engaged with incentive travel than some industry assumptions might suggest: 40% had won four or more trips during the previous three years, compared with 26% of Gen X and Boomer respondents. At the same time, 13% of Gen Z said they dislike group travel or traveling with colleagues, compared with 6% of Millennials and 7% of Gen X.

For planners, this points to a greater emphasis on flexibility, guest choice, and a thoughtful balance between shared experiences and personal time. Recognition also needs to be intentionally built into the program, particularly for younger qualifiers. First-time destinations, moderate group sizes, and programs combining an inclusive core experience with a choice of activities all perform strongly.

This does not mean creating a separate trip for every generation. It means designing one experience with enough choice, flexibility, and meaningful recognition to connect with a multi-generational workforce.

What do you think will drive U.S. incentive trips in the near future?
The outlook for activity is positive. Among U.S.-based corporate owners and agencies, 26% expect activity to increase in 2027, and 38% expect growth by 2028. Only 9% expect a decline in 2027, and 8% in 2028.

AI is becoming a normal part of planning; in fact, only 6% of U.S. respondents say they are not currently using AI. The leading use cases are destination research and planning, content creation, program design and scenario modeling, participant communications, and participant experience personalization. AI is no longer something sitting on the horizon; it is already influencing how programs are researched, designed, and delivered.

The desire for novelty will be another important driver, as many participants have already experienced the classic incentive destinations and now are looking for something different. The growing demand for new destinations combined with the increase in resort and all-inclusive formats signals an emphasis on carefully curated destinations that feel fresh, distinctive, and exclusive—without necessarily requiring a higher overall spend.

*Statistics are based on publicly available data, internal SITE research Pulse surveys, and joint projects with Maritz, IRF, and MPI.

AUBURN, Ala.­­—The Laurel Hotel & Spa, Alabama’s first and only AAA Five Diamond hotel, has introduced a new collection of group experiences designed to bring meeting attendees and other groups together through culinary, wellness, and educational programming.

Located on the Auburn University campus in Auburn, Ala., The Laurel is a luxury teaching hotel developed in collaboration with the university’s Horst Schulze School of Hospitality Management. The property provides hands-on training for the next generation of hoteliers, restaurateurs, and chefs while offering groups an immersive setting for gatherings.

Designed for groups of six to 45 people, the new experiences are suited to corporate retreats, client appreciation events, family celebrations, and other gatherings. The offerings span food and beverage, wellness, and horticulture, with an emphasis on interactive activities and opportunities for participants to learn together.

Among the culinary offerings is the Sensory Wine Experience, a guided, multisensory tasting featuring six 3-ounce pours paired with curated cheeses. Participants learn about regional terroir, varietals, and winemaking traditions.

The Distilled Spirits Tastings allow groups to choose between whiskey and tequila while sampling six distinct expressions. The guided experience highlights the character, craftsmanship, and depth of each spirit.

Groups also can participate in a Mixology Experience, where attendees learn foundational cocktail-making techniques while crafting their own drinks.

The Cake Decoration Experience takes a similar hands-on approach, with a pastry chef guiding participants through cake decoration and presentation techniques before they personalize their own creations.

For groups interested in culinary craftsmanship, the Art of Handmade Pasta focuses on the process of making fresh pasta, from mixing and kneading dough to rolling and shaping it by hand.

The Culinary Theater Experience transforms dinner into a live event, with The Laurel’s culinary team preparing a seasonal appetizer, an entrée, and petit fours in front of guests. Curated wine pairings accompany the meal.

The new programming also includes wellness and educational experiences. Yoga on the Rooftop offers private sessions in The Laurel’s rooftop garden, while the Roots of the Rane Center experience connects guests with Auburn University’s Department of Horticulture.

During the horticulture experience, guests meet the university’s horticulture team on the rooftop before continuing to campus for a guided tour of vertical gardens and raised beds. The program explores seasonally grown plants and how they are incorporated throughout the Tony & Libba Rane Culinary Science Center.

The group experiences can be combined with overnight accommodations and group dining at The Laurel’s onsite restaurants. Options include 1856 – Culinary Residence, a MICHELIN-recommended restaurant led by chef in residence Joël Antunes, and Walt’s On The Roof, an alfresco rooftop concept serving cocktails and tapas, with views across Auburn.

The Laurel offers 26 accommodations, including 16 king rooms and 10 suites. Suites feature separate living rooms and powder rooms, while guest amenities include remote-controlled blackout curtains, luxury bedding, five-fixture bathrooms, bathrobes, slippers, and scenic views.

Guests also have access to The Library, a private, club-style lounge offering F&B service throughout the day, including breakfast, midday light bites, and evening hors d’oeuvres and desserts.

Additional amenities include The Spa at The Laurel, which features a Himalayan salt room, a eucalyptus steam room, and treatments designed for relaxation and rejuvenation.

The world has lost a legend.

