2026 Marketing Plan

2026 Marketing Plan

Letter from the President Dear partners and stakeholders, As we begin 2026, Bloomington continues to perform favorably, outpacing in hotel occupancy both within our state and with our competitive set outside of Minnesota. While Smith Travel Research (STR) forecasts a relatively flat year, with a softer first half in 2026, expected gains are predicted in the third and fourth quarters of 2026.

We recognize that uncertainties in the economy, currency fluctuations, and international travel trends will remain factors, however, our commitment to staying agile and informed has never been stronger. This marketing plan was built with intention and insight, guided by data, traveler behavior, and the opportunities emerging across our key markets.

Our expanded digital capabilities and deeper integration across channels position us well for the year ahead. These tools allow us to elevate Bloomington’s brand, personalize our outreach, and meet travelers where they are with compelling, accurate, and inspiring content.

In the meetings and events sector, we anticipate growth in corporate meetings, alongside planner concerns about rising costs. Bloomington’s affordability, accessibility, and exceptional hospitality will remain central to our messaging as we help planners understand the unmatched value of choosing our city.

We are also navigating an environment where AI continues to evolve at remarkable speed.

Ensuring our brand and destination information is accurately represented across AI-driven platforms will be a key focus, allowing us to stay competitive and discoverable.

There is excitement for two big events coming to the metro area in 2026, Special Olympics USA Games in June and WWE SummerSlam wrestling in August, both of which are expected to generate increased travel and media attention for Minnesota and Bloomington.

We remain optimistic about the year ahead. Our creative and talented team is dedicated to promoting Bloomington as the place to stay when visiting Minnesota. Thank you for your continued support and your dedication to making Bloomington a first-class destination.

Bonnie L. Carlson President & CEO Bloomington Minnesota Travel & Tourism

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STRATEGIC PLAN Our Strategic Plan clearly defines our purpose, goal and strategy. The following pages provide strategies for our key initiatives.

We believe there is no substitute for the human connection and in-person experiences that travel makes possible.

We exist to inspire travelers to visit Bloomington, Minnesota

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2026 Marketing Plan

STRATEGIC PLAN

Inspire travelers to visit Bloomington, MN

PURPOSE

GOAL

Maximize economic impact to Bloomington by driving hotel stays.

STRATEGY

We put the Traveler First by deeply understanding their motivations and showcasing the Convenience and Fun of a Bloomington visit.

PRIORITIES

Market the Destination

KEY • Maximize INITIATIVES marketing budget with high impact annual plan • Optimize digital platforms •E nhance MOA partnership •E valuate role of AI in future marketing activities

Target Travel DecisionMakers

Invest in Traveler Insights

Champion Service Excellence

• Execute on partner platforms for group marketing & sales (all segments)

• Utilize data suppliers for deeper traveler & market insights

• Ensure Diamond Service Awards are a signature annual celebration

• Focus on employee retention, hiring & workload efficiency

• Continue and grow education relationships for regional hospitality programs

• Serve as voice of the industry in Bloomington

• Grow youth, national & amateur sports events • Maximize international partnerships

• Convert data insights into action • Solidify BMTT as an insights partner to hotels • Monitor business travel market for growth opportunity

Strengthen Our Organization

• Continue strong role in new development (e.g., water park, event center, hotels) • Host industry relations and events

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MARKET THE DESTINATION

LEISURE OVERVIEW Bloomington Minnesota Travel & Tourism continues to strengthen its position as the official destination marketing organization for Bloomington, and the most trusted source for travel, tourism, and destination information for the city. The leisure market remains a key driver of visitation for Bloomington, with our premier attraction Mall of America being a key reason to visit for many travelers. Bloomington’s affordable location, variety of hotel brands, attractions, culture, and amenities are all important factors.

With our new brand firmly established, we remain committed to expanding awareness to ensure that visitors, planners, and industry partners utilize us as the resource for all things Bloomington. In 2026, we will continue to refine our brand messaging across every platform, ensuring consistency, clarity, and impact. Our updated website in 2025 allows us to offer a fresh, creative design and enhanced functionality, with several new personalization and content features planned in 2026.

Data continues to be a top priority for us, and we will continue to invest in data and analytics to inform strategy, monitor forecasting of future business, and share insights with hotel partners.

Our thriving partnership with Mall of America excels with collaborations in leisure marketing, group & international sales, podcasts, and special events. Familiarization tours, strategic advertising, and impactful seasonal promotions also remain top priorities for us in 2026.

