Visit Denver 2026 Marketing Plan Draft

Convention & Tourism 2025 Review and 2026 Forecast

Each year, Visit Denver compiles this Marketing Plan, which contains a thorough study of industry information, customer feedback and consumer sentiment, as well as a situation analysis of local, national and international trends. Together, this information helps guide Visit Denver in developing its 2026 strategies and tactics.

CHASING STABILITY IN UNCERTAIN TIMES

The mid-point of 2025 brings an unprecedented degree of uncertainty across the country and around the world that has no real comparison in the lifetimes of most travelers. Domestic political divisions, economic uncertainty, climate change and international strife have always been present, but rarely, if ever, have they been so prevalent all at the same time, and so visibly.

While we explore this volatility in general, and these issues in greater detail throughout this report, one constant will emerge: the Resiliency of Travel.

Throughout recent history, travel has been a poster child for an industry that is at the whims of prevailing winds, whether they are related to a single incident, such as the September 11 terrorist attacks, to macroeconomic forces, such as the 2008 global financial crisis or to a global, generational disaster such as the Covid-19 pandemic.

In each of those cases, travel was significantly impacted, sometimes for longer periods, sometimes for shorter, but always rebounded. As the industry navigates its way through this unique period of volatility, it is encouraging to see that, despite obvious and persistent challenges, the industry is showing its resilience.

“Despite prevailing political and economic uncertainties, U.S. leisure travelers are demonstrating a notable surge in optimism. Confidence in the future of the nation and the world has climbed significantly compared to levels recorded in 2023 and 2024.”

-MMGY’s Portrait of American Travelers, Summer 2025 Edition

Denver’s travel industry has made great strides in the last several years. Domestic travel volume is at near-record levels, as is spending. Attendance and economic impact from groups at the Colorado Convention Center are expected to reach an all-time high in 2025. The Denver product continues to improve, best exemplified in the renovated 16th Street. And the industry is valued as a key contributor to the local economy.

At the same time, as always, there are headwinds. The national economy, while continuing to show signs of strength, is also showing softness due to volatility in prices, with stubborn and persistent inflation, leading to inconsistent consumer confidence. Business travel and hotel occupancy have still not recovered to 2019 levels, and there is downward pressure on Average Daily Rate (ADR). National policy towards immigration, coupled with the ever-

changing plan for implementing tariffs on most countries around the world, has led to a sense of unease in visiting the U.S. particularly for countries like Canada, which is seeing double-digit decreases in inbound visitation. The competitiveness of the U.S. as an international travel destination is also threatened due to the 80% reduction in the budget for Brand USA, the national promotional agency for the U.S. Lastly, closer to home, downtown Denver continues to experience the challenges of remote work, even as it celebrates the reopening of 16th Street. And while great strides have been made in downtown crime and safety issues, much work is left to be done.

Visit Denver will continue its 116-year mission to improve the quality of life for residents and stakeholders through the positive impacts of travel. This will be done by conducting strategic, aggressive sales and marketing programs; by remaining a responsible steward of the public funds Visit Denver receives and by maintaining the organization’s status as a positive and productive member of the local business community. This Marketing Plan will lay out those details.

NATIONAL PERSPECTIVES Forecast for 2025 & Beyond

In broad economic terms, the U.S. is in a period of simultaneous strength and softness. On July 30, it was announced that the U.S. economy grew in the second quarter at an annual rate of 3.0%, a turnaround from the first quarter, when it grew at just 0.5%. But both of those numbers are qualified, with news reports suggesting that first quarter’s sluggish growth could be partially attributed to businesses stockpiling foreign goods in advance of tariffs, while second quarter’s strong numbers partially attributed to the drop in imports during that period (NPR).

The very next day, on July 31, the federal government announced that U.S. employers added just 73,000 jobs in July, less than economists expected. The report also significantly revised down the data on hiring from May and June by a combined 258,000 jobs, suggesting the labor market was weaker than initially reported.

According the University of Michigan’s July benchmark Survey of Consumers, U.S. consumer sentiment has seen marginal month-over-month improvements, but the overall outlook is concerning.

Demand for travel, particularly the domestic market, has been very hard to pin down in the last few months as consumers balance their interest in traveling with broader concerns about the direction of the U.S. economy. The U.S. Travel Association shows a generally soft market for travel right now:

“Although the relative changes are small, travel indicators for June showed decreases for a number of significant indicators. Overall travel spending growth in June fell by 0.4% compared with the prior year a small decrease but the first year-over-year decline since

February 2021. Domestic air, international inbound air passengers and hotel demand all fell by low single digit percentages as well. And national park visits continued a steeper downward trend.

Despite those changes, broader economic indicators show consumer spending holding up as employment continued to increase in the Leisure and Hospitality sector. Consumer sentiment slowed declines from earlier in the year, while sentiment indicators continue to show travel prioritization. The U.S. Travel TPI (Travel Price Index) continued to show a downward trend on both an absolute level as well as compared to prices overall. Gas, hotel and airline prices in June were all 3% or more below the levels of a year ago.”

U.S. Travel Association typically releases forecasts approximately every six months but has not issued one since Jan. 9, 2025. Given the volatility in the market right now, this report does not include that forecast, but their next release should be available before the final version of this report in November.

Visit Denver will continue to monitor these trends through the final submission of this report on Nov. 15, 2025.

AI’s Growing Impact on How Visitors and Meeting Planners Discover Denver

Artificial intelligence continues to reshape how visitors and meeting planners discover, research and engage with destinations, including Denver. Increasingly, AI-powered platforms such as ChatGPT and Google Gemini's conversational search tools deliver immediate, personalized information, guiding our audiences in their inspiration, planning and decision-making processes. As Visit Denver looks ahead, this shift presents both challenges and opportunities for maintaining Denver’s visibility and effectively connecting with the diverse audiences we serve.

To remain influential and relevant, Visit Denver is strategically adapting our approach to content and digital experiences. We are focused on producing clear, authoritative information that directly answers the questions our audiences ask across various platforms and digital channels. Beyond the VisitDenver.com website, new efforts will ensure that Denver’s brand and messaging remain consistent, accessible and highly visible within these AI-driven conversations.

Recognizing these evolving audience expectations, Visit Denver continues to strengthen its overall digital presence, positioning Denver as an accessible and engaging destination within this conversational landscape. By proactively embracing the opportunities presented by AI, Visit Denver is committed to deepening audience engagement, driving meaningful interactions and ultimately inspiring more visitors and planners to choose Denver.

THE STATE OF DENVER’S TRAVEL INDUSTRY

Travel to Denver in 2024, the most recent full year of data, saw a continuation of the strong visitation patterns of 2023. However, after three years (2021–2023) of aggressive, postpandemic, double digit growth, visitation in 2024 was slightly softer than 2023’s record breaking year with both overnight leisure visitation and spending by overnight visitors down 1% versus 2023. So, while this report had previously said that “there is no new normal,” the fact remains that all the markets that Visit Denver oversees have seen stabilization and a measure of predictability.

According to Longwoods International, the U.S. saw overnight travel increase 1.9% in 2024, from 2.17 billion trips in 2023 to 2.21 billion trips last year. For day travel, the U.S. saw a 2.6% increase, from 2.42 billion trips in 2023 to 2.48 billion trips in 2024.

Despite this softness, Denver did experience several notable wins in 2024:

 Even when faced with multiple obstacles, travelers are still coming to Denver. In total, 2024 overnight visitor volume estimates experienced a very mild softening, and total expenditure estimates held at the same level as 2023.

 In 2024, Denver saw a 7% increase in Marketable visitor trips, which is the segment that is most likely to respond to promotional messages and that spends the most per day on their trip.

 Denver also saw significantly less in-state overnight trips versus 2023, when in-state overnight trips had reached a record peak of 29% of total trips. Denver's in-state overnight trips accounted for only 24% of total trips in 2024.

 Additionally, of the total nights away for an overnight trip, the percentage of time spent in Denver was 70% in 2024, up significantly +8% YOY and on par with the record high in 2019 (69%).

 In 2024, Denver also saw overnight visitor average household income jump from $74,400 in 2023 to $83,900.

 Lastly, Denver saw satisfaction amongst overnight travelers significantly increase by +5% YOY for those who were very satisfied with their overall trip at 67% or two-thirds of overnight visitors.

The picture with international visitation remains murkier, with a combination of factors contributing to slow growth in this segment after several years of post-pandemic rebound. A strong U.S. dollar, which makes travel here more expensive, paired with federal government policies, visa fees and rhetoric are contributing to diminished interest in the U.S. as a travel destination from key overnight markets, particularly Canada.

International visits to Denver are expected to decline by 11% (to 493,200) in 2025, as forecasted and adjusted by Tourism Economics. International travel spending in Denver is forecasted to decline by 8% in 2025, to $442.7 million in 2025. These declines are part of Tourism Economics adjustment due to the current administration actions and impact.

Here in Denver, the travel product itself continues to evolve. There has been significant progress in crime and safety issues, particularly downtown and citywide, though much work remains. The initial projects covered under the Denver Downtown Development Authority and Vibrant Denver bonds have the potential to dramatically improve Denver’s infrastructure. Certain sectors of the industry, such as restaurants, have had both high points (e.g. the continuation of the Michelin program and several James Beard Foundation award nominations) yet continue to struggle with high food and labor prices along with red tape and workforce challenges. Hotels, which enjoyed high rates during the peak of the inflationary period, have not yet seen their occupancy return to 2019 levels, primarily due to softness in the transient market and increased supply. These and other trends will be explored more fully below in the Denver 2025 Product Update section.

There are other widespread trends impacting Visit Denver, most prominently the rise of Generative Artificial Intelligence (AI) chatbots in a variety of forms. While not a threat to travel in general, these tools are fundamentally disrupting the way consumers search for travel, which is a direct threat to the VisitDenver.com website, but also an enormous opportunity to inspire future trips by feeding the AI engines the “right” information.

In response to these opportunities and challenges, Visit Denver continues to develop and execute comprehensive sales and marketing strategies that take advantage of the continued strong demand for travel, and also continues to focus on local product development, issue management and stakeholder engagement to continually ensure that the industry can maintain its well-deserved status as a key economic driver for the city.

Innumerable reasons exist for Visit Denver to continue to lean in: Travel remains a highly competitive global business, with domestic visitors indicating increased demand for international trips, and domestic destinations also putting out savvy marketing messages. The recovery in the meetings market brings with it new demand dynamics that have upended decades of booking patterns. While inbound international demand remains a priority, that market has been upended by domestic issues and has yet to reach their 2019 travel levels.

Despite these headwinds, and with an engaged City administration in place, Visit Denver’s outlook for 2026 is strong. The organization retains a commitment to work through all challenges, known and unknown, with the same diligence and professionalism that has marked its stewardship of Denver’s travel industry for 116 years.

2024 Longwoods Visitor Study

Visit Denver has many ways to measure the impact of the travel industry on the city, but none are so eagerly anticipated as the Annual Visitor Profile from Longwoods International. Longwoods surveys domestic visitors 12 months a year and produces for its clients an annual report on visitation, spending, visitor demographics and more. Their methodology is the industry standard for this kind of study, with a high degree of confidence and a low

margin of error. Longwoods has been researching the Denver visitor market since 1994.

In 2024, the latest figures available, Denver welcomed 37.1 million visitors, on par with the previous record set in 2023. These visitors also spent nearly as much money in Denver as they ever have, generating $10.3 billion in tourism revenue, also on par with 2023.

Overnight visitors totaled 19.8 million, generating $8.7 billion in spending, on par with 2023’s record-breaking year. Overnight leisure visitors remained steady with 17.4 million visitors, consistent with 2023.

The 2024 study shows that travel trends, both in terms of visitor numbers and spending, are returning to levels more in line with 2019. When compared to other destinations, Denver enjoyed comparably higher growth suggesting that it benefits from its unique position offering visitors both sought-after urban experiences and easy access to outdoor activities.

The study confirmed that Denver is a year-round destination with overnight visitation spread evenly throughout the year, with a modest surge in the warmer months. Denver saw 22% of visitors in Q1, 26% in Q2, 28% in Q3 and 23% in Q4.

The data further showed how crucial Denver International Airport, and its air service, is for continued strong Denver tourism trends. In 2024, nearly 40% of overnight Denver visitors arrived by plane, in comparison to the national average of 24%. The airport as well as Visit Denver’s partners at the Colorado Tourism Office are key to Denver’s position as both a destination and a gateway to the rest of the state with overnight Denver visitors spending an average of 2.7 nights, or 70% of their trip, and the remainder being in other parts of the Centennial State.

Longwoods International also conducted Return on Investment (ROI) research for Visit Denver’s largest advertising campaign of the year, the 2024 summer advertising campaign. The study revealed strong ROI numbers, showing that the campaign generated 3 million incremental trips, $1.3 billion in incremental visitor spending and $143 million in state and local taxes, including more than $106 million for Denver. Measured against spending, the campaign produced a near-record ROI of $217 in visitor spending and $24 in taxes for every $1 in advertising investment.

Key numbers for 2024 include:

 Denver welcomed 37.1 million total visitors in 2024, including 19.8 million overnight visitors and 17.3 million day visitors.

 Overnight leisure visitors totaled 17.4 million in 2024, including a record 8.7 million “marketable” visitors which is a 14% increase over 2023.

 Denver visitors spent $10.3 billion in 2024, including $8.7 billion from overnight visitors and an additional $1.7 billion in spending from day visitors.

 Expenditures by overnight visitors averaged $437 per person per trip with year-overyear increases in each tracked category:

o Transportation spending within the destination reached nearly $3 billion

o Lodging spending hit almost $2.5 billion

o Restaurant Food and Beverage spend reached nearly $1.5 billon

o Retail Purchases totaled just over $1 billion, with 57% of visitors shopping at locally owned businesses compared to 48% nationally

o Recreation, Sightseeing and Entertainment totaled $735 million

 The top four states sending vacationers to Denver in 2024, apart from Colorado itself, were:

o California

o Texas

o Arizona

o Florida

 The top five cities from outside of Colorado sending leisure visitors to Denver in 2024 were:

o Los Angeles

o Phoenix

o New York City

o Dallas-Ft. Worth

o Chicago

Note: All are Visit Denver advertising markets

DENVER 2025 PRODUCT UPDATE

The following section documents the current state of Denver’s tourism product. It is always important to document the strengths and weaknesses of the city’s infrastructure, since it is an area over which Visit Denver has little control. As is said around the organization on a regular basis, “Visit Denver owns nothing.”

Denver Tourism Roadmap Update

In 2024, Visit Denver created a new Denver Tourism Roadmap, a long-term destination strategic plan that guides the organization’s approach to product development. The Visit Denver leadership team and Board, along with input from more than 1,000 stakeholders, created this new plan, building on the lessons of the previous 2016 version as well as the learnings from the COVID era.

Visit Denver worked on the Roadmap with NextFactor, the leading industry consulting firm for destination master plans and the same organization that helped build the original plan in 2016.

The new 2024 Denver Tourism Roadmap, like its predecessor, has gone through a rigorous series of inputs and strategic planning sessions, including:

 Visit Denver board input on initiatives for the new report.

 NextFactor’s DestinationNext community input survey that was completed by more than 250 stakeholders.

 12 sector-specific focus groups across leisure and hospitality sectors attended by nearly 120 participants discussed ranking of areas of focus and discussion and big ideas.

 Input from 17 members of Visit Denver’s Convention & Tourism Advisory Board, who offered a unique outside perspective of the city’s hospitality industry.

 21 one-on-one, in-depth interviews with stakeholders and elected officials including members of Denver City Council and Mayor Mike Johnston.

 Resident sentiment survey that polled nearly 620 people citywide, including representative samples within each City Council district, ages, ethnicities and income groups.

In December 2024, the Visit Denver board ratified the Roadmap and the seven areas of focus for the new plan:

Tourism Improvement District (TID)

The TID was formed in 2017 with the help of the Colorado Hotel & Lodging Association (CHLA), to make sure that Denver had the marketing funds available to grow the tourism and convention business well into the future. As part of its formation, the TID also dedicates funds annually to the City for the expansion of the Colorado Convention Center (CCC), and the remaining funds then flow to Visit Denver for sales and marketing efforts. Past efforts using the TID tax revenue include programs such as the annual Mile High Holidays campaign and the operations of the Mile High Tree to drive business in the offseason.

In 2025, the TID remained committed to key strategic areas and its mission of increasing overnight demand by convention and meeting visitors as well as leisure visitors to Denver, especially in the low- and off-peak seasons like major holidays and weekends. Specific programs include funding a holiday season marketing campaign highlighting the Mile High Tree and the new Mile High Drone Shows, client concessions to attract meetings and conventions in future years and regional leisure marketing.

The TID continues to serve a significant role in helping Denver remain competitive when attracting conventions. While competing cities offer convention center discounts and financial incentives to book citywide business, the TID program has helped attract critical business with a robust economic impact. Additionally, there has been increased competition from mega-hotels (facilities so large that the entire meeting can be held in one hotel, eliminating the need for a convention center), competing for convention center business. Since the TID’s creation, Visit Denver has booked 103 groups with a $1.8 billion economic impact and $144 million in tax dollars. In 2025 to date, Visit Denver has booked 15 groups through TID incentives, worth $328.9 million in future economic impact which will result in nearly $26.4 million in tax dollars for our city.

Denver Infrastructure Improvements

2025 could turn out to be a landmark year for the future of Denver due to the combination of two sets of projects: the Denver Downtown Development Authority (DDA) and the 2025 Vibrant Denver Bond Package.

The DDA, which was initially formed to help finance the reconstruction of Denver Union Station, was recently expanded into the greater downtown Denver area, using Tax Increment Financing to inject as much as $550 million in public funds over the next decade into future private projects that align with the City’s goals, particularly projects that spur new development and adaptive reuse, those tied to economic opportunity, parks and public spaces, arts, culture and activation and connectivity and mobility.

On July 30, the DDA board announced the first $100 million in projects:

Business Support

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$2.7 million investment in new downtown retail space for Green Spaces Market

$400,000 to renovate space for the Denver Immersive Repertory Theater

$640,000 to expand and relocate Milk Tea People move to a larger and more visible location along 16th Street

$750,000 to expand Sundae Artisan Ice Cream’s flagship store on Glenarm

Housing

 Two office-to-residential conversions that will bring 236 new units of housing in the downtown core – including units that will be affordable to working Denverites making between 30 - 80% Area Median Income

Redevelopment Opportunities

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$23 million for the DDA to purchase the two parking lots on both sides of Glenarm Place at the Denver Pavilions block on 15th Street, offering significant mixed use private redevelopment opportunities between 15th and 16th Street.

Public Spaces

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$5 million to improve and activate Skyline Park, making improvements in accessibility, lighting, safety features and activation areas like the performance stage and concessions building

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$7 million to reimagine the McNichols Building, renovating the ground floor to create outdoor garden dining spaces, a full-service kitchen and an arts marketplace to further activate Civic Center Park as a destination for visitors to downtown.

 $30 million to activate Civic Center Park, working to make the park more accessible and a true neighborhood asset by investing in new infrastructure, lighting, garden walkways and tree canopy.

In addition to the DDA, Mayor Mike Johnston has proposed a series of projects valued at $950 million that, if approved by voters in November, would invest in the city's future by repairing and improving the vital infrastructure and community spaces that residents and visitors rely on daily like roads, bridges, parks, playgrounds, recreation centers and libraries—without raising taxes. Projects of particular interest to Visit Denver include:

 Improvements to top central Denver cultural facilities such as the Denver Art Museum, Helen Bonfils Theatre Complex, Boettcher Concert Hall, Denver Botanic Gardens, Denver Zoo and others

 Upgrades to Red Rocks Amphitheatre

 Lighting improvements on the Cherry Creek Trail

 Buildout of the new Park Hill Park

 And many others

Transportation & Accessibility

Located almost exactly 1,000 miles from both Chicago and San Francisco, Denver is the most isolated city in North America, 600 miles from the closest city of comparable size and surrounded by minimally populated areas of prairie to the north, east and south and mountains to the west.

Denver International Airport

Denver’s success in the 21st century, both in the leisure and meetings markets, relies heavily on its accessibility, and primarily on the strength of Denver International Airport (DEN) to provide convenient air service, and ground transportation from the airport to a compact, walkable downtown. DEN is Colorado’s largest economic engine, bringing in $47.2 billion in economic impact in Colorado last year.

DEN continues to outperform nearly every airport in the country, based on the strength of its domestic network, and growing international service. In terms of passenger counts, DEN is the fourth busiest in the country and eleventh busiest in the world (Source: DEN, August 2025 Air Service Profile). In 2024, DEN had 82.3 million passengers, surpassing the previous record set in 2023 by 5.8%. Year-to-date in 2025, passenger traffic is 39.5 million, a 1.2% decline versus 2024 (through August).

DEN currently serves 198 domestic and 35 international destinations with nonstop service. The airport recently welcomed new international nonstop routes to Mexico City, Mexico on Viva Aerobus and United, Punta Cana, Dominican Republic on United and has extended the operation of the Airbus A380 between Denver and Munich, Germany on Lufthansa. Recent new domestic routes include Columbia, MO on United, San Diego, CA on Alaska Airlines as well as Page, AZ and Taos, NM on Contour.

In addition, DEN completed a 39-gate expansion in 2022, increasing overall capacity at the airport by 30%. The new gates, on all three concourses, allow DEN’s airlines the opportunity to grow and for DEN to accommodate new airlines, including international carriers.

DEN is also planning for future growth. Vision 100, the airport’s strategic plan, will enable it to prepare for and reach 100 million annual passengers. The strategic plan will serve as a blueprint to align decision-making and enable accountability so DEN can thoughtfully prepare to serve 100 million passengers in the next eight to 10 years. DEN’s strategic plan is centered on the four pillars of Vision 100 and under each pillar are strategic objectives:

 Powering their people

 Growing their infrastructure

 Maintaining what they have

 Expanding global connections

The Regional Transportation District (RTD) & 16th Street

The Regional Transportation District (RTD) is the regional agency operating public transit services in eight out of the 12 counties in the Denver metro area. It operates over a 2,345square-mile area, serving 3.09 million people. RTD is governed by a 15-member, publicly elected Board of Directors. Directors are elected to a four-year term and represent a specific district of about 200,000 constituents.

RTD currently runs 85 local, 12 regional, 10 limited and five SkyRide bus routes plus some special services. It also includes six light rail lines and an additional four commuter rail lines with 84 stations and 114.1 miles.

In 2024, the system had a ridership of 65,230,065, or about 248,970 per weekday. Through May, total ridership is slightly down YOY at 26,042,000.

In 2025, RTD has continued with significant infrastructure improvements that, while disruptive in the short-term, should ultimately help the system serve its riders’ needs better for decades to come. Key projects include:

Downtown Rail Reconstruction Project:

 After nearly 30 years, RTD is investing in its oldest rail infrastructure to ensure the longterm integrity of the network. Light rail service began in Denver on Oct 7, 1994, with 5.3 miles of track connecting 30th Avenue and Downing Street to Interstate 25 and Broadway. Much of today’s downtown track infrastructure, commonly referred to as the Downtown Loop, has been in place since the line was first constructed. This section of track has expanded over the years to now serve 10 rail stations on the D, H and L lines, with street-level trains operating adjacent to pedestrians and vehicular traffic.

 The near-term work will occur in four phases, with the first phase completed in August 2024, focusing on track at five key intersections in the Downtown Loop. Phases two through four of the approximately $152 million, full-depth reconstruction project will occur throughout 2025 and 2026.

16th Street Reconstruction Project:

 Built in 1982, the 40-year-old 16th Street is nearing the completion of a major restoration. The project has reconfigured the street’s layout to create wider sidewalks, a new amenity zone and center-running 16th Street Free Ride shuttle service. Reconstruction is complete between Market and Stout streets and California Street and Tremont Place, with full completion planned for fall of 2025.

Colfax Bus Rapid Transit (BRT):

 After years of studying East Colfax Avenue and gathering significant community input, RTD and the City and County of Denver advanced a center-running bus rapid transit (BRT) service from Broadway to Yosemite with a dedicated transit lane in each direction. The project includes new and enhanced transit stations, service amenities, improved pedestrian and bike connections and placemaking opportunities. West of Civic Center Station to Denver Union Station, BRT will operate in the side-running transit lanes along 15th and 17th Streets. East of Yosemite to I-225, BRT will be siderunning in mixed flow traffic with potential enhanced stations that will be coordinated with the City of Aurora.

 Upon completion in 2027, the project will reduce transit travel time by 15 to 30 minutes, provide more affordable and reliable access to over 250,000 jobs and community services along the corridor, enhance comfort and safety and create exciting streetscape, placemaking and economic development opportunities.

Colorado Convention Center Expansion

In partnership with the Colorado Convention Center team of ASM Global and Sodexo Live, Visit Denver continues to drive bookings for 2026 and beyond.

The completion of the Colorado Convention Center expansion in late 2023 marked a transformative milestone in Denver’s meetings and conventions landscape. Now fully operational, the expansion has already proven its value. Since opening, it has enabled Visit Denver to secure 28 new citywide conventions that would not have been possible without the additional space. These bookings are projected to bring more than 176,000 attendees and generate over $430 million in economic impact, further reinforcing Denver’s position as a top-tier convention destination.

Hotels

At the end of Q1 2025, 1,554 rooms were under construction in the Denver Metro area. Upon completion, the new additions will increase Denver’s room inventory by 2.7%. The largest property underway is the 241-room Virgin Hotel. This luxury property is expected to be completed in 2026 and will be part of Denver’s new Fox Park initiative. The hotel is being built on the former Denver Post printing plant and will anchor the Fox Park development in Globeville, a large project with offices, residences, parks and arts space. While the Virgin Hotel at Fox Park is a welcome addition to Denver’s hospitality scene, it is a limited service/boutique property with modest meeting space.

Restaurants

Travelers choose destinations in part due to the strength of a city’s culinary offerings. Similarly, they may avoid destinations they don’t feel can provide them with the fresh, creative and adventurous dining options they crave. This makes developing and promoting the city’s food and beverage scene a high-stakes endeavor.

Denver’s restaurant industry is at an inflection point as 2026 approaches. This sector has always been a key pillar in the city’s reputation as a sophisticated urban destination. That reputation received a significant boost in the last couple years with the addition of the Colorado Michelin Guide in 2023 and the awarding of Outstanding Restaurateur to Denver’s Id Est Hospitality Group in June 2024 by the James Beard Foundation.

Restaurants are still finding themselves in a state of uncertainty due to factors such as economic uncertainty. Add to these the continued rise in food costs, as well as high labor costs.

Inflation continues to stress the local restaurant industry. Prices continue to rise for food service and hospitality providers in ways that are unsustainable, including taxes and regulatory fees, credit card fees, insurance and the cost of goods.

There have been innumerable stories related to how high prices are causing people to rethink their dining out decisions, leading to a decline in incidences of dining out (though spending is up in part due to higher prices; source: eMarketer, 2024) and putting additional pressure on restaurants. The loss of notable Denver restaurants such as Fruition, Noisette and Farm & Market among others has been felt across the city and has only heightened existing reservations surrounding the precarious nature of the restaurant industry. Ongoing major construction projects such as the Colfax BRT and the revitalization of 16th Street have also been major contributors to restaurant closures as well as diminished foot traffic leading to establishments. However, these issues are not a standalone problem in Denver as other major U.S. cities are facing the repercussions of the political unrest and economic decline nationwide.

This is a sector that has always had its share of ups and downs and, ultimately, there is cause for optimism. The second successful year of the Michelin program was announced in early 2025 and consumers continue to place high value on such ratings, with nearly a quarter of travelers saying Michelin ratings are important to their destination decision, particularly among younger more diverse travelers (Future Partners, 2024).

Additionally, Visit Denver continues to have a role in shaping the future of this industry, with the Boredom is Fired workforce campaign and new Restaurant Liaison position that will be evaluating ways for the City and the industry to work closely together.

Cultural Attractions, Festivals & Events

The latest Colorado Business Committee for the Arts Economic Activity Study reported $2.6 billion in total economic activity in 2022 (the latest figures available), a 14% increase over 2019.

According to Denver Center for the Performing Arts (DCPA), in their 2023/2024 Community Report (the latest figures available), their programs had the following impact and results:

 More than $190 million total economic impact

 More than 748,000 tickets distributed across nearly4,000 performances of 53 different productions

 More than 908,000 total guest interactions

Additionally, according to Denver Arts & Venues, the City has infused art into the resident and visitor experience through their programs, including:

 More than 1,000 hosted cultural events

 2.7 million attendees

 350 artists and organizations receiving funding

 More than 80 active public art projects

All of this speaks to a city that values culture as one of its defining principles, a quality that is highly visible to visitors who seek to enrich their lives through culture on their visit.

Some other significant cultural developments in the city include:

 In June, Denver PrideFest celebrated its 51st anniversary with a weekend-long festival that saw hundreds of thousands of attendees in Denver’s Civic Center Park.

 Denver’s other major cultural festivals had strong performances including March Powwow, Cinco De Mayo, Juneteenth, Colorado Dragon Boat Festival, Cherry Creeks Arts Festival and Colorado Black Arts Festival. The city’s robust festival calendar offers locals and visitors alike multiple opportunities throughout the year to connect with the city’s diverse communities and artists.

 The announcement by DCPA that their Off-Center immersive production department would take on semi-permanent space on South Broadway, eventually leading to a permanent facility, speaks to the city’s spirit of innovation.

 In 2025, the Denver Art Museum celebrates 100 years of showcasing their indigenous art collection.

 Record-breaking participation in Visit Denver’s own 2025 Denver Arts Week, with a record 625 events and nearly 375 cultural organizations participating.

Denver’s strong events calendar continues to emerge as a competitive advantage. A combination of large annual festivals, cultural exhibitions and a substantial, year-round music calendar – including more than 200 at Red Rocks alone – combine to make the city’s events calendar a “must check” for visitors of all kinds.

Sports

The Denver Sports Commission, an affiliate of Visit Denver, had a busy year in 2025 working to pursue new sports events for Denver, while preparing for first-time sporting events coming to the city.

Denver welcomed the Denver Summit FC of the National Women’s Soccer League in 2025 with their inaugural season officially beginning in 2026.

Key 2025 Events

 NCAA March Madness Men's Basketball Championship Rounds 1 and 2, March 20–22

 USA Open Volleyball Championship, May 23–28

 U.S. Women’s National Soccer Team vs. Republic of Ireland on June 26

 Pacific Nations Cup Rugby Semifinals on Sept. 14

Sustainability

Denver’s Office of Climate Action, Sustainability and Resiliency has led the way in decreasing the city’s greenhouse gas emissions and prioritizing a sustainable future for the city. Likewise, Visit Denver collaborates with its venues, hotels and other partners to ensure that sustainable options are offered that allow both the community and natural environment to thrive. Below are a few of Visit Denver’s sustainability efforts as well as those from its biggest partners:

 Visit Denver Environmental and Sustainability Industry Recognitions:

o Denver was the first destination to achieve Platinum level certification under the Event Industry Council’s Sustainable Event Standards in 2023 and renewed our certification in Feb. 2025. The EIC Sustainable Event Standards are specific standards for environmental and social responsibility within the events industry. Created by the EIC Sustainability Committee in partnership with industry professionals and leading sustainability practitioners, the requirements provide event planners and suppliers with prescriptive actions for producing and delivering sustainable events.

o In 2025, Visit Denver maintained a Silver Level member status of the Colorado Green Business Network (CGBN). This is a voluntary program that encourages, supports and rewards organizations that make the move toward the goal of true, operational sustainability.

 Hotel Sustainability Reports: Every two years, Visit Denver surveys the downtown hotels on their sustainability practices, including waste management, energy conservation, air quality and more. The survey provides meeting planners and visitors with comparable information regarding the sustainable practices of Denver hotels. This survey was updated in 2024.

 Green Vendor Directory: Visit Denver provides a one-stop resource to showcase vendors’ sustainability practices. The Green Vendor Directory allows visitors to sort businesses by certification type and practice. Visit Denver is proud to support and promote partners and their sustainable efforts.

 Colorado Convention Center’s commitment to sustainability:

o CCC’s certifications include LEED Existing Building – Operations and Maintenance Level GOLD and ISO Standard 14001 – Environmental Management System. The CCC is pursuing LEED Gold certification for the new ballroom and rooftop terrace since completion.

o The CCC’s Waste Management Program, Energy and Water Conservation efforts, Air Quality policies and sustainable catering support the CCC’s commitment to making all events held at the convention center sustainable.

 Denver International Airport’s dedication to energy efficiency and the environment:

o The eleventh busiest airport in the world holds a strong commitment to sustainability. Programs like the Environmental Management System, wastewater reduction, airport solar program, single-stream recycling and a partnership with the CBGN support the airport’s goals to reduce its impact on the environment. In addition, the RTD A Line offers a “green” way to travel to and from the airport.

Diverse Denver Recap & Statement

Visit Denver prioritizes the core values of diversity, equity and inclusion (DEI) in all of its operations and sales/marketing efforts. The DEI Board Committee, which was formed in June 2020, provides ongoing input for focus areas of internal policies/practices, community affiliations and support, social impact/work force development efforts and marketing efforts and programs.

With the engagement of Darrell Hammond, Sr., of Higher Ground Consulting, several DEI educational training courses for staff were conducted throughout 2024. All staff members participated in Outward Mindset workshops to gain more skills for interacting with clients, stakeholders and co-workers. In addition, staff recruitment efforts have increased the diversity among Visit Denver employees.

Based on opportunity areas identified by the 2021 DEI Perception Survey, staff-led Impact Teams researched and developed proposals for enhancing internal policies and practices, with the goal of enhancing DEI efforts. Visit Denver’s Board and leadership team have consistently embraced and guided this ongoing journey to enhance the organization’s DEI efforts.

The focus on DEI will remain as a constant thread, in 2025 and beyond, woven into the fabric of all things Visit Denver. There will be a focus on additional training and opportunities to keep an "outward mindset" top of mind through action and conversations, as well as continued work with the Board Committee and the DEI focus areas. This includes the organization’s official Commitment to Diversity, Equity and Inclusion:

The Mile High City welcomes everyone! We are committed to making the core values of diversity, equity and inclusion a way of life for our organization, our partners in the hospitality industry and our visitors.

At Visit Denver, we believe that travel makes the world a smaller and more connected place. It brings people together and fosters interaction among diverse cultures. It builds

understanding, appreciation, empathy and respect for one another. This philosophy is essential to who we are as a community and why Denver is one of the top destinations in the country to live and to visit.

Denver celebrates its rich cultural heritage across our vibrant neighborhoods with attractions, restaurants, festivals and events throughout the year. Go to Diverse Denver, where you will find Visit Denver's Accessibility Guide, Land Acknowledgment to support Indigenous people and more.

2026 Convention & Tourism: SWOT

Strengths, Weaknesses, Opportunities & Threats

STRENGTHS

 Travel demand is strong nationally, despite fluctuating concerns about the economy. Longwoods International’s most recent American Travel Sentiment Survey shows that 94% of Americans have travel plans in the next six months, a figure that has remained stable in the last 12 months. Future Partners’ most recent State of the American Traveler (July 2025) shows increases related to confidence respondents’ personal financial situation and in travel spending.

 The Denver brand, which received a major refresh in 2023, along with a new logo in 2025, provides Visit Denver with a strong platform from which to market the city, both from tourism and convention standpoints, positioning Denver as “uplifting by nature,” an outdoor city full of urban exploration and sophistication.

 Denver has a mild year-round climate, 300 days of sunshine and easy access to outdoor activities, both in the city and the nearby Rocky Mountains. This has been an important part of the brand in attracting visitors in the post-pandemic era with people who are seeking outdoor and less-populated areas to visit.

 Denver has a compact, walkable and vibrant downtown that is easily accessible and includes a wide array of amenities that are attractive to residents and visitors alike, including many options for entertainment, arts and culture, sports, dining, nightlife, retail and outdoor activities.

 The reopening of 16th Street, paired with Mayor Johnston’s new Downtown Safety Plan, has improved perceptions of downtown, though there is still much work to do.

 Smart use of marketing funds in annual regional and national tourism promotional campaigns, including advertising, public relations, social media and search marketing, will keep Denver top-of-mind for the growing domestic leisure travel market. This includes expanded national advertising in the first and fourth quarters, which are historically soft times for visitation from these segments.

 The Colorado Tourism Office is a strong partner of Visit Denver, providing additional domestic and international marketing support, which in turn drives additional visitation for Denver.

 A new 10-year Denver Tourism Roadmap, developed in 2024 and ratified by the Visit Denver board in December, will help guide the development of Denver’s tourism product for future years and help this organization focus on the top priorities. The plan, which contains seven high-level categories and dozens of individual initiatives,

received input from more than 1,000 people including board members, industry representatives and Denver residents.

 The Tourism Improvement District (TID), launched in 2017, continues to generate funds to help maintain the now-completed Colorado Convention Center (CCC) expansion, attract meeting business and fund marketing initiatives.

 Per CoStar, at the end of Q1 2025, 1,554 rooms were under construction in the Denver Metro area. Upon completion, the new additions will increase Denver’s room inventory by 2.7%. The largest property underway in the central business district is the 241-room Virgin Hotel. Unfortunately for the last decade and a half, there has been very little development of hotels with sufficient meeting space which would allow Denver to benefit from the improved meeting demand.

 Denver is a central location for meetings, just 340 miles from the exact center of the Continental United States.

 Denver’s status as a regional capital gives the city a leg up in many areas, including dining, retail, arts and culture and sports, as well as with business, medicine, technology and financial services.

 Denver’s long-term prospects in the conventions market remain strong. Meeting lead volume continues to exceed 2019.

 The expansion of the Colorado Convention Center has greatly increased Denver’s competitiveness in the meetings sector, as shown by the performance to-date. Since opening, Visit Denver has secured 28 new citywide conventions that would not have been possible without the additional space. These bookings are projected to bring more than 176,000 attendees and generate over $430 million in economic impact.

 Denver International Airport (DEN) remains a central component of Denver’s success in both the leisure and meeting sectors. DEN is currently ranked as the fourth busiest airport in U.S. and the eleventh busiest in the world (latest figures available), due in large part to its strong domestic network and growing international connections.

 In 2024 international passenger traffic at Denver International Airport (DEN) grew by 15% year over year. In 2025, DEN added nonstop flights from Rome, Italy (United), Regina, Canada (United), Mexico City (United) and Monterrey (Volaris), Guadalajara and Monterrey (Aeromexico). These are expected to increase lift, but numbers will be available in 2026.