Perhaps not since the untimely deaths of Elvis Presley and John Lennon have music fans and people of all walks of life experienced a loss as profound as Dolly Parton’s passing today, August 25, 2026. The news of Dolly’s passing was shared via her Instagram by her nephew and head of security, Bryan Seaver. She was 80 years old.

Against all odds, Dolly overcame the most humble Tennessee beginnings to reign as the undisputed queen of country music. Her many hits include “Jolene,” “I Will Always Love You,” “9 to 5,” “Islands in the Stream,” and many others. Dolly gained new fans and accolades for her turns in such films as “9 to 5,” “Steel Magnolias,” and “Straight Talk.” A television movie based on her life, “Dolly Parton’s Coat of Many Colors,” premiered on NBC in 2015; a sequel, “Dolly Parton’s Christmas of Many Colors: Circle of Love,” followed in 2016.

Dolly’s legacy goes far beyond music and movies, however. Dolly was a generous philanthropist, having donated more than 300 million books to children in five countries through her Imagination Library. She was a savvy entrepreneur, expanding into perfume and cosmetics, kitchenware and home goods, and cake mixes and pies, just to name a few. Her Dollywood theme park and Dollywood’s Splash Country waterpark have won numerous awards and welcomed countless guests over the years. In recent years, she opened Dollywood’s DreamMore Resort & Spa and Dollywood’s HeartSong Lodge & Resort in Pigeon Forge. A new property, Dolly Parton’s SongTeller Hotel, including Dolly’s Life of Many Colors Museum, is scheduled to open in Nashville soon.

In 2023, Dolly Parton was the cover story for ConventionSouth‘s “Music & Meetings” November issue. Dolly shared about the inspirations behind her music and her approach to hospitality through Dollywood Parks & Resorts. We are honored to have been among Dolly’s industry partners and hope to play a continued role as The Dollywood Co. carries on with her many ventures.

Dollywood Parks & Resorts issued the following statement, shared with ConventionSouth via the company’s public relations firm:

“The greatest privilege of my life has been helping Dolly bring her dreams to life at Dollywood,” said Eugene Naughton, president of Dollywood Parks & Resorts. “Dolly’s heart was as vast as the mountains she cherished, and her compassion knew no bounds. She inspired generations to dream boldly and love deeply. While we grieve her loss, we are honored and committed to carry her light forward. Her legacy will continue to shine in every melody sung, every smile shared, and every dream kindled within these gates.”

Dollywood was closed on Tuesday, August 25, but reopened on Wednesday, August 26, “as Dolly wanted, always reminding everyone with her signature sparkle, ‘The show must go on,'” the press release noted. The theme park celebrated Dolly’s life with a moment of silence on Wednesday, August 26. Dolly was laid to rest in a private ceremony on Friday, August 28.

Dollywood Parks & Resorts wishes to honor Dolly by carrying forward her message of love, perseverance, and hope.

EL PASO, Texas—Destination El Paso has appointed Veronica Castro as executive director of Visit El Paso, recognizing her more than two decades of leadership with the organization and her contributions to El Paso’s tourism industry.

Castro most recently served as Destination El Paso’s director of tourism development and strategic alliances, a position she held for nine years. In her new role, she will oversee the Visit El Paso team and lead efforts to strengthen the city’s visitor economy, expand strategic partnerships, elevate the destination’s profile, and grow leisure, meetings, sports, and group business.

“Veronica has dedicated her career to Destination El Paso and to sharing the very best of our community with the world,” says Brooke Underwood, president and CEO of Destination El Paso. “Her knowledge of this organization, our tourism industry, and, most importantly, our community is invaluable. Veronica understands that destination development is about more than attracting visitors; it is about creating opportunities for our local businesses, strengthening partnerships, and ensuring tourism positively contributes to the quality of life in El Paso. I am incredibly proud to have her step into this role and excited for the leadership she will bring to the entire Visit El Paso team.”

Castro has held leadership roles spanning tourism development, destination marketing, visitor services, international market development, and strategic partnerships. During her tenure, she has helped expand El Paso’s tourism presence across the United States, Mexico, and Canada while building relationships with travel trade professionals, media, tour operators, and industry organizations.

Her work also has strengthened regional collaboration with such destinations as Fort Bliss (western Texas), the Big Bend Region (southwest Texas), Las Cruces (northern New Mexico), Ciudad Juárez (northern Mexico), and Chihuahua City (northwestern Mexico), helping to position El Paso as a gateway to a broader binational and regional travel experience.

Castro holds Texas Destination Marketer and Certified Tourism Executive designations. As a result of her service and contributions to El Paso tourism, the City of El Paso proclaimed May 16 as “Veronica Castro Day.” She also was among the inaugural honorees of The Concilio’s Texas Latino Legacy Awards, recognizing Latino leaders whose work has made a meaningful impact across Texas.

“This opportunity represents more than a new title; it represents the community and organization I have had the privilege of serving for more than two decades,” says Castro. “El Paso is a destination unlike any other, and I am incredibly proud of the work our team has done to share its story. I look forward to leading Visit El Paso into its next chapter, continuing to strengthen our partnerships, and finding new opportunities to grow our visitor economy while ensuring our work benefits the community we are so proud to represent.”