With 2026 projected to remain steady and travel continuing to be a priority for consumers, our strategies focus on delivering authentic, dynamic content and value-driven messaging that spotlight Bloomington’s greatest strengths—accessibility, affordability, exceptional hospitality, and signature experiences found nowhere else. This 2026 marketing plan reinforces our role as the trusted hub connecting travelers to Mall of America, Bloomington hotels, attractions, and community partners. It also aligns with one of our core strategic goals: inspiring travelers to experience the convenience and fun that only a Bloomington visit can bring.

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MARKET THE DESTINATION

BRAND AND WEBSITE STRATEGIES Bloomington Minnesota Travel & Tourism will continue to build on our refreshed brand by reinforcing our role as the official destination marketing organization, and most trusted source for travel, tourism, and destination information for the city of Bloomington. Our strategies will focus on elevating brand visibility, deepening partner engagement, and delivering consistent, compelling storytelling that inspires visitation.

• Expand Mall of America partnership and initiatives, which include: • S trategic advertising across print, digital, trade, leisure, and seasonal promotions

• Domestic and international group sales and trade activities • Presenting sponsorship of Mall of America’s So Much More Podcast • Social Media collaborations and influencer programs • In-mall promotions and activations •D estination review media FAMs for group planners and international media

• Co-production of the Bloomington/Mall of America Visitor Guide Leverage BMTT’s website functionality to execute a comprehensive content strategy that enhances engagement, strengthens SEO, and drives qualified traffic Deepen personalization across digital and web experiences to deliver more relevant, timely, and conversion-driven content Stay informed on evolving privacy, consent, and Large Language Model (LLM) regulations and innovations to sustain website visibility and traffic Implement WordPress plugins that enhance website performance, improve user experience, and reduce technology expenses

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MARKET THE DESTINATION

DIGITAL MARKETING Strategies

• A lign campaign timing with evolving booking patterns to meet travelers where they are in their planning journey

• A pply search and generative AI insights to create content aligned with consumer search intent that is designed to boost engagement

•U tilize generative AI to accurately represent and showcase Bloomington

and improve visibility across AI bots and AI-powered travel and planning platforms, positioning us as a trusted source of truth

•D evelop rich, diverse content optimized for both traditional search and

emerging Large Language Model (LLM) platforms to increase discoverability

•B uild upon the success of targeted “Major Events” campaigns to position

Bloomington as the ideal place to stay for concerts, major sporting events, and regional happenings

• I ncrease video storytelling and paid placements across streaming

platforms, including YouTube, Meta, and TikTok to reach new audiences and deepen engagement

• T ailor dynamic ad content through high-impact digital campaigns that reach travelers where they search, stream, and plan

• P artner with Explore Minnesota on cooperative opportunities to stretch marketing budget, and test new and innovative media strategies

•U se eCRM data to deliver more relevant, segmented, themed and automated email campaigns that strengthen retention and re-engagement

• A dopt internal company AI-powered tools and policies that enable smarter, more efficient workflows

• P romote Bloomington’s group and meeting offerings through third-party platforms, utilizing their marketing programs to reach qualified meeting planners and event organizers to increase meeting planner inquiries and group leads

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MARKET THE DESTINATION

SOCIAL MEDIA Strategies

• F ocus on authentic user-generated content that sparks authentic conversation and builds brand trust across all platforms

• C reate content based on high performing search keywords, with search behavior shifting to social media for travel inspiration

• I ncrease promotion of deals and road trip itineraries and increase redemptions of Bloomington Play, Stay & Save Pass

• P rioritize partnerships with micro-influencers and niche content creators who have a loyal audience and align with our key traveler segments

•D evelop a creator program with local influencers and host events to build local creator relationships

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MARKET THE DESTINATION PARTNERSHIPS Partnerships continue to play a vital role for Bloomington Minnesota Travel & Tourism in shaping how we connect, grow, and market our destination. By combining our marketing strength, resources, and creativity with our partners, we’re able to expand our reach, attract new visitors, and inspire audiences in fresh and exciting ways.

