Don Ball, General Manager, JB Duke Hotel

Invest: spoke with Don Ball, general manager of the AAA Four Diamond JB Duke Hotel, about how Durham’s academic anchors and corporate growth are shaping hospitality demand, and why experience-driven gatherings are redefining meetings and events. “People are rediscovering the value of gathering in person. Our role is to create an environment that feels welcoming, professional, and distinctive,” Ball said.

How are demand patterns for corporate meetings, executive education, and academic conferences playing out in the Triangle right now?

JB Duke benefits from a steady foundation through our relationship with the Fuqua School of Business and Duke University. Executive education remains a core driver, and the academic calendar creates a predictable rhythm throughout the year.

While that overall pattern has stayed relatively consistent, the mix within those programs continues to evolve. Attendance levels and formats shift, creating peaks and valleys even within a stable cycle. Additionally, Durham has become an increasingly attractive destination for corporate meetings and conferences, which allows us to fill openings between academic programs with organizations seeking a high-touch, distinctive setting.

We operate at the intersection of academic and business travel, which brings stability but also requires us to stay creative and responsive to changing expectations.

How does your relationship with Duke University shape the mix of guests and events you host?

I’ve worked with hotels at Duke for nearly three decades, and one constant has been the caliber of people the university attracts. Duke brings in lecturers, researchers, executives, and global leaders who come to teach, collaborate, and participate in conferences. We have the privilege of hosting many of them, sometimes briefly and sometimes for extended programs.

That connection raises expectations, but it also defines our role. It allows us to serve as the living room of the university.

We are not just a place for formal meetings. Our public spaces, restaurants, and bars become informal gathering points where conversations continue beyond scheduled agendas. That atmosphere reflects what Durham has become — a place shaped by global perspectives and meaningful exchanges.

What shifts are you seeing in business travel expectations, particularly around experience and flexibility?

Meetings today need to feel complete. Content matters, but success increasingly depends on experiences that keep attendees engaged and motivated.

We’re fortunate to have campus resources that allow us to vary environments throughout a program, whether through different venues, cultural elements, or social components that feel intentional. Groups want structure, but they also want moments that connect them to the place they are visiting.

The expectation is no longer to sit in the same room all day. People want meetings that feel human and memorable.

From your perspective, what does Durham and the Triangle region offer, and what do event trends suggest about the local economy?

I’ve lived in Durham for more than 40 years and witnessed its evolution firsthand. Early in my career, the city was still shaped by a tobacco-driven economy. As that industry declined, Durham went through a quieter period, but the presence of a prestigious university helped anchor its recovery.

Duke has a vested interest in the success of the surrounding community, and that alignment has been powerful. Add to that the long-term impact of Research Triangle Park, and the region has transformed into a center for technology, healthcare, and research.

Today, Durham attracts talent from around the world. With that comes higher expectations for healthcare, amenities, and lifestyle. One of the most visible shifts has been the rise of the local food scene. Visitors and new residents expect quality and creativity, and Durham has responded with dining experiences that stand up on a global level.

How do community partnerships factor into your hospitality strategy?

Relationships are essential. Hospitality is collaborative by nature, and partnering with others in the community, including competitors, strengthens the entire market.

We’ve seen strong results from programs that bring local talent into our space. Our Be Our Guest Bartender series is one example. By inviting Michelin-recognized bartenders, we introduce new audiences to our hotel while also highlighting Durham’s broader hospitality scene. That reciprocity benefits everyone.

Community programming also helps locals understand who we are. Most residents aren’t staying overnight, but they will engage through food, beverage, and events. Those touchpoints build familiarity and trust.

What can guests expect from the hotel’s food and beverage experience?

Our approach is rooted in talent and curiosity. Our Area Executive Chef Troy Stauffer brings global awareness and technical skill, and we focus on menus that feel both approachable and elevated.

We emphasize local ingredients while applying international techniques and flavors. The goal is to create food that feels familiar yet distinctive. That philosophy also supports our team, allowing staff to learn and grow while delivering consistency to guests.

The result is an experience that reflects Durham while resonating with visitors traveling from anywhere.

Are you seeing increased demand for experiential or hybrid meeting formats?

Yes, particularly when experiences feel authentic. One example was an event where guests requested a behind-the-scenes look at the hotel. We divided the group, with one touring the kitchen and another exploring guest spaces and operations, then switched.

Those experiences stand out. People want something they’ll remember and talk about later. While hybrid capabilities remain important, compelling on-site experiences give people a reason to be present in person.

How has group travel compared with individual business travel recently?

Over the past year, some organizations have expanded budgets, while others have tightened them. Our focus has been on creating meaningful experiences at different price points.

Group business has remained stable, while targeted creative programming and events have helped grow transient travel. As a relatively young hotel, continuing to build awareness among individual travelers remains an important opportunity.

Looking ahead, which segments will drive growth?

Transient travel will continue to grow, and it’s an essential part of a balanced business mix. We’ve also seen strong momentum in the association market, which took longer to rebound after the pandemic but is now approaching pre-pandemic levels.

People are rediscovering the value of gathering in person. Our role is to create an environment that feels welcoming, professional, and distinctive.

Sustainability and alignment with Duke’s values are also increasingly important. Last year, we removed 75,000 single-use plastic bottles by eliminating bottled water and mini amenities. These changes support Duke’s climate commitments and reflect growing guest expectations.

We also pay close attention to emerging preferences. Requests to eliminate artificial dyes and sweeteners were already aligned with our practices, and we continue to expand plant-forward offerings that appeal broadly, not just to vegetarians.

Finally, partnerships with cultural organizations remain a priority. Our relationship with the American Dance Festival is one we value deeply. Supporting performers and students over extended stays strengthens the community and reinforces our role as a long-term partner.

Durham thrives when its institutions, businesses, and people move forward together. That sense of shared purpose continues to define how we approach hospitality at JB Duke.