 The recently completed 39-gate expansion has also greatly enhanced DEN’s competitiveness and made the city more attractive, particularly to meeting planners.

 The A Line train from DEN to Denver Union Station, which launched in April 2016, provides an efficient option for transportation between the airport and downtown for both meeting planners and leisure travelers, and addressed one of the main complaints from meeting planners.

 Denver continues to maintain its position as a top city for “green” meetings and has won many awards and recognition for sustainability, including the first-ever destination to achieve platinum status under the Event Industry Council’s Sustainable Event Standards and Silver Member status with the Colorado Green Business Network.

 Denver has a highly regarded medical and bio-science campus at Anschutz Medical Campus, which enhances the city’s reputation as a center for medical meetings and serves as a pool from which Visit Denver can recruit ambassadors to assist in the sales process, as well as provide experts and speakers for related groups.

 Denver City Council’s 2016 approval of regulations and a taxing mechanism for shortterm rental properties (e.g. Airbnb and VRBO) opened the door for partnerships with these providers and generated additional Lodger’s Tax.

 Denver has a growing reputation for its arts and cultural scene with world-class museums, performance venues such as the Denver Performing Arts Complex, blockbuster exhibitions, annual cultural events like the Denver Film Festival and the new Denver Jazz Fest. In addition, there are hundreds of arts and cultural organizations bringing creativity to the city and its neighborhoods, thanks in large part to the unique Scientific & Cultural Facilities District (SCFD) funding that was renewed in 2016 for 10 more years. Innovations like art installations in alleyways and non-traditional, immersive programming by Denver Center for the Performing Arts’ Off-Center programming also represent new ways to appeal to visitors.

 Denver Arts Week’s record-breaking participation in 2025, with 625 events and 373 participating cultural organizations, is proof of Denver’s cultural strength.

 Sundance Film Festival’s selection of Boulder and Colorado as the home for this iconic festival for the next decade will further bolster the region’s cultural reputation.

 The city’s many tourism, sports, entertainment and cultural-related organizations have been very successful in the last several years in attracting high-demand events, exhibitions and festivals, bolstering the city’s already robust events calendar. Visit Denver’s continued involvement in attracting these events will be an ongoing asset.

 Denver celebrates its rich ethnic diversity, including its Black heritage, Hispanic/Latino population, Indigenous communities and its engaged LGBTQ+ community, as well as an expanded focus on people with disabilities, through a wide variety of events, attractions and restaurants.

 Visit Denver’s board committee on Diversity, Equity and Inclusion continues to evaluate Visit Denver’s practices, from staffing to marketing, in an ongoing effort to ensure the city’s wide diversity is always represented. A consultant hired in 2021 continues to drive this process.

 Visit Denver’s website allows the Bureau to effectively reach visitors across devices and with timely, engaging content. An expanded social media effort, including enhanced social media advertising and increased use of video, is also crucial in communicating with visitors.

 Visitors to Denver now have two attraction pass options offering discounted admissions to top attractions. The Denver CityPASS launched in 2018, offers tickets to three, four or five of the eight participating attractions, and the Mile High Culture Pass is a three-day pass providing admission to seven of Denver’s top cultural attractions. The Mile High Culture Pass was relaunched in 2022, and both are selling well.

 Denver has a robust culinary reputation that was strengthened in 2023 with the announcement of the Michelin Guide and in 2024 with a national James Beard Foundation award for the Id Est Hospitality Group, operator of two of Denver’s one-star Michelin restaurants. Michelin is the global standard of restaurant reviews, and the launch of Denver’s program has immediately elevated the reputation of the city’s dining scene with domestic visitors, meeting planners and international travelers. The program has a three-year contract term with an option for two additional years.

 Denver is known as the country’s leading craft brewing city with more than 130 breweries metro-wide. Additionally, the city is becoming increasingly known for its burgeoning craft distilling culture and innovative wineries.

 The Denver metro area has extensive parks and open spaces, nearly 80 golf courses and more than 850 miles of bike paths, underscoring the city’s outdoor brand.

 Denver has seven professional sports teams and modern facilities.

 The Denver Summit FC, the newest team in the National Women’s Soccer League, will begin playing in Denver in 2026 and will move into their own stadium in 2028 (estimated). Their addition to the market will strengthen Denver’s reputation as a sports fan’s paradise.

 The strength of the Denver Sports Commission in identifying, securing and servicing high-value, high-impact sporting events, both professional and amateur, puts Denver in a good position to grow its sporting event footprint.

 Red Rocks Park & Amphitheatre hosted a full calendar of concerts, films and fitness events in 2025, with more than 200 total events, extending its season into November and reinforcing the city’s reputation for live music, culture and fitness.

 Live music in Denver continues to achieve national recognition with the continued success of the Mission Ballroom in RiNo, the impressive (and largely free) concert calendar at Levitt Pavilion, as well as other smaller venues, especially outdoor ones like Number 38. The success of Denver-based bands OneRepublic, the Lumineers, Nathaniel Rateliff & the Night Sweats and others also aid in this effort.

 Denver has a rich Western heritage that is associated with the Rocky Mountain West and anchored by one of the world’s most prestigious livestock shows, the National Western Stock Show & Rodeo. In 2015, voters approved funds for the development of a new National Western Center that is intended to be a year-round destination that will engage local visitors and promote out-of-state tourism in collaboration with partners such as Western Stock Show Association, Colorado State University System, the Denver Museum of Nature & Science and History Colorado.

 Denver has a variety of authentic, lively and growing neighborhoods filled with unique restaurants, shops, cultural/historical attractions and parks. Shopping at local merchants is particularly important to international visitors.

 Denver’s outdoor brand is supported by the continued development and activation at Civic Center Park, including concerts, events and the Civic Center EATS food truck roundup in the summer.

 The Amtrak Winter Park Express ski train offers seasonal, weekend rail service from Denver Union Station to Winter Park Resort, creating an option for skiers to stay at least one night in Denver. The service will return for the 2025/2026 season with expanded frequency and reduced fare prices, delivering a win for visitors and locals alike.

 The introduction of the Rocky Mountaineer luxury train from Denver to Moab, Utah adds another high-demand, rail-based option for visitors to experience the West by train. The service will expand in 2026 with the addition of a Denver-to-Salt Lake City product under the new brand name, Canyon Spirit.

 Denver offers a wide variety of pre- and post-convention vacation opportunities, as well as leisure day trips in the nearby Rocky Mountains.

 Denver has a growing inventory of innovative tours, such as culinary, brewery and walking tours, as well as new virtual options, which increases Denver’s appeal to leisure travelers, both domestically and internationally.

 Mayor Johnston has shown himself to be a major supporter of tourism in the first year of his administration, attending many Visit Denver events and press conferences.

WEAKNESSES

 Denver is one of the most geographically isolated major cities in America, with a relatively small population within a 600-mile radius, thus generating less drive traffic for tourism and conventions.

 Denver is overly dependent on air traffic, with 40% of visitors arriving by air (according to 2024 data from Longwoods), significantly higher than the national average of 24%. This makes the city particularly vulnerable during this period with high gas prices that may cause people to travel closer to home.

 There is a misconception that Denver is cold, snowy and has unpredictable weather.

 Denver is not as well-known as some major U.S. cities with more long-standing tourism brands.

 Denver currently has less recognition for offering unique regional cuisine or specialty cooking than other cities, though the addition of the Michelin Guide has helped alleviate this to a large degree.

 The average number of weekday office workers downtown is still only around 65% of pre-pandemic numbers according to July 2025 data from the Downtown Denver Partnership, which impacts the viability of supporting local businesses and the overall vitality of downtown. This number does reflect a 5% increase over June.

 Year-to-date, the average number of total daily users in downtown is approximately 216,785, which is slightly higher than the same period in 2024 (215,255). This figure represents 86% of the 2019 total daily visits downtown.

 Though much progress has been made, visitors and meeting planners continue to share safety concerns on 16th Street and in surrounding areas, noting multiple closed businesses and boarded-up storefronts, aggressive panhandling and people experiencing homelessness. That said, meeting planners have given Denver better marks on safety concerns in surveys this year.

 Downtown Denver lacks major retail on or near 16th Street, a trend that was further exacerbated by COVID-era closures and the reconstruction project. To combat this, the City and Downtown Denver Partnership have embarked on a major effort to attract and incentivize new retailers.

 Denver has fewer nonstop international flights compared to many other large U.S. cities, though that number has increased substantially in recent years. Recently

however, Air France has reduced capacity on their Paris to Denver flights, though flight frequency has not changed. Turkish Airlines has also dropped plans to add more flights between Istanbul and Denver. Note: Denver is not the only city that these airlines are reducing service to.

 Traffic congestion issues exist on I-70 to and from the mountains, especially on weekends.

 There is limited public transportation to many of the city’s top neighborhoods, attractions and shopping centers.

 There are negative perceptions of Denver’s elevation, including that it can adversely impact a visitor’s stay.

 Construction on I-70 and at DEN is greatly increasing traffic congestion from the airport to downtown and creating longer wait times to check in.

OPPORTUNITIES

 The expanded Colorado Convention Center, which opened in December 2023, allows Denver’s convention and exhibition facilities to stay competitive for years to come. The TID will also provide additional marketing funds, further ensuring the city's competitiveness in leisure and meetings markets.

 The upcoming of signature industry events such as the 2028 Meeting Planners International’s World Education Congress and the 2029 U.S. Travel Association’s IPW will create tremendous business opportunities for Denver far into the future.

 The 16th Street project will be fully completed in 2025. The new street will be a focal point for visitors and residents alike, with wider sidewalks, more and larger outdoor patios, an expanded tree canopy and a more consistent bus configuration.

 The initial $100 million investments proposed under the expanded Downtown Development Authority (DDA) will bring transformative projects to downtown. The DDA could bring as much as $550 million in new investment to the area over 10 years.

 Mayor Johnston’s proposed $950 million Vibrant Denver bonds could enhance city infrastructure and amenities for years to come,

 A proposed new headquarters hotel near the CCC, though far off, could dramatically increase the city’s capacity to host large conventions.

 The Downtown Denver Partnership’s funding plans to help businesses on 16th Street could contribute to the revitalization of the street.

 The renovation at DEN of the Great Hall, ticketing and security areas will improve safety, make the airport more efficient and elevate the passenger experience when complete.

 Visit Denver will continue to work with DEN to maintain existing air service and pursue additional nonstop flights to tap un-served and under-served destinations in target markets including Europe, Asia, Oceania and South America. DEN added nonstop flights from Rome, Italy (United), Regina, Canada (United), Mexico City (United) and Monterrey (Volaris), Guadalajara and Monterrey (Aeromexico). These are expected to increase lift, but numbers will be available in 2026.

 On-going marketing initiatives, particularly the expanded Winter Campaign that targets Colorado resort intenders, are poised to take advantage of the consistent interest in Denver’s urban appeal.

 Visit Denver’s already strong track record in promoting the city’s inclusive communities to diverse audiences will be strengthened in 2026 with the continued operation of the Diversity, Equity and Inclusion Committee and expanded content for multiple diverse markets on the VisitDenver.com website.

 Temporary exhibitions at Denver’s cultural attractions have continued throughout the pandemic and provide time-specific marketing opportunities while also enhancing Denver’s reputation as a city that embraces arts and culture. Exhibitions like History is Painted by the Victors and Pissarro’s Impressionism at Denver Art Museum; Angkor: The Lost Empire of Cambodia and Jurassic Oceans: Monsters of the Deep at Denver Museum of Nature & Science; and many others at Denver’s museums will continue to highlight the arts and culture scene into 2026.

 The potential hosting of large sporting events like a proposed Indy Car race, 2030 Gay Games, 2030 FIFA Women’s World Cup and Rugby World Cup (Men’s in 2031; Women’s in 2033) present opportunities for new business and to raise the city’s international profile.

 Visit Denver’s Denver365 events calendar is a key resource and promotional platform for visitors and locals alike, and emerging competitive advantage as events become more important in promotional strategies.

 Brand USA’s website content and cooperative advertising and marketing programs offer ways to reach travel trade and consumers in international markets in a costeffective way.

 U.S. Travel Association’s continued advocacy around visas and improvements to the entry process for international travelers improves perceptions of the U.S. as a travel destination, which continues despite other headwinds confronting this segment.

 Strong leadership at the City’s Office of Special Events helps ensure that large events are handled smoothly with more streamlined processes.

 The Michelin program has given Visit Denver an expanded platform to market its culinary scene to domestic and international visitors, as well as meeting planners and attendees.

 The Downtown Denver Partnership’s retail strategy for 16th Street could provide a big boost to the area’s shopping amenities.

 Denver’s overall mild climate could be an asset in coming years when compared to other parts of the West.

 Denver and Colorado’s central role in vital water issues in the U.S., and particularly the West, could create opportunities for hosting new conferences and businesses related to this critical topic.

 Visit Denver’s new workforce promotion efforts could help attract more workers to an industry that still struggles with reputation and still has hiring challenges.

 Visit Denver’s new outreach efforts to local realtors and other influencers to provide information on Denver’s vibrant events calendar could help continue to improve the reputation of central Denver across the metro area.

 The advent of Generative Artificial Intelligence engines presents a generational opportunity for Visit Denver to create new content that is referenced by these new tools that enhance existing web search efforts and continue to offer valuable resources to potential visitors.

THREATS

 The short- and medium-term prospects of a recession/economic downturn could negatively impact tourism both domestically and internationally. The impact on the industry is not known, but the prospect alone is enough to be cautious.

 The City of Denver is dealing with a $250 million budget shortfall through the end of the next fiscal year, leading to an estimated 12% budget cut, furloughs and layoffs.

 Brand USA’s budget was recently cut from $100 million to just $20 million, which will impact the country’s ability to remain competitive in international markets.

 The entire hospitality industry is struggling to fill open positions. New headwinds make it difficult to find qualified workers include competitiveness with other industries, reputational issues with the leisure and hospitality sector, health and safety concerns, childcare challenges and affordable housing.

 University-level leisure and hospitality programs are experiencing lower enrollment across the country, which could lead to future challenges in filling key industry workforce roles.

 Work-from-home policies have led to a slower-than-expected return of the downtown Denver workforce, which has contributed to the shutting of many downtown businesses that serve this market, including food service and retail. Visit Denver is part of several initiatives with the City, local businesses and related agencies like Downtown Denver Partnership to try and address these issues on multiple fronts.

 Denver’s restaurant industry seems particularly at risk right now due to a combination of high wages, rents and food costs paired with more caution on the part of consumers and a diminished number of downtown workers. Visit Denver, along with DEDO, has hired a restaurant industry consultant to better understand these issues and make recommendations to the City.

 The 1,500-room Gaylord Rockies in Aurora is a top source of lost business for Denver over the long term. The Gaylord Rockies has submitted plans to the city of Aurora that call for adding 450 rooms and a 47,000-square-foot indoor addition to its water park. The expansion would increase the hotel’s capacity from 1,501 rooms to 1,950 rooms.

 Several major convention centers across the U.S. have recently, or are currently undergoing significant expansions or renovations, including the George R. Brown Convention Center in Houston, the Kentucky Exposition Center in Louisville, the Los Angeles Convention Center and the Las Vegas Convention Center. The Orange County Convention Center will begin a $560 million expansion in 2026, and the Austin Convention Center is set to nearly double in size by 2029, while the Kay Bailey Hutchison Convention Center in Dallas is undergoing a massive, $3.7 billion renovation and expansion project, also by 2029.

 Across the country, many cities, led by their Destination Marketing Organizations, are adding Tourism Improvement Districts to bring in new funds that can increase their competitiveness and act as a war chest to incentivize meetings and events to their markets.

 New hotel supply coming online in the metro area will slow the pace of recovery, especially in the meeting and convention sector.

 Perceptions of the impacts of construction and traffic congestion, by both locals and visitors, could negatively impact the city’s appeal.

 Despite some gains, there are continued safety issues on and near 16th Street that create an ongoing possibility for negative press, as well as the potential for lost business as more high-profile incidents become public.

 Once frequently cited by U.S. News as a top place to live (No. 14 last year in 2021 and No. 40 in 2024), Denver did not make the list of the top 250 places to live in the most recent report.

 Increased competition exists from a variety of traditional web, mobile and social media sources within both the leisure and meetings outlets.

 Online booking options enable meeting delegates to easily find lower rates and book outside the block, and new options like short-term rentals further erode hotel room blocks.

 Ongoing competition from third-party travel and meeting planning websites challenges the relevance of DMOs.

 There is always potential for new local, statewide or national legislation or ballot initiatives that could have a negative impact on tourism.

 Denver residents’ frustration with growth and traffic could be transferred to antitourism feelings, leading to a reduction in local and state tourism marketing dollars.

 Visit Denver’s success is tied to measurements that may not truly reflect business. Convention room blocks are decreasing due to delegates booking outside the block, so attendee counts and room nights booked are frequently lower than actual numbers. New measurements may be needed to accurately provide a picture of tourism business in the 21st century.

 Climate changes in general, and worsening fire conditions across the west in particular, could make wildfires and wildfire-related poor air quality conditions a more frequent issue for Denver and the state.

Visit Denver: Positioning & Messaging

Denver’s appeal rests on a strong brand foundation that combines outdoor adventure and urban amenities. This section will explore how the current brand positioning was developed, and how it will be deployed in 2025 and beyond.

Denver Brand Positioning & Brand Pillars

Visit Denver regularly conducts brand awareness research to gauge the current perceptions of the Denver brand in key regional and target markets.

The 2023 research was conducted by Denver-based BrandJuice, the same firm that conducted earlier studies in 2005 and 2013 from which the previous brand positioning was derived, providing continuity for the development of Denver’s brand.

The research showed a significant expansion of positive brand attributes, as well as some unexpected findings, which has provided the basis for Visit Denver’s campaigns for 2024 and beyond.

Travel continues to be a sought-after activity, and the reasons for taking trips shifted dramatically as people looked to meet up with loved ones much more frequently postpandemic. Rather than escape or adventure as primary motivators, travel is now defined by the idea of reconnecting and doing so in new places. Campaigns to be implemented in 2026 will take advantage of this trend and make Denver generally more welcoming and inclusive.

Brand Highlights

A strong correlation exists between Denver and the Rocky Mountains in the minds of many respondents, often referred to as “Denver’s Duality.” The single most important icon for Denver is the Rocky Mountains; the city and its mountain backdrop are inextricably linked.

Denver’s urban qualities were put into a new perspective, with particular emphasis on the previous use of the phrase, “urban adventures,” which was somewhat off-putting and not believable, particularly among long-haul audiences and residents of larger cities like New York and Los Angeles.

Denver’s welcoming and open-minded spirit was reinforced as a key brand differentiator.

Denver’s western history was highlighted and also brought into modern times with qualities of entrepreneurship and collaboration.

Brand Positioning

Uplifting by Nature

Denver is a vibrant outdoor city at the base of the Rocky Mountains with natural energy that heightens every moment.

Known for crisp mountain air, sunshine and expansive blue skies, it’s a destination of discovery that thrives in the beauty of every season — offering an escape that uplifts and invigorates travelers with every visit.

BRAND PILLARS

1. Vibrant, contemporary atmosphere with an open-minded community that embraces visitors

2. 300+ days of sunshine to enjoy panoramic natural beauty and the allure of every season

3. Exciting array of attractions and activities for visitors of all ages (arts, culture, shopping)

4. Creative, contemporary dining scene (including fine dining, “foodie” hangouts, craft breweries, cocktail lounges and urban wineries)

5. Walkable, safe environment that encourages exploration and discovery of eclectic neighborhoods

6. Outdoor activities and adventures, both in the city and the nearby mountain playground

7. Welcoming city for family-friendly fun, providing a variety of opportunities for education and play

8. Dynamic destination for all types of events and entertainment in one-of-a-kind venues

Key Research Findings

DIFFERENTIATING DRAW

 Travelers who have been to Denver agree that there is a combination of factors that make the city great, but they struggle to articulate one singular selling point.

 Defining clear differentiation from this kaleidoscope of elements can ensure Denver’s appeal as a standout destination is more immediately recognized and understood.

DENVER’S DUALITY PERSISTS

 Denver is “the best of both worlds,” offering the amenities of the city with the outdoor setting of a mountain town.

 While the idea of an “Outdoor City” resonates, more can be done to define what it means to get outdoors within city limits.

365 DAYS OF DENVER

 Denver’s 300 days of sun are a surprise to travelers who often associate the city with winter.

 To sway winter-weary travelers, the brand should explore interesting ways to position the city as a year-round destination.

AFFORDABILITY ATTRACTS

 The rising cost of living and proximity to expensive resorts has created a perception that Denver is an expensive destination, but visitors don’t find this to be true.

 In terms of cost, the brand must show the value it offers to help attract new visitors.

AMBIGUITY OF URBAN ADVENTURE

 Travelers, at best, believe the phrase “urban adventure” makes sense paired with “Outdoor City,” but, at worst, they don’t believe it is a true or desirable description of Denver compared to other cities.

 Removing “Urban Adventure” from the strategy is the first step to repositioning Denver as a destination.

CULTURAL AUTHENTICITY

 To deliver on travelers’ desires to experience new places and different cultures in a unique way, the brand should consider leaning into the spirit of Denver’s wild west roots to create an authentic sense of local culture within the city.

ATTRACTIONS FOR ALL AGES

 Former Denver visitors believe that the city has something for everyone, while those unfamiliar think of it as an adult-only destination.

 To deliver on Denver being a destination for groups of all ages, the brand pillars and messaging should reference more family-friendly attractions.

EVENTS KNOW NO BOUNDARIES

 Red Rocks and seven professional sports teams make Denver an event destination for both regional and national travelers to get away for a long weekend.

 The brand should further leverage the appeal of Denver’s events to attract travelers from across markets and spur repeat visits.

Tourism Campaigns & Messaging

Attracting tourists to visit Denver for their vacation whether as a stand-alone Denver trip or as part of a larger Colorado visit requires a combination of tactics. Regardless of whether the visitor is from a long-haul target market (e.g., Chicago, New York or Los Angeles), a regional market (e.g., Kansas City, Cheyenne or Albuquerque) or international markets, the decision to come to Denver begins with the city’s brand appeal.

Visitors may make their final decision to come to Denver based on a variety of factors, including short-term exhibitions, special events or the use of Denver as a base for day trips, but the choice to spend time in the city depends first and foremost on the emotional appeal created by exposure to Denver’s brand.

As the brand research study confirmed, Denver’s appeal as an active, vibrant outdoor city drives interest to visit and likely precedes investigation of specific things to do.

The year-round popularity of the city, combined with an ever-growing list of festivals,

events, exhibitions and performances throughout the year, allows marketing campaigns to promote the city 12 months a year. All campaigns have the same goal: to bring more visitors to Denver. Specific tactics and markets change with the individual campaign. Here is a summary of 2025 national and regional campaigns, which are discussed in more detail in the Tourism section of this report:

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ALWAYS-ON REGIONAL

o Geographic focus: Colorado (excluding Denver metro) and regional markets

o Main goal: appeal to travelers’ specific interests they can find in Denver, including outdoor adventure, live music, dining and more

o Timing: February–October

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SPRING/SUMMER

o Geographic focus: large target markets (NYC, Chicago, LA, Dallas and Houston) with smaller test markets (Austin, Orlando, Detroit, Phoenix and others), national overlay

o Main goal: create inspiration through interest-based branding; encourage further research

o Timing: April–August

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MILE HIGH HOLIDAYS

o Geographic focus: Colorado (including Denver metro) and regional markets

o Main goal: retail, based on availability of events, exhibitions and performances related to winter holidays including the Mile High Tree and the Mile High Drone Show

o Timing: October–December



WINTER

o Geographic focus: National; audience is behavioral, as well as geographic, focusing on interest in outdoor activities and winter vacation intenders

o Main goal: encourage Colorado winter vacationers to stay overnight in Denver before heading into the mountains

o Timing: January–March, October–December

Convention Messaging

Denver is consistently regarded as a top-tier convention city, offering the essential attributes meeting planners seek: state-of-the-art facilities, a strong hotel package, convenient accessibility, affordability, exceptional service, and a reputation for safety.

To build on this foundation, the sales team can consistently emphasize these strengths while also highlighting Denver’s broader destination appeal. Research shows that “destination appeal” and the ability to attract attendees are among the most important factors for meeting professionals when selecting a city.

Recognizing that meeting professionals have limited time and high demands, Denver’s convention marketing has been retooled to meet them where they are delivering updates in short, engaging, visually compelling formats, often through digital platforms and innovative offline channels.

Ultimately, Denver’s messaging strategy balances functional strengths with emotional appeal. While the city’s meeting infrastructure and services remain at the core of sales conversations and collateral, advertising and branding efforts focus on creating a strong emotional connection, positioning Denver not just as a functional choice, but as a destination that inspires attendance and delivers memorable experiences.

Therefore, Denver’s advertising messages in the convention market strive to establish an emotional connection with the customer. The city’s “functional meeting attributes” are reinforced, especially in interactions with salespeople and in collateral; however, it is critical to create a balance between emotional appeal and functional attributes.

The following pillars are used to support the Denver Convention advertising campaign:  Accessibility  Affordability

 Meeting Facilities

 Hotel Packages

 Service

 Sustainability

 Destination Appeal/Safety

The conventions campaign also has components dedicated to the Colorado Convention Center and its recent expansion.

Denver: Awards & Accolades

Denver is a SOUGHT-AFTER DESTINATION: In April 2024, Google revealed its top 20 destinations that travelers have taken an interest in for warm weather getaways, with Denver ranking No. 17. TODAY reaffirmed this in April by naming Denver one of the best spring break destinations in 2025. Travelocity cited Denver as one of the top five most popular family vacation destinations for spring and summer travel, and TODAY echoed the sentiment, declaring Denver in the top five sought-after destinations from July through September in June 2023. Men’s Journal’s 2024 Travel Awards highlighted the “50 Best U.S. Vacation Destinations,” where Denver took the No. 25 spot. Similarly, Kayak and Allianz Partners both named Denver one of their top summer travel destinations for 2024. This follows Time Magazine including Denver in their list of the World’s 100 Greatest Places in July 2021. TravelPulse named Denver one of the top “3 Best U.S. Destinations for 2022” thanks to its metropolitan offerings – from fine dining to cultural experiences – as well as 300 annual days of sunshine and proximity to the Rocky Mountains.

Additionally, the Colorado Division of Aeronautics Awards Program recognized Denver International Airport (DEN) as the 2023 Colorado Airport of the Year. In 2024, Denver International Airport set a new record serving 82,358,744 passengers. DEN was named the Overall Winner at the Routes Americas 2025 Awards, as well as triumphing in the Over 20 million Passengers category in February 2025. In April 2025, the Airports Council International ranked DEN as the third busiest airport in North America for the fourth year in a row and the sixth busiest airport in the world for the second year in a row.

Denver is CULTURED AND CREATIVE: With a robust arts and culture scene, Denver is earning more acclaim as a destination for the arts. In December 2022, Clever ranked Denver among the top 20 best cities in America for its unique culture and identity. After undergoing a $175 million renovation/addition project, the Denver Art Museum was named to Condé Nast Traveler’s “Best New Museums in the World: 2022 Hot List.” Esteemed architecture also makes Denver stand out as a destination with locations like Union Station, which was ranked No. 9 by Time Out’s list of "The 21 Most Beautiful Train Stations in the U.S." in April 2023. Denver also ranked No. 10 in the June 2023 USA TODAY 10Best Readers' Choice travel award contest for “Best City for Street Art,” and in February 2025, River North (RiNo) Art District was ranked No. 9 in the country in USA TODAY’s “10 Best Art Districts.” Denver continues to be a top location for musicians and music lovers with hundreds of venues across the city. The iconic Rolling Stone Magazine noted Red Rocks Park and Amphitheatre as the No. 1 "Hottest Music Venue in the Country” in April 2023. In December 2024, Billboard Magazine named Red Rocks Amphitheatre the most attended amphitheater in the world and the most attended outdoor venue in the United States.

Denver is an AFFORDABLE DESTINATION: Travel + Leisure ranked Denver as the “Most Affordable Solo Vacation Destination” in June 2024. This is not new, as the year prior, Denver was ranked among “The 18 Cheapest Places to Travel in 2023.” In January 2024,

Travel + Leisure also declared Denver the No. 1 city on their list of “20 Cheapest Places to Travel Around the World in 2024.” Thrillist supported this view by ranking Denver among the most affordable destinations for summer 2024 vacations, and in 2024 Kayak named Denver one of its top summer travel destinations, based in part on the affordable airfare.

Denver is a CONVENTION CITY: The Events Industry Council (EIC) announced in early 2025 that Visit Denver achieved PLATINUM Level certification to the EIC Sustainable Event Standards for the second year. Denver is the first destination to achieve the highest level of certification. The EIC Sustainable Event Standards are specific standards for environmental and social responsibility within the events industry. Created by the EIC Sustainability Committee in partnership with industry professionals and leading sustainability practitioners, the requirements provide event planners and suppliers with prescriptive actions for producing and delivering sustainable events.

With four hotels on Cvent’s Top 100 Meeting Hotels list and nearly 13,000 hotel rooms downtown, Denver is a top tier convention city. Cvent also named Denver as a top 10 North American meeting destination for 2024. In 2023, they ranked Denver No. 10 in the “Top 50 Meeting Destinations in North America,” noting the destination as a top choice for event planners worldwide. That distinction was reaffirmed in May 2025 when Denver was named the No. 10 “Top Meeting Destination in North America.” In March 2025, Visit Denver was recognized as “Convention & Visitor Bureau (CVB) of the Year” by ConferenceDirect and acknowledged as the “BEST Convention & Visitors Bureau to work with.” Additionally, in October 2024, Meetings Today named Visit Denver one of the best CVB's/DMO's in the West. They also named the Colorado Convention Center (CCC) one of the best convention centers in the United States. Denver is one of 13 of the country’s top 25 markets that has already recovered to pre-­pandemic volume, according to the Knowland Q3 Performance Index in 2023.

Denver is a SPORTS CAPITAL: In 2026 Denver will be home to seven professional sports teams and countless personal sporting and recreation opportunities. The seventh addition will come with the Denver Summit FC begin play in the 2026 season as the National Women’s Soccer League’s (NWSL) 16th franchise. Following the success of The Colorado Avalanche in 2022 winning the NHL Stanley Cup, The Denver Nuggets won their first NBA Championship in 2023 led by now three-time MVP, Nikola Jokić. Denver was a proud host of rounds one and two of the 2023 and 2025 NCAA March Madness tournaments, the 2023 National Cycling League Cup Series, the USGA U.S. Amateur Championship, the 2023 USGAA Finals, the 2024 and 2025 U.S. Women’s National Team at DICK’S Sporting Goods Park, the 2024 MexTour at Empower Field, the 2025 International Federation of Sport’s Climbing’s (IFSC) sixth Speed World Cup, the 2025 Pacific Nations Cup semi-finals, the 2025 U.S. Men’s National Team at DICK’s Sporting Goods Park and more. In a 2024 roundup of the 13 best NHL Stadium Series showdowns of all time, ESPN ranked the Colorado Avalanche versus the Detroit Red Wings game at Coors Field in 2016 at No. 2, based on environment, hype, the game itself and the teams’ style. Additionally, Empower Field at Mile High was ranked No. 3 for “Best NFL Stadium” and No. 5 for “Best NFL

Stadium Food” by USA TODAY in October 2024. The momentum continues following World Rugby’s recent bid visit for the 2031 Men’s and 2033 Women’s World Cup; additionally, Denver is the only North American finalist city for the 2030 Gay Games.

Denver is HEALTHY & FIT: Denver is commonly known for its healthy mindset and exercise culture, and the Mile High City consistently earns high rankings as a top healthy city due, in part, to its temperate climate as well as the city’s location with easy access to all the recreational fun of the Rocky Mountains. In April 2025, WalletHub ranked Denver No. 7 among the top U.S. cities for active lifestyles for the second year in a row. Similarly, the American College of Sports Medicine ranked Denver No. 9 on their 2023 American Fitness Index.

Rocket Mortgage named Denver the eighth least stressed city in the U.S. in August 2022, citing the city's abundance of outdoor spaces, wellness establishments and mental health providers. With extensive miles of paved urban bike trails, metro Denver is a haven for cycling enthusiasts. AnytimeEstimate.com ranked Denver No. 6 on its 2022 “Most BikeFriendly” list because of the number of bike trails and bike shops per capita in the Mile High City. A study done by Buycycle found Denver to be the fourth best cycling city in the U.S. in June 2025. LawnStarter put Denver at No. 6 on its 2023 “Best Biking Cities in the U.S.” list for similar reasons, but also factored in bike meetups, weather and more.

Denver is a FOODIE CITY: In 2024 Michelin recognized 26 Denver restaurants in the third year of their Michelin Guide Colorado. The famously anonymous Michelin Guide inspectors selected a diverse range of restaurants across the city that exude culinary excellence. Denver joined Boulder, Aspen and Snowmass Village, the Town of Vail and Beaver Creek Resort in the Colorado Michelin Guide, the eighth Guide destination in North America. 2025 winners will be unveiled in September. More information about the Michelin Guide program is available on the Visit Denver website.

Further advancing Denver’s culinary chops, in 2024, Denver had a strong showing at the James Beard Foundation awards. Erika Whitaker and Kelly Whitaker, of Restaurant Group ID EST (The Wolf's Tailor, BRUTØ) won Outstanding Restaurateur. Even the airport was recognized in Food & Wine’s 2023 list of “The 10 Best U.S. Airports for Food,” Denver International Airport landed the Editor’s Pick. Additionally, Empower Field at Mile High was ranked No. 5 for “Best NFL Stadium Food” by USA TODAY in October 2024

Colorado as a state is among the top 10 in breweries per capita and one of the top five states with the most craft distilleries. Denver was ranked No. 10 in USA TODAY’S “10 Best Beer Cities,” and Great American Beer Festival was ranked No. 4 in their list of “10 Best Beer Festivals” in March 2025. In 2021, Esquire named Colorado, “one of the foremost states when it comes to craft whiskey,” citing two Denver distilleries, Stranahan’s and Leopold Bros., as top options (even naming the latter its No. 8 distillery in the country). This sentiment was echoed by Travel + Leisure, which ranked Leopold Bros. sixth in the country.

Denver loves the ENVIRONMENT: From prioritizing green spaces to encouraging the use of electric vehicles and alternate fuel sources, the Mile High City does its part for the planet. Denver was ranked the No.15 most sustainable city in the U.S. in 2024 by Coworking Café, recognized for its large number of green buildings and eco-friendly coworking spaces. Denver ranked No. 1 on Architectural Digest's 2023 list of the “Top 50 Most Climate Resilient Cities” due to factors including fewer threats of extreme weather damage and city-level initiatives to support clean energy such as solar. Denver is the only U.S. city included on National Geographic’s list of “Eight Sustainable Destinations for 2021 and Beyond,” thanks in part to 125 miles of bike lanes and solar gardens planned throughout the city. Online insurance marketplace Policygenius echoed this sentiment in 2022, naming Denver as the tenth-best city to live in by 2050 for climate change. Denver’s climate and mindset are conducive to enjoying the great outdoors, whether hiking, biking, running or walking. In August 2023, Denver International Airport’s fleet operations was recognized for its sustainable management as the No. 3 fleet in North America by the National Association of Fleet Administrators. The annual ranking recognizes peakperforming operations and honors enhanced practices making a positive impact on the environment and improvements within the fleet industry.

Denver is WELCOMING AND INCLUSIVE: As the largest city in a 600-mile radius, Denver attracts members of the LGBTQ+ community from all over the West and the world, resulting in a well-established gay nightlife, welcoming gay neighborhoods, gay-friendly hotels and numerous annual events that draw huge crowds. Misterb&b’s Queer Safety Index ranked Denver No. 7 in the “Top 30 Safest Cities for LGBTQ Travelers in 2025.” The 2023 State LGBTQ+ Business Climate Index released by Out Leadership, the premier global LGBTQ+ organization harnessing the power of business to drive equality, recognized Colorado in the Top 5 States for LGBTQ+ Equality. LawnStarter ranked Denver No. 4 in their list of 2023’s Most LGBTQ-Friendly Cities, noting Denver’s scores related to equality, community support, affordability, health care access and Pride-Readiness for the LGBTQ+ community.

Convention Sales: Situation Analysis

Group Demand – A Look Back

After years of disruption, volatility and rapid recovery after the COVID-19 pandemic, the group meetings and convention sector showed signs of stabilization. From the early return of short-term bookings in 2021–2022, to the surge of pent-up demand in 2023, the industry moved through a series of accelerated cycles. Lead volumes climbed well above prepandemic levels, while booking patterns compressed and evolved in response to both uncertainty and opportunity.

By 2024, the market slowed in July due to election uncertainty, and by year-end had normalized. Group inquiry volumes settled into patterns more aligned with 2019 benchmarks, and confidence among large meeting planners returned. For the first time since the pandemic, the group segment operated in a more predictable environment, with improved pacing and a clearer view of future business.

This normalization has continued into 2025. Lead volume for Denver remains steady, closely tracking 2019 levels. However, geopolitical tensions and the economic uncertainty typically associated with an election year have introduced caution among some planners particularly for smaller, short-term meetings. As a result, while Visit Denver has maintained success securing large-scale, long-term bookings, the industry is seeing a softening in short-term conversion rates.

In the immediate post-pandemic years, major convention cities such as Denver experienced a sharp increase in short-term bookings, as planners hesitated to commit to longer horizons. That trend began to shift in late 2023, with a clear return to more traditional booking windows in 2024 and beyond. Still, pickup levels remain below historical norms. Between 2020 and 2022 there was a dramatic dip in the number of citywide bookings with meeting dates four years out and beyond, which continues to impact long-term convention pace. As illustrated in the chart below, future years — particularly four or more years out reflect this temporary drop in booked business due to pandemic-era uncertainty.

Despite these challenges, the outlook remains optimistic. Larger meetings are once again booking further into the future, and overall lead room nights continue to outpace prepandemic levels. This renewed confidence among major planners reinforces Visit Denver’s strategic position as a top-tier destination for both near- and long-term group business.