Strategies

•B uild on our strong partnership with Mall of America (MOA) to create new joint marketing opportunities, experiences, and promotions that drive visitation to both Bloomington and MOA

• P artner with hotels and key attractions to curate exclusive, high-value packages for visitors that showcase the best of Bloomington

• S trengthen professional relationships, share insights, and collaborate directly

with peers and destination leaders, creating a stronger hospitality community

• G row the Play, Stay & Save Pass program by adding new partners, especially

local, diverse, and niche businesses, to increase pass usage and deepen visitor engagement and spending across the city

• E xplore new partnership benefits to grow our signature events including

Bloomington Diamond Service Awards, BMTT Annual Golf Tournament and special events though out the year

• P articipate with the City of Bloomington’s Hatch Bloomington program to support development of new small businesses

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TARGET TRAVEL DECISION MAKERS

GROUP SALES OVERVIEW The BMTT group sales team operates in nine different market segments and is anticipating growth in 2026. Overall confidence levels continue to be positive among planners in a recent Meetings Industry Survey with CVENT, suggesting continued commitment to face-to-face meetings across all market segments.

However, increased concern over higher costs, budgets, and service levels remain big concerns for meeting planners and companies. Planners are not looking for the least expensive option, but a mix of costs and quality. Planners continue to use a range of platforms to source their meetings, emphasizing the need for a multi-channel sales and engagement strategy that meets the planner where they are from digital tools to traditional relationship management.

Bloomington is well positioned to be the preferred value destination for meetings and events. This is supported by the number of hotels - the largest concentration of hotels in Minnesota - our excellent accessibility via the MSP International Airport, and the unique attraction of Mall of America. We will continue to market our value, hotels and quality of service by continuing our partnerships with key third-party planner companies, including Cvent, HelmsBriscoe, Maritz, Conference Direct, Lamont, American Express Global Business Travel, and Prestige Global Events.

Our Strategic Focus for 2026 across all nine market segments will include:

• S olution Orientated: Bloomington Minnesota Travel and Tourism will

promote our exceptional meeting product and hotel offerings, superior airlift, and backdrop of Mall of America as the premier destination to hold meeting and events

•D ata-Driven: The BMTT team will analyze all RFP bids using Economic

Impact Measurements (EEI) measurements, with a focus on budget and rising cost concerns of planners

• S mart Select Web Platforms: We will engage planners through their

preferred sourcing methods—whether they rely on online tools, third parties, AI, or direct outreach

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TARGET TRAVEL DECISION MAKERS CORPORATE The corporate market continues to be strong and resilient in Bloomington and will see growth in 2026 as more in-person meetings occur. Bloomington’s proximity to MSP International Airport, which has consistently been ranked as a top airport in the country, provides us with an incredible asset and unmatched access. Our diverse offerings of hotels and meeting space as well as being home to Mall of America, position us as a leading destination for meetings of all sizes from board meetings to larger conventions.

Strategies

• C ultivate strong relationships with third-party intermediary planners through strategic sponsorships and activations at industry events, trade shows, webinars, and destination reviews

• I dentify and build new relationships with planners within HelmsBriscoe, Maritz Global Events, Cvent, Conference Direct, Lamont Associates, American Express Global Business Travel, and Prestige Global Meeting Source

• C ollaborate with our hotel stakeholders to target meetings and events in

competing Midwest markets that may be displaced during the 2026 FIFA World Cup

• G row our Cvent engagement through managing a strong profile, building meeting planner relationships, and increased collaboration with the Cvent Team

• C ollaborate on large-scale partner initiatives with Minnesota Sports & Events, Explore Minnesota, Meet Minneapolis, and Visit Saint Paul to coordinate and execute impactful tradeshow activations and sales missions

• C ontinue to focus on growing MSP med-tech market and promote the impact of in-person meetings

•M aximize our new platinum level partnership with the Minnesota MPI Chapter, which includes several marketing activations in 2026

• P rospect and build relationships with new companies that are either re-locating or moving into Bloomington and the surrounding area

• I dentify, market, and solicit large groups that are seeking proximity to MSP

International Airport and Mall of America with the Under One Roof event solution

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TARGET TRAVEL DECISION MAKERS ASSOCIATION The 2026 Global Meetings & Events Forecast published by American Express indicates that 85% of meeting planners are optimistic about the year ahead — the highest level since the pandemic. Bloomington is well-positioned to capitalize on this renewed confidence, supported by its exceptional hotel variety, diverse meeting space options, and accessibility. Financial awareness among association events by rising costs for venues, food and beverage, and technology has encouraged a strategic shift toward predominantly single-year contracts and shorter booking windows. This approach allows planners to better manage budgets while maintaining flexibility, helping to create more stable and predictable lead volumes.