VIRGINIA BEACH, Va.—Atlantic Park Surf has named Mike Wallace vice president of sales for the Virginia Beach surf lagoon and entertainment destination.

Wallace will oversee brand relationships, sponsorships, and events at Atlantic Park Surf, the anchor attraction within the $350 million Atlantic Park development. The 10-acre project, stewarded by Pharrell Williams, opened last August and features North America’s first Wavegarden Cove surf lagoon.

Wallace previously served as global marketing director for Roark, a California-based adventure lifestyle and technical apparel brand. Before that, he spent two decades in Billabong’s marketing department.

“I have always been a fan of surf lagoons, and when I first saw Atlantic Park Surf, I was blown away,” Wallace says. “Not only is the wave amazing, but the amenities are world-class. From the boutique hotel and amazing shops and restaurants to a vibrant surf community and a fantastic team, this is a place unlike any other.”

At Atlantic Park Surf, Wallace will lead sales and sponsorship initiatives, working with lifestyle brands, surf media, surf shops, and corporate groups to develop events and private experiences at the venue.

“Mike joins Atlantic Park Surf during what’s shaping up to be a transformative season,” says Blake Hess, COO of Beach Street Development, which operates the lagoon. “We are excited to have Mike’s expertise and passion for the sport of surfing as we continue to establish Virginia Beach as an epicenter for surfing and entertainment.”

Atlantic Park Surf is scheduled to participate in a series of late-summer surfing events, including the East Coast Surfing Championships, Surf Park Summit, Super Girl Festival, and regional tournaments.

The lagoon has hosted thousands of visitors since opening and recently welcomed Stab High Virginia Beach, the event’s first U.S. edition since 2019.

Powered by Wavegarden Cove technology, the surf lagoon can generate up to 1,000 waves per hour across more than 20 wave types designed for surfers of varying skill levels.

PIGEON FORGE, Tenn.—Dollywood has opened NightFlight Expedition, a $60 million indoor coaster that combines a nighttime flight over the Smokies, whitewater rafting effects, a mountain-ridge climb, and a lake splashdown.

The attraction, located in the park’s Wildwood Grove area, is Dollywood’s 11^th roller coaster and its largest single-attraction investment to date. The nearly 5½-minute experience is housed in a 44,000-square-foot, temperature-controlled facility and has a 39-inch height requirement.

“I’m so proud that we’re able to open something like NightFlight Expedition and give families a brand-new way to experience the Smokies together,” said Dolly Parton via video. “Growing up here, I learned to love these mountains in a way that stays with you your whole life. This ride truly is an adventure that lets you see the mountains the way I always remember them, full of wonder and beauty.”

The coaster features four ride experiences in a single attraction. Guests soar through an indoor nighttime Smokies setting, encounter a whitewater rafting sequence using more than 500,000 gallons of water, travel over a mountain ridge, and splash into a Smoky Mountain lake.

NightFlight Expedition continues the story of Wildwood Grove through Cora and Jasper Oakley, twin scientists and relatives of Ned Oakley, the character introduced with the Big Bear Mountain coaster in 2023. During the ride, guests join the siblings’ search for Secret Lake, the source believed to power Wildwood Tree’s illuminated canopy.

The attraction’s custom ride vehicle interacts with multimedia projections, onboard and offboard audio, and lighting effects. Dollywood developed the coaster with Herschend Creative Studios and manufacturer Mack Rides.

Dollywood’s DreamMore Resort and Spa and HeartSong Lodge & Resort are offering NightFlight Expedition-themed programming and packages for stays from Aug. 21 through Oct. 31, subject to availability. Offerings include themed décor, photo opportunities, Camp DW activities, food and beverage items, and VIP experiences that include a Dollywood tour and ride access.

ORLANDO, Fla.—The Orange County Convention Center’s (OCCC) North-South Building has earned LEED v4.1 Operations and Maintenance recertification at the Platinum level, the highest designation awarded by the U.S. Green Building Council.

The recognition, awarded Aug. 5, marks the first time the convention center has achieved LEED Platinum certification. The North-South Building previously received LEED Gold certification in 2013 and 2018.

The Platinum designation recognizes performance in such areas as energy efficiency, water conservation, waste diversion, indoor air quality, and environmental management. OCCC says its North-South Building is among the world’s largest LEED Platinum-certified convention center facilities. Seven other convention centers worldwide currently hold Platinum certifications, according to the organization.

“This achievement is a direct reflection of our commitment to sustainability and our ongoing efforts to lead by example in responsible convention center operations,” says OCCC executive director Mark Tester. “Reaching LEED Platinum is an extraordinary milestone for a building of this magnitude, and it reinforces our position as one of the world’s premier sustainable destinations. I am deeply proud of our team for delivering exceptional performance and innovation at every step.”

LEED, or Leadership in Energy and Environmental Design, is a green building rating system that provides standards for the design, construction, operation, and maintenance of environmentally responsible buildings and communities.