As demonstrated in the chart below, Visit Denver has been able to stay on track with citywide convention booking pace in the short term through 2026. However, beginning in 2027, the city has years that are behind where it would normally be this far out. This is directly attributable to citywide convention lost production during the pandemic years. While the Visit Denver team has made great progress on making up for this pace deficit, we continue to strategize and remain laser focused on correcting the pace issues in future years.

2025 Convention Business

Entering 2025, Denver’s convention business was positioned for a record-setting year, driven by unprecedented levels of definite bookings at the Colorado Convention Center (CCC). Thanks to strong long-term sales efforts and sustained interest from major national groups, the CCC entered the year with its most robust convention calendar to date. Despite less than anticipated attendance, this early momentum laid the groundwork for a year defined by high-impact meetings and citywide events that delivered strong economic returns across the hospitality sector.

While the broader hotel market in Denver saw demand softening across several segments, the convention and group sector proved to be a key driver of performance in 2025. The steady return of major meetings, bolstered by successful long-term bookings made in prior years, helped offset some of the softness seen in other areas of the market.

As of July 2025, group occupancy in Metro Denver was down -1.4% year-over-year with downtown growth at a modest 1.9% mostly due to convention center business. Group ADR

varied across sub-markets with some neighborhoods doing better than others but overall, Metro Denver was able to grow group rate by 1.2% with Downtown also showing a slight increase at 1.1%. This resulted in group RevPAR holding flat for Metro Denver, while downtown was able to drive a 3.0% increase in group RevPAR.

Despite some headwinds — including geopolitical uncertainty and conversion softness among smaller meetings — Denver’s convention segment demonstrated resilience and positive momentum throughout 2025. The performance of the Colorado Convention Center reflects the strength of the destination’s infrastructure, planner confidence and the long-term booking strategies employed by the Visit Denver sales team.

As shown in the CoStar table below, while pre-pandemic occupancy levels have not yet fully returned, Denver’s group segment is on a solid upward trajectory and continues to be a cornerstone of the city’s hospitality recovery.

While Denver’s year-over-year gains in group occupancy, as reported by CoStar, were welcome news, they may have fallen short of expectations for those who anticipated a more dramatic surge based on the exceptionally strong convention center base entering 2025. Interestingly, demand for groups is higher than 2019, however the 4% increase in supply vs. 2019 has impacted overall group RevPAR performance in 2025.

With more citywide business on the books than ever before, there was optimism that 2025 would deliver record-setting consumption across all major group segments. However, pickup on several of the citywide room blocks was affected by geopolitical and economic uncertainty, rising travel costs, lingering international travel trepidation and federal budget constraints that limited travel among government employees and contractors. These external pressures impacted actualized performance, especially among groups with historically strong participation from those sectors.

Colorado Convention Center business was strong in 2025 and up 28% year-over-year in room nights on the books compared to 2024. Part of this strength was the return of several large citywide conferences, which were more in-line with pre-pandemic levels as opposed to the smaller conferences that materialized in 2023 and 2024. In fact, every quarter showed an increase over 2024 in room nights associated with convention center groups. Of importance was the 65% increase in Q1 and a 32% increase in Q4. As these winter months are typically lower in occupancy, this was a welcome addition to the group base in the downtown corridor.

Also encouraging is the strength of the convention pace for the year ahead. While Visit Denver does not expect 2026 to be quite as strong as the record setting year of 2025 at the Colorado Convention Center, we are pacing 9% and 17% ahead of same-time-last year for both Q1 and Q4, respectively.

As of August 2025, CoStar and Tourism Economics further downgraded their U.S. hotel growth forecast amid continued underperformance and elevated macroeconomic concerns. Both organizations lowered expectations for 2025 hotel demand by 0.6%, ADR by 0.5%and RevPAR by 1.1%. Their forecast also downgraded expectations for 2026, with projected demand, ADR and RevPAR down 0.5, 0.3 and 0.7 percentage points, respectively. This marked the second time in 2025 that CoStar and Tourism Economics downgraded their hotel forecasts calling out the “unrelenting” uncertainty and inflation, coupled with tough calendar comps and changing travel patterns, which they implied caused lower travel demand.

For Denver, these national trends underscore the strength of having a robust convention calendar already in place. While short-term conversion and travel challenges particularly from international markets and government sectors have dampened some expected gains in 2025, the city remains well-insulated thanks to years of strategic bookings and infrastructure investment. As the market stabilizes and heads toward full recovery, Denver’s strong base of large-scale events, competitive assets and planner confidence position it to outperform in the years ahead.

Meeting Indicators

Visit Denver projects that the total number of groups in 2025 will be on par with 2024, remaining slightly below 2019 levels. However, unlike the past two years — when smaller, short-term groups made up the bulk of group business 2025 is expected to be defined by larger conventions at the Colorado Convention Center driving a more significant impact. As a result, even with flat year-over-year group counts, these larger events are contributing to a meaningful increase in requested room nights and stronger group occupancy across the central business district.

Visit Denver also closely monitors key indicators such as site tours, which serve as a strong signal of group demand and planner interest in the destination. As shown in the chart below, site tour activity remains relatively flat compared to 2024. However, Visit Denver did see a decline in site inspections in Q2 of 2025, possibly a result of the broader uncertainty currently shaping the meetings industry in the wake of geo-political factors.

Sales Team Production (Definite, Leads & Lead Room Nights)

While uncertainty continues to impact short- and mid-term decision-making nation-wide, Visit Denver saw strong sales production in 2025 for definite group bookings into future years. Smaller groups operating within short-term windows appear to be the most sensitive to economic and political fluctuations, often delaying commitments or pausing contracting altogether. In contrast, larger groups have returned to traditional booking patterns, with many securing dates four to 10 years out. Lead volume has also stabilized to 2019 levels, at last flattening after pent-up post-pandemic demand — a positive sign of long-term planner confidence.

Destination Product

Each year, Visit Denver’s sales team books meetings worth more than $600 million in future economic impact for the city and its partners. Meeting planners typically base their decisions on the following criteria: accessibility, facilities, affordability, safety, cleanliness, sustainability, service and destination appeal. The destination product and overall experience are vital in keeping Denver competitive and maintaining its status as one of the most desirable top-tier convention destinations in the country.

For over 20 years Visit Denver has been recognized among the top 40 convention cities and Destination Marketing Organizations (DMO) nationwide, taking part in a biannual meeting planner study. This survey, involving 500 key meetings and events professionals, provides comprehensive data and insights on Denver's overall performance. The most recent 2024 study clearly shows how Denver ranks compared to other top-tier cities in the eyes of meeting and event planners.

About the 2024 Evidenz Meeting Planner Study:



492 Meeting Planners (MPs) in North America answered the 2024 Study

 82% of MPs have been a meeting planner for 10 or more years

 53% of MPs need 1,000 or fewer peak night rooms for their largest meeting

 47% need more than 1,000 peak night rooms for their largest meeting

 44% of MPs commit to space and sign a contract for space for their largest meeting three or more years in advance

Denver Top Results

 City that is the best fit for their largest meetings: Denver ranks No. 1 for top 40 U.S. cities!

 Convention and Visitors Bureaus (CVBs) that have made a proposal (formally or

informally) in the past 12 months: Denver ranks No. 1 for top 40 U.S. cities!

 City they are already contracted with: Denver ranks No. 1 for top 40 U.S. cities!

 Denver ranks No. 1 to its Top 15 key competitors on “Easy to Get To” and “Pitch Frequency,” two of the most powerful drivers of “Best Fit” inclusion.

 City that provides the most positive overall convention experience: Denver ranks No. 7 for top 40 U.S. cities!

Areas of Improvement

 City with hotels well suited for my largest meetings, Denver ranks No. 21

 Likelihood to recommend, Denver ranks No. 18

 A city that is safe and secure, Denver ranks No. 22

Convention Center Large Market Comparison

For planners of large events trying to help their organizations make smarter choices in this environment, the NorthStar Convention Cities Index (CCi) is a valuable tool for understanding how these major markets are performing. The CCi uses an in-depth method and weighted ranking system to determine the top 25 U.S. cities and top 25 global destinations for hosting large events. Each city is evaluated across six categories: available exhibit space, total hotel, rooms, average hotel cost, travel time from the nearest international airport to the convention center, the number of direct monthly flights and the city’s overall safety level. CCi data is updated twice a year, with a fully refreshed index published each June and an interim report released in January.

Denver ranks No. 8 in the report out of 25 major meeting destinations.

U.S. Hotel Supply

While hotel performance remains strong overall, developers are facing ongoing challenges in bringing new projects to market. High construction costs and the increased expense of financing have significantly slowed the pace of development. Lenders continue to be cautious, often requiring more equity and applying conservative underwriting, which has limited new construction. As a result, even though some submarkets may support additional supply, overall development activity has slowed as the industry waits for more economic certainty.

New supply tends to lag demand due to the time needed to assess feasibility, secure financing and complete construction. As illustrated below, in 2020, total hotel supply declined by 4.0%, primarily due to closures caused by pandemic-related travel restrictions. Supply rebounded in 2021 and 2022 as previously closed hotels reopened and projects that were already underway (pre-2019/20) reached completion. However, in 2023 and 2024, new supply grew by just 0.2% and 0.5%, respectively — a slowdown driven by rising construction costs and higher interest rates. These same pressures are expected to persist, with limited growth projected for 2025 and 2026 at only 0.8% annually.

Denver Hotel Supply

Hotel inventory in Denver appears to be growing at a steady rate, with a total of 1,300 hotel rooms currently being built across 13 properties which marks a 2.3% inventory growth rate for Denver. This level of construction is consistent with Denver’s three-year average of 1,900 rooms. At the end of Q1 2025, 1,554 rooms were under construction in the Denver Metro area. Upon completion, the new additions will increase Denver’s room inventory by 2.7%. The largest property underway is the 241-room Virgin Hotel that will deliver in Denver’s CBD. This luxury property is expected to be finalized in 2026 and will be part of Denver’s new Fox Park initiative. The hotel is being built on the former Denver Post printing plant and will anchor the Fox Park development in Globeville — a large project with offices, residences, parks and arts space.

Over the last two decades, Denver has not seen construction of larger hotels with dedicated meeting facilities that planners typically need. The last major full service convention hotel that was built downtown was the Embassy Suites near the Colorado Convention Center in 2010, offering 403 rooms and 22,551 sq ft of event space, with ballrooms that can host up to 650 guests. This shortage of full service, group oriented hotels continues to put extra pressure on both event planners and the Colorado Convention Center. With no new substantial downtown convention hotel in over a decade, planners still wrestle with limited capacity and rely heavily on the convention center to support existing demand.

Accessibility

Air access remains crucial for attracting conventions and Denver International Airport (DEN) continues to be one of our city’s standout assets.

 Passenger records keep climbing: DEN saw 82.36 million travelers (about twice the population of California) in 2024, a 5.8% increase from the previous year the first time it surpassed the 80 million mark!

 Year-to-date June of 2025, passenger traffic totaled nearly 39.5 million, a 1.2% decline vs. 2024. As of July 2025, Denver International Airport (DEN) recorded 740 nonstop routes to 21 countries served by 73 airlines.

 Top-tier global ranking: ACI ranked DEN No. 4 for busiest in North America and No. 11 for busiest globally for total passenger volume.

 International reach is expanding: DEN currently offers 35 nonstop international destinations across 19 countries, the most in its history, including new service to Rome and Regina launched in early 2025.

 Strategic growth underway: DEN has added four gates in its new Concourse A-East, hosted its first regular Airbus A380 service (Lufthansa to Munich) and is advancing “Operation 2045,” which plans to expand to over 125 million annual passengers by adding 100+ gates.

DEN’s momentum including increasing flight volumes, a booming international network, top-tier global standing and robust expansion plans underscores its critical role in making Denver a premier hub for meetings and events, now and for years to come.

Meeting Venues

Planners are increasingly favoring distinctive venues like rooftop gardens, galleries and cultural icons over traditional meeting spaces. According to MMGY’s latest Portrait of American Travelers, over 60% of planners now prioritize venues “truly unique to a destination,” citing stronger attendee engagement and memorable experiences. Supporting this trend, Cvent data reports a 20% jump in RFP value for unique venues over the past year.

Denver is well-positioned to capitalize on this trend. The new Bluebird Ballroom and Rooftop Terrace, with its sweeping 150-mile mountain views, offers a distinctive branded experience. Beyond that, the city offers an impressive roster of unique venues including Meow Wolf, Red Rocks Amphitheater, Sculpture Park and the National Western Center, all prime real estate for planners seeking authenticity and energy.

Colorado Convention Center Expansion

The completion of the Colorado Convention Center expansion in late 2023 marked a transformative milestone in Denver’s meetings and conventions landscape

Now fully operational, the expansion has already proven its value. Since opening, it has enabled Visit Denver to secure 28 new citywide conventions that would not have been possible without the additional space. These bookings are projected to bring more than 176,000 attendees and generate over $430 million in economic impact, further reinforcing Denver’s position as a top-tier convention destination.

Key Features Driving Convention Center Demand

 Bluebird Ballroom: The centerpiece of the expansion is the 80,000-square-foot, column-free Bluebird Ballroom. A highly versatile space configurable into 19 subdivisions, accommodates 7,500 guests in a general session setup or 4,600 guests for banquets. With 30-foot ceilings and optimized rigging throughout, it is designed for both flexibility and production excellence.

 Pre-function Concourse: A stunning 35,000-square-foot wrap-around concourse offers panoramic views of the Rocky Mountains and direct access to the center’s main lobbies. It serves as a welcoming space for networking, registration and socializing between sessions.

 Rooftop Terrace: The 20,000-square-foot rooftop terrace connects seamlessly to the concourse via large accordion-style doors. It offers spectacular 360-degree views featuring the mountains to the west and Denver’s skyline to the east, making it ideal for receptions and indoor/outdoor activations.

With the expansion complete, the Colorado Convention Center now boasts over 2.2 million square feet of event space, including one of the largest and most scenic ballrooms in the country. This added capacity not only meets the evolving expectations of meeting planners who increasingly seek experiential, flexible and destination-defining venues, but also positions Denver to compete more aggressively for high-impact national and international events.

Cleanliness & Public Safety: Ensuring a Safe, Welcoming Experience for All

Downtown Denver is the vibrant heart of the city. It is a dynamic hub where leisure travelers, meeting attendees and locals come together to share ideas, connect and experience everything Denver has to offer. While the downtown environment has improved in meaningful ways, cleanliness and public safety remain top priorities, both for our community and for the success of our meetings and conventions business.

Perceptions of safety play a critical role in a meeting planner’s decision-making process. According to our latest Meeting Planner Post-Convention Survey, concerns such as aggressive panhandling and visible homelessness continue to influence site selection. In partnership with key stakeholders within the downtown Denver community, Visit Denver has taken a collaborative, solutions-oriented approach to supporting a cleaner, safer downtown.

In 2025, Visit Denver:

 Hired dedicated off-duty police officers for every major convention held at the Colorado Convention Center, adding a visible layer of reassurance and rapid response during peak event times.

 Contracted with the Downtown Denver Partnership (DDP) to place a full-time security officer along the convention corridor, ensuring year-round presence and vigilance.

 Sponsored 24 hotel properties, Colorado Convention Center and the Denver Performing Arts Complex, to join the DDP’s public safety radio network, allowing hotel security teams and major venues to coordinate more efficiently in real-time.

These integrated safety strategies not only respond to planner concerns—they demonstrate Denver’s ongoing commitment to proactive, guest-centric solutions.

As we look ahead to 2026 and beyond, Visit Denver remains deeply invested in collaborating with city leaders, downtown partners and the hospitality community to continue elevating the standard of safety and cleanliness for all who visit our city.

Most Positive Aspects of Denver as of 7.1.2025

MOST NEGATIVE ASPECTS of Denver

A Citywide Commitment: Mayor Johnston’s Vision for a Clean, Safe & Vibrant Downtown

In an increasingly competitive environment for meetings and conventions, Denver’s community and civic leaders understand that protecting the city’s reputation as a safe, welcoming and vibrant destination is critical. Recognizing this urgency, Mayor Mike Johnston has taken bold, coordinated action to ensure that downtown Denver remains a premier environment for visitors, meeting attendees and locals alike.

In 2024, Mayor Johnston launched the Clean and Safe Downtown initiative, a first-of-itskind citywide collaboration rooted in the belief that a clean and safe Denver is everyone’s responsibility. These efforts continued in 2025 when Mayor Mike Johnston led a strategic push to revitalize downtown Denver, directly benefiting the city’s appeal as a meetings and convention destination. His Safe Downtown Action Plan increased public safety through expanded patrols, a new police kiosk on 16th Street and coordinated response teams that address homelessness, mental health and crime with the right resources.

These efforts have created a cleaner, more secure environment around the Colorado Convention Center and surrounding hotel corridors, key areas for planners and attendees. Mayor Johnston also continued his All-In Mile High initiative, helping move more individuals experiencing homelessness into housing, reducing encampments in high-visibility areas.

To sustain long-term vibrancy, Johnston proposed the $935 million Vibrant Denver bond, investing in infrastructure and mobility projects that enhance downtown access and

experience. These targeted initiatives help ensure that Denver remains a safe, welcoming and competitive city for national and international meetings and conventions.

Destination Appeal

When it comes to driving attendance for meetings and conventions, destination appeal consistently ranks as the No. 1 motivator; Denver delivers in most categories. Like all major cities, Denver has faced challenges. However, the last two years have ushered in a remarkable wave of investment, innovation and transformation that is reshaping how visitors experience the Mile High City.

Denver is buzzing with energy and evolution. The opening of Meow Wolf’s Convergence Station brought immersive art to new heights, while the Denver Art Museum's expansion cemented its place as a cultural anchor. Denver International Airport (DEN) continues to soar with record-setting growth, the completion of its gate expansion and steady progress on the Great Hall renovation is improving the traveler's experience. In addition, Denver’s Union Station is a top-rated train station known for its elegant architecture, historical significance and vibrant atmosphere. Today, Denver’s Union Station is a model for other train stations across the country, providing necessities for modern-day travelers.

In the heart of the city, the Colorado Convention Center expansion has redefined Denver’s meetings infrastructure, while public investments like the refurbishment of 16th Street slated for completion in fall 2025 and the revitalization of the National Western Center highlight a city committed to accessibility, walkability and placemaking.

In addition, the city proudly entered the global spotlight with the arrival of the Michelin Guide and the honor of a James Beard Award. These internationally recognized awards affirm what locals and visitors have long known: Denver is a food city worth exploring.

All of this is framed by the unmatched backdrop of the Rocky Mountains, which offer attendees a built-in opportunity to extend their trip with outdoor adventures, wellness experiences and iconic Colorado scenery.

As mentioned earlier, while the downtown environment has improved in meaningful ways, cleanliness and public safety remain top priorities, both for our community and for the success of our meetings and conventions business.

Trends for 2025 and Beyond

Workforce

As meetings and conventions return, delivering exceptional service is more important than ever, which starts with people. Across the industry, workforce challenges remain a top concern, with many venues and hotels still working to train, rebuild staffing levels and fill experience gaps left by the pandemic. Planners have increasingly prioritized destinations

that not only offer state-of-the-art facilities, but also consistent, high-quality service at every touchpoint.

In response, Visit Denver remains committed to its workforce development program and partners with the hospitality community on workforce development and service initiatives. Through partnerships with local hospitality schools, workforce training programs and citysupported initiatives, Visit Denver and its partners will continue investing in the future of Denver’s hospitality community and working together to elevate the city’s reputation for excellence in service.

Sustainability

Sustainability is no longer a “nice-to-have,” it is a decisive factor for meeting planners when selecting a destination or venue. As corporate and association clients increasingly prioritize environmental responsibility, planners are under growing pressure to align their events with broader ESG (Environmental, Social and Governance) goals. In fact, 70% of planners now cite sustainability requirements like waste reduction, carbon tracking and eco-friendly food and beverage sourcing as major factors in their site selection process. For a city like Denver — renowned for its environmental leadership and commitment to sustainability there is a distinct competitive advantage when it comes to attracting ecoconscious meetings and conventions. Denver boasts a high concentration of LEEDcertified hotels and venues, including the Colorado Convention Center, which was one of the first in the nation to earn LEED certification and continues to lead in energy efficiency, water conservation and green event practices.

In November 2023, Visit Denver became the world’s first destination to earn the EIC’s (Events Industry Council) highest sustainability tier: Platinum Level certification under the Sustainable Event Standards. Visit Denver’s certification journey set a national benchmark. This focus on sustainable meetings will continue, signaling to meeting planners that Denver not only talks about green meetings. It lives them.

The Impact of Geopolitical Uncertainty on Meetings & Hospitality

Geopolitical uncertainty spanning international conflicts, trade tensions, stricter visa policies and negative global perceptions, is currently casting a shadow over the U.S. meetings industry. According to the U.S. Travel Association, inbound tourism is forecasted to decline 5.1% in 2025, translating to an $18 billion (about $55 per person in the U.S.) loss in international visitor spending. The Global Business Travel Association reports 29% of travel buyers expect a drop in business travel volume this year, with 27% anticipating a 20% cut in spending. Leading forecasting firms such as PwC and CoStar have revised their 2025 outlooks downward: RevPAR (revenue per available room) growth is now expected at just 0.9% in 2025 and 1.2% in 2026

For Denver, these trends reinforce the need to focus on group business, a segment that remains more resilient. While leisure travel experiences softness in volume and spend, group and convention demand, especially at higher-end venues, offers greater stability. Denver's strong infrastructure and growing appeal as a compelling domestic choice make it well positioned to navigate these headwinds.

Booking Outside the Block

The perpetual issue that continues to plague the conventions industry is housing. The last several years have seen an increasing trend towards last-minute registration by attendees. In this case, group blocks have usually expired and meeting attendees are left to book rooms on their own. Online hotel aggregator sites have negatively impacted room blocks, often making it easy for attendees to find lower rates outside of contracted group blocks. Travel costs and financial concerns worsen this behavior; increasing supply coupled with lagging business travel demand will continue to affect blocks in 2026.

Competition – 2026 Outlook

The national convention landscape remains highly competitive as meeting planners regain long-term booking confidence and begin securing future dates well into the next decade. While Denver is experiencing strong convention years in both 2025 and 2026, the broader environment is shifting as rebooking's from the pandemic era fade and destinations return to a more traditional pace cycle.

As planners re-evaluate their future meeting strategies, competition has intensified — particularly in the pursuit of major citywide conventions. With renewed emphasis on downtown vibrancy, walkability and upgraded infrastructure, cities across the U.S. are aggressively investing in their convention centers and hotel districts to meet evolving planner expectations.

Currently, more than a dozen major convention centers nationwide are undergoing or planning expansions. These include key competitors such as Dallas, Austin, Los Angeles, Las Vegas, Orlando and Salt Lake City. Each with multimillion or multibillion dollar developments either underway or in advanced planning stages. These projects are designed not only to grow capacity but to offer more flexible, integrated experiences for large-scale events.

One notable shift influencing competitiveness is the increasing emphasis planners are placing on attendee safety and convenience. Many now prioritize destinations where the convention center and hotel package are fully integrated, reducing the need for attendees to travel across urban corridors. In this regard, Denver’s walkable downtown and recent Colorado Convention Center expansion position it favorably, though competitors are actively closing the gap with similar investments.

Adding to the pressure, cities are also working to make up for pace deficits incurred during

the pandemic, particularly in the long-term window. Both Tier One and Tier Two destinations are aggressively courting future-year business, offering incentives and more flexible contracting terms to secure commitments.

Finally, rising costs remain a challenge across the industry. Inflation continues to outpace many organizations’ event budgets, increasing expenses for housing, food and beverage, labor and ancillary services. As a result, some planners are exploring new revenue strategies or reimagined event models to maintain viability. This economic pressure, combined with intensifying destination competition, means that winning future business will depend not only on infrastructure, but also on flexibility, creativity and strong destination storytelling.

Large Hotel Feasibility Study

As illustrated earlier, there has not been any large hotel meeting construction in Denver for two decades, which makes it difficult to drive new convention business demand. Over the years there has been phenomenal growth in limited, selected service and small boutique hotels in Denver. Annually lost business reports reveal hundreds of thousands of room nights that are turned away due to the lack of hotel room blocks for convention center business as well as lack of larger hotels with sufficient rooms and meeting space. This along with customer feedback and increased competition, Visit Denver hired JLL to conduct a comprehensive feasibility study for the proposed Colorado Convention Center (CCC) Large Meeting Hotel. The study will help identify infrastructure needs that will secure Denver’s future as a premier convention destination.

The process will include:

 Interviews with local stakeholders, meeting and event planners who have used the Center and the existing Hyatt Regency Denver hotel in the past, lost clients and/or potential prospects.

 A Colorado Convention Center Historical & Projected Performance Analysis

 Lost Business review to determine the groups that cannot meet in Denver due to inadequate hotel room inventory, number of hotels required for adequate walkable room block and quality and age of the available properties.

 Economic, Demographic and Tourism Analysis to evaluate Denver’s position as an economic and tourism center of activity. Consider how this activity generates overnight visitors.

 Competitive Convention Hotel Package Market Analysis

 Local Hotel Market Analysis to determine if new hotels have been absorbed into the market and how any additions or renovations have impacted the performance of the hotel market.

 Database Assessment of meetings activity occurring in many markets, reviewing data about meetings and events occurring at competitive conference/convention hotels in and around Denver.

 Provide profiles of relevant case study developments and best practices to better understand their components and reasons for success or lack thereof.

National Lodging Trends/Forecast (CoStar)

As of mid-year, the U.S. hotel industry is experiencing a clear slowdown. Through June, RevPAR increased by just 0.8%, the weakest growth since 2010, not counting the pandemic years. Weekday occupancy has declined for four straight months, and ADR growth has remained soft at just 1.4%. Hotel demand fell slightly in the first half of the year, and many of the gains from Q1 were tied to temporary boosts like weather-related displacement and inauguration activity. Those lifted early numbers, but the underlying slowdown became more apparent in Q2, when RevPAR declined by 0.5%.

Group demand, which had shown promise earlier in the year, lost ground in the second quarter, falling by 3% after growing 3.7% in Q1. Meanwhile, transient demand grew slightly but remains inconsistent. Many operators report that meetings are being booked with noticeably short lead times, often “in the quarter, for the quarter,” making it harder to plan and optimize business, especially for full-service hotels in downtown areas.

International travel is also facing headwinds. Tourism Economics expects international inbound travel to drop by 9% in 2025. Tighter immigration policies, visa fee increases and geopolitical tensions are all contributing to reduced interest in U.S. destinations, particularly from Canada and key European markets. Some cities that typically benefit from international traffic, especially coastal and border markets, are already seeing the effects in their occupancy numbers.

Across hotel classes, performance continues to diverge. Luxury hotels are faring better than others, with RevPAR up 3.3%, helped by continued strength in premium air travel and higher-spending guests. On the other end of the spectrum, economy hotels have lost momentum. Earlier in the year, these properties benefited from weather-related displacement, but those effects have faded. In June alone, RevPAR in the economy segment fell by 5%.

New hotel construction has slowed significantly. The number of rooms under construction has dropped below 140,000, its lowest point in five years and well below pre-COVID levels. High interest rates, rising construction costs and uncertainty around tariffs and labor have

made it harder for developers to move forward with new projects. While many rooms are still planned, only a portion of those are likely to break ground soon. With timelines stretching three to four years out, new hotel supply will remain limited. Year-over-year, U.S. hotel supply has grown just 0.7%, far below the historical average of 1.6%.

At the same time, costs are climbing. Wages are rising due to a tighter labor market, especially with fewer foreign-born workers available in key service roles. Insurance premiums are also going up, partly due to ongoing risks tied to climate events. While ADR has increased modestly, it still is not keeping pace with inflation. When adjusted for CPI, real ADR remains below 2019 levels.

Looking ahead to the second half of the year, the hotel industry faces several challenges: softer booking trends, cost pressures and ongoing uncertainty in the economic and political landscape. With RevPAR growth projected to finish the year around 1%, 2025 is shaping up to be a modest year for hotel performance nationwide one that demands careful planning, flexibility and a strong value proposition for destinations competing for group and leisure business alike.

Looking ahead to 2026, the national lodging outlook suggests a slow but steady return to more typical growth patterns. Occupancy is projected to hold flat at around 63.0%, while ADR is expected to rise modestly by 1.1%, pushing RevPAR up 1.1% year-over-year. These figures indicate a cautiously optimistic view for the industry, with growth expected to be driven more by rate than volume. The muted occupancy trajectory reflects lingering economic uncertainty and a slower-than-hoped recovery in group and international demand. Nonetheless, with supply growth expected to remain constrained and inflation showing signs of settling, 2026 may offer a more stable environment for operators to rebuild margin, strengthen pricing discipline and refocus on long-term performance. For destinations like Denver, a consistent pace of recovery nationally presents an opportunity to stand out with value, experience and infrastructure already in place.

SERVICES

Meeting Planning Trends & Impacts

Two national, independent studies of meeting professionals rank service from a convention bureau, service at the convention center and hospitality from the city in general as some of the most important considerations in selecting a meeting destination.

The expectations for meeting professionals have never been higher; therefore, outstanding convention services are a critical part of a destination’s success.

Planning lead time and staffing levels continue to be a challenge, requiring Destination Services to field many last-minute requests, site visits and planning assistance. Visit Denver must continue to provide turn-key systems and service levels to compete in a fastpaced, ever-changing environment.

Due to budget constraints meeting professionals continue to be more reliant on their vendors and Destination Services Manager (DSM) for support. The DSM needs to be the proactive agent between planners and vendors, serving as both mediator and troubleshooter.

Meeting professionals are working with limited budgets, and Destination Services needs to provide creative, low-cost options to enhance the meeting experience.

Meeting professionals are continually reinventing their programming and looking for unique attendee experiences, both during the meeting and at off-site venues. They often rely on their DSM to provide ideas and examples of what has been done in the convention center, or they may look to their DSM for local vendors to provide these experiences.

Meeting professionals are extremely concerned about maintaining and increasing attendance. Planners are contacting Destination Services for help in attendee acquisition to include data mining by industry, attracting local and regional attendees, securing local speakers, etc.

Meeting professionals are incorporating live-streaming options or virtual components for their attendees who are not willing or able to meet face-to-face.

The overall downtown experience and issues related to crime and safety remain key concerns for meeting planners and their attendees. Meeting professionals rely upon the Destination Marketing Organization (DMO), hotels and venues to provide their current emergency preparedness plan.

Meeting professionals are looking to incorporate more Corporate Social Responsibility (CSR) options and Diversity, Equity and Inclusion (DEI) initiatives into their programming and rely upon their DSM to provide local contacts and resources.

Meeting professionals continue to consider sustainability a key consideration when planning their meetings. Visit Denver must serve as a primary resource for local green vendors, venues, CSR opportunities and tools to help plan a green meeting.

Ancillary events (ICWs) are increasing, but often booking last-minute, which means venue availability can be limited.

Networking opportunities are a top priority for convention attendees. Planners are having to incorporate more networking events and soft seating/pods for attendee interaction.

Attendees expect experiential wellness opportunities to be built into the meeting's programming. Meeting professionals incorporate options such as fun runs/walks, yoga, relaxation stations, wellness areas, etc.

Convention groups are incorporating smartphone applications and social media to market their meetings, enhance the meeting experience and reduce paper waste. DMOs contribute to these applications’ content, primarily in business listings such as restaurants, shopping and attractions.

Meeting professionals look to DMOs as a resource for accessibility information and assisted language services.

Meeting professionals are looking for ways to create a local experience for their attendees at their conventions and are requesting assistance from their DSM to help curate a local vendor marketplace.

DMO Destination Service Trends & Impacts

DMOs are reevaluating whether staff must attend pre-promotion trips for future meetings. Destination Services will be tasked with curating unique activities or sponsorships to promote Denver in lieu of sending staff.

DMOs are eliminating registration staffing and housing services in favor of referring these services to third-party companies.

Non-citywide, single-hotel meetings and non-bureau bookings continue to use DMOs for services, promotional materials and off-site venue help. These planners continue to request and rely on Visit Denver for site visits, venue referrals and marketing materials.

Trade Media Trends

The media sector of the industry reports on meetings and conventions, travel trends and research and overall industry updates for a diverse audience of travel and meeting professionals. The Visit Denver Public Relations (PR) team works with travel trade media to highlight the city as a top meeting and convention destination.

The team highlighted the first groups taking advantage of the newly completed Colorado Convention Center (CCC) expansion and the resulting economic impact. The 80,000 square feet of flexible meeting and ballroom space, 35,000 square feet of pre-function space and a 20,000-square-foot outdoor terrace enabled Visit Denver to contract more groups than ever before to host their meeting at the CCC totaling an expected 277,451 attendees and nearly $672 million in economic impact, all of which represent records for the CCC. The team has also celebrated the progress of 16th Street sharing milestones with media touting the pedestrian corridor as both a family-friendly amenity and free and convenient downtown transportation option. Pitched to media in July, these factors contributed to Denver’s meetings and conventions being on track to generate a record $980 million in economic impact in 2025, emphasizing the industry's vital role in the city's economy and downtown renaissance. Visit Denver is grateful to this media sector for sharing the positive news about Denver’s growth with industry professionals who further drive the message to businesses and leisure travelers.

As noted in the past few years, the trade media sector continues to change, and many outlets have very slowly recovered from the pandemic or did not survive at all. A few notable trends:

 Convention trade magazines continue to see shrinking staff and diminishing resources and many are relying primarily on freelance writers. Most trade publishers have reduced their publication schedule while migrating content from print to online presence. Publications associated with industry organizations like Convene (PCMA (Professional Convention Management Association)), Associations Now (ASAE) and The Meeting Professional (MPI) continue to decrease print circulation to focus more on digital platforms while regionally focused outlets like Colorado Meetings & Events have continued to run on a smaller scale.

 Industry outlets such as USAE, Successful Meetings, Meetings & Conventions and Smart Meetings convey most of the industry news via publication websites and digital newsletters.

 Trade publications often feature developments (such as renovations, expansions and new projects). These features have been a terrific opportunity for Denver to reach meeting planners and share news about new updated venues as the city is growing and evolving.

 Specialized meeting trade magazines such as Black Meetings & Tourism, Insurance & Financial Meetings Management and Colorado Meetings & Events offer another method of keeping Denver in front of meeting planners.

 Opportunities continue for advertorials, featured content and “native advertising” for any destination buying convention trade advertising.

 Denver news stories in the coming year will feature DEN’s improvements/additions, the first full year of the completed 16th Street construction in downtown Denver, new hotel inventory and enhancements, new restaurants and cultural experiences.

 National news topics through 2026 will include the continued recovery of the meetings industry, airline industry challenges, impacts of federal policy and an uncertain global economy.

In 2026, the team will continue to maximize trade media opportunities to position Denver among the country's top meeting and convention cities. This will include further promoting the CCC and surrounding venues as the best place to meet. The team will continue generating and distributing new, original content about Denver, including destination news and updates, photos, videos and press releases, to convention trade websites and publications. The team will also foster existing and new working relationships with trade journalists through press trips, deskside appointments and industry meetings.

Convention Sales: Market Segments

A. Market Segments

The meetings industry traditionally categorizes group business into three primary market segments: Association, Corporate and Specialty or SMERF (Social, Military, Education, Religious and Fraternal). While all three remain important to Denver, the association segment continues to lead, especially in the areas of health, medical and high-tech organizations. These meetings typically book farther in advance, supporting Denver’s longterm strategy of securing national groups years ahead of arrival. The sales team focuses on building loyalty, targeting medical and scientific associations and continually enhancing the planner and attendee experience.

The last four years have brought considerable disruption to booking patterns. Pandemicera uncertainty led to short-term rebooking's and a temporary dip in long-term convention production. As a result, future pace was underbuilt for several years. While 2023 saw a surge in demand from groups that had not met since 2020, the market faced compression as leisure demand remained high. This led to tough prioritization decisions by hotels and suppliers, suppressing group occupancy despite rising lead volume.

By 2024, conditions stabilized. Lead volume aligned more closely with 2019 benchmarks, and booking behavior shifted back toward traditional long-lead cycles. That trend has continued into 2025, with large associations once again sourcing events 4 to 10 years out. However, smaller corporate and specialty meetings remain more sensitive to broader economic uncertainty, including lingering effects from the 2024 election year and ongoing geopolitical concerns.

The chart below illustrates segment evolution between 2015–2019 and 2023–2027, reflecting both the long-term impact of the pandemic and emerging trends in global industry dominance.

Key shifts include:

 Health & Medical remains the top-producing segment at 25% of total rooms, reaffirming Denver’s strength in hosting large-scale medical and healthcare-focused events.

 Scientific, Engineering, Tech & Computing has expanded significantly, growing from 12.9% to 17.9% of total group business. This aligns with rising demand in fields like AI, life sciences and quantum research, industries projected to lead the economy over the next several decades.

 Educational meetings now represent 10.5%, up from 8.5%, reflecting the return of professional development conferences and credential-based learning formats.

 Trade, Commercial and Business events declined from 9.3% to 6.1%, suggesting lasting shifts in corporate travel behavior and increased reliance on virtual options.

 New niche segments, Agriculture and Religious, now appear in the top ten. While smaller in volume, their emergence signals new growth opportunities for Denver in nontraditional markets.

These patterns mirror broader global shifts toward what futurists describe as the Information, Life Sciences and Leisure economic eras, industries where Denver is increasingly competitive thanks to its innovation economy, quality of life and planner satisfaction scores.

As competition intensifies and market preferences evolve, Denver’s strategy remains twofold: defend share among core segments (medical, scientific and education) while aggressively pursuing new, first-time events that align with the city’s strengths. This approach is supported by long-term infrastructure investments, most notably the expanded Colorado Convention Center (CCC), new hotels and continued airport improvements.

Economic Sector Dominance

Business performance in the hospitality industry is closely tied to broader shifts in the economy. Visit Denver tracks not only major customer segments like associations and corporations but also the industries driving long-term growth. Understanding where economic activity is headed helps guide the city’s sales strategy, product development and infrastructure investments. Future-facing industries such as renewable energy, life sciences, biotechnology, artificial intelligence, aerospace and nanotechnology continue to shape Denver’s long-term opportunity. These sectors are increasingly driving employment and GDP, influencing which associations and corporations are actively booking meetings and where they choose to gather.

The concept of economic sector dominance refers to the period when an industry becomes the largest contributor to employment and gross domestic product. The concept of the "Nine Eras of Economic Sector Dominance," seen below, was developed and published by Graham T.T. Molitor, a noted futurist and policy analyst in 2003. As

illustrated, the U.S. economy has moved over time from agriculture and industrial production to services, information and now leisure and life sciences.

