Melissa Riggle, Executive Director, Visit New Bern

In an interview with Invest:, Melissa Riggle, executive director of Visit New Bern, discussed evolving travel demand, regional collaboration, lodging and air service, workforce needs, cultural attractions, and future growth. “We truly have that authenticity and the qualities people seek when making destination choices,” Riggle said.

How is tourism demand changing in New Bern?

We are seeing demand for more elevated or luxury products, as well as for experiences. Many visitors are looking beyond choosing familiar chain accommodations. They are exploring unique lodging, attractions, and activities.

New Bern is well positioned to answer that demand. Downtown is our top attraction. It is on the waterfront, more than 300 years old, and filled with independently owned restaurants, shops, and attractions. We truly have that authenticity and the qualities people seek when making destination choices.

Travelers are also more discerning about where they spend. The booking window is narrowing, and even people with disposable income are modifying their travel plans. We try to remain flexible and keep our finger on the pulse of what visitors are asking for.

How does New Bern connect with the wider regional tourism market?

I see growing connectivity. My counterparts in other destinations are increasingly open to regional tourism rather than working in silos or feeling as competitive as we once did. Every destination has something unique to offer. A visitor can make a weekend or weeklong trip through Coastal Carolina using EWN, which supports more than Craven County.

We promote day trips into Carteret County and to the beach. We have flown influencers through EWN, based them in New Bern, and created itineraries that take them throughout the region. Travelers often want to see as much as possible once they arrive. New Bern and its neighbors can all benefit from a regional approach.

Where could tourism investment have the greatest impact?

A strategic plan prepared a couple of years ago examined our visitor economy, hotel inventory, attractions, and other assets. Hotel inventory emerged as a priority, especially elevated and experiential accommodations. We are prioritizing ways to support and facilitate those developments.

Air service is also critical. EWN connects the region along the Eastern Seaboard and now has inbound and outbound connectivity with Florida. It also has seven daily flights to Charlotte. Supporting the airport is a priority as we grow and invest.

The tourism authority does not purchase land, bring in developers, or build attractions, but we can activate and facilitate others’ work. We are working in lockstep with a group pursuing a museum-style attraction, supporting public relations, data, feasibility studies, and other needs. We also align with Craven 100 Alliance, the airport, Craven County government, and the city of New Bern. 

Craven 100 Alliance is a public-private partnership that has been influential in development projects and in the county’s economic growth and vitality. It is one of our strategic partners.

How are you expanding the groups and conventions market?

We are doing well in leisure travel, while groups and conventions have offered room for growth. In October 2025, we added a full-time associate whose sole responsibility is attracting group and convention planners. Within a year, she has brought back visibility, attracted large groups, and reached new corporate and out-of-state organizations.

For many years, we focused heavily on state association business, which remains important. We are now also pursuing industry meetings and groups that can bring visitors from outside North Carolina by air. The hotel business is strong, and we want more lodging rooms for the groups coming into the market.

We continue to hold our own in the leisure market. Additional hotel capacity would help us accommodate new groups while preserving that leisure strength.

What workforce challenges are tourism and hospitality businesses facing?

Like many destinations, we face challenges finding and retaining workers. We do not have a four-year college or university in the community to serve as a pipeline. The nearest college is 45 to 50 minutes away, and while it can help during summer, the regular tourist season can be difficult in a smaller, more rural community.

Our community college has responded by creating hospitality and culinary programs, as well as other curricula that lead to credentials and certifications. We work with the hospitality program’s director and have seen strong results. The program works with organizations to understand their needs and prepare people accordingly, whether that means bartending courses or certification for hospital-level cleaning. It strengthens the workforce while investing in the residents.

Which infrastructure efforts will support future tourism growth?

Swiss Bear, our downtown development organization, is working on a master plan for downtown. It will help guide infrastructure projects and establish what growth should look like in five, 10, and 20 years. The city of New Bern is also completing a redevelopment plan to address current infrastructure needs.

The airport is preparing for expansion rather than waiting to catch up. Its terminals and lobby have been improved, and the airport has been redesigned and reimagined to support growth.

How do culture, history, and events contribute to the visitor economy?

Nicholas Sparks is one of the driving forces attracting leisure visitors. People come to the Visitor Center either because they live here or because of “The Notebook,” “A Bend in the Road,” or other novels that reference New Bern. We created three walking tours based on his novels, and visitors enjoy immersing themselves in that experience.

The romance associated with those stories gives visitors another way to connect with the destination while they are here.

We also have a vibrant visual and performing arts scene. Arts in April begins April 1 and continues through the summer with outdoor events, performances, and exhibits. MumFest is our largest event and has run for 45 years. It brings more than 55,000 attendees to Craven County for one weekend and generally produces more than $1 million in economic impact during the two-day festival.

MumFest benefits merchants and restaurants throughout town. Its visibility and reach continue to grow, making it one of the region’s most successful events.

New Bern is also the birthplace of Pepsi. When we promote that connection in larger markets, people respond strongly because Pepsi is a globally recognizable brand. We are proud that it started on Middle Street in downtown New Bern.

What development could have the greatest impact on New Bern over the next few years?

Continued growth in air service at EWN will be critical. We are also working closely with stakeholders on new attractions. Some projects are not yet available for public discussion, but a couple could be transformational for the visitor economy if they come to fruition.

Downtown master planning will help us expand the range of experiences people can have. We want visitors to return rather than see New Bern once and feel they have checked the box. We are looking for ways to reimagine and reinvent ourselves.

I am from New Bern, and tourism was almost nonexistent when I was growing up. In 2025, the visitor economy in New Bern and Craven County reached $188 million. That is a significant part of the local economy and is critical to the region’s success and vitality.

This figure reflects sustained multiyear growth in the visitor economy, underscoring the durability of New Bern’s tourism-driven development strategy and its compounding value to the regional economy. 

How does Visit New Bern support economic development beyond tourism?

Tourism is only one part of our economic development impact. Since achieving Certified Retirement Community designation in 2015, Visit New Bern’s Retire New Bern program has generated thousands of retirement relocation leads and has helped facilitate the relocation of hundreds of households to the New Bern area. These new residents bring spending power, civic engagement, and long-term investment in the community, extending our economic impact well beyond overnight visitor spending. It is one more way our organization drives sustainable growth for New Bern and Craven County.