Strategies

•M arket the destination as a good value to association planners to host their meetings and events to combat rising costs in tier-one cities

• C ontinue to strengthen partnerships with third-party meeting planning companies, National Sales Offices (NSO’s) to secure RFP’s for our hotels to bid

• S eek new conference opportunities targeting smaller, Midwest meetings and events

• E ngage with planners via LinkedIn tools such as Sales Navigator • C reate additional convention service offerings showcasing the value of our DMO services and benefits of holding meetings in our destination

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TARGET TRAVEL DECISION MAKERS GOVERNMENT With the U.S. government changes and partial shutdown in 2025, we have seen a significant decrease in government travel and spending. Many contracts have been put on hold due to uncertain funding as well as potential travel visa delays from international destinations. Bloomington is optimistic that government travel will return and we’re positioning ourselves as a leader in government events, spearheading the launch of a new satellite chapter of the Society of Government Meeting Professionals (SGMP).

Strategies

• I ncrease new RFP opportunities via the SGMP Northern Lights satellite chapter to engage with planners from MN, IA, ND, SD, IL, WI

• T ake a leadership role in the new SGMP Northern Lights steering committee to build planner relationships

•U tilize and review the most recent SGMP survey responses from planners to ensure our destination offers are shaped to support the needs of planners

•H ost educational webinars with stakeholder hotels targeted to planners via SGMP to showcase our destination and benefits

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TARGET TRAVEL DECISION MAKERS SPORTS Bloomington continues to elevate its reputation as a premier destination for youth, amateur, and emerging sports events. Following the successful renovation of the Bloomington Ice Garden and record-breaking online housing achievements, we’ve strengthened our credibility with sports governing bodies and expanded our portfolio into new markets such as esports, adaptive sports, and large-scale multi-sport events like the Special Olympics and Olympic USA Games.

Our collaboration with regional partners and venues has created a seamless event experience that attracts both first-time tournaments and long-term returning groups. With the continued growth of our online housing platform and our relationships with planners through platforms like Playeasy and Cvent, Bloomington remains a trusted and innovative host city that delivers on both logistics, hospitality, and fun.

Strategies

• L everage our new venue renovations to attract high-impact grassroots and

national events and showcase Bloomington’s continued investment in sports

• E xpand Bloomington’s footprint in emerging markets, including esports and adaptive sports

• G row our digital storytelling and media presence through behind-the-scenes coverage, sideline chats, and planner testimonials

• S trengthen partnerships with Minnesota Sports & Events and the Bloomington Parks and Rec team to ensure consistent alignment and competitive bidding on future events

• G row the online housing program by streamlining services for returning clients and developing multi-event booking solutions

• S howcase Bloomington nationally through participation in trade show

opportunities like TEAMS, Esports Travel Summit, Sports ETA, and others to drive planner engagement and visibility

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TARGET TRAVEL DECISION MAKERS MILITARY Bloomington continues to strengthen its position as a welcoming and convenient host city for military reunions. 2026 is predicted to be our strongest year since 2022, and we will continue to promote our newly refreshed reunion itineraries and expanded web resources geared to the military reunion market.

BMTT has seen a trend of reunions collaborating with one another, creating larger gatherings that enhance both attendance and room night impact. Our deep ties to Minnesota’s military heritage, which includes the Historic Fort Snelling, the Minnesota Air National Guard Museum, and the Fort Snelling National Cemetery remain key highlights for reunion planners when choosing our destination.

Through collaboration and education with the Military Reunion Network, we will continue to provide an accessible, heartfelt experience for groups of all sizes, reaffirming our commitment to those who have served.

Strategies

•M aximize Military Reunion Network resources beyond the annual conference to strengthen Bloomington’s visibility and outreach to new planners

•H ighlight Bloomington’s military itineraries to convert business from undecided groups

• P romote signature attractions and experiences tied to our military story —

including Fort Snelling, the National Cemetery, and special offering programs at Mall of America

• E nhance hotel listings and amenity details on our website to help planners

quickly identify ideal properties for hospitality suites and reunion gatherings

•D evelop targeted outreach to attract younger generations of veterans forming their own reunions, ensuring Bloomington remains a destination of choice for years to come

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TARGET TRAVEL DECISION MAKERS RELIGIOUS The religious meeting market continues to show steady growth, with an increasing number of organizations seeking affordable, accessible destinations that offer both community value and flexible meeting space. Bloomington remains a natural fit for this segment, providing competitive hotel rates, a welcoming atmosphere, and convenient proximity to the Twin Cities and their convention centers.