Summary Table: Sector Dominance by Era

Era

Dominance Timing Core Sector Focus

Agricultural Until ~1880s Crop production, animal husbandry

Industrial ~1920s Mass-produced goods (textiles, machinery)

Service Mid-1950s Retail, professional services

Information From ~1976 Knowledge, computing, communications

Leisure From ~2015 Entertainment, recreation, hospitality

Life Sciences By ~2100 Biotech, genetics, medical innovation

Mega-Materials 2100–2300 Nanotech, quantum materials

New Atomic Age 2250–2500 Fusion, lasers, atomic tech

New Space Age 2500–3000 Space exploration, astrophysics

Visit Denver monitors these transitions to anticipate which industries will be booking meetings 5 to 10 years out. A sector in growth mode often leads to more association activity, increased professional development and a need for collaborative gatherings. A declining sector, by contrast, may see reduced meeting volume and budget constraints.

For DMOs and the hotel industry, this underscores the importance of targeting sectors aligned with Denver’s strengths. For example, healthcare and life sciences continue to drive strong room night production. At the same time, tech, AI, aerospace and energy innovation are gaining ground and align with Colorado’s regional economic development priorities. The challenge for destinations is not just recognizing future drivers but also preparing for them. This means ensuring meeting facilities are equipped with high-speed connectivity, advanced A/V and hybrid capabilities, AI-integrated services and flexible layouts. It also means creating an attendee experience that combines business needs with inspiration, wellness and cultural connection.

With the assistance of AI, below is a reimagined, updated future version of Graham Molitor’s “Nine Eras of Economic Sector Dominance,” integrating 21st-century developments while preserving the integrity of the original foresight structure.

Updated Eras of Economic Sector Dominance

(Combining Molitor’s Framework + Contemporary Additions)

Era Dominance Period Primary Economic Engine Notes / Changes

Platform & Data Economy Era ~2020s –2050s

Experience & Emotion Era

~2030s –2070s

Regenerative & Climate Economy ~2040s –2100s

Life Sciences & Bio-Design Era

~2100s –2200s

Mega-Materials & Quantum Era ~2200s –2300s

New Atomic Era ~2300s –2500s

Decentralized Economy Era ~2300s –2600s

Space Economy Era ~2500s –3000+

AI, cloud platforms, digital monopolies, surveillance capitalism

AR/VR, gaming, immersive media, influencer economy, affective computing

Carbon tech, circular design, climate resilience, green jobs

Biotech, genomics, synthetic biology, bio fabrication

Nanotech, quantum computing, smart materials

Fusion energy, hydrogen, advanced atomic manipulation

Blockchain, Web3, DAOs, tokenized ecosystems

Space exploration, asteroid mining, interplanetary logistics

New – Splits from Information Era

New – Builds on Molitor’s Leisure Era

New – Elevates climate as central economic force

Expanded – From Molitor’s Life Sciences Era

As in Molitor, renamed for clarity

As in Molitor

New – Reflects long-term decentralization trajectory

As in Molitor (renamed from “New Space Age”)

Denver is well-positioned in this environment. With targeted growth in industries like clean energy, wellness, AI, IT software, aerospace and creative tech, the city is not just adapting to change, it is helping shape the meetings of the future. Visit Denver will continue to monitor these macroeconomic signals to ensure the destination remains competitive, future-ready and relevant to the sectors that matter most.

A. Association Market

Large national associations have steadily returned to in-person meetings, with booking patterns continuing to normalize. While the pandemic delayed many sourcing timelines,

most organizations have resumed traditional planning cycles. Visit Denver has seen strong engagement from associations booking four to ten years out, reflecting renewed confidence in the market and the essential role these events play in member engagement and revenue.

Associations remain highly motivated to meet. Many have bylaws requiring annual gatherings, and conventions generate a significant share of their income through registration fees, continuing education, trade shows and sponsorship. These events are critical for professional development, certification, networking and highlighting the latest ideas. They often spark innovative ideas and lead to long-term investment across industries. According to the 2024 Evidenz Meeting Planner Study, Denver performs exceptionally well among association planners. Among those targeted, Denver appears more frequently on the “Best Fit” list than any other destination. Planners identified Denver’s accessibility, walkability, downtown appeal and proactive sales outreach as key strengths. However, there is still opportunity to better highlight the new convention center expansion and improve perceptions of collaboration between the CVB and hotel community.

Because associations remain Denver’s most consistent and productive group segment, they continue to be the top priority for Visit Denver’s marketing and sales efforts. Many major associations are based in Washington, D.C. and Chicago, which is why Visit Denver maintains sales offices in both cities. This allows the team to stay connected through local events, regional meetings and industry partnerships. Sales deployment is aligned by meeting size and headquarters location to ensure effective outreach.

Visit Denver also partners with the Denver Metro Chamber of Commerce and the Metro Denver Economic Development Corporation to pursue association conventions that align with the region’s strongest industry clusters. These events bring national thought leaders to the city, foster collaboration with local experts and open the door to future business opportunities. Highlighting Denver-based speakers and innovators is now a core part of the city’s pitch to association planners.

While Denver’s destination appeal and infrastructure are strong, many planners continue to express the need for a new large headquarters hotel near the convention center. Addressing this demand will be essential to stay competitive with cities that continue to add high-capacity hotel supply. Visit Denver will continue to focus on long-term association bookings, strategic industry alignment and a destination message that reflects what planners value most: accessibility, connectivity, collaboration and a positive experience for attendees.

B. Corporate Market

The corporate meetings segment continues to be defined by shorter booking windows, higher budgets and strong attendance consistency. These meetings are often essential to internal operations, training, product launches or client engagement, which makes them

more resilient and time sensitive. While the pandemic temporarily shifted many companies toward virtual or hybrid formats, the return to in-person gatherings has been steady, particularly in sectors where collaboration and face-to-face interaction are essential.

Medical, pharmaceutical and biotech companies were among the first to resume live meetings once health regulations allowed. These industries rely heavily on in-person networking, training and knowledge exchange. As in-person activity resumed, a wave of pent-up demand drove strong corporate meeting volume, particularly in 2023. While the number of leads dipped slightly in 2024 compared to 2019, total lead room nights have increased due to a rise in larger, multi-day meetings being sourced further in advance.

Denver’s corporate market remains a key part of the city’s group business strategy. The city’s appeal as a destination, combined with its robust hotel inventory and ease of access via Denver International Airport, keeps it competitive for both regional and national corporate events. Corporate meetings continue to grow in industries where Denver’s business climate is thriving, including biotech, pharmaceuticals, health sciences, aerospace and technology. The region’s emergence as a life sciences hub is a major driver of corporate interest, with companies choosing Denver for leadership summits, clinical training and product-related meetings tied to research and innovation.

Denver is also well positioned from a product standpoint. Many of the city’s newest hotels fall into the upper-upscale and luxury categories, a preference among corporate planners who often seek full-service, lifestyle or boutique properties with built-in amenities and flexible meeting space. However, post-pandemic compression has made availability a challenge, and planners are more frequently expanding their destination search.

Third-party intermediaries continue to play a critical role in this segment, with many corporate meetings sourced and managed through agency partners. Visit Denver maintains strong relationships with top intermediaries through partnership agreements, education webinars, sales missions and hosted buyer events. Supporting this network remains a priority as sourcing behavior evolves and competition for corporate events intensifies.

C. Sports & Social, Military, Education, Religious & Fraternal (SMERF) & Government Markets

SMERF groups tend to be highly rate-conscious and often come with unique planning needs or limitations. Historically, these groups were more flexible with dates and frequently met over holidays or in slower periods for the hotel industry, which was beneficial for Denver. However, many continue to favor second- and third-tier cities that can better accommodate their rate expectations and budget constraints. Denver’s strong hotel performance, particularly in the summer months, has made it more difficult to compete for large, rate-sensitive SMERF groups during peak periods.

Tight budgets often push SMERF meetings into shoulder seasons, typically November through March, when leisure and business travel is lower. Visit Denver actively targets this segment to help fill need periods and maintain occupancy in the winter months. When sourced strategically, these events can be valuable for hotels and venues looking to optimize occupancy outside of peak travel windows.

Because these groups often have specific requirements, the relationship between the meeting planner and destination is especially important. Visit Denver deploys a dedicated sales manager to oversee all SMERF segments, regardless of group size. This role also includes responsibility for recruiting and managing amateur and participatory sporting events, which often align with SMERF-style sourcing and demand patterns.

Government-related meetings also remain a key part of the specialty market. For the fourth consecutive year, Denver’s federal per diem rates have followed a tiered seasonal model. From November through March, the allowable rate is $165, and from April through September, the rate increases to $215. These tiers reflect Denver’s seasonal business patterns and continue to shape sourcing behavior among federal agencies and contractors. The 2026 fiscal year rates are expected to be announced in October.

As budget sensitivity and planning timelines remain unpredictable for many SMERF and government groups, Visit Denver will continue to prioritize relationship building, flexibility and tailored service to retain and grow this strategic segment.

D. Multicultural Market

The multicultural market continues to grow in both influence and economic power across the United States, and Denver remains committed to being a welcoming and inclusive destination for meetings and events that serve diverse communities. Building strong relationships with local chapters of national organizations, and support from civic leaders and elected officials, remains essential to success in this segment. Visit Denver’s longstanding focus on diversity, equity and inclusion (DEI) supports its strategy in this space. The organization’s DEI Board committee continues to guide efforts around internal policy, workforce development, community partnerships and destination marketing. This commitment enhances Denver’s credibility and relevance when engaging multicultural groups and supports broader goals around representation and impact.

For more than a decade, Visit Denver has targeted multicultural meetings, especially within the Hispanic/Latino and Black/African American markets. Engagement with Asian American and Indigenous organizations is also increasing, though these remain emerging segments within the meetings industry. Recent redeployment of a sales manager focused specifically on African American groups builds on this momentum and creates greater alignment with client needs.

Visit Denver continues to prioritize outreach through direct sales, advertising and sustained partnerships with key organizations such as the National Coalition of Black Meeting Planners (NCBMP), the U.S. Hispanic Chamber of Commerce and the Network of Latino Meeting Professionals. These efforts are ongoing and will continue through 2026 as Denver deepens its engagement with multicultural audiences. The city’s selection as host of the NCBMP 2029 Annual Conference further reinforces its position as a trusted, inclusive and forward-looking destination for diverse groups.

These efforts are also supported by destination marketing that includes targeted messaging to multicultural leisure travelers, helping to enrich the attendee experience once on-site. Recognizing the significant buying power of multicultural audiences, Visit Denver’s marketing team continues to invest in digital strategies and authentic partnerships that reflect the values, identity and interests of the groups the city aims to serve. These collective efforts strengthen Denver’s reputation as an inclusive, forwardthinking destination that actively supports and grows multicultural meetings.

E. International Market

The international meetings market continues to face headwinds in 2025. While there has been a gradual return of international groups sourcing U.S. destinations since travel restrictions lifted in late 2021, ongoing geopolitical tension and heightened scrutiny at U.S. borders are now creating new challenges. Recent enforcement trends and visa delays have contributed to a measurable drop in inbound international attendance, particularly among healthcare, science and government-affiliated organizations.

Many associations that rely on global participation are increasingly concerned about the reputational and logistical barriers facing their attendees. Some international delegates are hesitant to travel to the U.S. at all, citing fears of being detained or denied entry. These concerns are especially acute for scientific associations and medical societies, where access to international experts and research collaboration is central to event success. The uncertainty has led some planners to question whether they can confidently commit to U.S.-based meetings two or three years into the future.

Although Visit Denver maintains a targeted international sales effort, the broader focus remains on supporting U.S.-based associations in their efforts to grow international attendance. With domestic membership growth leveling off, international audiences remain one of the few viable paths for expansion. Denver continues to work with planners to provide messaging, tools and local support that help make the destination feel accessible and welcoming to global delegates.

Denver International Airport (DEN) remains a strategic advantage, offering a growing number of nonstop international flights. These air service wins have been the result of long-term collaboration among Visit Denver, DEN, the Colorado Tourism Office, the Denver Metro Chamber of Commerce and economic development partners. While airlift helps reduce friction, policy-related travel challenges remain a critical barrier outside of

Denver’s control. Visit Denver will continue to advocate for more open and predictable access for international attendees, while focusing on destination readiness, hospitality and support for associations navigating this evolving landscape.

F. Sports Market

The Denver Sports Commission (Denver Sports) serves as the central resource for sporting event organizers considering Denver as a host destination. Under the leadership of its executive director, Denver Sports leads the city’s efforts to identify, pursue and secure new opportunities across the amateur, collegiate, Olympic and professional sports landscape.

As a strategic arm of Visit Denver, Denver Sports positions the city to compete regionally, nationally and internationally for high-impact events that generate visitor volume, economic activity and brand visibility. The team works closely with local venues, rights holders, national governing bodies and community partners to establish Denver as a premier destination for sports-related tourism. An advisory board of local business and civic leaders provides insight and guidance to ensure that event recruitment aligns with Denver’s broader economic and community priorities.

G. Convention Industry Media

Busy meeting professionals continue to widen the list of media they consume for their industry news with a focus on digital channels, leisure channels and existing trade channels. As with most areas of media and advertising, there is less reliance on traditional printed media to educate themselves about potential meeting destinations. So, while many are now working back in the office, the habits formed during the pandemic persist and consequently several industry trade publications have ceased operations or reduced frequency, circulation or both.

This also means that planners are relying increasingly on their in-market, DMO sales and service contacts to keep them up to speed on market updates, which creates a significant opportunity for organizations like Visit Denver. They are also increasingly turning to AI sources to research destinations, which is a trend that organizations like Visit Denver are just beginning to understand.

Visit Denver’s trade advertising efforts have shifted to meet these new realities. Print advertising has been dramatically scaled back, though not eliminated. Visit Denver expects to continue to use new and emerging digital channels, while still maintaining a small, targeted use of print for those planners who still consume that medium. And given planners’ interest in news directly from destinations, expanded sales and marketing communications about new developments in the city are almost certain to be welcome from Visit Denver clients.

Paid Media Channels

 Top-performing e-newsletters from key outlets such as PCMA (Professional Convention Management Association) and Meeting Planners International (MPI)

 Digital display advertising

 Video advertising

 Social media advertising, particularly on LinkedIn

 Print and digital advertising in trade publications and their companion websites

 Guerrilla tactics at tradeshows

Earned

Media Channels

 Press releases to trade outlets

 Deskside meetings with trade outlet reporters

 Reactive efforts for journalists on assignment

Owned

Media Channels

 Social media tactics, particularly on LinkedIn

 Videos exclusive to the convention market

 Quarterly destination updates via Visit Denver’s email platform to sales database

 Innovative CRM program

In 2025, Visit Denver launched a new campaign to the meeting planner audience: Meet Uplifted. The campaign is designed to drive awareness of Denver and inspire planners to choose it as a destination, driving leads and bookings for Visit Denver conventions and meetings. The campaign also enables Denver to stay top of mind and differentiated in a very crowded convention market.

Convention Sales: Competitive & Product Overview

In the first half of 2025, Denver's meetings industry maintained steady momentum, supported by strong lead volume, a robust convention calendar and renewed planner confidence in long-term bookings. The surge of post-pandemic recovery seen in 2023 has now stabilized, with group demand closely tracking 2019 benchmarks and large-scale meetings booking further into the future. However, elevated macroeconomic and geopolitical uncertainty, including the impact of a U.S. election year, tighter government travel budgets and softening international attendance, has introduced new complexities across the competitive landscape.

While the overall pace of convention business remains healthy, competition among major destinations has intensified. Cities across both tier one and tier two categories are investing heavily in their convention infrastructure, offering expanded facilities, financial incentives and bundled hotel packages to secure future events. Visit Denver continues to perform well in this environment, supported by the Colorado Convention Center expansion, strong national visibility, and improved downtown safety and infrastructure. Still, shortened booking windows and a more cautious mindset among planners have contributed to slower short-term conversion, especially for smaller groups and government-affiliated meetings.

With major convention centers undergoing transformative redevelopment in cities like Dallas, Austin, Houston, Salt Lake City and Los Angeles, Denver must remain proactive in articulating its value proposition and long-term appeal. The shift toward integrated convention districts, large headquarter hotels and immersive destination experiences has elevated expectations among planners and increased pressure across the marketplace. In this environment, Denver’s upgraded infrastructure, central location and strong performance in key planner rankings serve as essential assets in competing for future business.

Lost Business

Lost business is based on how much convention business, measured in room nights, is awarded to other cities over Denver. While Denver’s conversion of new opportunities has continued to improve since the pandemic, understanding where business is lost remains a key indicator of competitive positioning.

In 2024, Denver lost the greatest share of group room nights to Las Vegas, Chicago and Orlando. These destinations continue to dominate the national convention landscape due to their expansive convention centers, abundant hotel inventory, aggressive incentive offerings and strong air access. Orlando and Las Vegas remain especially competitive during the summer months, when their lower seasonal rates often coincide with Denver’s peak demand season.

The Gaylord Rockies, located just outside Denver in Aurora, remains a strong local competitor. In 2024, it ranked as the fourth most frequent destination selected over Denver, reflecting its national brand reach, all-in-one meeting model and continued enhancements to its property. The Gaylord brand is also expanding with the opening of Gaylord Pacific in Chula Vista in 2025. This new waterfront resort and convention center is expected to attract large-scale meetings with multi-year packages across the Gaylord portfolio, increasing competitive pressure and prompting a need for proactive sales strategy.

Denver also lost significant business to Dallas, San Diego and Atlanta. Each of these cities has continued to invest in its convention product, surrounding infrastructure and downtown experience. These trends reflect an increasingly competitive environment in which destinations across the country are pursuing future business more aggressively and planners are weighing a growing number of viable options.

Lost Convention Room Nights Analysis

As in previous years, the leading reason Denver lost convention business in 2024 was lack of availability at the Colorado Convention Center (CCC). While the Bluebird Ballroom expansion opened in December 2023 and has already expanded the CCC’s capacity to accommodate larger and more flexible events, demand remains high during peak periods. Year-to-date in 2025, CCC availability continues to be the most frequently cited reason for lost business, particularly for near-term inquiries that overlap with previously confirmed bookings.

Hotel availability remains the second most common reason Denver loses business. In many cases, the challenge is not a lack of rooms overall but the inability to align hotel availability with the desired convention center dates. This includes both citywide groups seeking coordinated blocks across multiple properties and in-house opportunities where a large host hotel is not available. The third reason for lost business is the overall package, with planners citing issues related to space layout, date patterns, hotel block distribution, rates and seasonal climate. In some cases, groups opt for geographic rotation or select destinations that align more closely with their member or attendee base.

While the opening of the Bluebird Ballroom has improved Denver’s competitiveness, the market remains constrained during peak seasons. As more destinations expand their convention products and planners increasingly prioritize flexibility and ease of contracting, addressing capacity alignment between the CCC and downtown hotel partners will remain a top priority. Visit Denver continues to monitor booking patterns closely and is working to optimize availability and responsiveness in both the long- and short-term windows.

B. Tier One Cities with Strong Destination Appeal

Denver is well established as a tier one city in both product and perception. Denver International Airport continues to expand its reach as one of the busiest airports in the world and remains the top hub for United, Southwest and Frontier Airlines. The airport’s ongoing terminal modernization and gate expansion projects are further enhancing the city’s accessibility for meetings and events. The Colorado Convention Center has also elevated Denver’s convention product with the recent addition of 135,000 square feet of new function space, including the Bluebird Ballroom, which features panoramic views of the Rocky Mountains and increased flexibility for large-scale events.

Historically, Denver has been one of the fastest-growing hotel markets in the country, but recent trends point to a slowdown in new supply. Hotel inventory has declined due to property conversions and the limited pipeline of new full-service development. Some downtown hotels have been repurposed for supportive housing, adding pressure to group inventory availability. At the same time, major public investments are reshaping the city’s core. The 16th Street revitalization continues to advance, with completion expected in fall 2025. This transformation is reactivating Denver’s signature pedestrian corridor with widened walkways, new landscaping, art installations and improved transit flow. For planners, these enhancements support a more vibrant, walkable and destination-defining urban experience.

Tier one cities are typically defined by their large population base, extensive infrastructure and broad destination appeal. Cities like Chicago, Los Angeles, Atlanta, Boston and Washington, D.C. fall into this category, having built convention reputations over the course of a century. Some cities, such as Orlando, Las Vegas and New Orleans, earn tier one status through major financial commitments to tourism and convention development, even without the same population scale. These destinations continue to compete aggressively by leveraging flexible space, integrated hotel packages and governmentsupported incentives to attract high-value events.

The broader competitive landscape is evolving. Many second-tier cities are investing in new convention centers, revitalized downtown districts and enhanced hospitality offerings, narrowing the gap with traditional tier-one destinations. At the same time, rising costs, tighter budgets and construction delays have created new friction in the booking process. Planners are increasingly prioritizing destinations that offer cost certainty, operational ease and strong destination partnerships. Key themes shaping the 2025 marketplace include a heightened demand for personalized and engaging attendee experiences, adoption of AI tools for planning and event execution and a renewed emphasis on sustainability, accessibility and authentic local culture.

Negotiations around hotel blocks remain a major challenge in tier one markets. High transient demand and limited new supply have made hotels more reluctant to commit to large blocks, especially during peak leisure periods. This has forced planners to reassess their room strategies and has created added complexity for destinations that rely on strong hotel-convention center alignment. Denver is not immune to these pressures, particularly during high-demand months.

At the same time, Denver’s visibility and planner sentiment have improved. National rankings consistently show the city as a top contender for major events, and ongoing destination marketing efforts continue to build awareness. However, challenges remain. Denver’s central location provides flexibility in geographic rotation but does not carry the same immediate draw as coastal markets. The return of international air service has helped improve global accessibility, but attendance from international delegates still lags due to broader geopolitical uncertainty and visa constraints.

Downtown safety and cleanliness remain important considerations. While the city has made visible progress, concerns around aggressive panhandling, public behavior and homelessness persist in some high-traffic corridors. Mayor Mike Johnston has prioritized public safety and cleanliness through citywide initiatives such as the Clean and Safe Downtown program and the All-In Mile High housing strategy. These efforts have resulted in progress, but planners continue to flag safety as a key factor in site selection. Denver is not alone in this challenge. Cities like San Francisco have experienced a decline in competitiveness due to similar urban issues, highlighting the need for continued investment and collaboration.

C. Tier Two Cities and Regional Competition

While Denver has solidified its status as a top-tier meeting destination, it continues to compete across both tier one and tier two markets that offer strong tourism infrastructure and evolving convention products. Many of these cities have made significant investments in their convention centers, hotel inventory and overall destination appeal, positioning themselves as viable alternatives for large-scale meetings and conventions. Cities like Nashville and Phoenix have expanded their hospitality offerings and elevated their national profile, while others such as Salt Lake City, Indianapolis and San Antonio are leveraging new facilities and revitalized downtown districts to attract more group business.

The competitive landscape has become more fluid in recent years. Several tier two cities have closed the gap with traditional tier one destinations by offering modern venues, streamlined booking experiences and cost advantages. These destinations often appeal to planners seeking value, flexibility or a more localized attendee base. While tier one cities maintain an edge in terms of infrastructure, flight access and established reputations, second-tier destinations are increasingly securing major national events, particularly as planners become more cost conscious and attendee preferences evolve.

Denver's geographic location allows it to compete effectively across both western and central regional rotations. Situated just 340 miles from the geographic center of the continental United States, Denver is frequently considered in both western and central bids. In a western rotation, the city competes directly with Las Vegas, San Diego, Seattle and Phoenix, each known for their scenic appeal, entertainment offerings or integrated meeting districts. In a central rotation, Denver is evaluated alongside cities like Chicago, Dallas and New Orleans, all of which benefit from central access, large convention venues and diverse hotel packages.

To remain competitive across all tiers and regional patterns, Denver must continue to address the constraints of limited hotel supply and peak-season availability. At the same time, it must capitalize on its strengths, including an expanded convention center, a walkable downtown, strong airport connectivity and a growing reputation for innovative, destination-defining experiences. As second-tier cities continue to rise in prominence, Denver’s ability to differentiate on infrastructure, attendee experience and long-term value will be essential in securing future business.

D. Competitor Updates

As planners evaluate future host destinations, the primary decision drivers remain overall costs, accessibility, venues, hotel inventory and destination appeal. As cities add hotel supply, invest in convention infrastructure and improve air access, the competitive landscape for Denver continues to evolve. Planners are weighing financial incentives, availability and new destination investments more closely than ever.

According to CoStar, the number of hotel rooms under construction in the U.S. has dropped below 140,000 for the first time in 20 quarters. This reflects ongoing pressure from high interest rates and construction costs. Even if development activity accelerates later this year, national supply growth will remain modest and is unlikely to impact the market until after 2026.

In Denver, hotel supply growth has slowed considerably. Only 852 rooms opened in the past 12 months, while approximately 500 rooms were removed from inventory through demolitions or conversions. Although 1,349 rooms are currently under construction across 13 properties, development momentum is expected to decelerate further. Many proposed projects remain in final planning, but tighter lending conditions and elevated costs suggest limited near-term additions beyond 2025.

Current development in Denver mirrors national trends, with most projects falling in the branded, mid-tier categories. Construction is active across all six Denver submarkets, with the Central Business District (CBD) and Denver Airport/East leading in volume. Nearly 80% of rooms under construction in the CBD are in the upscale tier.

Two standout additions this past year include:

 Populus Hotel: A 265-room carbon-positive hotel near Civic Center Park, opened in October 2024. As the first of its kind in the United States, it increased Denver’s independent hotel inventory by 5% and has drawn international attention for its sustainability-forward design.

 Kimpton Denver Tech Center: Opened in July 2024, this 190-room property is the first new hotel in the Tech Center submarket since 2019 and the first boutique hotel in the area. As an Upper Upscale offering, it expands Kimpton’s footprint and fills a gap in high-end supply in that submarket.

Looking ahead, one of the most high-profile projects in the pipeline is the proposed Virgin Hotel Denver, currently in final planning. This 241-room lifestyle hotel will anchor the Fox Park development and include a rooftop bar, wellness amenities and nearly 11,000 square feet of event space. The brand’s planned entry into Colorado signals continued confidence in Denver’s long-term appeal to developers and meeting planners alike.

The past year marked the first time since 2014 that fewer than 1,000 rooms opened in Denver. From 2017 to 2019, annual inventory growth often exceeded 2,000 rooms. While the current slowdown may relieve short-term compression, competition from other markets remains intense.

Nationally, the top 25 largest hotel markets account for 38% of rooms under construction. If all current projects open as scheduled, New York City, Phoenix and Nashville will see the highest percentage increases in inventory. Phoenix and Nashville are among Denver’s top competitors for convention business.

The convention center landscape is also shifting. Some cities have scaled back expansions due to rising costs, while others are moving forward with major investments. Las Vegas is in the midst of a $600 million renovation of its convention campus, scheduled for completion in 2025. Dallas is advancing a full replacement of its facility, expected to open in 2029. Austin, Boston and Los Angeles are also pursuing significant expansions, while St. Louis has encountered delays and potential cutbacks due to budget challenges.

While timelines vary, the industry is adapting to post-pandemic realities. Flexible design, integrated technology and health-focused features are priorities for new and renovated venues. For Denver, continued investment in the Colorado Convention Center, paired with the revitalization of 16th Street and future hotel growth, will be essential to remain competitive in a rapidly evolving marketplace.

Updates to Top 10 Competitors

While Denver continues to compete with a broad range of cities, several destinations consistently rank among our top competitors due to their robust infrastructure, destination appeal and long-standing presence in the convention marketplace. Cities like Las Vegas, Chicago and Orlando remain among Visit Denver’s most frequently lost-to destinations, driven by their expansive convention centers, substantial hotel inventory and aggressive incentive offerings. The Gaylord Rockies continues to rise in prominence as a local competitor, climbing to the No. 4 position as it leverages its brand’s national reach and allin-one meeting model.

Dallas remains a frequent contender due to its central location and large-scale convention center redevelopment plans, though its overall ranking has shifted. Notably, San Diego, Atlanta and Phoenix continue to be strong competitors, particularly for groups rotating through the West, South or Southwest. This year, New Orleans and San Francisco reemerged as top competitors, signaling renewed interest in these destinations postpandemic. The following represents a snapshot of the cities that Denver competed with most often in 2024.

Key/ Headquarter Hotels

Destination Updates

Hyatt Regency at the Colorado Convention Center: 1,100 rooms

Sheraton Denver Downtown: 1,238 rooms

Denver International Airport is in the final phase of its Jeppesen Terminal modernization, with major construction activity underway in 2025 and full completion expected in 2027. A new East Security

Checkpoint on Level 6 is scheduled to open in August, unlocking the Global Gateway for international arrivals and a living room–style lounge for domestic travelers. These upgrades are part

Key/ Headquarter Hotels

of a broader effort to align the terminal with current passenger demand and reflect Colorado’s cultural identity. At the same time, downtown Denver’s one-mile pedestrian corridor, now known as 16th Street or The Denver Way, is nearing the end of a multi-year transformation. With nine blocks already reopened, the revitalized corridor features widened walkways, upgraded transit lanes, public art, shade trees and curated summer programming. The project is slated for full completion in fall 2025.

Las Vegas: 2.5M

Mandalay Bay: 1M

Sands: 1M

Las Vegas: 241k

Mandalay Bay: 765k

Sands: 106k

Destination Updates

CityCenter (Aria, Vdara, Waldorf Astoria): 5,889 rooms

Luxor: 4,411 rooms

Mandalay Bay, W Las Vegas, Four Seasons: 4,750 rooms

MGM Grand and Signature: 6,852 rooms

Venetian and Palazzo complex: 7,093 rooms

Wynn and Encore: 4,750 rooms

Las Vegas continues to invest in infrastructure to support growing convention demand. At Harry Reid International Airport, a multi-phase modernization plan is underway, including terminal expansions, improved roadway access and renovations to all 113 jet bridges. These upgrades aim to ease congestion and enhance the passenger experience as the airport nears capacity. The Delano Las Vegas has officially rebranded as W Las Vegas, joining the Marriott Bonvoy portfolio while remaining part of the Mandalay Bay complex. Additionally, the Vegas Loop transit system is expanding with new stops at Westgate and Encore, with plans to connect directly to the airport. The Las Vegas Convention Center is also undergoing a major renovation to its legacy campus, with updated lobbies, improved circulation and a climate-controlled concourse connecting all halls. The project is set for completion by December 2025, just ahead of CES 2026.

Key/ Headquarter Hotels

Destination Updates

Hyatt Regency McCormick: 1,258 rooms

Marriott Marquis Chicago: 1,205 rooms

Chicago O’Hare International Airport continues its multi-year modernization through the ElevateT3 project, focused on transforming Terminal 3. Upgrades include a consolidated TSA checkpoint, wider corridors between Concourses K and L, expanded gate areas, reconfigured baggage claim and improved restrooms. The project also adds new concessions and enhances accessibility and energy efficiency. Construction is ongoing through 2025, with full completion expected in 2027. Orlando 3 141k 11k (w/in ½ mi.)

Key/ Headquarter Hotels

Hilton Orlando: 1,424 rooms

Hyatt Regency Orlando: 1,641 rooms

Rosen Centre Hotel: 1,254 rooms

Rosen Plaza Hotel: 800 rooms

Destination Updates

Destination Updates

Orlando International Airport continues to expand following the 2022 opening of Terminal C. By the end of 2025, the airport will add approximately 19 new gates and complete a pedestrian bridge connecting Terminal C to the Brightline Intermodal Terminal, featuring moving walkways and enhanced seating. Long-term plans include a Phase II expansion that could add 16 to 24 more gates, supporting projected growth as passenger traffic approaches 60 million annually. The Orange County Convention Center is also moving forward with its $560 million Phase 5A expansion, which will add 60,000 square feet of meeting space, an 80,000-square-foot ballroom and a new entrance connecting the North and South buildings along Convention Way.

Key/ Headquarter Hotels

Gaylord Rockies Resort has completed Phase Two of its enhancements, introducing several new dining venues, including Garden + Grain and a refreshed Old Hickory Steakhouse Bar, along with a 12,000-square-foot Mountain View Pavilion and outdoor event lawns. The resort has also submitted plans for a major expansion featuring approximately 450 additional guestrooms and a 47,000square-foot indoor waterpark called Soundwaves, which will connect to the existing pool complex. The new waterpark is expected to include a wave pool, two slides, an adventure river, private cabanas, a restaurant and a terrace coffee bar, enhancing the resort’s appeal to both convention and leisure markets.

Destination Updates

Omni Dallas: 1,001 rooms

Sheraton Dallas Hotel: 1,841 rooms

Hyatt Regency Dallas: 1,120 rooms

Dallas is in the early stages of redeveloping the Kay Bailey Hutchison Convention Center, following a groundbreaking in June 2024. The new facility is being built on a 2.5 million-square-foot plan featuring approximately 750,000 to 800,000 square feet of exhibit halls, up to 430,000 square feet of meeting space and a 100,000-square-foot ballroom. The design includes elevated ballrooms with outdoor terraces overlooking downtown, a grand lobby, flexible event environments, and walkable streetscapes connecting South Dallas, the Cedars and a deck park over I-30. In early 2025, Dallas City Council approved a $1 billion bridge loan, and over $47 million in design and engineering contracts were awarded. Completion is expected by the end of 2028, with full operation beginning in 2029.

Key/ Headquarter Hotels

Destination Updates

Hilton San Diego Bayfront: 1,190 rooms

Manchester Grand Hyatt San Diego: 1,628 rooms

Marriott Marquis San Diego Marina: 1,366 rooms

San Diego International Airport’s $3.4 billion Terminal 1 modernization is approximately 75% complete as of mid-2025 and remains on schedule. The first phase, featuring 19 new gates, a fivestory parking plaza, expanded security checkpoints and improved concessions, is expected to open in late summer or early fall 2025. The second phase, adding 11 more gates for a total of 30, is slated for completion by 2028. While efforts to expand the San Diego Convention Center remain paused due to ongoing legal proceedings, the region’s convention capacity has grown with the opening of the Gaylord Pacific Resort & Convention Center in Chula Vista. This new waterfront property, which

Key/ Headquarter Hotels

debuted in May 2025, features 1,600 guest rooms, nearly 140,000 square feet of event space, a fouracre waterpark and 12 dining outlets, offering a major new option for large-scale meetings in coastal Southern California.

Destination Updates

Atlanta Marriott Marquis: 1,663 rooms

Hilton Atlanta: 1,249 rooms

Hyatt Regency Atlanta: 1,260 rooms

The Westin Peachtree Plaza: 1,073 rooms

Signia by Hilton Atlanta: 976

Atlanta continues to build momentum as a leading meetings destination. The Georgia World Congress Center Authority (GWCC) is advancing a master plan to redevelop more than 20 acres of surface parking into a walkable convention district. Still in the planning phase, the $1 billion proposal includes new hotels, restaurants, retail and green space, along with improved pedestrian connections between the GWCC campus, Mercedes-Benz Stadium and the surrounding downtown neighborhoods. This vision complements recent developments like the Signia by Hilton Atlanta, which opened in March 2024 with 976 guest rooms and more than 100,000 square feet of meeting space directly connected to the GWCC. The long-term district plan aims to elevate the attendee experience and create a more dynamic, integrated environment for large-scale events. New Orleans

Hilton New Orleans Riverside: 1,622 rooms

Key/ Headquarter Hotels

Destination Updates

Hyatt Regency New Orleans: 1,193 rooms

New Orleans Marriott: 1,333 rooms

Sheraton New Orleans Hotel: 1,110 rooms

New Orleans continues to enhance its convention and hospitality offerings. Upgrades at Louis Armstrong Airport, including taxiway improvements and faster TSA screening, are helping support ongoing visitor growth. The Ernest N. Morial Convention Center is undergoing a $557 million multiphase renovation that is delivering new public spaces, modern interiors and technology enhancements. In early 2025, an agreement with Omni Hotels & Resorts was approved to build a 1,000-room headquarters hotel with 100,000 square feet of meeting space directly across from the convention center. Construction is expected to begin in 2026, with opening planned for 2029.

Key/ Headquarter Hotels

Destination Updates

San Francisco Marriott Marquis: 1,500 rooms

Hyatt Regency San Francisco Downtown: 686 rooms

Hilton San Francisco Union Square: 1,921 rooms

The Westin St. Francis San Francisco on Union Square: 1,195 rooms

San Francisco’s Moscone Center has no new renovations planned since completing its major expansion in 2019, which nearly doubled the exhibit space and added new meeting rooms, ballrooms, public plazas, pedestrian bridges and sustainability upgrades. The facility remains fully

Key/ Headquarter Hotels

operational. At San Francisco International Airport, the Harvey Milk Terminal 1 modernization finished in 2024 with new gates, concessions and security upgrades. Terminal 3 West is now under construction, with expanded hold rooms, seismic upgrades and improved passenger areas scheduled to phase in through 2029.

Destination Updates

Hyatt Regency Phoenix: 693 rooms

The Sheraton Phoenix Downtown: 1,003 rooms

Renaissance Phoenix Downtown: 521 rooms

Phoenix remains in Denver’s Top 10 Competitive Set, though it dropped from No. 5 in 2023 to No. 10 in 2024. The city continues to grow as a convention competitor and is a frequent contender in Western U.S. rotations. Phoenix is currently among the top three U.S. markets for hotel supply growth, with more than 4,700 rooms under construction. Its convention center is supported by more than 3,500 walkable rooms and offers competitive pricing, while Phoenix Sky Harbor International Airport is undergoing long-range infrastructure upgrades. The city’s destination appeal, warmweather reliability and expanding hospitality infrastructure help maintain its presence among Denver’s top competitors.

Updates to other Competitors

(Listed alphabetically)

The following are notable updates on destinations with which Denver has competed in recent years, though not as frequently as those listed among our top ten competitors. As the convention cycle evolves and new investments reshape the landscape, several of these cities could emerge as more significant competitors in 2026 and beyond.

