Kerry Painter, Executive Director, Raleigh Convention & Performing Arts Complex

Invest: spoke with Kerry Painter, executive director of the Raleigh Convention & Performing Arts Complex, about how a major expansion is positioning downtown Raleigh for the next phase of growth. “It is not about the amount of footage; it is about the right footage,” Painter said.

How is The Complex helping shape the next phase of Raleigh’s growth as a convention and entertainment destination?

We are expanding, and it is an exciting moment for Raleigh. The project will increase our convention space by 300,000 square feet, which matters because we have customers who have outgrown us and others who want to come but cannot fit today. This expansion is designed to keep those events here, bring back organizations that had to look elsewhere, and open the door to larger opportunities.

To make it happen, we are rebuilding the amphitheater and moving the convention center expansion forward in a planned sequence, essentially delivering two major pieces at once. That kind of dual build does not happen often, and it is a rare advantage for a city that wants to grow quickly and thoughtfully. The amphitheater is under construction now and is scheduled to open in spring 2027 for the amphitheater season. After that, the convention center expansion will move onto the land where the amphitheater previously sat, and we will be able to build there. We are in the midst of becoming something even more powerful.

What priorities are guiding this expansion, and how will it better position Raleigh to compete for larger and more diverse events?

We have been careful to expand strategically, and not just add footage for its own sake. It is not about the amount of footage; it is about the right footage. We spend a lot of time talking to customers and looking at where our current building falls short for the events we want to keep and attract, from room mixes to how people move through the facility.

That feedback has shaped specific space decisions, including the types of breakout environments and support spaces that modern conventions expect. We are also designing the facility so we can host two mid-level, significant events at the same time, which improves flexibility and helps Raleigh serve different markets on the calendar. The goal is simple: make our clients successful so their events return, grow, and keep bringing people into downtown.

Technology is influencing every industry. How are you incorporating tools to streamline processes, increase efficiency, or enhance the attendee experience?

One of the biggest lessons from the pandemic is that people still want to be with people. Many assumed everything would move virtual, but togetherness matters, and attendance has been strong because people value in-person connection.

We see technology used heavily by our clients to improve how events function. Tools like advanced badges, tracking, and analytics help planners understand traffic flow, see what spaces are working, and make better decisions for staffing and scheduling. From our side, technology can support operations and marketing, but the priority is the human element. Hospitality is still a relationship business, and the crux of our work is creating a place where people feel welcomed, comfortable, and connected.

We are also lucky that Raleigh is a strong tech market. Companies like Red Hat and Pendo bring clients from around the world into our building, and that ecosystem strengthens the destination. We see a similar advantage with esports because the game makers live here, and that drives major events to Raleigh.

What role does The Complex play in supporting small businesses, local talent, and the broader downtown ecosystem?

It is a huge role, and it is direct. When we were planning for a new amphitheater, we heard restaurant owners say they do 120% more business on concert days, even during the week. That is the downtown impact in one sentence.

Downtown Raleigh is filled with independent businesses, and many are family dreams that depend on consistent foot traffic. When we bring people downtown for conventions, concerts, and shows, we are also bringing business to restaurants, shops, rideshare drivers, and service providers. That activity supports jobs, helps keep storefronts vibrant, and contributes to the feeling that downtown is alive beyond standard business hours.

Hotels are part of that same ecosystem. We rely on them, and they rely on us. In recent years, we have been short on hotel rooms because the market has grown quickly. That is why the Omni project matters. With the Omni adding about 600 rooms, Raleigh will be better positioned to support larger conventions and sustain growth. Having major convention growth and new hotel capacity moving forward together is a real advantage.

How have visitor expectations evolved, and how are you designing events and experiences that resonate with people today?

Visitor expectations have changed significantly. People want to be together, but what they want now is experience. They want time to connect, collaboration space, and events that feel memorable, not just functional. More planners are building in unstructured time, moments that create surprise, and environments that encourage people to bump into each other and actually talk.

For many attendees, especially younger professionals, the expectation is that conferences are more than long blocks of meetings. They want variety and an experience that feels elevated. Food is one of the clearest examples of that shift, with more demand for diverse cuisines, healthier options, and thoughtful accommodations for different dietary needs. It is not just a menu decision; it is part of how people judge whether an event feels modern and inclusive.

Raleigh also benefits from the feel of downtown itself. People often tell me they feel safe here, that downtown is clean, and that people say hello. That comfort matters when you are deciding where to bring attendees, and it strengthens the overall destination experience. If someone gets a good flavor of Raleigh during a conference, there is a greater likelihood they will come back later as a tourist.

How are current economic conditions influencing the events you are seeing, and what hurdles are you navigating?

Events are getting more expensive, and that changes how planners design them. When budgets tighten, planners have to make compromises, and the risk is that the experience becomes only a meeting rather than something meaningful.

Our approach is to collaborate and help planners protect the experience, finding practical ways to make the most of spaces and services. Attendance can also be a challenge, especially for international participation. Visa issues and travel hesitancy can affect speakers and attendees, and some conferences feel that impact. We hope those challenges level out over time, but for now, they are part of the planning environment.

Looking ahead, what are your top goals and priorities for The Complex over the next three to five years?

The performing arts theaters are a critical part of our mission, and they matter beyond entertainment. Quality of life helps attract talent and investment, and cultural programming adds richness and pride to the community. It also gives visitors something meaningful to do at night, which makes a conference trip feel more complete.

Those venues support livelihoods for artists and arts professionals, and they help Raleigh hold onto creative talent. Over the next three to five years, the major priority is delivering the two big new pieces on the horizon. We will have a new amphitheater, and we will be moving toward the expanded convention center. As those projects take shape, they will push the boundaries of downtown outward and create more opportunities around them.

It will all look different, and it will offer more capacity and flexibility. Most importantly, it will give Raleigh the space it needs to keep growing for years to come.