As many faith-based groups explore venues outside of convention centers, Bloomington’s selection of hotels and adaptable spaces has positioned us as a strong alternative for smaller to mid-sized religious gatherings. In 2026, our focus will be on strengthening partnerships and visibility within the Religious Conference Management Association (RCMA) network to increase leads and elevate Bloomington’s reputation among faith-based planners.

Strategies

• L everage all RCMA resources including online tools, webinars, and publications to identify new planners and track competitive trends in faith-based meetings and events

• S tay current with RCMA’s Certified Faith-Based Meeting Professional (CFMP) certification program to ensure Bloomington remains aligned with industry standards and evolving planner expectations

• C ollaborate with community partners through a shared booth presence at RCMA Emerge to collectively promote Minnesota as a faith-based meeting destination

•D evelop a targeted outreach campaign showcasing Bloomington’s affordability, accessibility, and strong community partnerships for religious organizations

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TARGET TRAVEL DECISION MAKERS ONLINE HOUSING SERVICE The Bloomington Minnesota Travel & Tourism’s Online Housing Service (OHS) continues to experience growth as more clients and sporting events choose our housing services at every level. Our existing partners are expanding their tournaments, value our service and use of our platform. Bloomington remains a local leader offering proven results, exceptional service, and a successful stay-to-play model.

Strategies

• G row Online Housing Service within our vertical markets and seek new housing events through tradeshow sales and local partner engagement for all sports market segments

• C ontinue to provide excellent service with our legacy online housing clients • C reate a flawless execution with our new OHS clients 2026 Special Olympics USA Games and MODE Photography Festival

•W elcome our legacy sporting events by offering a welcome table on opening

day greeting athletes, families, and fans at the tournament venue or host hotels

• C ontinue to educate our clients on new features in the Meetingmax event housing system to enforce the best customer experience

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TARGET TRAVEL DECISION MAKERS INTERNATIONAL Bloomington is uniquely positioned to rebound from a challenging year by leveraging the more than 25 international direct flights that service MSP International Airport. In 2025, two new routes were launched at MSP, one to Rome, Italy and the other to Copenhagen, Denmark. Both are currently operating seasonally (Spring-Late Summer) with no change in 2026 anticipated.

Fluctuating currencies can impact international travel to the United States, as a stronger dollar may deter some visitors based on exchange rates. However, large-scale global events like the FIFA World Cup and USA 250 are anticipated to attract increased international visitation and open new opportunities for Minnesota.

Strategies

• L everage our partnerships with Brand USA, Great American West, Mississippi

River Country, and Great Lakes North America by refreshing our itineraries to include regional suggestions. (i.e. MSP to Kansas City for World Cup or Chicago to Saint Paul via The Amtrak Borealis train)

• F ocus on markets that are seeing an increase in travel to the U.S., like Ireland

and Italy, by attending the Aer Lingus Road Show as well Showcase USA in Italy

• C ontinue presence in our proven markets including Copenhagen, Denmark and Tokyo, Japan. (i.e.: Discover America Nordic Show and Brand USA Asia Sales Mission)

• P rioritize Familiarization Tours (FAMS) by uniquely targeting international tour

operators, travel agents, media, and influencers to inspire visitors to Minnesota and Bloomington

• E ngage with International Association of Golf Tour Operators (IAGTO) in 2026 by amplifying the Great Northern Golf Trail and educating decision makers on the golf product surrounding Bloomington and Minnesota with major PGA events being hosted in Minnesota i.e. Women’s 2026 KPMG and 2029 Ryder Cup.

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INVEST IN TRAVELER INSIGHTS STRATEGIES Our goal is to empower smarter, faster decision-making through data intelligence and actionable insights for our internal strategy and to also provide value for our industry hotel partners and stakeholders.

• L everage research and analytics available that relates to traveler data and consumer trends, informs strategy and allows for deeper analysis of our visitor economy

• E nhance forward looking dashboard and analysis for forecasting hotel demand, and projected future leisure and group business booked

•M aximize the use of our technology platforms to improve engagement and conversions throughout the travel planning journey

• I ntegrate website analytics, paid and organic search trends, and generative AI technology to shape content creation that aligns with user behavior and search intent

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CHAMPION SERVICE EXCELLENCE STRATEGIES Diamond Service Awards In 2026, we will proudly continue to host Bloomington’s premier hospitality event—the Bloomington Diamond Service Awards. Now in its 28th year, this signature program shows the commitment of recognizing frontline employees who power Bloomington’s largest industry and create extraordinary experiences for millions of visitors each year.