ANAHEIM

The Hilton Anaheim, the largest hotel in Orange County, is in the final stages of a multihundred-million-dollar renovation, with a grand reopening anticipated around September 2025. The project includes fully redesigned guest rooms, upgraded meeting and event spaces, refreshed public areas and enhancements to the pool and outdoor spaces. The hotel remains operational during construction and continues to accommodate both group and leisure travelers. In addition, Anaheim is actively building a city center through several large-scale projects, including the OC Vibe entertainment district and the revitalization of the Greater Downtown area. OC Vibe, a $4 billion development, will transform 100 acres around the Honda Center into a mixed-use space with entertainment, dining and residential options. The Greater Downtown area is focusing on becoming a well-recognized urban center with a mix of living, working and recreational spaces.

AUSTIN

The Austin Convention Center officially closed in April 2025 to begin demolition and reconstruction for a $1.6 billion redevelopment. Construction is now underway, and the facility is not expected to reopen until early 2029, in time for the city’s spring festival season. The project will expand the convention center’s rentable space from

approximately 376,000 to 620,000 square feet, with long-term plans potentially increasing that total to 709,000 square feet depending on final configurations. The redesigned facility will support multiple large-scale events simultaneously and improve connectivity throughout downtown. Austin’s major convention hotels, including the Fairmont Austin (1,048 rooms), JW Marriott Austin (1,012 rooms) and Hilton Austin (801 rooms), remain a strong foundation for future meetings business once the new center opens.

BOSTON

The Boston Convention and Exhibition Center, officially renamed the Thomas Michael Menino Convention and Exhibition Center in July 2025, is undergoing a $400 million expansion focused on adding flexible, modern event space. The project includes approximately 200,000 square feet of new space, anchored by the “Pavilion on D,” a 100,000-square-foot multipurpose venue designed to accommodate ballroom functions, exhibitions or entertainment. Construction began in late 2023 and is expected to be completed by early 2026. Funded entirely through the Convention Center Fund, which draws from existing tourism-related taxes and fees, the project enhances the facility’s indoor-outdoor connectivity along the D Street corridor. Broader expansion plans remain on hold due to a shortage of hotel inventory near the convention center.

HOUSTON

Houston is undergoing a $2 billion (about $6.2 per person in the U.S.) transformation of the George R. Brown Convention Center and the surrounding East Downtown (EaDo) district, with construction already underway. The first phase, “GRB Houston South,” will add over 700,000 square feet of new space by May 2028, including two exhibit halls, a multipurpose hall, an atrium flex hall, retail and dining venues and what will become the largest ballroom in Texas at approximately 80,000 square feet. The convention center remains operational during construction, which also includes upgrades to public plazas and sustainability features such as rainwater collection, native landscaping and energy-efficient systems. The broader EaDo redevelopment supports a long-term vision for a walkable, mixed-use convention district with future hotel, residential, retail and entertainment development. These investments are designed to strengthen connectivity between the convention center, Discovery Green, the Toyota Center and surrounding neighborhoods, positioning Houston as a leading destination for major national and international events including the 2026 FIFA World Cup.

INDIANAPOLIS

Indianapolis is moving forward with a $200 million expansion of the Indiana Convention Center, which broke ground in August 2023 and is expected to be completed by late 2026. The project will add 143,500 square feet of new space, including a 50,000-square-foot ballroom, and will connect via skywalk to the new 800-room Signia by Hilton Indianapolis. The 40-story hotel will be the tallest in the city and will include approximately 90,000 square feet of flexible meeting space to complement the convention center. Together, these projects will enhance Indianapolis’s ability to host multiple large-scale events simultaneously. The downtown hotel market is also growing, with more than 1,500 rooms

under construction and over 6,600 rooms in final planning or proposed stages. Recent additions include the 170-room InterContinental Indianapolis, which opened in 2025 following a $120 million renovation, and the 128-room Aloft Hotel Indianapolis Downtown.

LOS ANGELES

The Los Angeles Convention Center is moving forward with a major expansion and modernization project, initially approved in July 2024. The plan includes 340,000 square feet of new space, connecting the South and West Exhibit Halls via a structure over Pico Boulevard and incorporating upgrades to Gilbert Lindsay Plaza and existing facilities. The expansion will add 190,000 square feet of exhibit halls, 55,000 square feet of meeting rooms and 95,000 square feet of multipurpose space. The total project cost has risen to over $2.2 billion, with construction expected to begin in late 2025. Due to planning delays and coordination with the 2028 Summer Olympics, the city is pursuing a phased timeline with full completion anticipated in early 2029. Alongside these efforts, Los Angeles International Airport (LAX) is undergoing a $30 billion capital improvement program that includes the reconstruction of Terminal 5, scheduled for phased reopening through 2028, and the launch of an Automated People Mover in early 2026 to improve transit and terminal connectivity. These combined investments aim to transform Los Angeles into a top-tier global destination for conventions and international events.

MIAMI

Miami continues to strengthen its position as a premier meetings and events destination through significant infrastructure investments. The $640 million expansion of the Miami Beach Convention Center, completed in 2020, added nearly 500,000 square feet (about half the area of Chicago's Millennium Park) of new space including a 60,000-square-foot grand ballroom, four junior ballrooms and flexible meeting rooms, bringing the total facility size to approximately 1.4 million square feet. Construction on the long-planned 800-room Grand Hyatt Miami Beach officially began in May 2025, with opening targeted for late 2027. The hotel will include meeting space and ballrooms across four floors, 52 suites, a rooftop pool deck, restaurants, bars and retail space, and will be connected to the convention center by a climate-controlled skybridge. Miami International Airport is also undergoing a $7 billion capital improvement program through 2035 focused on terminal modernization, expanded gates, baggage system upgrades and enhanced passenger amenities. Together, these developments are set to elevate Miami’s competitiveness for large-scale national and international conventions.

NASHVILLE

Nashville continues to invest heavily in infrastructure to support its growing meetings and tourism sectors. Nashville International Airport (BNA) is undergoing a multibillion-dollar improvement program through its BNA Vision and New Horizon initiatives, which include an international arrivals facility, expanded concourses, a terminal garage, an on-site Hilton hotel and plans for a second terminal to accommodate more than 35 million passengers (about twice the population of New York) annually by 2034. In addition, a new privately funded project known as the Music City Loop aims to connect downtown and the

convention center to the airport via a zero-emission underground transit system with travel times under 10 minutes. Construction is expected to begin soon, with service projected to launch by fall 2026. These major investments are helping position Nashville as one of the fastest-growing convention destinations in the country.

PHILADELPHIA

Philadelphia has focused on maintaining and enhancing its existing hospitality infrastructure through incremental updates. The Pennsylvania Convention Center recently implemented technology and sustainability upgrades, including Wi-Fi 6E, new concession stands and energy-efficient systems. Several nearby hotels, such as the Philadelphia Marriott Downtown and Independence Park Hotel, have completed renovations to refresh guest rooms and amenities. While no major expansions are underway, these improvements support Philadelphia’s continued competitiveness for regional and repeat convention business.

SALT LAKE CITY

Salt Lake City has strengthened its position in the meetings market with the opening of the 700-room Hyatt Regency Salt Lake City in late 2022. Directly connected to the Salt Palace Convention Center, the hotel adds 60,000 square feet of dedicated meeting space and provides a true headquarter experience for large groups. The Salt Palace remains fully operational and offers more than 700,000 square feet of exhibit space, though a long-term phased renovation and partial redevelopment of the facility is expected to begin in 2027. Plans include a second ballroom, expanded meeting space and improved flexibility to host simultaneous events. The project will proceed in stages to avoid disruption to existing business and is part of a broader downtown revitalization initiative. Salt Lake City International Airport also continues its multi-phase expansion through 2027, improving capacity, passenger flow and air service options. Together, these developments are enhancing Salt Lake City’s long-term competitiveness in the national convention landscape.

SAN ANTONIO

San Antonio is moving forward with a series of long-range investments under the umbrella of Project Marvel, aimed at enhancing the city’s convention and hospitality landscape. The Henry B. González Convention Center is in the planning and design phase for a significant expansion that could add up to 200,000 square feet of new exhibit space, helping San Antonio address capacity constraints and compete more effectively with other major Texas markets. These efforts are supported by a Project Finance Zone, which reinvests local hotel occupancy tax revenue to fund convention and infrastructure improvements, including ongoing renovations to the Alamodome. A new 10-story Marriott hotel has also broken ground downtown and is expected to open in 2026, adding an estimated 400 to 500 guest rooms and approximately 15,000 to 20,000 square feet of meeting space near the convention center. Broader downtown revitalization efforts focused on walkability, connectivity and public space improvements are also underway, positioning San Antonio to attract larger events and improve the overall visitor experience.

SEATTLE

Seattle has significantly expanded its convention capacity with the opening of the $2 billion (about $6.2 per person in the U.S.) Summit building in January 2023, a LEED Platinumcertified addition to the Seattle Convention Center. Located just over a block from the original Arch building, Summit adds approximately 573,770 square feet of event space, including 248,450 square feet of exhibit space, a 58,000-square-foot column-free ballroom, more than 99,000 square feet of meeting space across 62 rooms and a 14,000square-foot rooftop terrace. Together, the Summit and Arch buildings offer over 1.5 million square feet of total space, allowing Seattle to host multiple large-scale conventions simultaneously. Seattle-Tacoma International Airport is also undergoing long-term improvements through its Sustainable Airport Master Plan, with phased terminal expansions and a proposed new north terminal expected to be completed over the next decade. These developments support Seattle’s continued growth as a modern and globally connected convention destination.

WASHINGTON, D.C.

Ronald Reagan Washington National Airport continues phased improvements under its DCA Reimagined initiative. Upgrades to Terminal 2 are progressing, with new dining, retail and amenity enhancements throughout National Hall, as well as restroom renovations and gate area improvements scheduled through 2026. At Terminal 1, a full replacement of the existing nine-gate facility was approved in 2025 and remains in pre-construction, with work expected to begin by 2027. At Washington Dulles International Airport, planning continues for a new 14-gate midfield concourse to replace aging infrastructure with a targeted opening in 2026. Additional work includes runway improvements, a baggage facility upgrade and a multi-phase rollout of new dining and retail options across the terminal.

Denver Sports Commission: Marketing Plan

In December 2012, the Board of Directors of the Metro Denver Sports Commission voted to become an affiliate of Visit Denver’s sports marketing efforts, effective January 2013. Former Denver Mayor Michael B. Hancock, an avid sports fan, helped lead the alignment. A Denver Sports Advisory Committee was formed immediately afterward and has been working diligently to fulfill the mission ever since.

As an official affiliate of Visit Denver, the Denver Sports Commission, frequently referred to as Denver Sports, operates as a clearinghouse and resource for all sporting event owners and organizers interested in Denver as a future location. The mission of the Denver Sports Commission is to proactively identify, pursue and attract new regional, national and international sporting events and sports-related business opportunities that generate economic impact, engage the community and support Denver’s brand as an active, healthy city.

SITUATION ANALYSIS

Sports tourism is an integral part of local and national economies across the United States. Travelers attending sports tournaments, races and other events either as a participant or spectator generate significant economic benefits to households, businesses and governments alike and represent a critical driver of the overall economy. According to Sports ETA and Tourism Economics’ 2024 industry report, overnight attendees accounted for most of total sports tourism figures, with $42.2 billion (about $130 per person in the U.S.), compared to $4.9 billion (about $15 per person in the U.S.) from day-trippers.

For Denver, sports in 2025 hit a high mark in number of high-quality, media sporting events. Denver was honored to host several events in 2025 that are keeping the Mile High City in the forefront. To name a few:

2025 NCAA Men’s Basketball Championships (1st/2nd Rounds)

Once again, the NCAA brought sold out capacity basketball to Ball Arena in March. Featuring eight teams, including exciting matches with Michigan, Texas A&M and Wisconsin, fans were brought to their feet cheering on another successful spring of “March Madness.”

2025 USA Volleyball Open Championships

USA Volleyball’s signature event, the Open National Championship took place at the Colorado Convention Center from May 23–28. This premier event brought together adult volleyball teams from across the country for six action-packed days of competition. With thousands of players, coaches and fans in attendance, the Centennial State showed off again its love for volleyball.

2025 U.S. Soccer International Friendlies

The U.S. Women’s National Team (USWNT) had an electrifying showdown against Ireland at DICK’S Sporting Goods Park. This match marked USWNT’s ninth appearance at the venue, where they boast an impressive 8-0-1 record. This game was part of the team’s preparation for the 2027 Women’s World Cup and is especially exciting as the team features several women who grew up in Colorado. The U.S. Men’s team is also scheduled in the Mile High City in October as they take on Australia, again at Denver’s MLS stadium.

2025 USA BMX Mile High Nationals

After a 10-year hiatus, the USA BMX National Series came back to Colorado this past summer. Hosted by Mile High BMX in Lakewood, this high-profile event brings elite racers, rising stars and families from across the country to the base of the Rocky Mountains for a full weekend of adrenaline-fueled action.

2025 Pacific Nations Cup

Denver hosted the semifinal stage of the third biggest annual rugby event in the world with the Pacific Nations Cup coming to town. Teams competed for qualifications in the next Rugby World Cup and featured the national squads from six nations: USA, Canada, Japan, Samoa, Tonga and Fiji.

MARKET SEGMENTS

Denver Sports regularly assesses opportunities to recruit or develop sporting events across five different segments and will continue to do so in 2026. The primary targets of relationship-building and recruitment are as follows:

A. NCAA/Collegiate Conferences

Based on extensive research conducted during former bid cycles, it has become clear that securing some large-scale NCAA events could have challenges and be cost-prohibitive. Budget requirements for most events come with a hefty fee weighed against the value of hosting these lucrative events. In addition, an important qualifying element is the impact of taking Denver’s high-capacity venues offline. Several NCAA events require a high volume of event-days on the calendar which will be a continuous issue for venues to consider moving forward.

With that said, the men’s basketball tournament each March has previously found an excellent home in Denver, as evidenced by the sold-out weekend this past March 2025. The upcoming bid cycle for most NCAA Championships will commence fall 2025, and the sports commission will be involved in uncovering all suitable opportunities. This process will go on until mid-2026 and will be targeting signature events like the Frozen Four and multiple rounds of men’s and women's basketball tournament.

B. Amateur/Participatory

The recruitment and promotion of all amateur/participatory events solicited to Denver will fall under the purview of the Visit Denver sales and marketing teams. Denver Sports will lend support, such as committee representation and promotion, when necessary. With Denver offering several multipurpose facilities, like Dick’s Sporting Goods Park, Ball Arena and DU’s Ritchie Center, there is substantial opportunity to solicit mass amateur participation in several different sports like soccer, lacrosse and rugby. The diverse scheduling of regional parks and sporting complexes can also play a role in more amateur sports bookings. For example, venues like Stenger Soccer Complex and the Schaefer Soccer Complex have a bigger appetite now to schedule more business across their entire footprint. One of the mainstays for Denver is the annual soccer events produced by U.S. Club Soccer and hopefully the annual USA Flag Open that debuted in August 2025 at Dove Valley Regional Park.

C. United States Olympic Committee (USOC), National Governing Bodies (NGBs) & International Organizations

Denver Sports remains in close contact with USOC members. With most NGBs headquartered in Colorado Springs, the proximity of these groups running events in Denver can, and has become, an operational advantage for many of the different organizations in the USOC family.

In 2026, the sports commission will continue to work on projects involving some of the nation’s best events with members such as USA Cycling, USA Rugby and USA Volleyball. USA Volleyball just staged one of their signature events, the Open Championships, in May and are currently looking forward to one of their massive junior events in a future year.

D. Professional Sports/National Team Tournaments & Exhibitions

In addition to amateur/participatory events, Denver Sports can recruit events associated with Denver’s professional sports franchises. Since Denver has seven high-profile professional teams in addition to first-class sports venues and top-tier convention infrastructure, the city is well positioned to host these high-profile events. With the number of franchises in top-tier cities, these events can have limited availability and be cyclical in nature. Examples of these events include the NHL Stadium Series outdoor hockey game, the NFL Draft and the annual All-Star Games.

Because of Denver’s inventory of large-capacity venues, like Empower Field at Mile High and Dick’s Sporting Goods Park, another area of recruitment will be to secure attendanceheavy events involving the national teams in rugby and soccer. A notable example of this is the semi-regular hosting of Concacaf’s Gold Cup tournament and Nations League Finals. Denver’s great showing of attendance at this past summer’s International U.S. Soccer matches has also placed Denver in favorable position for future calendars.

Denver’s new franchise, the Denver Summit FC of the National Women's Soccer League, also puts a new spotlight on professional women’s sports as well as supplies the city with new high-end facilities. These stadiums and training venues will be great recruitment tools for future soccer matches with U.S. Soccer and our friends with Concacaf and FIFA.

E. Owned & Operated Properties

With the success of booking convention and transient business over the years, finding available dates in Denver’s calendar to recruit sporting events can be challenging. This, along with the sometimes-high price tag being placed on high-profile events, leads to a need to strategically review opportunities to create owned and operated events that are beneficial for the community and certain niche markets. Members of the Commission’s Advisory Committee have been meeting to discuss implementing this concept under Denver Sports’ supervision and alongside Visit Denver. Creating a unique and Denver-only annual event is the focus and collaboration with city partners will be crucial.

OPPORTUNITY ANALYSIS

Denver Sports has made it a priority to assess Denver’s position and opportunities in the marketplace when developing strategies and tactics for 2025 and beyond. As the sports event business has returned to normal, the strategies for Denver will not drastically change.

Strengths

 Denver has built a diverse resume of high-impact events. In the last 20 years, Denver has hosted all-star games for six professional sports leagues and staged several types of NCAA events. This brand recognition in the competitive world of event recruiting can boost future conversations with event operators.

 Denver has seven professional sports teams, serving as one of the highest numbers of any city in the nation. Three of Denver’s professional franchises claimed championships recently, with Ball Arena staging parts of their journey to the trophy.

 Denver and Colorado have colleges and universities that are well known and respected in the collegiate sports arena. Denver Sports has an established partnership with the Mountain West Conference, which has been an outstanding partner for pursuing NCAA college basketball tournament rounds. The University of Denver’s venues have proven to be excellent host sites. In addition, Metro State University is a seasoned host, evidenced by their successful hosting of several NCAA Division II Softball Championships and the NCAA Division II Spring Festival.

 Denver has a passionate sports fan base that has set many attendance records for professional games and events as well as NCAA and international sporting events.

 Denver has built five state-of-the-art facilities in the last 30 years, all of which have hosted major sporting events. Two of the major downtown facilities are currently evaluating and/or implementing major development projects to improve the fan and team experience, and the new NWSL franchise has plans to build three different highend venues for soccer and training by 2028.

 Denver has 300 days (about 10 months) of sunshine and a mild, dry climate that is extremely favorable for year-round outdoor sports.

 Denver is a top-tier convention destination, with a proven record of accomplishment hosting fan events associated with all-star games and international sporting events. Key assets are a world-class airport with direct rail transportation, a state-of-the-art convention center and 55,000 metro-area hotel rooms, including more than 13,000 downtown.

 Denver has one of the healthiest, most active populations in the U.S. and sets an example for NCAA and other youth-oriented sporting events.

 Elite endurance athletes are attracted to train in Denver, given the cardiovascular benefits of training at altitude. England’s national rugby team is an excellent example of this, training in the altitude as a precursor to the U.K.’s hosting of the Rugby World Cup.

 Being centrally located in the U.S. and the largest city within a 600-mile radius, Denver is an ideal location to host nationwide sporting events that require geographic representation in this region of the country.

 Denver serves as the gateway to resorts in the Rocky Mountains for people coming to Colorado from abroad.

Weaknesses

 The plethora of sports options and sporting events in Denver can present a saturation challenge, wherein there may be difficulties in gaining media exposure, sponsorships and ROI (Return on Investment) for the event owner and the city.

 Securing venues for sporting events recruited to Denver can be difficult, given the number of professional teams with extensive annual schedules and the need to preserve postseason dates. In addition, the need periods for conventions and tourism are often at the times of the year when sports venues are in maximum use.

 Major corporate sponsors in the region are limited, especially for one-time unique events, and most of them are already aligned with existing sports teams and properties.

 Generating audiences for new events or one-time events can be challenging, given the saturation of spectator-driven sports in Denver and the small population base in the

states surrounding Colorado. Therefore, it is important that Denver Sports strategically targets both local and regional audiences for future events.

 Different agendas for business models and financial risk among the parties necessary to achieve a successful sports event bid submission make effective collaboration challenging but imperative.

 The City and County of Denver has a limited number of playing fields and sports complexes available for the amateur sports market, and most of the activities are hosted in the metro area, including but not limited to Aurora, Westminster, Lakewood’s Gold Crown facilities and Commerce City’s Dick’s Sporting Goods Park. While these surrounding areas and their complexes are typically partners, all entities are engaged in aggressive efforts to host events to their immediate area.

Opportunities

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Mixed Martial Arts (MMA): MMA has a great history in Denver, since the very first Ultimate Fighting Championship (UFC 1) was staged at the former McNichols Arena in 1993. One of the most watched and attended sports in the world now, Denver has become a welcomed home to this discipline, evidenced by Ball Arena hosting two highprofile events in 2024. Denver Sports has evaluated zip code data and visitor tracking to get a handle on the impact of visitation of fans, and the results are incredibly positive — there can be up to 30% of fans visiting from outside the region. This information can assist with pursuing further MMA events in the coming years.

 eSports: eSports is an emerging player in the sports landscape. Video gaming has been around in various forms for decades, but new levels of professionalism, viewership and commercialism are emerging. Today there are organized eSports at the youth, high school, college and professional levels. Some locations, such as Las Vegas and Arlington, Texas, have responded with permanent eSports arenas. The Denver Sports Commission has reviewed data that suggests the Denver area has higher than national average numbers in users and devices. In addition, Denver is seeing a growing community in training and participation with venues like the Localhost Arena in Lakewood. The Denver Sports Commission is part of a state-wide eSports council and is exploring signature industry events. The current climate suggests that eSports are here to stay. However, there is plenty of evidence that suggests these signature events pose financial risk as host. Because of this, this committee is still reviewing the best strategy to enter the market in a significant way.

 International Events: With the exceptional amenities of DEN, hotel accommodations and mass transit, Denver can be an attractive destination to global events rights holders. These attributes can be beneficial to international competitors too. Denver Sports will continue to explore this territory with international shows featuring federations of different sports, most of which can now be done virtually.

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Rugby: Denver has made a compelling case as a rugby hotbed, due in large part to Glendale’s Infinity Park and a long history of hosting international events like the Churchill Cup, Serevi Sevens tournament and the Rugby Town 7s tournament that takes place every year at Infinity Park in Glendale. With the announcement of the Rugby World Cup, the world’s third largest attended event, coming to the United States in 2031 and 2033, the sport will be receiving a great deal of attention in the coming years. Denver Sports will continue to work with USA Rugby, whose headquarters are advantageously located in nearby Glendale, CO, to bring large international events to Denver. Denver Sports feels strongly that hosting high-profile rugby matches in the lead-up to a future World Cup will be desirable to the international rugby community, and Denver Sports hopes that preference will be given to scheduling these bigger events in Denver in 2026 and beyond.

 Hockey: Following Denver’s recent claim as Hockey Capital USA, the attention on the sport of hockey has not slowed down. Two of Denver’s primary ice floor venues, Ball Arena and Magness Arena, are actively part of discussions to bring high-profile hockey events to the city. Denver Sports will continue to work closely with the NHL (All-Star Game), NCAA (Frozen Four) and USA Hockey (National Team friendlies) on finding landing spots in their calendar. Denver and Ball Arena have already secured the U.S. Hockey Hall of Fame Game, scheduled for November 2025 and featuring two premier hockey programs in the University of Denver and the University of Minnesota.

 U.S. Olympic Committee (USOC) and Associated National Governing Bodies (NGBs): Over the years, Denver Sports Commission has taken significant strides in furthering its relationship with the leadership of the USOC and its related NGBs. Given the city’s proximity to Colorado Springs, where the USOC is headquartered, it makes sense for Denver Sports to continue to foster these relationships and bid to host USOC events. Organizations of the USOC see it as an advantage to stage events within 75 miles of their headquarters. The USOC is always looking to diversify their host destination schedule for their athletes and premier events, and this proximity gives access to more than 20 organizations. Denver’s strong resume of hosting events associated with the Olympic family will continue to be an asset. For example, the recent USA Volleyball Open Championships and the USA BMX Mile High Nationals.

 The plans to redevelop the National Western Complex facilities to house a new arena and exposition hall/field could enhance Denver’s ability to solicit and attract events that currently have not chosen the city because of limited venue availability. Denver Sports has participated in discussions for the appropriate use of the competition venue currently planned for the National Western Center. Denver Sports has uncovered many events that could benefit from a fixed-seat facility with an adaptable competition floor; these on-going conversations will be crucial to the success of future sporting events in Denver.

Threats

 Competition from other cities Whether funded by government money, privately owned firms or professional teams, the recent proliferation of multi-use venues and sport-specific training sites in other cities brings increased competition for sporting events. These venues offer event owners many options to consolidate their event footprint, especially when many fields, courts, etc. are required. Venues and training sites that provide additional on-site or adjacent amenities can be incredibly attractive to event owners as they decide where to bring their future events. Denver’s foray into the international market, opening the city up to potential new events, will certainly bring new competing destinations into the mix as well.

 Event marketing funds in other destinations

Certain cities, counties and states have created tax revenue streams or allocated significant funds to attract sporting events by buying the event, especially when large rights fees to host the event are in place. Although the occurrence of rights fees can be cyclical, Denver Sports will find itself in direct competition with markets that can deliver funding and offset operation costs. Denver Sports has certainly seen a propensity for international events to have a large financial commitment and/or risk attached but is now seeing more domestic events taking a similar approach. The incentive concept will continue to be an element that must be considered for securing events. The emergence of Denver’s TID (Tourism Improvement District) funding source has already played a successful role in landing several events. The ability to show strong returns on this funding will be important in maintaining this resource. Denver Sports has also engaged members of their advisory committee to uncover new funding concepts and anticipate having options to activate in the future.

 Higher bid fees Many second- and third-tier cities view sporting events as an opportunity to gain exposure and brand their destinations. Thus, they are willing to bid up the price by increasing their investment in hosting these events. The result is that event owners are now using this demand to ask for higher bid fees and more concessions.

 Perception of inclement weather Organizers can be swayed by the misperception that the Mile High City experiences severe wintry weather and snow during the entire winter. Denver Sports will continue to work with Visit Denver to carry on marketing efforts to combat this perception, which could pave the way for more events in the nonpeak times of the calendar.

Denver Sports has several key strategies and tactics that it will continue to focus on in 2026:

 Engage key sports and venue stakeholders in Denver with the mission of Denver Sports and involve them in assessing opportunities to recruit sports events as potential business partners. The recent multi-year process of bidding on FIFA World Cup was a productive exercise in collaboration and team building, and it will pay dividends when

bidding on future mega-events like the FIFA Women’s World Cup and Rugby World Cup, scheduled for 2031 and 2033.

 Work with the Denver Sports Advisory Committee to be the voice of sports in Denver and establish this office as the go-to for any sports destination opportunities. Continue building on the current work of the office’s Ambassador Program and bring key local partnerships to implement plans. Denver Sports is consistently adding members every year, while also retaining veteran members and establishing a foundation of community stakeholders.

 Ensure messaging, strategies and tactics of Denver Sports are aligned with the mission, overall goals, infrastructure and resources of Visit Denver.

 Continue Denver Sports’ overall event recruitment strategy and develop the criteria and tactics necessary to analyze and recruit sporting events.

 Refine a set of core capabilities for Denver Sports that can be applied and used in support of events recruited to Denver by venues, promoters or grassroots sports organizations.

 Continue to aggressively recruit high-profile soccer matches to Denver, since Denver has proven success with frequent matches at Empower Field at Mile High and Dick’s Sporting Goods Park. Concacaf, Major League Soccer, U.S. Soccer and now new partners at the National Women's Soccer League and Denver Summit FC, have become excellent resources in staging high-profile events in Denver.

 With Denver’s desirability and busy calendar, recruiting meaningful events can be a challenge. The Denver Sports Commission has done well with securing quality over quantity and will continue to uncover significant opportunities for the city. The sports commission office looks forward to concluding 2025 and plans for a busy 2026 schedule featuring a new resume of events and partners

Convention Sales: 2026 Goals & Objectives

Goals Analysis

While Denver successfully hosted several large-scale meetings in 2025, some events saw lower-than-anticipated attendance, due to budget constraints and broader economic uncertainty. International delegate participation was also affected by challenges related to visa processing, shifting international travel policies and concerns surrounding the perception of the U.S. as a welcoming destination. The long-term impact of the current geopolitical climate on 2026 performance remains difficult to predict. Additionally, Denver faces increasing competitive pressure from rapidly growing convention markets such as Dallas, Austin, Anaheim, Salt Lake City, and Nashville to name a few cities investing significantly in new infrastructure and large-scale convention hotels. In contrast, the lack of comparable new development in Denver, particularly hotels with meeting space and the absence of new large convention hotels, continues to present challenges in competing effectively within the major meetings and convention landscape.

To establish the appropriate performance metrics for the upcoming year, the Visit Denver leadership team evaluates a range of key performance indicators, including broader economic conditions, national and regional meetings and conventions industry trends, and detailed analysis of the competitive set and Denver market. This includes a thorough review of supply and demand dynamics, historical performance and relevant industry research to ensure the goals align with both market realities, the competitive landscape and strategic growth opportunities.

Visit Denver also uses various data points derived from the production and pace reports, and several market analyses from leading companies such as CoStar, formerly Smith Travel Research (STR), CBRE and Tourism Economics.

Current Hotel Market

A look at hotel indicators for metro Denver, Denver City and County, downtown and other submarkets through June 2025 follows. There are more than 13,500 hotel rooms in the downtown central business district (CBD), over 25,000 in the City and County of Denver and more than 58,000 hotel rooms metro-wide. As can be seen, occupancy is still down from a high in 2019 in most submarkets, while the rate and overall RevPAR have surpassed 2019 levels.

Current Group Market

As of July 2025, metro Denver’s group occupancy is still lagging the percentages seen in 2019. However, in most sub-markets, supply has increased over the last five years. When considering total group demand, 2025 is on-par with 2019 in terms of total group rooms occupied. Group business continues to trend positively, and conventions are drawing similar attendance as they were pre-pandemic. The caveat, as has been stated elsewhere in this report, is that international attendees and government employees and contractors have been affected by recent geopolitical activity.

FuturePace

FuturePace delivers enhanced pace reporting for DMOs, helping destinations make more informed decisions based on accurate forecasting data. FuturePace was designed with improved data processing for greater accuracy in the calculation of pace targets, giving Visit Denver the opportunity to identify and solve problems before they arise.

With FuturePace, Visit Denver can use Simpleview’s business intelligence team and a full, dynamic integration with CRM data. The report provides credible information about convention bookings, trends and future projections for 60 cities and tracks all future and tentative bookings by month and year. The future bookings are labeled by market segments and size. The report gives each city the ability to compare production to other cities and monitor their booking and consumption pace, as well as demand, conversion and market share.

Most importantly, FuturePace delivers deep visibility into industry demand pace from one to seven years out and enables DMOs to create more accurate forecasts and set appropriate booking targets for their market. Created from future-looking data, these reports serve as a tool for DMOs to share a realistic picture of market pressure and to help support hotels’ pricing and inventory initiatives to attract certain groups. The bookings, provided by participating DMOs in markets across the U.S. and Canada, are aggregated, analyzed and configured into the FuturePace Report, which has become an industry standard.

Current Pace

Visit Denver utilizes the FuturePace tools along with industry and local market studies to determine a healthy year-end goal for group business in Denver. Visit Denver then analyzes past booking trends to determine realistic pace targets to achieve those year-end goals in the future. The current long-term pace outlook shows a healthy 2026, 2028 and 2031 but some pace deficits in some of the coming years. Specifically, 2027, 2029, 2030 and 2032 are all behind the pace targets. There is a continue to focus on these “need years” that were impacted by COVID. Current tentative groups with a high probability of booking in the next six months should close the gap for some of the underperforming years.

Supply Impact

Per CoStar, at the end of Q1 2025, 1,554 rooms were under construction in the Denver metro area. Upon completion, the new additions will increase Denver’s room inventory by 2.7%. The largest property underway in the central business district is the 241-room Virgin Hotel. This luxury property is expected to be finalized in 2026 and will be part of Denver’s new Fox Park initiative. While the Virgin Hotel at Fox Park is a welcome addition to Denver’s hospitality scene, it is a limited service/boutique property with modest meeting space. Unfortunately for the last decade and a half, there has been little development of hotels with sufficient meeting space which would allow Denver to benefit from the improved meeting demand.

Competition Impact

Competition remains strong from both tier one and tier two destinations, many of which are moving forward with transformative investments in hotel supply and convention infrastructure. As cities continue to enhance their offerings, planners are weighing more variables than ever, including overall costs, accessibility, venue quality, hotel inventory and destination appeal. Financial incentives, availability and new development are increasingly shaping sourcing decisions.

Denver also faces growing competition from destinations with mega-hotels capable of housing entire meetings under one roof. These properties, often offering complimentary meeting space and bundled services, appeal to corporate and midsize association groups seeking efficiency and value. The 1,501-room Gaylord Rockies, located 23 miles from downtown Denver, remains a significant competitor. Its all-in-one model, expansive meeting facilities and leisure amenities such as a waterpark make it an attractive alternative to downtown multi-property bookings.

Gaylord’s influence is expected to grow with the opening of its sixth resort, Gaylord Pacific, in Chula Vista in 2025. This new waterfront property will feature 1,600 guest rooms and 140,000 square feet of event space. The ability to rotate among sister properties enables the Gaylord network to pursue multi-year, multi-property group contracts. This adds pressure on individual destinations, including Denver and the Gaylord Rockies, to defend their share of national accounts.

At the same time, convention center competition is accelerating. Cities such as Las Vegas, Dallas, Austin, San Antonio and Los Angeles are advancing major expansion and modernization projects. Las Vegas is completing a $600 million renovation of its legacy campus, while Dallas is constructing an entirely new facility scheduled to open in 2029. San Antonio is undertaking "Project Marvel," aimed at enhancing the city's downtown area into a sports and entertainment hub, while Anaheim is undergoing significant redevelopment as part of the $4 billion, OC Vibe entertainment district. This includes a new Market Hall, restaurants, a performance venue and urban park space.

Across the industry, flexible design, integrated technology and wellness-focused features have become top priorities for new and renovated venues. These expectations, combined with destination-level investments in safety, walkability and urban appeal, are raising the bar for all convention cities.

Market Demand Impact

While the broader hotel market in Denver saw demand softening across several segments, the convention and group sector proved to be a key driver of performance in 2025. The steady return of major meetings, bolstered by successful long-term bookings made in prior years, helped offset some of the softness seen in other areas of the market.

As of July 2025, group occupancy in metro Denver was down 1.4% year-over-year with downtown enjoying a 1.9% increase mostly due to convention center business. Group ADR varied across sub-markets with some neighborhoods doing better than others but overall, metro Denver was able to grow group rate by 1.2%. While this resulted in flat group RevPAR for metro Denver, downtown was able to drive a 3.0% increase in group RevPAR thus buoying some of the losses they experienced from transient decline.

Despite some headwinds including geopolitical uncertainty and conversion softness among smaller meetings — Denver’s convention segment demonstrated resilience and positive momentum throughout 2025. The performance of the Colorado Convention Center reflects the strength of the destination’s infrastructure, planner confidence and the long-term booking strategies employed by the Visit Denver sales team.

Goal Summary & Recommendation

Visit Denver carefully analyzed supply and demand data points and market trends gathered from industry leading sources such as CoStar, 2Synergize, hotel partners and members of the Convention & Tourism Advisory Committee. To that end, the following influences are being observed and, to the extent possible, factored into the 2026 goal forecast:

2Synergize, an affiliate of Visit Denver’s CRM, was commissioned by Visit Denver to estimate Denver’s definite room night production target. The definite targets are determined by sophisticated mathematical modeling and correlation analysis.

Destination Attractiveness Comparative Cities (DACC) is an analysis that examines the known variables that attract or repel conventions and attendees to a destination. The DACC compares Denver to 135+ destinations across the United States along 40 known variables.

The DACC compares these attractiveness variables on both a national and specific competitive set. The National Market Comparison highlights where Denver ranks amongst

135+ destinations along with a percentile ranking and then a detailed breakdown of the top 20 variables. A Competitive Set Study highlights where Denver ranks amongst its predefined competitive set. The report provides reliable estimates as to what the future definite goals and consumption targets should be. It was determined that Denver’s fair share of the entire convention market, not just the share among the comp set, had a mathematical output of 758,680 room nights.

As of August 2025, CoStar and Tourism Economics have reduced U.S. hotel growth projections for 2025 and 2026, citing decreased demand stemming from economic uncertainty, inflation and changing travel patterns. The revised forecast, presented at the Hotel Data Conference, lowers 2025 demand by 0.6 points, average daily rate by 0.5 and revenue per available room by 1.1, with similar reductions expected in 2026

Summary of Goal Setting Factors and Impacts

The 2026 goals outlined below have taken the DAC/DAMM analysis and key performance indicators into consideration and have been developed with the best available data as of August 2025. Goals may be different in the final report as production continues to actualize over the next few months and as current national and local industry environment changes.

Definite Goals 2026

Considering the analysis and data outlined above and taking into consideration historical production pre-pandemic. The goal recommendations are as follows. As of August 2025, the convention sales team is on pace to meet and exceed the 2025 definite goal therefore,

the definite goal forecasted for 2026 is 764,000 total definite room nights, a 3% increase over the 2025 goals.

Lead Goals 2026

The pent-up lead demand seen post-COVID in 2023 and 2024, is beginning to normalize to 2019 levels. Therefore, the proposed lead goal is 3,600 leads, while flat to 2025, it remains one of the highest goals in Visit Denver’s history and reflects the uncertainty the hospitality industry is currently navigating.

Lead Room Night Goals 2026

Aligned with the Lead Goal, the proposed target for lead room nights is 5,133,136 flat to 2025 and consistent with 2018–2019 pre-pandemic levels. This not only reflects the current geopolitical climate and economic uncertainty but also considers softness among short-term, smaller meetings.

DESTINATION SERVICES

The demand to provide unique and top-rated service to convention planners and their delegates continues to be a top priority. It is vital that close attention is paid to the destination appeal, attendance-building and an upscale visitor experience expected of a first-tier convention city.

 Below are the forecasted services goals for 2026:

 Generate 13,000 partner referrals for Denver facilities and services information and keep Denver on the “short list” of meeting planners and executives.

 Achieve a rating of 90% or higher satisfaction rating of all sales and services customer evaluations. This equates to a four and a half or higher on a one to five scale.

PUBLIC RELATIONS

Visit Denver follows the public relations industry's best practice of measuring advertising value equivalency (AVE). All stories that market Denver as a convention destination and have been placed, pitched or assisted by the Communications Department are measured for AVE, which determines how much the space occupied by the story would have cost if it had been purchased as an advertisement. Whether the story appears in USA Today, The New York Times, the Business Journal network, Meetings & Conventions magazine or

Successful Meetings, if it promotes Denver as a convention and meeting destination, it is included toward this goal.

Prior to COVID, Visit Denver recognized that the number of trade magazines was shrinking, the number of convention trade websites was increasing, and stories were getting shorter. Since AVE measures by length of story, shorter stories translate into small numbers, meaning that AVE goals of the past are no longer practical. Historically, convention trade magazines would devote multiple pages to a Denver destination report; today, such reports are nonexistent. All of this has made it difficult to generate significant AVE. Add to this the fact that many planners now get their destination information from mainstream news and travel sources, as well as from peers and site visits, and the situation becomes even more challenging.

Despite these challenges in the trade media landscape, before, during and after COVID, the communications team will continue to send press releases to trade media, conduct deskside tours (when allowed), assist journalists from those publications and monitor news trends in the industry to insert Denver into appropriate stories in this market.

Goals

 Increase the number of meetings and conventions held in Denver and Colorado, and attract business that will have the greatest economic impact, with priority given to bookings at the CCC, driving City and County Lodger’s Tax.

 Generate awareness among meeting planners of Denver and Colorado as a preferred meeting destination.

 Generate community awareness among city and hospitality constituents, encouraging them to support Visit Denver’s sales and marketing programs.

Objectives

 Confirm 764,000 future definite room nights for Denver to be consumed from 2026 and beyond.

 Generate 3,600 leads resulting in 5,133,136 lead/tentative room nights, which represent business that has the potential to be consumed from 2024 through 2030 and beyond.

 Generate 13,000 partner referrals for Denver facilities and services information and keep Denver on the “short list” of meeting planners and executives.

 Achieve a rating of 90% or higher satisfaction rating of all sales and services customer evaluations. This equates to a four-and-a-half or higher on a one-to-five scale.

Tourism: Situation Analysis & Markets

Three major leisure tourism markets are reviewed in detail: Domestic Consumer Leisure, Domestic Group Leisure and International.

Success in the leisure market is driven largely via a combination of Visit Denver’s paid, earned and owned channels. Paid promotions, e.g., advertising campaigns, as well as earned media in the form of public relations and owned channels such as the VisitDenver.com website and social media all combine to deliver to consumers the inspiration they need to select Denver, as well as the planning tools to ensure a successful trip.

By reviewing trends and understanding consumer preferences, Visit Denver is better able to direct its domestic and international marketing efforts to maximize results and generate the highest possible return on investment.

DOMESTIC CONSUMER LEISURE MARKET

A. National Trends

The period immediately following the pandemic (2022-2024) was dominated by domestic leisure travel as consumers flocked back to destinations across the country, eventually hitting volumes that had not been seen prior to COVID. These results were also aided by the fact that international travel was still more difficult, at least through the end of 2023.

According to U.S. Travel Association, domestic travel spending had recovered to prepandemic spending by the end of 2021, and trip volume recovered by the end of 2022. Domestic travel continued its strong, double-digit growth through 2023. 2024 still saw growth nationally, though with growth levels returning to more historical single-digit levels.

The domestic travel industry grew in 2024 even as it returned to pre-pandemic, single-digit growth rates. The “revenge travel” over-correction that occurred in 2022 has burned itself out as patterns return to historical norms.

Nationally in 2023, according to Longwoods International, domestic overnight visitation exceeded 2022, a record year for most destinations, but only by single digits.

Even as travel volume and spending return to historical norms, there have been fundamental changes in the way people plan and book travel, in the way they experience destinations and how destinations approach the visitor experience. This section will attempt to encapsulate those to position how Visit Denver prepares to address them moving forward to ensure continued success.

CONSUMER SENTIMENT & BEHAVIOR

The following section relies on the research produced by key partners including Destination Analysts, Longwoods International, MMGY and others. These on-going studies track the travel industry, as well as the travel sentiment of consumers, and provide constant monitoring of trends in a very unpredictable and rapidly changing travel environment. These insights have become indispensable resources in adjusting and effectively implementing convention and leisure sales and marketing programs.

The Current Domestic Travel Landscape

Midway through 2025 and with an eye towards 2026, the U.S. travel market is relatively stable, but with several aspects of uncertainty that are having a meaningful impact on the market as a whole. This uncertainty is largely financial in nature, and takes on a variety of

forms, all of which are having a consistent impact on travel intent and behavior. Collectively, these issues do not appear to be sending the market off the cliff but are causing a modest tightening of the domestic market.

The trend of stability + uncertainty is borne out by data from national research providers.

According to Longwoods International and Miles Partnership from Wave 97 of their American Travel Sentiment Study, the vast majority of Americans have travel plans in the next six months, a figure that has remained remarkably stable over the last 12 months.

Longwoods Wave 97 also suggests that consumers have reduced concerns about the impact of various financial measures on their travel decisions. These concerns are more pronounced in other studies cited below, but the Longwoods data is presented here to underscore the relatively stability of the market, and that consumers are by-and-large not experiencing financial panic.

According to Longwoods, compared to May 2025, there has been a significant drop in American travelers who said gas prices, inflation and airfare prices “greatly impact” their travel decisions. Concerns for inflation saw a 4-point decrease and concerns for airfare prices saw a 5-point decrease since May 2025. Gas prices saw a 6-point decrease, marking the lowest point in the past 12 months.

(Source: Longwoods International/Miles Partnership Travel Sentiment Study, Wave 97)

Future Partners explores these factors in greater detail in their July 2025 “State of the American Traveler” study, and with similar conclusions, namely that consumers are feeling fairly excited about their own personal, short-term economic prospects, which translates into an overall sense of optimism regarding future travel plans. This optimism is tempered somewhat by fears of a recession that are rising slightly, causing travelers to consider certain steps such as choosing a more affordable destination and maximizing travel rewards to save money.

The number of travelers who are excited to travel remains near the study’s all-time high, approaching levels that peaked in 2023 and 2024 at the height of the “revenge travel” boom.

(Source: Future Partners, The State of the American Traveler, July Edition)

The number of travelers who feel better or much better about their current financial situation experienced a sharp uptick in the most recent study.

(Source: Future Partners, The State of the American Traveler, July Edition)

A rising number of travelers feel that now is a good or very good time to travel, also experiencing a sharp rise over the previous month.

(Source: Future Partners, The State of the American Traveler, July Edition)

In probably the most encouraging news for an organization like Visit Denver, projected travel spending hit a record high this month, signaling consumers’ optimism about nearterm expenditures, though possibly also reflecting the reality that persistent inflation has continued to drive high travel prices.

(Source: Future Partners, The State of the American Traveler, July Edition)

Information from the Summer 2025 edition of MMGY’s Portrait of the American Traveler, a quarterly leisure travel study, is a bit more measured in its outlook, with slight declines reported in both trip volume and spending.

Through summer, travel intentions remain high, though the continued impact of inflation and tariff concerns are beginning to raise cautionary flags, causing consumers to consider trimming their trip volume and spending.

(Source: MMGY, Portrait of American Travelers, Summer 2025 Edition)

Travel intentions over the next 12 months have dropped from the previous quarter but remain strong relative to the past two years. Intent to travel over the next 12 months exceeds 80% for all generational cohorts with the exception of Gen Z at just 64%.

(Source: MMGY, Portrait of American Travelers, Summer 2025 Edition)

Similarly, travel intent by income segment has declined slightly, with more pronounced drops seen in lower income groups.

(Source: MMGY, Portrait of American Travelers, Summer 2025 Edition)

Taken together, this research supports the conclusion that the overall domestic travel market remains strong, but with some unsurprising headwinds that indicate the need for caution but not panic.

2025 TRAVEL INSIGHTS FROM MMGY’S PORTRAIT OF THE AMERICAN TRAVELER

For years, MMGY’s quarterly Portrait of the American Traveler has documented key travel insights related to intent to travel, planned spending and other considerations. They also report on a variety of new and emerging traveler habits and behaviors, many of which were compiled in their Summer 2025 edition, and all of which are helpful to Visit Denver in planning for future visitor needs. Here is a roundup of some of the trends they are tracking.

Overall Traveler Outlook Snapshot

 The impacts of economic tariff announcements and the resulting cautious financial outlook of many American travelers have led to a decrease in overall travel intent from the previous two quarters.

 Tariffs and the impact of 2024’s presidential election were cited by 3 in 10 leisure travelers as the biggest impediment to leisure travel over the next six months. The financial aspect of these factors is the most concerning to U.S. travelers – indicated by tightening budgets, from an average of $5,138 to $4,699 since Q1 2025, and a reduction in the number of expected leisure trips, from 4.19 to 3.85 since Q1 2025.

 This survey was conducted when tariffs were at their highest rate, and it is likely that travel intent will begin to return to the levels seen in the previous quarter if fears about the impact of tariffs subside.

 Reasons for not traveling during the next six months continue to be dominated by financial motivations, with job stability concerns also increasing in significance for U.S. leisure travelers.

Road Trips

 Aligned with broader trends, including the tight financial situation of many American travelers, rising airfares and concerns with international travel, it is no surprise that more travelers took a road trip in the past 12 months compared to any time in the past 10 years.

 Eighty percent of travelers will use their personal vehicle and average 3.2 destinations per road trip in the next 12 months. This highlights road trips’ appeal, especially the ability to explore multiple places and be spontaneous while on vacation.

 Embracing long, beautiful drives is a key part of a road trip’s appeal, and many travelers will seek out iconic routes for the journey rather than any specific destination.

 For Millennials (35%) and Gen Xers (36%), the financial benefits of a road trip are a significant draw, influencing them more than Gen Zers (28%) and Boomers (28%). As the generations most likely to have children under 18, they face the high cost of purchasing multiple airfares for family vacations. Road trips therefore present a dual appeal: they are a more cost-effective alternative and offer a chance to recreate the classic, nostalgic journeys these parents may have experienced with their own families.

 The appeal of a road trip often lies in its spontaneity. A majority (65%) are planned less than three months in advance, offering a stark contrast to international vacations that typically require over six months of preparation. This minimal lead time and the inherent flexibility of car travel present a refreshingly simple alternative for vacation planning.

Diversity in Travel

 Diversity plays a significant role in travel, with travelers from diverse backgrounds traveling to different destinations and states and looking for different destination attributes when planning their vacation.

 More travelers have felt unwelcome in destinations in 2025 compared to the previous year, and more travelers feel that there are significant inequalities present in the travel industry. However, travelers from all backgrounds have a positive view toward the travel industry’s actions to address these inequalities.

Family Travel

 Children’s influence on vacation choices has grown significantly over the previous years, with children more involved in planning daily vacation activities compared to any point in the past four years.

 Children’s preferences are being accommodated into more stages of the travel planning process than before and it is essential for destinations to prove attractive to both children and adults to secure bookings.

 Moving past accommodating children’s vacation choices, two in three (67%) U.S. leisure travelers will travel overnight specifically to accommodate their children’s activities, ranging from sporting events to talent shows.

 Highlighting family activities that can be added on to sporting or academic trips would be an excellent way to tap into this market, allowing families to extend trips and create memories.

Luxury Travel

 The appetite for luxury travel is expanding, with over a third (34%) of travelers now identifying as luxury consumers in Q2 2025. This marks a 5% increase from the previous year, signaling a clear willingness to invest in premium vacation experiences.

 While luxury hotels and upscale dining remain the most popular categories for splurging, a significant shift in spending allocation is underway. The proportion of travelers willing to spend more on high-end accommodations and restaurants has dropped significantly since 2024, suggesting that even luxury consumers are reevaluating their budgets amid tighter economic conditions.

 Spending on first- and business-class airline seats has held steady. This resilience indicates that for a dedicated segment of this market, premium air travel is considered a nonnegotiable component of the journey, unlike other luxuries that are more discretionary.

Other Factors Influencing Travel

Tourism and hospitality sectors are critical drivers to the economic growth and employment in Denver, and Visit Denver is committed to developing a plan for 2026 and beyond to ensure these sectors come out stronger and more resilient.

Below are some key and national statistics that help illustrate the current situation and mindset:

The U.S. Travel Association’s Travel Price Index (TPI) tracks the cost of travel in the United States using U.S. Department of Labor data from the monthly Consumer Price Index (CPI). Released monthly, the Travel Price Index (TPI) is comparable to the CPI while focusing on travel-related expenses.

June 2025 Overview:

While overall U.S. inflation rose in June, travel prices continued their downward trend for the fifth straight month.

 CPI increased 0.3% in June (up from 0.1% in May), reflecting a 2.7% year-over-year increase.

 In contrast, U.S. Travel’s TPI fell 0.7% in June and is now 0.4% below its level one year ago.

 The monthly TPI decline was driven by lower prices in key travel categories:

 Lodging: Hotel prices fell 3.6% in June and are down a similar amount compared to last year.

 Airfare: Airline fares dipped 0.1% in June and are 3.5% lower than June 2024.

 Gasoline: Prices rose 1.0% in June-the first monthly increase since January-but remain 8.2% lower year-over-year.

B. Denver Trends

In 2024, according to the latest Longwoods International Travel USA Visitor Profile study, Denver welcomed 37.1 million visitors, 0.9% less than 2023.

Total overnight visitation remained high in 2024, hitting 19.8 million, a 3% decrease over 2023. Overnight leisure visitation saw a slight decrease increase of 1% to 17.4 million (Longwoods International).

Travel spending by all visitors to Denver in 2024 was $10.3 billion, a slight decrease of 0.1% from 2023. ( Longwoods International)

Spending by overnight visitors in 2024 was $8.7 billion, a slight decrease of 1% from 2023. Among all traveler types, marketable travelers spent the most at $241 per day, followed by business travelers at $160 per day.( Longwoods International)

Marketable overnight trips reached a record high of 8.7 million trips, an increase of 14% over 2023.

Hotel occupancy in Denver reached 80.20% in June 2025, which was slightly below June 2024 (81.2%), and behind June 2019 by 6.3 points, however room supply was up 6.2% in 2025 vs. 2019. ADR was $204.77 in June 2025, growing 15.2% compared to 2019. (Source: CoStar)

Based on May 2025 worldwide passenger traffic (the latest figures available), DEN ranks as the fourth busiest airport in the U.S. and the eleventh busiest airport in the world.

More than 7.6 million passengers transited DEN in June 2025, a year-over-year increase of 0.7% vs. June 2024, ranking as the busiest June in DEN history. Year-to-date (YTD)

passenger traffic totaled nearly 39.5 million, a 1.2% decline vs. 2024.

Tier I cultural organizations provided a strong lineup of exhibits and events in 2025. The Denver Art Museum, Denver Botanic Gardens, Denver Museum of Nature & Science and the Denver Zoo continue to be top attractions for Denver. The Denver Center for Performing Arts continued its robust calendar with The Book of Mormon, Moulin Rouge! The Musical and Disney’s Lion King.

Denver’s blockbuster exhibitions also had a full schedule in 2025. Denver Art Museum hosted shows such as Wild Things: The Art of Maurice Sendak and Kent Monkman: History is Painted by the Victors. Denver Museum of Nature & Science exhibitions included Angkor: The Lost Empire of Cambodia and Jurassic Oceans: Monsters of the Deep.

While Denver’s dining scene has received tremendous accolades over the last several years, including the Michelin program and a national James Beard Foundation award, the pandemic had an outsized impact on this sector due to the convergence of multiple factors that continue to plague it today, including staffing shortages, increases in labor costs, food and material costs, etc.

Denver's Department of Excise and Licenses (EXL) records show a drop of about 24% in overall food licenses associated with restaurants since 2023. Inflation continues to stress the local restaurant industry. Prices continue to rise in ways that are unsustainable, including taxes and regulatory fees, credit card fees, insurance and the cost of goods. Operators can’t increase prices fast enough to cover costs. and some legacy businesses are in peril. According to the Colorado Restaurant Association, minimum wage and tip wage is higher than New York City increasing operating expense and financial strain for Denver restaurants.

Michelin recognized 26 Denver restaurants in the second year of the Colorado guide, with four One Michelin Star restaurants: Alma Fonda Fina (new), Beckon, Brutø and The Wolf’s Tailor. Awards for the third year will be announced on Sept. 15.

Visit Denver 2025 Promotions

In 2025, Visit Denver executed a robust regional and national campaign and promotional schedule. Several key factors contributed to this:

 Advertising budgets continue to grow. This includes the impact of TID funds for key leisure marketing programs.

 Demand for travel overall and for Denver continues to increase, albeit at more historical, single-digit levels. Denver continues to enjoy an outsized advantage here due to the proximity of Rocky Mountain adventure throughout Colorado.

 The Denver travel product is compelling. This importantly includes the rebuilt 16th Street and a robust events calendar.

Visit Denver’s 2025 campaign schedule:

Following a successful campaign in 2024, the national winter campaign returned in January. Driving the success of the 2025 effort is the innovative use of advertising technology to target people searching for Colorado winter trips and serving them Denver ads before they book. The campaign ran from October to December 2024, continuing through March 2025. Starting in October 2025, the campaign will feature new creative using the tagline “This is How We Denver.”

In 2025, the campaign generated more than 51,000 room nights and more than $9.6 million in hotel revenue from those exposed to the ads.

The regional, “always on” campaign re-launched in February, promoting Denver Restaurant Week and then continued in March with a broader mix of content. The campaign, which is partially funded by the Tourism Improvement District (TID) tax, targets regional travelers based on their interests: outdoor adventure, music, arts and culture, sports, wellness, dining and events. Retargeting ads include event and hotel deal messaging, encouraging visitors to come “right now.” The campaign uses the tagline “This is How We Denver.”

Through July, the campaign generated more than 137,000 room nights and nearly $24 million in revenue.

The spring/summer campaign, which is always the largest of the year, hit new levels in 2025 with a continuation of aggressive geographic targeting efforts. Using a three-tier system, the campaign focused dollars into large target markets: New York, Los Angeles, Chicago, Dallas and Houston and also deployed funds to several “test” markets, including Orlando, Detroit, Austin, Minneapolis, Boston and others. The campaign also ran nationally using specific audience targeting. The campaign began in mid-April and concluded in late August. This campaign also used the “This is How We Denver” tagline.

The spring/summer campaign this year also included an expanded campaign effort targeting affluent Hispanic/Latino families for travel to Denver. The campaign, featuring dedicated Spanglish messaging, also runs under the new tagline, “This is How We Denver.”

Through July, the national campaign has generated more than 176,000 room nights and nearly $36 million in hotel revenue.

Mile High Holidays, Denver’s holiday marketing campaign, will also return in 2025. The campaign promotes holiday events and festivities, including the return of Visit Denver’s Mile High Tree and drone show, to local and regional customers in November and December. Mile High Holidays is partially funded by the TID.

In 2024, the Mile High Holidays campaign generated more than 114,000 room nights and nearly $18 million in hotel revenue from those who saw the ads.

In 2025, Visit Denver also ran several smaller campaigns to support local programs like Denver Restaurant Week and Denver Arts Week that are discussed in more detail in those respective sections.

This fall, Visit Denver will again partner with Denver Art Museum on a joint campaign to promote its blockbuster fall/winter exhibition, The Honest Eye: Camille Pissarro’s Impressionism. Visit Denver will promote this exhibition regionally while the museum promotes it locally.

Across all consumer campaigns through July, Visit Denver generated nearly 706 million advertising impressions and nearly 1.8 million conversions on the VisitDenver.com website, the best indicator of demand.

C. Primary Markets

Denver is the biggest city in a 600-mile radius. This huge, central/western part of the U.S. represents the largest source for potential leisure visitors who come to the Mile High City for its unique combination of urban adventure and access to outdoor recreation.

Target markets for the annual spring/summer campaign are Chicago, New York, Los Angeles, Dallas and Houston*. Test markets include St. Louis, Milwaukee, Phoenix, Orlando, Detroit, Austin, Minneapolis*, Washington D.C.* and Boston* (* = new to campaigns in 2025).

Regional markets include Colorado (outside of metro Denver), as well as neighboring states and cities such as Albuquerque, Cheyenne, Kansas City, Lincoln, Omaha, Salt Lake City, Wichita and Oklahoma City. Markets are evaluated based on a number of factors, including historic performance, website traffic, proximity, prevalence of air lift and multiple other determinants.

D. Niche Markets & Attraction Passes

The Bureau continues to market to several key niche markets, and offers two multi-ticket cultural attraction programs.

Cultural & Heritage Tourism

National research done by U.S. Travel Association shows that cultural/heritage travelers spend more money, stay longer and are more likely than the average traveler to rent a car and stay in a hotel.

This vital and critical sector of Denver’s tourism product has roared back to life. The latest Colorado Business Committee for the Arts Economic Activity Study reported $2.6 billion in total economic activity in 2022, a 14% increase over 2019.

Denver CityPASS

Denver CityPASS, which launched in May 2018, offers discounted tickets to visit three, four or five of the eight participating Denver attractions with pricing available for both children and adults. Denver CityPASS is sold on VisitDenver.com, as well as other CityPASS platforms and retail locations. Denver CityPASS did not include the Denver Zoo from 2022 to 2024, but they came back in 2025. As of June 2025, CityPASS is performing 7% below 2024 in sales with total sales of 1392 tickets.

 CityPASS Sales

o 2025 sales through June: 1,392

o 2024 sales through September: 2,394

o 2023 sales through September: 2,428

o 2022 sales through September: 2,303

o 2021 sales through September: 1,221

o 2020 sales through September: 605

o 2019 sales through September: 1,386

Mile High Culture Pass

The Mile High Culture Pass, which was launched in 2013 and paused in 2020 due to COVID. The Mile High Culture Pass offers admission to some of the city’s most fascinating attractions, all for the bargain price of $41 for a three-day pass for both children and adults. The Mile High Culture Pass resumed operations in April 2022, and in 2025 it sold 313 passes, which is 38% lower than in 2024 at 502 passes sold through June.

Mile High Culture Pass Sales

 2025 sales through July: 1,941

 2024 sales through September: 825

 2023 sales through September: 1,210

 2022 sales through September: 472 (relaunched in April)

 2021: inactive

 2020 sales through March (inactive after March): 143

 2019 sales through September: 1,506

The Bureau employs a full-time Cultural Tourism Programs Manager to manage all cultural tourism initiatives, including the Denver365 events calendar, programs such as Denver Arts Week, outreach to the cultural community and management of Visit Denver’s neighborhood content program.

Lesbian, Gay, Bisexual & Transgender (LGBTQ+) Markets

Destinations around the globe have recognized the value of LGBTQ+ markets because of their propensity to travel. Visit Denver works with the LGBTQ+ community to promote the city to these markets, especially around the annual PrideFest, which, according to The Center at Colfax, received 500,000 people in 2025, slightly lower than the 550,000

attendees in 2024. Visit Denver was again a sponsor of the event.

Denver’s ongoing potential in this market is based on a combination of the city’s strong LGBTQ+ community and its growing reputation for cuisine, shopping, arts, culture and entertainment and proximity to the Rocky Mountains. Visit Denver is dedicated to showcasing inclusivity in consumer marketing programs using photos and video featuring members of the LGBTQ+ community as well as a committed component of the spring/summer campaign dedicated to this market.

In 2023, Visit Denver contracted a writer from the community, who continues to release new content for this community.

In addition, in 2024, Visit Denver became a member of IGLTA, an LGBTQ+ association that provides information and resources for LGBTQ+ travelers and expand LGBTQ+ tourism globally. Through IGLTA, Visit Denver is amongst Marriott, Disney and American Express to name a few to support LGBTQ+ travel while continuing to be the welcoming city that it is.

Multicultural Markets

Visit Denver continues to expand its promotional reach to a variety of multicultural markets. As has been the case historically, both the Hispanic/Latin and Black segments of these multicultural markets are a priority for the Bureau. The Hispanic/Latin market offers potential for growth in leisure travelers to Denver, partially because of the large regional Latin population. For the Black market, the focus is on meetings, conventions and fraternal events, as well as driving leisure travelers to the city. Recently, the multicultural list has expanded to include those with disabilities (physical, cognitive, blind/visually impaired and deaf/hearing impaired), as well as the Asian American/Pacific Islander (AAPI) market. In late 2024, Visit Denver will release an Accessible Guide to provide resources for the different types of disabilities and needs of travelers.

Denver attracts these segments by showcasing the city’s diverse population, as well as its diversity in dining, shopping, outdoor recreation, cultural events, attractions and unique neighborhoods. As noted above, Visit Denver ran a new dedicated campaign to the Hispanic/Latino audience in 2023 and will continue to target this audience at other times of the year. Additionally, photography and video that represent members of these communities are incorporated into brand messaging and marketing to highlight the city’s rich cultural heritage. In 2025, Visit Denver was a sponsor of, and advertised Juneteenth, Black Pride Colorado, Cinco de Mayo and The Colorado Dragon Boat Festival and the Chicano Music Festival in an effort to support these communities.

This effort is critically important to Visit Denver’s operations because of the business opportunities these markets represent. Visit Denver will continue to serve as a welcoming city to these historically marginalized populations.

According to the recently released 2020 Census data, the U.S. is becoming increasingly diverse and multiracial:

 The Multiracial population has changed considerably since the last census in 2010. It was measured at nine million people in 2010 and is now 33.8 million people in 2020, a 276% increase. (2020 U.S. Census)

 The Hispanic or Latino population, estimated at 18.7% of the population, grew 23% since 2010. (2020 U.S. Census)

 More than 12% of the population identifies as Black/African American. (2020 U.S. Census)

 There are estimates that there are 80 million U.S. consumers who qualify as disabled due to one or more conditions, including those with ambulatory, cognitive, hearing or vision impairments. (Exploryst)

 Hispanics have $1.5 trillion in buying power with $73 billion spent on travel. (Nielsen)

 The Hispanic population is projected to grow by 82%, compared to only 9% for the nonHispanic population. Latin consumers are also the youngest minority group, with a median age of 28 years old. (Nielsen, Diverse Intelligence Series)

 Colorado is one of the top 10 states where Latin consumers are spending their money, totaling $31 billion. (Nielsen, Diverse Intelligence Series)

 The buying power of the Black population continues to grow, reaching $1.3 trillion in 2018, up significantly from 1990 when it reached $320 billion. (Nielsen, Diverse Intelligence Series)

 The disabled market is estimated to represent $1.2 trillion in buying power. (Exploryst)

 Visit Denver maintains a collection of resources devoted to these markets, with much more planned for 2023 and beyond. This includes:

o An ongoing contract with Essencialize, a local Hispanic/Latin marketing firm, to assist in reaching Hispanic media outlets and Spanish-speaking consumers in target markets.

o National and regional Spanish-language consumer advertising designed to reach Hispanic/Latin audiences as part of spring/summer, fall and Mile High Holidays campaigns.

o Expanding diverse content on the VisitDenver.com website as well as across the Bureau’s social media channels in what is referred to as an “always on” fashion.

E. Competitive Overview

Many destinations worldwide are investing in marketing efforts and technology, which make it easier for destinations of all sizes to compete for a piece of the travel and tourism pie. Denver has remained competitive in these efforts by positioning the city as an urban destination combined with outdoor activities, but still has a myriad of competitors, from national and international cities to cruises, theme parks, outdoor adventure tour operators and beach vacations.

Denver must showcase its safe, exciting, unique and compelling offerings to reserve a spot on the “short list” with potential visitors. While high-profile events and conventions have

broadened awareness of the Mile High City, consistent marketing and delivering on the promise of a “must-experience” combination of urban destination with outdoor activities is crucial to continued success. Photography, videos and other creative messaging help tell the story of how the spirit of the Rocky Mountains inspires both visitors and locals to explore the city.

In 2025 and beyond, the competitive edge will go to the destination that not only maintains its brand, but can also deliver on the promise of safety, cleanliness and confidence. Furthermore, the impact of climate change, including extreme heat events and wildfires, became much more important as many U.S. destinations experienced one or both events in 2023. Denver’s generally mild climate, and the lack of significant fire events in 2024 and 2025 (so far), continues to help the city’s reputation.

Factors contributing to a positive visitor perception in Denver and Colorado, especially compared to several traditionally competitive cities, include:

 Strong brand as an outdoor recreation destination, paired with “best of both worlds” messaging

 Reputation for exciting dining, nightlife and cultural scenes in a city with diverse, vibrant neighborhoods

 Reputation for being easy to get to, paired with reinforcement of the strength of Denver International Airport and with the appeal of western road trips

City destinations viewed as competitors for Denver within the Rocky Mountain region and the Western U.S. include:

 Seattle and Portland: Seattle's location on the West Coast is attractive; it boasts a vibrant downtown complete with renowned attractions, as well as a reputation for technology and innovation; and the city also offers easy access to many scenic outdoor attractions. Portland (in many ways similar to Denver) has a hip, young atmosphere; a walkable downtown; a bike-friendly reputation; and a strong culinary and craft beer scene. Denver's proximity to the Rocky Mountains is a plus, but Portland also promotes easy access to Oregon's wine country and the scenic Oregon Coast. Both cities' reputation suffered as they became early hotspots for COVID cases. Portland remains in the news as its downtown area continues to be plagued with crime and safety issues and a very visible population of people experiencing homelessness.

 Phoenix/Scottsdale: The Phoenix/Scottsdale area has many five-star resorts and the cities are significantly closer to the major attraction of the Grand Canyon. The two cities have established themselves as sunny destinations for golf and luxury resorts/spas. This is definitely a seasonal competitor during colder months, but extreme heat essentially takes this city off the table for summer travel.

 Salt Lake City: Salt Lake City has a positive image as a ski destination and is somewhat closer to the mountain resorts than Denver. While it may not have as strong a reputation for urban experiences, it is well known for outdoor activities in the summer as well as winter; and it has made infrastructure investments, from shopping complexes to highways and a new airport that opened in September 2020 to support

tourism.

 San Diego: San Diego is a well-branded West Coast city with must-see urban and outdoor attractions that appeal to all ages. The city has maintained a very positive destination image that includes an “always sunny” weather perception among business and leisure travelers. In addition, San Diego also has a walkable, vibrant downtown; plenty of great restaurants; art and culture; and access to outdoor recreation and beautiful scenery.

 Nashville: This Midwest destination has a strong urban brand and is similar in size to Denver. Its crossroads, mercantile roots mirror Denver’s, and it also left behind a historic downtown that has been revitalized in recent years. Nashville’s superior entertainment and music brand makes this city a draw for younger visitors, especially those on special occasion trips like bachelorette parties and guys getaways.

 Austin: The Texas capital continues to provide a world-class visitor experience, attracting people to the state who are drawn by its combination of live music, outdoor experiences (especially on its central river features) and food, particularly barbecue.

F. Local & Regional Tourism Marketing Initiatives

Denver Restaurant Week

In its 21st year of promoting the Mile High City’s dining scene, Denver Restaurant Week 2025 continued the established 10-day long format, spanning two full weekends from March 7–16. 315 local restaurants participated, up 20% from the prior year. According to post-event research:

 Meals served: 451,227

 Revenue generated: $19 million in spending at participating restaurants, delivering a much-needed economic boost to struggling restaurants

In 2025, Visit Denver had a four-tiered pricing structure offering diners a full, multi-course dinner for either $25, $35, $45 or $55. This structure provided an opportunity for more restaurants to participate, considering food cost increases.

In 2025, Visit Denver launched a new Diner Portal, allowing diners to create accounts and favorite restaurants and keep track of where they visited. There were 4,631 diner accounts created, and 1,951 diners opted into Visit Denver’s newsletter.

Denver Restaurant Week is supported by a multimedia advertising campaign that includes television, digital ads and billboards, as well as a full complement of public relations, social media and search engine marketing support. The website received more than 2.7 million pageviews, up 6% from the prior year; while the PR team garnered more than $23 million in AVE (Advertising Value Equivalency).

Denver Restaurant Week 2026 will take place from March 6–15. Program timing is based on data from other key events and large conventions happening in the city.

Denver Arts Week

Initiated by the Bureau in 2007, Denver Arts Week is a celebration of all arts and culture

genres in Denver. The primary goals of this local and regional marketing initiative are to generate awareness of Denver’s thriving and diverse arts and cultural activities with residents and visitors, and to help build new audiences for Denver’s arts and cultural organizations.

Denver Arts Week 2024 took place Nov. 1–10 and saw a record 620+ events from more than 350 cultural organizations. Denver Arts Week again included signature programs like expanded First Friday Art Walks and Free Night at the Museums. All events were promoted on DenverArtsWeek.com and through a dedicated local marketing campaign, as well as through Visit Denver’s social media and public relations channels.

Denver Arts Week 2025 will take place Nov. 7–16.

Denver Beer Week

Denver Beer Week was created to position Denver as America’s craft beer capital. It is usually staged around the Great American Beer Festival (GABF), the largest beer competition in the world, and includes a metro-wide campaign promoting all the beerrelated events that happen around GABF. In 2024, Visit Denver discontinued the Denver Beer Week program, though the Great American Beer Festival and adjacent events will continue to be promoted. The Denver Beer Trail will also continue to exist and will be updated annually.

Neighborhoods Initiative

Because travelers are seeking authentic experiences, marketing the “hidden gems” found in Denver’s neighborhoods is a great way to showcase the city’s uniqueness. Many of Denver’s cultural treasures including galleries, theaters, museums, independent shops and chef-owned restaurants are located throughout the city’s diverse neighborhoods.

Neighborhood content remains an important component on VisitDenver.com. Updates to existing videos and dedicated landing pages that overview Denver neighborhoods continue annually to help enhance content.

Visit Denver worked on making the Neighborhood Guide on the website more user friendly as well as mobile friendly. The written content has been updated to make it easier for visitors to understand the makeup of the neighborhoods and an interactive map was completed in Q4 of 2023, where visitors are able to click on each neighborhood and see the key aspects of each neighborhood. Videos continue to be updated as needed.

In 2024, Visit Denver created social content to highlight each neighborhood and continues to be updated in 2025

DOMESTIC GROUP & TRAVEL TRADE LEISURE MARKET

A. National Trends

The American Bus Association (ABA) includes approximately 1,959 motorcoach and tour companies in the United States and Canada, managing 48,667 coaches. According to the ABA Foundation Research, the motorcoach industry was flat in 2024 compared to 2020.

National Tour Association (NTA) consists of nearly 700 tour companies from the United States, Canada and Mexico and over 1,100 supplier companies such as hotels, restaurants, attractions, bus companies, sight-seeing services, publications and other travel-related businesses.

NTA’s survey published in November 2024 showed that 44% of suppliers would end 2024 better than 2023, and 66% of suppliers said they expected and increase in 2025. However, in a new survey published in April 2025, suppliers say their business or destination lost business, bookings or visitation from Canadian and other international groups.

B. Denver & Colorado Trends

Expanding on the success of the Hotelbeds Travel Trade Domestic marketing campaign in 2024, which generated 11,523 room nights, in 2025 the Hotelbeds marketing campaign generated 15,569 room nights YTD through June. campaign runs through November and additional room nights are expected.

The Tourism Department tracks all domestic group leads and service referrals generated from specific travel trade clients, small groups, weddings and reunions. The department tracked 348 leads and referrals for the domestic wedding market as of June 2025 compared to 350 for the same period in 2024.

The state of Colorado is seen as a favorable destination for the group tour market with open spaces, national parks and high vaccination rates. Denver is also the gateway to national parks in the Western U.S., which are a desired destination for tour groups postCOVID.

C. Target Markets & Results

This market is comprised of tour operators, travel companies, motorcoach companies and non-professional group leaders. These markets have not really recovered since COVID and are much smaller in size compared to 2019.

Although largely impacted, the Tourism Department continues to service group travel planners in the following segments:

 Motorcoach tours – Primarily mature adults and special-interest groups such as entertainment and social clubs.

 Student tours – Primarily music and band performing groups and educational tours seeking performance venues and clinics, educational activities, hotels and restaurants.

 Family and class reunions – Individual planners seeking information on hotels, restaurants and attractions suitable for groups.

 Weddings – Individual planners seeking assistance with services, venues and hotels. VisitDenver.com has automated wedding planning services.

Tracking of travel companies indicates that 18 new travel packages of Denver in 2025 were added as of June, compared to 21 in 2024.

Rocky Mountaineer continues to be important in bringing travel groups into Denver, with the First Passage to the West service from Denver to Moab, and with the addition of the new extension reaching Salt Lake City Rocky Mountaineer has been rebranded to Canyon Spirit starting in 2026.

The 2025 TourTrackerPro© Report was purchased to estimate the number of room nights in Denver. Combined with the total numbers tracked, the total number of room nights in Denver for 2025 is 10,400, which is 10% below 2024. The number of companies selling groups to Denver decreased from 66 in 2024 to 52 in 2025, and the number of group overnights decreased from 621 to 520 in 2025.

D. Competitive Overview

Colorado and the Western U.S. are favorable travel destinations with open spaces and national parks, putting Denver in position to be a great destination as well as a gateway city for motorcoach trips through the West. Because of Denver’s remote location in the U.S., a tour from any distance often combines air travel with a motor coach, making air access and air travel sentiment important factors in running a tour that starts or ends in Denver.

Phoenix and Salt Lake City – Both cities offer proximity and easy access to famous national parks, despite Colorado being home to four national parks of its own.

Colorado Springs, Grand Junction, Fort Collins and Loveland – These destinations offer a “small town” feel, convenient (often free) motor coach parking, easy access to attractions and the perception of being safer with lower populations. The perception (or reality) of lower hotel prices than Denver also makes them attractive options for an overnight in Colorado instead of in Denver. The Colorado Springs and Pikes Peak area attractions have always been popular for motorcoach groups, and Grand Junction Wine Country has gained recognition in recent years. Fort Collins and Loveland have invested more in tourism marketing in recent years as well.

INTERNATIONAL MARKET

A. Travel Trends to the U.S.

According to the U.S. Travel Association, international visitations to the U.S. are projected to be at 99% of 2019 levels.

The strong growth of global travel is expected to provide a boost to inbound travel to the U.S. over the medium term. Strength from markets such as Canada and India will be complemented by a pick-up in recovery from many European and Latin American markets.