The highly valued event shines a spotlight on the individuals whose warmth, professionalism, and service excellence drive return visitation and strengthen Bloomington’s reputation as a welcoming destination.

This annual spring gala has become more than an awards ceremony—it is a unifying celebration of Bloomington’s hospitality workforce and reinforces our role as a champion for our industry and the people who make our city unforgettable.

• C ontinue to position the Diamond Service Awards as a signature annual celebration

• S eek new partners to support and elevate the Diamond Service Awards • S upport regional hospitality programs by participating in educational career days for students and growing relationships with faculty and administration

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STRENGTHEN OUR ORGANIZATION STRATEGIES Bloomington Minnesota Travel & Tourism’s organizational focus in 2026 will be to enhance employee efficiencies and continue our strong, dedicated involvement with future Bloomington development that complements the hospitality industry.

• E nhance employee efficiency and retention to foster a highly engaged team • Act as the advocate and voice of the hospitality industry in Bloomington • C ollaborate on development opportunities to support new special events and

projects that enhance tourism infrastructure, including new developments such as the Mall of America water park, multi-purpose facilities, and new hotels

•H ost industry events and strengthen relationships to cultivate networking within Bloomington’s hospitality industry

• C ontinue our seasonal internship program, working with local colleges and the

City of Bloomington’s Bloom Internship Program, to help build future leaders and promote opportunities within our hospitality industry as a whole

Education Attracting new employees to our industry is always a priority, and education is a key component to this initiative. Identifying partnerships with industry programs that support hospitality careers and with who we can collaborate continues to be an ongoing initiative for Bloomington Minnesota Travel & Tourism.

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150

80 70

120

60 50

90

40 60

30 20 10 0

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VISITOR INSIGHTS 0

Visitor Spend Per Category* 2% 9%

Food & Beverage

24%

Accommodations Retail

40%

Attractions Art & Entertainment

25%

Average Hotel Occupancy**

Average Daily Rate**

$132 $129 $134

Revenue Per Available Room**

2024

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2025

63% 64% 65%

2026 (Forecast)

$83 $82 $88

Average Length of Stay*

Search to Book:*** Flights: 11 days

1.8 days

Hotel: 7.5 days 80 70

150

120

60 50

90

40 60

30 20

30

10 0

0

Book to Arrival*** 100

Flights: 46.9 days

80

Hotel: 26 days

Profile Breakdown Families: 50%

60

40

Couples: 40%

20

Solo: 8%

0

150

80 70

120

60 50

90

Business Mix

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Leisure: 56.6%

40 30 20

Business: 43.4%

30

10 0

0

Top Visitor Markets*

• Minneapolis/St. Paul DMA+ • Chicago, IL • Fargo, ND • Des Moines, IA • Rochester, MN • Duluth, MN • Sioux Falls, SD • La Crosse/Eau Claire, WI • C edar Rapids/Waterloo /Iowa City/Dubuque, IA

Top 5 Spending Markets* Minneapolis-St. Paul MN 10% Chicago IL 7% Rochester-Mason City-Austin IA 6% Des Moines-Ames IA 5% Cedar Rapids-Waterloo-Iowa City & Dubuque IA 4%

•M ilwaukee, WI *Zartico data

**Smith Travel Research data

+Designated Market Area (DMA)

***Adara data

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2026 BOARD OF DIRECTORS AT-LARGE CHAIR: Ms. Fay Beauchine, Partner, Brojure VICE CHAIR: Mr. Ted Johnson, CEO, Norden Strategies Mr. Kevin Fitzgerald, Owner, Smack Shack Restaurant Ms. Tammy Galvin, President, Greenspring Media Ms. Jill Renslow, Chief Business Development & Marketing Officer, Mall of America Mr. Brian Ryks, Executive Director/CEO, Metropolitan Airports Commission Mr. Dave Mona, Non-Voting Member CITY OF BLOOMINGTON Mr. Tim Busse, Mayor, City of Bloomington Mr. Shawn Nelson, Bloomington City Council Mr. Zach Walker, City Manager, City of Bloomington TRAVEL & HOSPITALITY INDUSTRY Mr. Alberto Abreu, General Manager, Radisson Blu Mall of America TREASURER: Mr. Shane Christenson, Regional Director, Terratron; AC Hotel Bloomington Mall of America; Element Bloomington Mall of America; and TownePlace Suites Bloomington Mall of America Mr. Mike Tindal, Area General Manager, Sheraton Bloomington Hotel and DoubleTree by Hilton Bloomington-Minneapolis South

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