Overall International visits to the U.S. are projected to fully recover by 2025 and 2026.

Key risks and challenges remain, and they have influenced the longer time frame for a full recovery (2025 or later). These include:

 Additional $250 visa fee for tourist visas added by the Big Beautiful Bill

 Excessive visa wait times

 Unfavorable (i.e., strong dollar) exchange rate

 Slowdown in the global economy and recession in many key inbound markets

 Increasing global competitiveness

 Lack of federal prioritization for inbound travel

U.S. destination marketers look to the Brand USA marketing organization to help bolster the image of America as a premier travel destination globally. Currently, Brand USA has active representation in 15 international markets covering over 40 countries. Denver has exposure on their global consumer website VisitTheUSA.com and other digital platforms.

Brand USA increased their paid media activities in 2024. However, their budget decreased from $100 million to $20 million in 2025.

Brand USA’s marketing initiatives have helped welcome 10.3 million incremental visitors to the U.S. in FY24, benefiting the U.S. economy with $75.6 billion in total economic impact. The U.S. Travel Association advocates for policies and initiatives that will foster international travel to the U.S., including the maintenance of Brand USA funding.

Canada and Mexico are critical international markets and in 2024 represented 51% market share of international markets, which is at par with 2023. A full recovery to 2019 levels for all international inbound travel was likely in 2025 (U.S. Travel Association), however, the current political climate estimate this may not happen until 2026.

International travelers are an important travel demographic to bolster the economies of state and local communities as international guests spend more money (an average of $4,200 per visit) and stay longer (an average of 18 nights) in the United States, according to Brand USA.

Communications, Sales & Marketing Efforts

Brand USA officially unveiled its new destination marketing campaign, “America the Beautiful,” at IPW in Chicago on June 16, 2025. The dedicated digital platform, AmericaTheBeautiful.com, also went live on the same day as a cornerstone of the campaign’s launch.

The objectives of this campaign are:

 Reposition the USA as a welcoming and inclusive destination

 Drive international visitation and economic recovery

 Showcase Undiscovered and rural destinations

 Modernize the digital visitor journey

 Inspire through cinematic storytelling

Online travel agencies (OTAs) like Expedia are a global marketing asset. Expedia and other OTAs are also striving to package more activities and attractions in destinations by increasing their international marketing efforts. Brand USA has established an international partnership with Expedia to launch consumer marketing programs in which U.S. destinations can invest. Visit Denver has partnered with Expedia in the past and will rely on their data to make plans for future marketing investments when and where appropriate.

International travel to the U.S. still heavily depends on relationships with international travel companies. The strongest segment for international travel to the U.S. is individual travelers (FITs), rather than traditional group travelers. Most companies that have traditionally worked with travel agents to reach consumers have now added consumerfacing websites.

Despite the increases in direct online booking options in many countries, traditional travel agents continue to be important because of their expertise, ability to obtain the best prices and because of the benefits provided by consumer protection laws around travel purchases made with traditional travel companies. Travel agent webinar training has helped update the travel trade on changes to Visit Denver’s offerings and continues to be an important part of the international strategy.

In 2023, Visit Denver was awarded a $500,000 grant ($250,000 to be used in 2023 and $250,000 to be used in 2024) from the Colorado Tourism Office, which is wasused to contract direct Representative PR agencies in Mexico, Canada, U.K., Germany and France. The grant period ended in February 2025. Visit Denver continued its efforts of contracting PR agencies in Mexico, U.K., Germany and France, but did not renew agency in Canada due to current political tensions. Trade efforts also continue with all key markets, including Canada.

B. Travel Trends to Denver & Colorado

Denver has a great combination of urban and outdoor experiences that are attractive to international travelers and can take different shapes, attracting different types of travelers at different stages in life or with different preferences. Experienced international travelers looking for a new destination with a dining and cultural scene find Denver satisfies these requirements with the added outdoor and walkable downtown. The Denver Michelin Guide has added attention to the city in major European markets, such as U.K., France and

Germany. International travelers look for a Colorado vacation that includes skiing or national parks visits.

Those who want the Western or “cowboy” experience think Denver is the best city to fly into when arriving in the U.S. Not only does it offer a great experience within the city, but Denver is a great place to start and finish a vacation. It is also a market considered next on the list for savvy travelers looking for a unique experience.

Visit Denver is also a gateway city for the Great American West collective, which markets to the following international markets:

 United Kingdom

 Germany (including Austria and Switzerland)

 Benelux (Belgium, Netherlands, Luxembourg)

 France

 Italy

 Australia and New Zealand

 Nordic countries (Denmark, Norway, Sweden, Finland, Iceland)

Tourism Economics provides estimated numbers of international visitors and nights spent in paid accommodations by international visitors to Denver and Colorado. The research does not break down leisure versus business travelers; however, it is estimated the majority is leisure travel. Its numbers are based on the analysis of several data sources: the U.S. Department of Commerce/NTTO arrival numbers, airline passenger data (OAG –Official Airline Guide), credit card spending and Smith Travel Research hotel statistics.

2025 & the Road to Recovery

International visits to Denver are expected to decline by 11% (to 493,200) in 2025, as forecasted and adjusted by Tourism Economics. International travel spending in Denver is forecasted to decline by 8% in 2025, to $442.7 million in 2025. These declines are part of Tourism Economics adjustment due to the current administration actions and impact.

Tourism Economics is forecasting Denver to recover its international visitors to 2019 levels by 2029 and projecting growth of 8% from 2024 to 2029 in international visits. In addition, Tourism Economics is forecasting international nights in paid accommodations in Denver will grow 103% from 2022 to 2026 to over 2 million room nights.

Denver’s largest source markets for 2025 are Canada (with 143,000 arrivals or 29% of total international arrivals), followed by the U.K., Mexico and Germany.

According to Oxford Economics, Denver is outpacing comparable North American cities from 2025 to 2027 with the exception of Baltimore.

Trips to Denver tend to be shorter than those to the United States as a whole, with three nights the average length of a trip in 2024, compared to 6.6 nights for the United States.

2025 has seen the addition of several international nonstop flights, totaling 35 international nonstop flights, the most Denver International Airport has seen.

New nonstop international flights in 2025:

Carrier New Route Launch Date Notes

United DEN → Rome (FCO) May 1, 2025 Denver’s first nonstop to Rome

United DEN → Mexico City (MEX) Oct 26, 2025 Daily service with 737 MAX 8

United DEN → Punta Cana (PUJ) Oct 26, 2025 Daily service only nonstop option

Airline Route Start Date Frequency

Volaris DEN – Monterrey (MTY) Apr 1, 2025 Regular nonstop service

Viva Aerobus DEN – Mexico City (AIFA/NLU) Nov 20, 2025 Thurs and Sun weekly

Aeroméxico DEN – Guadalajara (GDL) Jan–Apr 2025 Weekly (seasonal)

Aeroméxico DEN – Monterrey (MTY) Jan–Apr 2025 Twice-weekly (seasonal)

Airline Route Start Date Frequency / Notes

Viva Aerobus MEX (NLU/AIFA) → DEN Nov 20, 2025 Twice weekly (Thu and Sun)

C. Partnerships

Partnerships are crucial to international marketing successes:

 Colorado Tourism Office (CTO) – On July 1, 2021 the CTO reinstated its international representation contracts with several countries that were paused in 2020. The office now employs in-market representatives in the U.K., Germany/Switzerland/Austria, France, Australia/New Zealand, Mexico and Canada, which continued in 2024. Visit Denver is now contracting the same in-market representatives in the U.K., Mexico, Germany and France, while partnering with CTO in efforts to bring visitors from Australia/New Zealand and Canada.

 Rocky Mountain International (RMI) – RMI collaborates between Wyoming, South Dakota, North Dakota, Idaho and Montana to market the Great American West and pursue the U.K., Germany/Switzerland/Austria, Italy, France and Benelux markets. In July 2021, RMI resumed full representation in the Nordic countries and Australia/New Zealand. Denver is a gateway city partner represented in all markets, now competing with Minneapolis/St. Paul/ Bloomington.

 Colorado Ski Country USA and Colorado Ski Industry Partners – Collaborative marketing in Europe, Asia, Australia, Mexico and South America aims to increase the length of stay in Colorado and include pre- or post-ski visits to Denver.

 Brand USA – Cooperative marketing opportunities are available through the national tourism marketing effort that has fully integrated marketing campaigns and in-market representation in 15 international markets covering over 40 countries. Travel from these markets makes up 93% of inbound visitation to the United States.

 Denver International Airport (DEN) – Increased collaboration with DEN helps to maintain and pursue new nonstop service to Denver and increase the number of visitors to Denver and Colorado.

D. Results

Travel packages for Denver were also marketed internationally by over 350 international travel companies.

Many travel companies have new staff and Visit Denver continued to compile new contacts in 2025. In 2025, a total of 16,851 international room nights were tracked through June, through international marketing efforts.

E. Target Markets

The Tourism Department markets to international travel companies to encourage Denver visitation in the following ways:

 Dedicated Denver hotel + flight packages to promote Denver as a destination.

 Denver as a gateway to a Colorado vacation, in a fly-drive travel program (e.g., touring itineraries in a car, motorcycle or RV that include Denver and RV rentals by international visitors that require an overnight stay before picking up the vehicle.)

 Denver as a gateway to the West, in a fly-drive travel program (e.g., touring itineraries in a car, motorcycle or RV that include Denver and RV rentals by international visitors that require an overnight stay before picking up the vehicle).

 Group tours (motor coach, mini-bus or van tours) that include Denver.

 Denver hotel listings (hotel options only, without full city package or itinerary).

Target countries for Denver are determined by air access and traveler preferences in addition to border openings, international nonstop flights and traveler sentiment. Canada and Mexico rebounded first, due to proximity and flight availability. 2024 has seen the most international nonstop flights in Denver’s history.

Visit Denver collaborates with Brand USA, CTO, DEN and The Great American West through marketing campaigns, to leverage the Bureau’s investment to its greatest potential.

Primary International Target Markets

Primary target markets have been picked by the following factors:

 Performance in 2024

 Forecasted performance in 2024 and beyond

 Nonstop flights

 Visa waiver status

 Geopolitical environment

 Brand USA, CTO and The Great American West support and priorities to maximize budget and reach

Target Markets:

1. Canada

2. United Kingdom

3. Mexico

4. Germany/Switzerland/Austria

5. France/Benelux

6. Australia/New Zealand

Secondary Markets:

1. Japan

2. Italy

3. South America

4. Nordic Countries (Iceland, Norway, Sweden, Denmark and Finland)

5. Asia Pacific

With the new nonstop flight from Turkish Airlines, additional markets such as Turkey and India are being evaluated.

F. Competitive Overview

Denver’s most obvious competitors have strong non-stop international air service, wellestablished brands and access to famous attractions including national parks. Denver acts as the premier gateway to this region. Potential competitors in the West and Midwest, include Minneapolis, Phoenix, Salt Lake City, Chicago, Las Vegas, Los Angeles, Portland, San Francisco and Seattle.

Phoenix and Las Vegas – Phoenix is known for its upscale golf resorts and is a gateway to the Grand Canyon, while Las Vegas is a “must-see” destination for entertainment, gambling and shopping. Both of these cities have strong non-stop international air service and can be used to access many of the national parks in the West without including Denver.

Salt Lake City – Salt Lake City has good international air access, including nonstop to and from London, Paris and Amsterdam and is a strong Delta Airlines hub. Utah retained consistent tourism funding, even in the midst of the COVID crisis while other states cut budgets, which allows them to more aggressively pursue international markets.

Los Angeles and San Francisco – Both cities have California’s positive destination appeal and many international nonstop flight options. International travelers have traditionally used the large cities on the West or East Coast as gateways to the U.S. These cities offer access to beautiful coastal scenery, golf, national parks and famous attractions, including Universal and Disney theme parks.

Seattle and Portland – Increased international air service, expanded marketing budgets and nonstop flights to and from Asia, Nordic countries and Europe make Seattle and

Portland strong competitors for those travelers wanting to see the Western U.S. In addition, both are strong U.S. gateways for Icelandair.

Chicago – Chicago remains a very strong international gateway for the U.S. and hosted IPW again in 2025. Choose Chicago (the Chicago Convention and Visitors Bureau) has experienced ups and downs in funding.

Tourism: Public Relations Trends

As travelers become more discerning in their planning, they continue to look to trusted media sources to be inspired, find travel experiences and discover destinations where they can get good value for their travel budgets. Denver remains a popular destination in a continually more competitive travel space and the media coverage reflects that. As leisure travel continues at a steady rate, journalists are on the move, and they are producing global stories to inspire travel and support the industry. Year-to-date in 2025, the Communications Department has generated more than $56 million of global, positive print, broadcast and online earned media coverage featuring Denver as a top travel destination. As priorities, news cycles, the media landscape, international sentiment, the economy and traveler habits change, travel journalism continues to evolve to fit demands, and the Visit Denver Communications Department’s success depends on being attuned to these trends.

Traditional media outlets continue to evolve and major long-standing travel publications and travel sections across the globe continue to see changes. The ongoing shift toward digital news and social media outlets, and now generative AI chatbots, continues, further suffocating advertising revenue for traditional operations. Some travel sections that previously focused on international bucket list trips have shifted their focus to be more regional or even profiling neighborhoods within their city; others run more syndicated columns creating even less space for tailored placements. Online publications are dipping a toe into affiliate placements, a work-around for paid placements and previously seen primarily in the consumer packaged goods space.

In-person media marketplaces continue to produce record attendance numbers; however, individual media deskside meetings have transitioned to meetings at a journalists’ closest coffee shop as work from home or the nomadic lifestyle continues to be popular for travel media. Individual meetings have become increasingly harder to secure as freelance opportunities dry up, journalists’ time is at a premium and the journalist pool is shrinking. In 2025 the U.S. has 75% fewer reporters working compared to 2002 (MuckRack and Rebuild Local News 2025 study). The ratio means that PR pros need to be more persistent and creative with pitches to grab the attention of journalists, even those with strong relationships. It continues to be essential for public relations professionals to have individual time with media and to show the media they are a priority by simply showing up in person be it for a FAM, international marketplace or pitch meeting.

Despite this evolution, the public relations trends below remain relevant and offer a snapshot of a rapidly evolving industry. As budgets shrink and journalists are expected to produce more stories on a widening scope of beats, relationships and trust between public relations professionals and journalists are increasingly important. The Communications Department develops these relationships and closely monitors these trends to provide timely, tailored and imaginative pitches to heighten Denver’s profile as a destination.

Travel Media Trends

 Although artificial intelligence (AI) has become a hot (and controversial) topic throughout the media and journalism industry, its use in public relations and travel journalism remains highly ambiguous and suffers from too many credibility and ethics implications to truly forecast how it might be used within the industry.

 What is known is that AI-powered search continues to grow and become more sophisticated. Travelers are increasingly using AI resources to research and plan travel. These AI tools most often use third-party sources, especially niche publications that are seen as more authoritative by algorithms. As a result, earned media will be more relevant in 2026 as destinations seek visibility.

 As major search engines change the way they employ AI, serving up pull quotes instead of complete articles, website viewership is declining; thereby, impacting advertising revenue, budget and ultimately, the journalists employed to tell a story.

 With shrinking advertising revenue, media outlets are looking for new ways to produce revenue including increased advertorials, native advertising and whole departments focused solely on affiliate editorial.

 With the ongoing proliferation of digital news, most consumers prefer to get their news, including travel stories online, changing the way journalists report. Listicles and BestOf stories are taking the place of long form stories and features. Some journalists even earn revenue through their audience reach (similar to a pay per click model).

 Today, there are less dedicated travel editors in major daily news publications, making destination features even more difficult to place. Many turn to freelance writers, furthering the clutter among journalists competing to place stories, while also offering opportunities to organizations like Visit Denver to pitch more outlets with a single visit.

 Nearly 57% of journalists in the industry today are freelancers. Freelancers face more competition to place travel stories in publications offering less real estate for travel topics and shrinking pay. Strong relationships between a PR professional and a journalist continue to be essential as many freelancers do not attend a familiarization trip (FAM) with an assignment letter, like was expected previously, but start to sell their story during and after the FAM experience. Optimistically, this means a single FAM can result in several secured placements across both outlets and angles.

 Journalists (and their travel-seeking audiences) are looking for unique, and sometimes niche, experiences and are opting for individual FAMs versus group FAMs to fit their editorial needs. The Communications Department has focused on meeting journalists

where they are in creating FAMs that will result in stories highlighting Denver’s pillars. Time and again it is proven that the best stories come from those who experience the place firsthand.

 Freelancers have the added burden of selling a story to an editor, meaning the Communications Department must pitch the journalist and at times be a resource for the freelancer to pitch editors. This process means it also often takes longer after a FAM for a story to run.

 Due to diminishing resources in the print news industry, editors often expect journalists to play the role of photographer for their stories as well. The Communications Department works to support this process by providing photography from the Marketing Department when needed.

 Bloggers and influencers continue to gain traction, although reputable ones are scarce. As with most online coverage, blogger and influencer placements are difficult to monetize and still do not warrant priority over traditional media placements that can achieve a tangible value. This may evolve since in 2025 social platforms became searchable by AI and have become increasingly popular for trip planning. Social media has started to blur the lines with many journalists supplementing their income as influencers and vice versa with influencers trying their hand in journalism. Journalists have also started to go to social media for story ideas before entertaining pitches from communications teams.

 Online photo galleries and listicles remain popular and are especially beneficial in driving traffic, increasing website page views and helping destinations to collect superlatives. As mentioned, many times these placements are at the expense of more in-depth pieces.

 Images are vitally important to all mediums; high quality, easily accessible photography and videography have become as important as the story itself. Press releases accompanied by photos have a higher probability of earning placement and stories with photos get more reader clicks.

 The prevalence of video in travel media across all mediums continues to grow and stretch traditional standards of reporting. Even many longstanding print publications have embraced the use of video on their websites to complement or replace standard text news placements.

 Editorial coverage continues to shrink in proportion with the decreasing attention span of readers who are now accustomed to short, concise stories on the web and through social media channels.

 A growing number of online resources are now available at the fingertips of today’s prospective traveler, decreasing the reliance on media outlets for travel inspiration. From travel apps to Reddit and Instagram to user-generated review sites like TripAdvisor and Yelp, few segments of travel have been changed by the internet more than travel public relations.

 The monetary value of online travel editorial generated by PR is still difficult to gauge; however, advertising value equivalency (AVE) and impressions remain the industry standard for measuring results. The number of vendors is shrinking, with Burrells closing shop in 2024 after 136 years of tracking print media, creating more standardization in reported numbers.

 Online travel writers still garner information from media sections within official destination websites. They expect easily navigable, responsive websites that offer access to photos and provide itinerary planning/mapping tools.

International Media Trends

The most significant changes in 2025 have been in the international space. Visit Denver continues to focus internationally on Mexico, the U.K., Germany/Switzerland/Austria and France with contracted PR firms in these destinations. Visit Denver also works closely with the CTO to support media from countries outside of these four markets.

In early 2025, Visit Denver made the decision to pause its direct work with Canada until geopolitical issues cool. Unfortunately, the sentiment of international travel journalists mirrors that of international travelers in response to political conflict with the U.S. While some journalists separate their work from politics, many are hesitant to cover the U.S. and some editors simply refuse to run stories about U.S. travel.

Although international media trends remain subject to long-term, unforeseen changes based on the geopolitical climate and global economics, the trends below remain relevant and offer a valid snapshot of international media.

 International media face the same challenges from the internet as American print and broadcast media, and they are reacting in the same manner – shorter stories, less space and fewer articles.

 The best methods for developing international media coverage include hosting educational press trips for journalists; efficiently responding to media requests; collaborating with Brand USA media FAM efforts; and participating in international media promotions or travel trade shows such as IPW, TravMedia IMM marketplaces in New York, London, Berlin and Paris and Brand USA’s Pan-European Media Forum, where connections with a large number of journalists occur in one location.

 Over the past year, Denver has welcomed multiple new nonstop international flights. DEN now has nonstop service to 33 international destinations across 18 countries. The Communications Department continues to support these essential connections by hosting international travel journalists on these flights and curating thoughtful itineraries in Denver.

 International consumers remain interested in the American West and the entire Rocky Mountain region.

 Denver generally offers the primary “big city” feel on press trips that feature food, culture, sports, shopping and nightlife.

 The Colorado Tourism Office (CTO) also maintains contracts with trade and public relations representation firms in major markets including the U.K., Germany/Switzerland/Austria, Canada, Mexico, France and Australia/New Zealand. CTO staff regularly pursues press tours to Colorado from these countries with a stop in Denver.

Measurement Trends

 As mentioned, there is a growing prevalence of online and social content and it is difficult to monetize its value. Many companies are attempting to create and market new qualitative methods to measure media placements, but currently none are widely accepted in the PR industry.

 With less real estate to work with and the dilution of eyeballs thanks to changing search habits and AI evolution, articles on average generate a lower AVE. As a result, it takes many more placements to generate the same ad equivalency as in the past. Nonetheless, monetizing results through AVE remains a standard “best practice” in most major convention bureaus and across the global PR industry.

 The Department will continue to monitor with benchmarks in mind.

Tourism: Digital Trends

As the digital landscape continues to shift rapidly, Visit Denver's marketing strategy will evolve to meet new challenges and leverage emerging opportunities. From changes in how people discover destinations to the tools and platforms that support engagement, these trends highlight where focus is needed in the year ahead. Together, they form the foundation for a more agile, discoverable and audience-centered approach to digital marketing in 2026, serving travelers, meeting planners, locals and other key stakeholders.

Generative Engine Optimization (GEO) and AI-Native Discoverability

As AI-driven search engines like ChatGPT, Perplexity and Google AI Overviews rapidly grow in popularity, they are reshaping how Visit Denver's diverse target audiences discover brands and destinations. Traditional Search Engine Optimization (SEO), which emphasizes keyword rankings, backlinks and search algorithms, is increasingly inadequate as a singlesource discovery tool due to evolving user behaviors and AI-driven search methods that prioritize conversational context, structured information and authoritative citations. Instead, understanding Generative Engine Optimization (GEO), alongside other optimization strategies that emphasize structured, conversational and authoritative content tailored for AI-driven platforms, is quickly becoming essential for Visit Denver to ensure visibility, accurate representation and sustained engagement in an increasingly AIcentric search landscape.

GEO represents a shift from optimizing websites purely for traditional search engines to structuring content additionally for AI platforms, ensuring that brand information is accurately represented, easily understood and frequently cited in generative AI responses.

Growth and Engagement in the AI Era

Recent insights demonstrate that AI-driven search is experiencing rapid growth, delivering significantly better engagement than traditional channels. AI visitors exhibit notably higher value, and AI-driven search results are expected to surpass traditional search by 2028. Additionally, the rise of AI-generated summaries and overviews has led to substantial increases in brand impressions but a corresponding decrease in direct clicks to VisitDenver.com, underscoring the importance of optimizing content specifically for AIdriven platforms.

Key actions Visit Denver should prioritize to leverage GEO effectively:

 Structured Content: Focus on creating self-contained, passage-level optimized content segments that generative AI can easily interpret, summarize and cite.

 Conversational Formats: Employ question-and-answer structures, conversational tones and natural language queries aligned with user behaviors on AI platforms.

 Third-party Authority Building: Enhance presence on authoritative third-party platforms like Wikipedia, YouTube, LinkedIn, Reddit and community forums, which heavily influence AI citations.

 Brand Visibility Metrics: Transition measurement priorities from clicks and traffic to visibility and citations within generative AI results, including brand mentions, impressions and referral traffic from AI tools.

 Multimodal Optimization: Prepare for multimodal search capabilities—images, video and voice by optimizing visual assets and multimedia content, ensuring Visit Denver is discoverable across all AI-driven channels.

Adopting GEO and AI-native discoverability as core strategic priorities will enable Visit Denver to stay ahead of the curve, maintain a robust digital presence, relevance and competitive advantage through 2026 and beyond.

Integrated AI in Marketing: From Inception to Execution and Reporting

Artificial Intelligence (AI) is increasingly becoming a foundational element across all stages of Visit Denver's marketing processes, spanning channel optimization, platform engagement, operational workflows and performance reporting. While AI tools significantly enhance efficiency, accuracy and scalability, human oversight remains indispensable, ensuring strategic alignment, creative authenticity and contextual accuracy.

 AI in Channel Optimization and Platform Engagement: AI-driven analytics are empowering more precise audience targeting, real-time campaign adjustments and personalization across digital marketing channels. Platforms employing AI enable more meaningful interactions by anticipating user preferences and behaviors, thus improving visitor engagement and conversion rates. Visit Denver will be working with its agencies to ensure their understanding and adoption of this emerging technology.

 AI-Enhanced Operational Workflows: Incorporating AI into marketing operations streamlines essential tasks such as campaign planning, content development, social media management, email campaign execution and content scheduling. However, AI's role remains complementary, supporting human-driven decision-making rather than replacing it. AI tools assist marketers in managing complex datasets, uncovering actionable insights and automating routine tasks, thereby freeing time for strategic and creative endeavors.

 AI-Driven Reporting and Performance Analysis: The use of AI in reporting enables Visit Denver to extract deeper insights from performance data, identifying trends and predictive patterns faster and more accurately. Automated AI-powered reporting

systems enhance transparency, facilitate real-time campaign optimization and provide clearer attribution modeling.

 Human-Centric AI Integration: While AI tools provide substantial support, human expertise and intuition remain central. Marketers at Visit Denver will continue to steer strategic planning, oversee creative execution and validate AI-generated insights to ensure that marketing campaigns remain authentic, engaging and culturally relevant to diverse target audiences.

Adopting AI thoughtfully and strategically into Visit Denver's marketing processes positions the organization to remain agile, innovative and highly responsive, effectively meeting and exceeding the expectations of visitors, travelers, meeting planners and local communities through 2026 and beyond.

Comprehensive Video Marketing Strategy for Multi-Platform Impact

Video continues to be a powerful driver of engagement and inspiration and Visit Denver's success with short-form content on social platforms such as Instagram has demonstrated its value in reaching and resonating with key audiences. Building on this success, the next evolution in video strategy includes expanding both short-form and long-form formats across additional platforms and use cases to drive visibility, education and action.

The growing influence of video in social media, AI-powered discovery, traditional search behavior and consumer decision-making makes it essential to build a unified, intentional video presence that aligns with Visit Denver's marketing goals.

 Platform Diversification and Reach Expansion: Extend existing short-form strategies beyond Meta to include YouTube Shorts, long-form YouTube content and embedded videos on VisitDenver.com. This ensures that video content is discoverable across multiple points of entry, including AI search engines and traditional search results.

 Support for Paid and Organic Campaigns: Building on existing efforts in programmatic campaigns, social media and on the website, expand the use of video across Google Ads, email marketing and other paid placements. Video should be aligned with seasonal themes, events and partner initiatives to drive higher engagement and conversions.

 Video Content Aligned with Search Trends: Create video content that answers common questions, supports itinerary planning and visually highlights Denver's key experiences. Optimizing titles, transcripts and descriptions helps increase visibility in AI summaries and search engine results.

 Measurement and Iteration: Track video performance across platforms with metrics that include watch time, engagement rate and contribution to broader campaign objectives. Use these insights to refine creative direction, adjust length and format and prioritize content types that perform best.

By treating video as a central component of its content ecosystem, Visit Denver can more effectively support both brand building and performance marketing goals, delivering a consistent and engaging message to visitors, meeting planners, locals and influencers wherever they search or scroll.

Strategic Influencer and Content Creator Integration

Influencer and content creator partnerships have become an established and essential component of digital marketing, shaping how audiences discover destinations, engage with content and make travel decisions. For Visit Denver, leveraging these partnerships is not just about promotion but about integrating authentic voices and trusted messengers into core marketing strategies.

Influencers and creators help bridge the gap between promotional messaging and genuine experience-sharing, especially across social media and video-driven platforms.

 Integrated Storytelling Across Platforms: Strengthen collaboration with influencers to co-create content for both short-form and long-form video, as well as static and interactive social media formats. These assets can support organic and paid efforts across Meta, YouTube, VisitDenver.com and partner platforms.

 Niche and Local Creator Engagement: Expand efforts to identify and partner with micro and mid-tier influencers who speak authentically to niche communities and local audiences. These voices can enhance Visit Denver's reach and credibility across key visitor segments.

 Influencer Campaigns Aligned with Key Initiatives: Use influencer content to support tentpole events, seasonal campaigns, neighborhood storytelling and partner promotions. Strategic timing and alignment ensure content has greater impact across multiple channels.

 Performance-Driven Collaboration: Apply a metrics-first approach to influencer partnerships, evaluating success based on engagement, reach, video views and downstream performance indicators like website traffic, event attendance or guide downloads.

By embedding creators and influencers into Visit Denver's broader content ecosystem, the organization can amplify its reach, diversify its storytelling and create lasting connections with target audiences across a variety of platforms and formats.

Advanced Analytics and Real-Time Insights

In an environment where digital behavior, discovery channels and AI-powered platforms are evolving rapidly, so too will Visit Denver's approach to measurement. Traditional performance metrics like clicks, sessions, conversions, video views, social shares and saves remain valuable, but they no longer tell the full story. In the current landscape, visibility, share of voice and multi-touch influence are increasingly critical to understanding impact.

 Shifting Metrics for a New Landscape: Brand impressions, mentions in AI-generated content and presence across search and social platforms are emerging as key indicators of relevance and reach. These visibility-based metrics reflect the growing importance of influence over intent and recognition over referral alone.

 Diverse Tools for Holistic Measurement: To effectively measure performance across this broader spectrum, Visit Denver will continue evolving its analytics capabilities by identifying, implementing and utilizing a diverse set of tools. These include AI citation trackers, share-of-voice platforms, video performance dashboards, influencer analytics and search visibility reporting.

 Cross-Channel Synergy: All digital channels now operate in a multi-touch environment. Website traffic, social engagement, paid impressions, influencer content and AI search mentions are interconnected. Each channel supports and amplifies the others, contributing to overall brand visibility and campaign success.

 Real-Time, Actionable Insights: Moving forward, marketing success will rely on timely insights that support more agile, data-driven decision-making. An integrated analytics strategy will enable Visit Denver to understand full-funnel performance, adapt quickly and optimize efforts across all aspects of digital marketing.

As measurement continues to evolve, so must the mindset around what success looks like. Visit Denver's ability to evaluate performance through a mix of traditional, social, video and AI-era metrics will be essential. Embracing this expanded view will allow the organization to stay informed, make confident decisions and maximize the collective impact of all marketing efforts.

Evolving Social Media Strategy and the Rise of Social SEO

As social media platforms evolve, so do the strategies needed to maintain visibility, engagement and value. Heading into 2026, organic social media is emerging as a renewed area of opportunity. Platforms are increasingly doubling as search engines, with user behavior shifting toward discovery through search bars, hashtags and algorithm-driven recommendations.

 Organic Growth Through Collaboration: Building authentic content in collaboration with creators, partners and community voices can strengthen Visit Denver's reach and resonance across audiences. Organic posts that spark conversation and provide useful, relevant information will be favored in-platform and beyond.

 Platform-Specific Best Practices and Social SEO: Social SEO is becoming an essential complement to strong in-platform performance. Strategic use of keywords, alt text, geo-tagging, link structures, hashtags and formatting can boost discoverability within social platforms and across broader search environments, including AI-driven results.

 Content Designed for Discovery and Engagement: Content should be crafted with both the algorithm and the audience in mind. Visual storytelling, timely relevance, optimized metadata and clear topic signals improve chances of discovery while also encouraging likes, shares, comments and saves.

 Unified Search and Social Strategy: Social content and website content are no longer separate spheres. Integration between social SEO and traditional SEO will enhance consistency and discoverability across channels, reinforcing Visit Denver's brand presence in both user-led searches and AI-driven recommendations.

By maintaining a balance between social-first best practices and search-conscious strategy, Visit Denver can elevate its content across platforms, driving both visibility and engagement among travelers, locals and meeting planners alike.

Evolving Content Marketing and Management Strategy

With content driving nearly every digital touchpoint from search to social to video, Visit Denver's ability to create, organize and deploy content strategically is more important than ever. As marketing becomes increasingly multi-platform and AI-influenced, visibility and engagement now hinge on how well content performs across formats and discovery environments.

To keep pace, content marketing and management practices will evolve beyond traditional editorial calendars and channel-based workflows. A unified, audience-centric content ecosystem will ensure Visit Denver remains nimble, relevant and impactful.

 Centralized Strategy, Distributed Execution: Content should be planned holistically but customized by format and channel. Core themes and messages can be adapted for video, social posts, email campaigns and AI-friendly text to maximize reach and consistency.

 Flexible, Modular Content Systems: Rather than producing one-off assets, content should be developed in flexible blocks that can be reassembled or repurposed for various uses. This enables more efficient workflows and greater adaptability across teams and initiatives.

 Audience-Led Planning: Use insights from performance metrics, search behavior, social engagement and partner feedback to shape content priorities. This data-driven approach ensures Visit Denver is creating content that reflects what audiences are actually searching for, asking about and sharing.

 Content Governance and Quality Control: As content expands across platforms and contributors, governance becomes essential. Consistent voice, structure, tagging and accessibility standards help ensure content is discoverable, inclusive and aligned with Visit Denver’s brand.

By evolving its content marketing and management practices, Visit Denver can meet the demands of today’s fragmented, fast-moving media environment and build a system that supports scalability, relevance and long-term impact across every digital initiative.

Tourism: 2026 Goals & Objectives

Goals & Measurements Overview

The Tourism and Marketing Departments track specific leisure tourism and marketing efforts to determine the results achieved. For 2026, both departments have conducted extensive analyses of their respective goals to ensure targets are appropriately set.

The Marketing Department is responsible for the execution of strategies and tactics for the domestic leisure visitor market and conducts and monitors advertising, promotional activities and consumer touchpoints for all markets. The Tourism Department is charged with the sales, service and tracking efforts for the international leisure group and domestic group and travel agent leisure markets.

For marketing, the metrics include tourism advertising impressions and engagements, visitor touchpoints, both traditional and interactive, as well as advertising value equivalency (AVE) generated by the public relations team.

For tourism, the main metric has historically been voluntary room night reporting from travel companies, travel planners or Denver hotels. Starting in 2024 and again in 2025, tourism complemented reported room nights with impressions and room nights from cooperative marketing plans with Online Travel Agencies (OTAs) and airlines. Maintaining the number of travel companies selling Denver is also crucial to growing tourism, as is the generation of leads and referrals to Visit Denver partners for all leisure markets.

The 2026 goals outlined below have been developed with the best available data as of August 2025. Goals may be different in the final report as new information becomes available over the next few months and as the current international, national and local industry environment changes.

Room Nights: Domestic

Based on a cost-benefit analysis of the number of room nights produced in the domestic leisure group markets, which includes weddings, reunions and motor coach tour groups, the Bureau allocates limited staff resources toward these efforts and has automated wedding leads and service requests on VisitDenver.com. The number of room nights are currently tracked through TourTrackerPro® research, by contacting tour operators and sometimes requesting from hotels. A total of 1,474 room nights were requested in wedding leads (YTD July of 2025) and, using a conservative estimate of 50% conversion, 737 room nights were consumed in 2025.

In the travel trade market, the TourTrackerPro® research was purchased in Q2 of 2025 to also allow Visit Denver to track the number of room nights from domestic operators. For 2025, 54 companies with groups planned to visit Denver resulting in 10,400 through July room nights which contributes to the goal of 32,000 room nights. Additionally, at least

15.569 room nights have come from marketing campaigns with Hotelbeds for the domestic leisure travel agent market YTD through July. The goal for domestic room nights for 2026 will be 32,500.

Room Nights: International

Obtaining room night data from international travel companies is difficult due to data privacy policies and the lack of streamlined ways to provide specific city booking numbers. In addition, hotels are usually not able to assist in this reporting, because the bookings are primarily for individual travelers and are typically made via U.S.-based receptive travel companies; thus, the country of origin is not easily tracked. In addition, major hotel chains continue to resist the implementation of traditional contracts with receptive travel companies, which was exacerbated by COVID; instead, they are only offering dynamic rates or “on-request” rates for international travel companies. In addition, in 2025, the international travel industry continues to experience a labor shortage that impacts reporting of room nights. The goal for international room nights consumed in 2026 is 33,000 room nights, with similar budgets YOY.

Visit Denver conducts international marketing campaigns with travel companies and consumer marketing platforms such as airlines, international OTAs, Expedia and Brand USA. These campaigns often result in room nights being booked directly from the influence of the campaigns. Visit Denver will track the room nights as a measurement in 2026 based on the marketing investment.

To better evaluate international visitation to Denver, Visit Denver also obtains data from Oxford Economics’ Tourism Economics division, which conducts global research on visitation to the U.S., combining airline passenger data, U.S. Department of Commerce annual international visitation results, credit card spending metrics and other sources. This research for 2025 indicates that international room nights forecasted for Denver totaled 493,000, a 10.5% decrease compared to 551,000 in 2024. This is due to projected downgrades from Tourism Economics related to negative sentiment and political climate and strong US dollar.

Denver maintained 0.8% market share of U.S. arrivals in 2025. This share is projected to remain at 0.8% in 2026. The Tourism Department strives to maintain 0.80-0.83% Denver market share of inbound arrivals to the U.S. post-COVID.

If additional budget is available for Visit Denver to explore marketing campaigns in newer nonstop markets, such as Italy (United Airlines), Dublin (Aer Lingus), Japan (United Airlines), Turkey and India (Turkish Airlines), more impressions and room nights can be expected.

To capture international visitors traveling to the U.S. for the 2026 FIFA World Cup, even though Denver is not a host city, Visit Denver’s marketing strategy positions Denver as a “Soccer Adventure Hub” a vibrant starting point, stopover, or extended-stay destination

between matches. Campaigns will build awareness in key markets (UK/Ireland, Germany, France, Italy, Canada, Mexico, Japan and Brazil) through geo-targeted digital campaigns, SEO-driven content, and partnerships with international travel media. On the conversion side, there will be collaboration with major OTAs, and key international tour operators to integrate Denver into multi-city travel packages and stopover itineraries, supported by targeted booking promotions. This two-phased approach awareness followed by conversion—ensures Denver stands out as an accessible, affordable, and exciting choice for World Cup travelers.

Leads & Referrals

Business leads and referrals to Visit Denver partners are also generated and tracked in both international and domestic markets by the one sales manager in the Tourism Department. DMOs are generally recognized as a trustworthy resource for travel companies seeking destination information, but online travel planning resources are also competition for DMOs.

There is a growing trend among travel trade clients to request referrals, rather than allowing a lead to be sent to the hotels or other suppliers of services on their behalf. For a referral, the DMO provides a list of contacts for specific partner hotels or service providers and the clients can contact the suppliers as they deem appropriate. Clients prefer to contact and negotiate directly with hotels and other service providers, rather than getting responses to a lead sent by Visit Denver.

The number of leisure event planners and travel companies needing assistance from Visit Denver for short-term tours, travel and events increased in 2025 to 251 compared to 212 in 2023, as of July of 2025. However, this is expected to be flat in 2025, with fewer requests from International and weddings, which make up the largest part of leads and referrals.

The Tourism Department lead and referral goal for 2026 is 400.

Contacts, Impressions & Companies Offering Denver Product

Travel trade contacts and proactive contact outreach are measured on an annual basis, as are the number of companies that offer Denver travel product. Travel trade contacts and impressions have historically been generated via proactive client outreach, trade shows, sales missions and training seminars.

Contact goals for 2026 will be increased 3% year-over-year to 3,600. The department will leverage opportunities for in-country trainings through the in-country representatives in key markets of Mexico, Canada, U.K., Germany, France and Italy as well as virtual trainings with marketing partners like CTO, RMI, Brand USA and Visit USA.

Historically, impression numbers were counted from a total number of travel trade clients that attended travel trade shows, but that number does not reflect direct impact.

International marketing campaigns, which resumed in 2022 and continued in 2025, resulted in 29,443,620 impressions YTD through July and are expected to reach the goal of 100,000,000 million for the year. The department will continue to use international marketing impression numbers to measure impact. The marketing impression goal will be flat at 100 million in 2029. This number will come from cooperative marketing campaigns in key international markets, with a flat budget from 2025 due to changes in Brand USA Marketing campaigns resulting in fewer impressions. The campaigns are more targeted with higher conversion potential.

In 2025, as of June, 18 new travel packages have been tracked, over the 20 travel packages forecasted. Visit Denver strives to maintain exposure to the same key travel companies and is expecting 22 new travel packages in 2025. This is 10% higher than in 2025.

Domestic Visitor Numbers & Spending

Additional research is utilized to evaluate results for consumer marketing campaigns annually. Longwoods International implements a comprehensive study to quantify domestic visitor numbers and spending. This research provides a credible analysis of Denver’s domestic leisure visitors. While Longwoods conducted their research for the 2024 travel year, such information needs to be handled cautiously and balanced with additional sources of information. In this case, it is Visit Denver’s intent to combine this information with data about travel spending and taxes generated as reported by the annual Dean Runyan Associates report, received in late summer.

While competition for leisure travelers is increasingly intense, given the myriads of global choices they have, Visit Denver strives to maintain a growth rate for leisure visitors to Denver that equals or exceeds the national growth rate for leisure visitor travel, as reported by Longwoods. The 2024 Longwoods research reported a 1% decrease in overnight visitors for Denver. Overall, U.S. overnight travel grew at that same 1.9%.

Domestic Leisure Tourism Marketing: Advertising Impressions & Digital Engagements

Visit Denver and its agencies devote a substantial amount of time and money developing promotional campaigns designed to attract future visitors. These campaigns form the core of the marketing department’s strategies to continue the impact of tourism for the city and for its partners.

Tourism is an extremely competitive global industry, and Denver competes with destinations across the country and around the world. With so many destinations to choose from, Denver’s success rests on being able to differentiate the city’s appeal from other similar destinations, and then to “close the deal” by offering relevant, credible and appealing information once a potential visitor becomes interested.

Two of Visit Denver’s primary tactics for attracting potential visitors are the Bureau’s domestic advertising campaigns and social media efforts. A third core tactic, public relations efforts, is covered below.

Visit Denver’s advertising campaigns run year-round to regional and national target markets, positioning the city using the “Uplifting by Nature” brand, and messaging pillars related to dining, culture, outdoor activities, events and more. One of the main measurements of success is the number of impressions these campaigns can generate. This new City goal, advertising impressions, will be calculated in partnership with the Bureau’s advertising agency of record based on the expected campaign mix, media tactics and budget. For 2026, the goal recommendation is 750,000,000, a 7% increase over 2024.

The second component, digital engagements, is a combination of visits to Visit Denver websites and engagements on Visit Denver social media posts on the Bureau’s primary platforms, including Facebook, Instagram and LinkedIn. Though Visit Denver does use other social platforms, the three above represent the vast majority of the social media team’s time and budget, as where most of the audience looks for travel information.

The website metric reflects ongoing improvements to the Visit Denver website while acknowledging the challenges of an increasingly competitive digital landscape where people also seek information through social media and generative AI platforms. The recommendation for the website portion of the digital engagements goal is 12 million, a 4% increase over 2025.

The social media metric includes a combination of post engagements (likes, reactions, comments, shares, saves, link clicks) and videos views (all video view exceeding three seconds, per industry standards) for both organic and paid posts. The recommendation for the social media engagement portion of this goal is 55,000,000, a 38% increase over 2025.

The combined goal for 2025 for digital engagements is to be set at 67,000,000, a 30% increase over 2025.

Leading Indicators for Leisure Tourism Marketing Goal Setting

Advertising Impressions

Strong Denver brand, competitive budgets, experienced and tenured staff & agency and shift to digital media channels.

Continue to focus on high-impact, low-cost programmatic media while also leaning into higher cost, high engagement tactics that generate conversions.

Media overall is expected to come with higher costs in 2026 and any cuts to advertising budgets would impact impressions.

Increase 7%

Digital Engagements: Web Visits

Advertising drives steady traffic to the site. Fresh content keeps the site active and trusted.

Digital Engagements: Social Engagements & Video Views

Visit Denver's social media presence remains strong, with impressive engagement across platforms The short-form video program has been a success, allowing Visit Denver to repurpose content across platforms. Looking ahead to 2026, this tactic is set to broaden reach by including YouTube and Pinterest in paid social advertising strategy, aspiring to connect with new audiences and elevate engagement.

Content can be created that answers more visitor questions directly and builds stronger connections with returning visitors. Advertising can help bring in new audiences.

Utilize short-form video storytelling to captivate our audience and showcase Denver. Expanding to YouTube and Pinterest will reach new audiences and diversify content. Collaborating with influencers will add authenticity and boost engagement across all channels.

Search engines and AI tools often answer questions without sending people to our site. Social platforms also keep more attention inside their apps, making it harder to bring visitors to us.

May face increased competition, algorithm changes impacting reach, and the rise of ad blockers affecting paid campaigns. Additionally, if storytelling doesn’t evolve to match emerging trends, there is risk in falling behind in audience engagement as preferences shift towards more dynamic and authentic content.

Increase 4%

Visitor Inquiries & Touchpoints

Visit Denver has established a number of measurements that indicate consumers’ interest in visiting Denver, and in interacting with Visit Denver platforms during all phases of their visit. Collectively, these measurements are called Visitor Inquiries and Touchpoints and are a combination of the following: requests for the Official Visitors Guide to Denver and Colorado (OVG); visits to one of the official Tourist Information Centers (TICs); engaging with geofenced targeted ads to visitors to metro Denver; engaging with one of the Bureau’s online newsletters and promotions; and, finally, engaging with other information sources. These last two are new goals in the City contract and will be further defined below.

Visits to the TICs are up this year compared to 2024 with the re-opening of the Denver Union Station (DUS) location after renovation of the Great Hall (it was closed for four months in 2024), though far below pre-pandemic peaks. The TIC at DUS received 142% more visitors through July at 16,981. With record convention attendees this year through June, the number of visitors at the CCC TIC increased to 2,695, an 11% increase to last year.

Despite these factors, Visit Denver is expecting traffic to the TICs at CCC and DUS to be lower next year. The expected attendance at CCC meetings in 2026 will be lower than

2026, so TIC visitation is projected at 4,666. The TIC at DUS is expected to welcome a similar number of visitors next year, 26,000. This leads to a combined goal recommendation of 30,666 in 2026.

In 2026, this goal will be expanded to include conversions from Visit Denver’s geofencing advertising program, which serves digital ads to visitors to the market.

In 2024, Visit Denver tested geofencing targeted ads in metro Denver, to reach visitors from out of town, whether they came for a convention or for leisure, to discover things to do,

After testing and optimizing, Visit Denver fully launched the program in 2025, which has generated over 10,000 conversions YTD July. This program is expected to have similar results in 2026, leading to a goal recommendation of 14,334. Combined with the TIC goal, the total goal recommendation for these visitor contacts is 45,000, flat to last year.

Demand for the flagship official visitors guide has been flat in the years since the pandemic and is starting to show signs of decline, particularly in the back half of the year. The team has worked to increase the visibility of online ordering options for the guide, leading to a steady rate of online requests, and the number of places the guide can be picked up in the state has increased, but overall, demand is not increasing. This leads to a goal recommendation for 2026 of 235,000, flat to 2025.

Subscribers to Online Newsletters and Promotions will be defined as new sign-ups to the Discover Denver consumer e-newsletter and opt-ins from the Meeting Planners Guide. Based on performance, the goal for 2026 is 20,400, a 5% increase from 2025.

Finally, Other Digital Information Sources will be defined in 2026 as visits to the digital Official Visitors Guide (OVG) and the digital Meeting Planners Guide. The goal for 2026 is 34,650, a 5% increase from 2025. This definition will continue to be reviewed annually to reflect new technologies.

Leading Indicators for Visitor Inquiries & Touchpoints Goal Setting

Tourist Info Centers & Geofencing Conversions

Denver Union Station and Colorado Convention Center locations are open, with DUS open 7 days a week during summer. New geofencing tactic adds a new way to reach in-town visitors.

Continued use of these two locations and use of geo-targeted ads to direct visitors when they arrive, as well as possible new mobile TIC or a location at 16th Street Mall.

DEN location permanently closed. Downtown location closed indefinitely due to inability to staff. Flat

Official Visitor Guide Requests

Subscribers to online newsletters & promotions

Other digital information sources

Demand for Denver travel info returning slowly. Certain segments (e.g. older travelers) like using printed guides. Distribution program significantly improved in 2024.

Email communications continue to be an effective channel for visitor and meeting planner interest and engagement.

Providing users a digital alternative of key resources to learn about Denver creates additional touchpoints and options to digest information.

Public Relations

Continue to update information including top attractions, neighborhood info and key events. Continue to expand distribution and fulfillment program.

Younger travelers not as interested in physical materials. Avoidance of physical materials. Hotel distribution locations impacted by pandemic. Some TICs are closed. Flat

Increase visibility for sign-ups on website and advertising channels such as paid social and paid search. More people now get answers from AI tools and social platforms instead of coming to our website.

Consistent demand for digital guides reveals opportunity to expand digital resource offerings.

Public relations efforts are measured by a longstanding industry standard known as advertising value equivalency (AVE), which determines the monetary value of public relations media placements based on the equivalent costs to place advertising in the same space. Though there are difficulties in this method (e.g., lack of consistent reporting, especially from online sources), AVE remains the most widely used and consistent industry metric to track media relations successes.

In 2026, the Public Relations Department will continue its practice of tracking AVE in three main areas: national, international and local “business of tourism” stories.

National Market

The uncertain economic future of U.S. travel coupled with a rapidly changing media landscape has the potential to stagnate growth. Still, with international markets becoming increasingly volatile, domestic earned media is becoming more important. While the traditional media FAM trip continues to serve as the most effective means of providing inspiration for national travel stories it is taking longer to secure fewer media. They are finding it harder to place stories with editors and their pay per article is decreasing, meaning they need a variety of potential stories before committing to a trip. Domestic media marketplaces have experienced record attendance levels including IMM in New York City and IPW, the two largest annual media marketplaces offered in the country.

Well-known travel outlets continue to work through industry-wide downsizing and diminishing advertising revenue. Travelers are increasingly using artificial intelligence to research travel impacting digital viewership; as crawling methods evolve so will outlets’

approach to handling and the PR team’s strategies. Domestic meeting and travel trade outlets continue to lose clients who indicate they are more influenced by general press outlets than trade outlets when it comes to destination information. Additionally, travel sections are shrinking, and audiences are demanding coverage of less popular destinations, increasing Denver’s competition in the limited spaces available. As a result, AVE continues to become more difficult to achieve and predict.

Key indicators in the communications space point toward modest to steady growth; Visit Denver anticipates a continued, albeit slowing, upward trajectory within the domestic travel market in 2026. With this in mind, a national goal of $44,000,000, an increase of 10%, is recommended.

Local Market

Local AVE numbers track the positive press about the impact of tourism on the local and statewide economy in local media outlets, along with Visit Denver activities and programs. Visit Denver tourism and partner advocacy stories continue to capture local news interest as the city sets new visitation records. In summer 2025 Visit Denver launched a locals’ campaign encouraging locals to explore the city that so many tourist love. This, coupled with earned media surrounding Visit Denver-owned events including Mile High Holidays, Denver Restaurant Week and Denver Arts Week made for an incredibly productive year, which we anticipate continuing into 2026. The completion of 16th Street and recordbreaking Colorado Convention Center year will be positive stories to highlight in 2026. Due to the relatively low cost of local media, AVE numbers are traditionally low, so large yearover-year increases are difficult to achieve. A shrinking pool of reporters and outlets further reduces the potential for AVE. A goal of $3,000,000, an increase of 20%, is recommended for 2026.

International Market

With additional international flights to Denver in 2025, and with the momentum generated by previous years’ efforts, Visit Denver was expecting 2025 to be a growth year. However, with the deterioration of international sentiment and high dollar, this was not the case. The federal recovery grant funding administered by the CTO ended in February, but all professional service agreements with international public relations representative agencies continued for Mexico, U.K., Germany and France. We did not continue representation in Canada due to increased political tensions and reduction of Canadians traveling to the U.S. and will be evaluating our contracts with other markets and their success through the year.

The economic uncertainty coupled with the negative sentiment directed at the U.S. have created an unsteady situation with travelers and the media who represent them. Travelers are requesting that their editorial outlets cover non-U.S. destinations making it increasingly more difficult to place earned pieces or secure FAM trips. While this isn’t the case across the board, the trend isn’t favorable. The team relies on expert guidance in these countries

to pursue key communications platforms, pivot strategy and inform the utility of channels including international media marketplaces (IMMs) and Brand USA’s pan-European International Media Forum. With many U.S. DMOs vying for market share in these countries, Visit Denver continues to create new opportunities to complement and amplify the existing work of the CTO with media efforts such as FAMs, travel trade show appearances and general proactive media outreach to generate destination coverage. With DEN now offering more nonstop international flights than any time in its history, this approach also may help to fill airline seats and ensure the continued success of these nonstop flights.

With this approach, Visit Denver will continue to collaborate with the CTO to generate international market AVE. In 2025 Visit Denver increased the international AVE goal by 50%; due to the factors above, the recommendation is to keep the international goal at $15,000,000, remaining steady.

Leading Indicators for Public Relations Goal Setting MEDIA

LOCAL Pacing upward In summer 2025 Visit Denver launched a locals campaign encouraging locals to explore the city that so many tourists love. This, coupled with earned media surrounding Visit Denver-owned events including Mile High Holidays, Denver Restaurant Week and Denver Arts Week made for an incredibly productive year, which we anticipate continuing into 2026. The completion of 16th Street and recordbreaking Colorado Convention Center year will be positive stories to highlight in 2026.

DOMESTIC (National) Pacing upward

Increase 20% to $3,000,000

INTERNATIONAL Pacing flat

The uncertain economic future of U.S. travelers coupled with a rapidly changing media landscape has the potential to stagnate AVE growth. While the traditional media FAM trip continues to serve as the most effective means of providing inspiration for national travel stories it is taking longer to secure fewer media. They are finding it harder to place stories with editors and their pay per article is decreasing, meaning they need a variety of potential stories before committing to a trip. Travelers are increasingly using artificial intelligence to research travel impacting digital viewership; as crawling methods evolve so will outlets’ approach to handling and the PR team’s strategies.

The federal recovery grant funding administered by the CTO ended in February, but all professional service agreements with international public relations representative agencies continued for Mexico, U.K.,

Increase 10% to $44,000,000

Remain steady at $15,000,000

Germany and France. We did not continue representation in Canada due to increased political tensions and reduction of Canadians traveling to the U.S. and will be evaluating our contracts with other markets and their success through the year. The economic uncertainty coupled with the negative sentiment directed at the U.S. have created an unsteady situation with travelers and the media who represent them. Travelers are requesting that their editorial outlets cover non-U.S. destinations making it increasingly more difficult to place earned pieces or secure FAM trips. While this isn’t the case across the board, the trend isn’t favorable.

Goals

1. Increase the number of leisure travelers to Denver metro area by creating awareness of Denver as a desirable leisure travel destination and by expanding Denver’s exposure in domestic and international travel programs.

2. Identify and pursue domestic and international leisure travel markets most likely to visit Denver throughout the year.

3. Generate community awareness among city and hospitality industry constituents encouraging them to support the Bureau sales and marketing efforts.

Objectives

The Tourism and Marketing Departments’ primary goal is to increase leisure travelers in three markets: domestic consumer, international and domestic group, in order of priority. The following objectives provide quantitative measurements toward that goal.

1. Generate and track 65,000 leisure room nights that includes 23,000 through International third party and OTAs, 10,000 through International Trade and 32,000 through Domestic Groups.

2. Generate 400 leads and referrals for Denver in the domestic and international markets via trade shows, sales missions, website RFPs and telemarketing.

3. Generate 3,600 contacts with domestic and international travel trade representatives via proactive client outreach, in-person and virtual trade shows and trainings.

4. Generate 100 million international marketing impressions for Denver from campaigns with travel trade and international consumer marketing partners.

5. Develop 22 new or enhanced travel products that include Denver in domestic and international markets.

6. Generate 750,000,000 domestic advertising impressions and 67,000,000 digital engagements (social post interactions and video views).

7. Generate 335,050 visitor inquiries and touchpoints. This new combined goal includes visits to Tourist Information Centers, geofencing conversions, requests for the Official Visitors Guide, requests for online newsletters and other digital information sources.

8. Generate $44,000,000 in ad equivalency from Denver stories in national consumer media publicizing Denver as a leisure and meeting travel destination.

9. Generate $3,000,000 in ad equivalency in local media stories on the Bureau’s impact and the importance of tourism and conventions to Denver’s economy as well as encouraging locals to enjoy what visitors do through general outreach as well as surrounding local favorites like Denver Arts Week, Denver Restaurant Week and Mile High Holidays.

10. Generate $15,000,000 in ad equivalency from Denver stories in international media publicizing Denver as a leisure travel destination.

Visit Denver: History & Organization

A Short History of Visit Denver, The Convention & Visitors Bureau

In 1908, Denver hosted the Democratic National Convention in a brand-new building –the Denver Auditorium Theatre. The event was so successful in generating press and economic development for Denver that city leaders decided to create an agency to attract more conventions. In 1909, the Denver Convention Bureau was organized as a private trade association with the mission of bringing conventions and meetings to the Mile High City. It was only the sixth convention bureau in the United States. Today, there are more than 800 destination marketing organizations.

In 2008, the bureau rebranded using the trade name Visit Denver, once again hosted the Democratic National Convention and in 2009, celebrated its 100th anniversary. In 2026, Visit Denver will celebrate 117 years of promoting Denver and Colorado.

About Visit Denver, The Convention & Visitors Bureau

Visit Denver, The Convention & Visitors Bureau is a not-for-profit trade association with over 1,200 business partners (members) that contracts with the City of Denver to market Denver as a convention and leisure destination.

With an annual forecasted budget of $47.0 million in private and public funding and 65 fulltime employees, Visit Denver’s goal is to bring conventions and tourists to Denver for the economic benefit of the city, the community and Bureau partners. As Visit Denver continues to rebound from the pandemic, the 2025 estimated actual revenue is projected to be $46.40 million which surpasses the 2019 budget of $41.3 million. Staffing has increased back to 2019 levels. The Bureau’s budget is derived from partnership fees of approximately $1 million, private fundraising and advertising sales and from 3.75% of the Lodger’s and Tourism Improvement District (TID) Taxes in the City and County of Denver. The Bureau is governed by a 39-member Board of Directors who are elected by the Bureau partnership and includes two Denver City Council members. In addition, there are five Lifetime members, up to 16 Community members that include two members appointed by the Mayor of Denver and two honorary members.

The Bureau is an accredited Destination Marketing Organization, a designation awarded and maintained by Destinations International (DI), the industry association for bureaus and related organizations.

Visit Denver Commitment to Diversity, Equity & Inclusion

The Mile High City welcomes people of all races, ethnicities, abilities, gender identities and sexual orientation. Visit Denver is committed to making the core values of diversity, equity and inclusion a way of life for the organization, its partners in the hospitality industry and its visitors.

Visit Denver believes that travel makes the world a smaller and more connected place. It brings people together and fosters interaction among diverse cultures. It builds understanding, appreciation, empathy and respect for one another. This philosophy is essential to who the organization is as a community and why Denver is one of the top destinations in the country to live and to visit.

Denver celebrates its rich cultural heritage across its vibrant neighborhoods with attractions, restaurants, festivals and events throughout the year. Go to Diverse Denver, where you will find the Accessibility Guide, the Land Acknowledgment to support Indigenous people and more.

With this in mind, Visit Denver renews its pledge of awareness and action to create change, both within the organization and in the city. The organization is committed to making these core values a way of life for the organization, partners in the hospitality industry and visitors.

In addition to a newly formed board advisory committee to assist Visit Denver with its community DEI initiatives, a staff consultant was contracted and has developed a threeyear program of education and training.

STAFFING

The Bureau’s staffing levels are back to pre-pandemic levels. Current staffing levels support the Bureau’s ongoing ability to generate demand and continue to grow the economy.

The following is an overview of the staffing and departments within the Bureau:

Communications

The department is responsible for all print, broadcast and online messages and media relations. The current department staff consists of one director, one manager and a coordinator.

Convention Sales

The department is responsible for marketing Denver as a meeting and convention destination. The department goals are to increase the number of meetings and conventions held in Denver, generate awareness of Denver as a preferred meeting destination and build community awareness among city and hospitality constituents, encouraging them to support Bureau sales and marketing programs.

Located in Denver, Washington, D.C. and Chicago, there are 16 individuals dedicated solely to sales efforts, covering different markets, but working together to achieve a common annual room night goal. The department also includes a senior vice president/chief sales & services officer, an associate vice president, a director, an executive assistant, three coordinators and an information analyst who provides support to the sales team.

The Bureau contracts with two independent sales professionals to develop convention sales leads through telemarketing and email sales efforts. This initiative, known as the B.E.S.T. (Bureau Extra Sales Team) program, started in 2004.

Denver Sports Commission

The Denver Sports Commission was founded in 2001 to help bring high-profile sporting events to Denver. In December 2012, the Board of Directors of the Metro Denver Sports Commission (Denver Sports) voted to align themselves with Visit Denver’s sports marketing efforts, effective January 2013. Under the direction of Visit Denver, the Denver Sports Commission has continued to serve as a clearinghouse and resource for all sporting event organizers interested in Denver as a future location. The executive director of Denver Sports is responsible for attracting premier amateur and professional sporting events to Denver.

Destination Services

The department is responsible for assisting conventions and meetings coming to Denver by acting as a liaison between Bureau members, city facilities and planners. They also facilitate any needs the client may have to ensure that the group returns to the city for future meetings. The department currently consists of one director, one associate director, three citywide destination managers, a manager, two coordinators and an assistant.

Executive

The department is responsible for overseeing the daily business operations of the Bureau. The president/CEO delegates departmental management authority to a vice president in each of the respective areas: Conventions, Marketing, Tourism and Finance & Administration. The director of government & community affairs serves as the Bureau’s liaison between city and state governments, the Board of Directors and the business and residential communities on all issues pertinent to the Bureau’s mission, especially those public policy and infrastructure issues that have potential to impact the tourism or meetings climate, positively or negatively. The department consists of the president/CEO, a director and an executive assistant.

Finance & Administration

The department is responsible for internal/external customer service and support, which includes the areas of finance, administration, human resources/payroll and information technology. The department consists of an executive vice president/CFO, an accounting director, a human resources director, two accounting managers, a human resources manager, two information technology managers and an office administrator.

Marketing & Digital Marketing

The department develops integrated marketing programs to promote Denver as a premier travel destination for conventions, meetings and leisure travel. The department consists of

a vice president/chief marketing officer, a director of web & content, a digital design manager, a marketing manager, a social media manager, a web marketing manager and a coordinator. The Bureau contracts one content manager in support of the Visit Denver website.

Partnership & Foundation

The department is responsible for the sales, servicing and retention of the Bureau’s 1,200+ partners (members) and oversees advertising sales for the Bureau. The department generates approximately $1.9 million in private revenue annually, from partner dues, advertising sales and partnership cooperatives. The department plans partnerships events that encourage community networking and engagement. In addition, the department plans events for the Visit Denver Foundation, which awards scholarships to college students pursuing degrees in the tourism industry. The department also oversees the Bureau’s efforts with workforce development in the hospitality industry. The department consists of an associate vice president, a services & events manager, a data and systems manager and two coordinators. The Bureau also contracts with an independent sales professional to generate new partners and sell advertising.

Tourism

The department is responsible for promoting Denver as a year-round leisure destination to domestic and international travelers with the goal of increasing leisure visitors for Denver. The department also manages the “Go the EXTRA Mile” program and branded programs such as Denver 365 (Events), Denver Arts Week and Denver Restaurant Week. The department consists of a vice president/chief tourism officer, a tourism senior sales manager, a cultural tourism program manager and a coordinator. Additionally, the department manages two tourist information centers located in the Denver Union Station (DUS) and in the Colorado Convention Center (CCC), respectively. Due to the pandemic, the California Street location has been closed permanently. In addition, due to the current renovation of the airport terminal, that location is closed as well.

Summary

VISIT DENVER: 2026 Operating Budget*

1 Lodger’s Tax – 2026 revenue budget is a 1.5% increase over the 2025 estimated actual and is projected to be a 2.5% increase compared to the 2024 actual revenue received. The 2026 revenue budget and 2025 estimated actual are based on booked convention business and forecasts received from Smith Travel Research.

VISIT DENVER: 2025 Board of Directors

2025 EXECUTIVE COMMITTEE

Leon Barnes

Chair

Senior VP of Customer Experience & Human Resources, Comcast Cable Corporation

Hollie Velasquez Horvath

2026 Chair-Elect

Regional VP, Xcel Energy - Colorado

Brent Fedrizzi

Past Chair

President, North American Regional Offices, AEG Presents

Greg Feasel

Secretary

President & COO, Colorado Rockies Baseball Club

Walter L. Isenberg

Treasurer & Chair, Audit/Finance Committee

Co-Founder & CEO Sage Hospitality Group

Albus Brooks

Co-Chair, Roadmap & Destination Management Committee

VP of Business Development & Public Affairs, Milender White

Matt Bell

Denver Sports Commission Liaison

Senior VP of Venue Operations, Kroenke Sports & Entertainment

Jack Finlaw

Workforce Development Liaison

President & CEO, University of Colorado Foundation

Beth Gruitch

Co-Chair, Convention & Tourism Advisory Committee

Owner/Partner, Crafted Concepts

Eric Hiraga

Co-Chair, Government & Community Affairs Committee

Chief Strategy Officer, Matrix Design Group, Inc.

A. Barry Hirschfeld (Lifetime Board Member)

Executive Committee

President & CEO, A.B. Hirschfeld & Sons

Bruce A. James

Co-Chair, Roadmap & Destination Management CommitteeShareholder, Brownstein, Hyatt, Farber & Schreck, LLP

Nick LeMasters

Co-Chair, Government & Community Affairs Committee

President & CEO, Cherry Creek North Business Improvement District

Manny Rodriguez

Co-Chair, Convention & Tourism Advisory Committee

Chief Marketing, Experience & Customer Officer, UCHealth

Janice Sinden

Chair, Nominating Committee

President & CEO, Denver Center for the Performing Arts

Richard W. Scharf

President & CEO, Visit Denver (non-voting)

2025 BOARD OF DIRECTORS

Wes Allison

President & CEO, National Western Stock Show

Andy Aye

CO/AZ/NV/NM Market Leader, Global Industrials and Services, U.S. Bank

Jennifer Chang

Federal Civilian Sales Leader, Google

Rob Cohen

Chairman & CEO, IMA Financial Group, Inc.

David Coors

Chairman & Head of Business Relations, Molson Coors Beverage Company

Kim Corrigan

General Manager, Limelight Hotel Denver

David L. Corsun

Director & Professor, Fritz Knoebel School of Hospitality Management, University of Denver

Navin C. Dimond

CEO/Founder, Stonebridge Companies

Chris Hinds

Councilmember, District 10, Denver City Council

Damani Leech President, Denver Broncos Football Club

Greg Leonard General Manager, Hyatt Regency Denver at the Colorado Convention Center

Alison Mitchell General Manager, Apiary Hotel

Mary Nguyen Founder, President, Olive & Finch Collective

Cindy Parsons

Executive Director, Sustainability & ESG, CSG International

Jenn Ridder Chief of Staff, Office of Mayor Mike Johnston

Murphy Robinson CEO, Robinson Corp. Security Group

Katie Ross

Chief Marketing Officer, Denver Art Museum

Brian Roth

Regional Sales Director, United Airlines

Jorge Sanchez President + CEO, Hermes Worldwide, Inc.

Amanda Sandoval

Council President, District 1, Denver City Council

Daniel Scherer

SVP of General Management & Market Development, OUTFRONT Media

Frank Schultz

Owner & CEO, Tavern Hospitality Group

Rob Venus

Vice President General Manager, Freeman

Sid Wilson

President, A Private Guide, Inc.

2025 COMMUNITY BOARD MEMBERS

(non-voting)

J.J. Ament

President & CEO, Denver Metro Chamber of Commerce

Dr. Angelic Cole

President/CEO, Colorado Black Chamber of Commerce

Mike Ferrufino

President & CEO, Colorado Hispanic Chamber of Commerce

Kourtny Garrett

President & CEO, Downtown Denver Partnership

Gretchen Hollrah

Executive Director, Denver Arts & Venues

Debra Johnson

CEO & General Manager, Regional Transportation District

Adeeb Khan

Executive Director, Denver Economic Development & Opportunity

Amie Mayhew

President & CEO, Colorado Hotel & Lodging Association

Melanie Mills

President & CEO, Colorado Ski Country USA

Sonia Riggs

President & CEO, Colorado Restaurant Association

Kate Rizzo

General Manager, Sodexo Live!

Phil Washington

CEO, Denver International Airport

Tim Wolfe

Director of Colorado Tourism Office, State of Colorado

Lance Zanett

General Manager, Colorado Convention Center

LIFETIME BOARD MEMBERS

Edward A. Robinson

Co-Chief Executive Officer (Retired), Robinson Management, LLC

Al Timothy

VP of Public Affairs (Retired), MillerCoors

HONORARY BOARD MEMBERS

Colorado Governor Jared Polis

Denver Mayor Michael Johnston

VISIT DENVER: Employee Directory

EXECUTIVE

Richard W. Scharf, Jr. President & CEO

303.571.9415 rscharf@visitdenver.com

Vicki Aycrigg

Executive Assistant 303.571.9462 vaycrigg@visitdenver.com

Patrick Walton

Director, Government & Community Affairs 303.571.9466 pwalton@visitdenver.com

CONVENTION SALES

Lee Ann Benavidez

Senior Vice President, Chief Sales & Services Officer 303.571.9417 lbenavidez@visitdenver.com

Stephanie Murnan

Executive Assistant, Sales & Services 303.571.9401 smurnan@visitdenver.com

Sean McNamara

Associate Vice President, Convention Sales 303.571.9443 smcnamara@visitdenver.com

Matt Ojinaga

Director, Convention Sales 303.571.9423 mojinaga@visitdenver.com

Sheila Provenzano

Sales Director, Midwest Region 773.495.5049 sprovenzano@visitdenver.com

Christine Thompson

Sales Director, Washington, D.C. Region

612.803.9343

cthompson@visitdenver.com

Tyler Adams

Citywide Sales Manager

303.571.9419 tadams@visitdenver.com

Leah Gutstein

Citywide Sales Manager, East Region

303.571.9430

lgutstein@visitdenver.com

Gysela Fillingham, CMP

Citywide Sales Manager, West Region

303.571.9461

gfillingham@visitdenver.com

Angie Jasper, CMP

Citywide Sales Manager

303.571.9400

ajasper@visitdenver.com

Tim Litherland, CMP

Citywide Sales Manager, Sports & Specialty Markets

303.571.9429

tlitherland@visitdenver.com

Sammy Bianchi

Association Sales Manager, West Region

303.571.9403

sbianchi@visitdenver.com

John Craig

Corporate Sales Manager, East Region

303.571.9489

jcraig@visitdenver.com

Samantha Jacobs

Corporate Sales Manager, West Region

303.571.9482

sjacobs@visitdenver.com

Viveca McDonald

Sales Manager, Washington, D.C. Region

303.571.9444

vmcdonald@visitdenver.com

Daniel Wakefield

Association Sales Manager, Midwest Region

303.571.9484 dwakefield@visitdenver.com

Daniel Gibbins

Association Executive Meetings Manager, East Region 303.571.9453 dgibbins@visitdenver.com

Kelsey Santistevan

Association Executive Meetings Manager, West Region 303.571.9439 ksantistevan@visitdenver.com

Kristen Satkowiak

Corporate Executive Meetings Manager, East Region 303.571.9455 ksatkowiak@visitdenver.com

Emily Westphal

Corporate Executive Meetings Manager, West Region 303.571.9457 ewestphal@visitdenver.com

Harry Emerson

Convention Information Analyst

303.571.9425 hemerson@visitdenver.com

Bridget Bartlett

Coordinator, Convention Sales

303.571.9427 babartlett@visitdenver.com

Vacant

Coordinator, Convention Sales 303.571.9420

@visitdenver.com

Hannah Jennings

Coordinator, Convention Sales & Denver Sports

303.571.9459

hjennings@visitdenver.com

DENVER SPORTS

Matthew Payne

Executive Director, Denver Sports

303.571.9460

mpayne@denversports.org

DESTINATION SERVICES

Vikki Kelly, CMP

Director, Destination Services & Events

303.571.9414

vkelly@visitdenver.com

Tiffany Eck, CMP

Associate Director, Destination Services

303.571.9449

teck@visitdenver.com

Theresa Blankenau, CMP

Citywide Manager, Destination Services

303.571.9428

tblankenau@visitdenver.com

Gina Gaytan, CMP

Citywide Manager, Destination Services

303.571.9404

ggaytan@visitdenver.com

Jeremy Schwartz

Citywide Manager, Destination Services

303.571.9421

jschwartz@visitdenver.com

Liz Perrott Manager, Destination Services

303.571.9464

lperrott@visitdenver.com

Sophie Duyos Coordinator, Destination Services

303.571.9407

sduyos@visitdenver.com

Casey Hrdlicka Coordinator, Destination Services

303.571.9468 chrdlicka@visitdenver.com

Janielle Holloway Assistant, Destination Services

303.571.9447 jholloway@visitdenver.com

MARKETING & BUSINESS DEVELOPMENT

Justin Bresler

Vice President, Chief Marketing Officer

303.571.9408

jbresler@visitdenver.com

Carly Baldwin Manager, Graphic Design

303.571.9469

cbaldwin@visitdenver.com

Emily Hall Manager, Marketing

303.571.9448 ehall@visitdenver.com

Emma Webb Manager, Social Media

303.571.9488 ewebb@visitdenver.com

Brooke Bartlett Coordinator, Marketing

303.571.9486 bbartlett@visitdenver.com

COMMUNICATIONS & PUBLIC RELATIONS

Taylor Shields Director, Communications & PR

303.571.9450 tshields@visitdenver.com

Caroline Campbell Manager, Communications & PR

303.571.9451 ccampbell@visitdenver.com

Natalie St.Hilaire Coordinator, Communications & PR 303.571.9416 nsthilaire@visitdenver.com

WEB & CONTENT MARKETING

Salim Bourget Director, Web & Content

303.571.9478 sbourget@visitdenver.com

Kendall Akin Manager, Web Marketing

303.571.9446 kakin@visitdenver.com

PARTNERSHIP & FOUNDATION

MC Genova

Associate Vice President, Partnership & Foundation 303.571.9440 mcgenova@visitdenver.com

Lauren Alexander Manager, Partnership Services & Events

303.571.9405 lalexander@visitdenver.com

Melissa Ramirez Manager, Partnership Data & Systems

303.571.9481 mramirez@visitdenver.com

Bridget Johnson

Coordinator, Partnership & Workforce

303.571.9487

hjennings@visitdenver.com

Valarie Lopez

Coordinator, Partnership Advertising

303.571.9477

vlopez@visitdenver.com

TOURISM

Flavia Light

Vice President, Chief Tourism Development Officer

303.571.9442

flight@visitdenver.com

Lisa Bruening

Senior Sales Manager

303.571.9445

lbruening@visitdenver.com

Abby Schirmacher

Manager, Cultural Tourism Programs

303.571.9423

aschirmacher@visitdenver.com

Kelly Nowlen Coordinator, Tourism

303.571.9422

knowlen@visitdenver.com

FINANCE & ADMINISTRATION

Jeff Ruffe

Executive Vice President, Chief Finance & Administration Officer

303.571.9413

jruffe@visitdenver.com

ACCOUNTING

Kelly Beren Director, Accounting

303.571.9409

kberen@visitdenver.com

Chase Lancaster

Manager, Accounting

303.571.9431

clancaster@visitdenver.com

Leigh Meek

Manager, Accounting

303.571.9437

lmeek@visitdenver.com

HUMAN RESOURCES

Brenda Garcia Director, Human Resources

303.571.9412

bgarcia@visitdenver.com

Emily Narwold

Manager, Human Resources

303.571.9452

enarwold@visitdenver.com

Denny Bayford

Administrator, Visit Denver Office

303.571.9410

dbayford@visitdenver.com

INFORMATION TECHNOLOGY

John Ianni

Manager, Information Technology

303.571.9424

jianni@visitdenver.com

Mark Merritt

Manager, Information Technology

303.571.9456

mmerritt@visitdenver.com