Milton Segarra, President & CEO, The Palm Beaches

In an interview with Invest:, Milton Segarra, president and CEO of Discover The Palm Beaches, celebrated a record-breaking 9.9 million visitors and over $10.5 billion in economic impact for 2024. He outlined a future focused on sustainable growth, accessibility, and strategic marketing, reinforcing The Palm Beaches’ position as a world-class destination.

What have been some of the major milestones and achievements for The Palm Beaches over the past year?

As a world-class destination, The Palm Beaches had a record-breaking year. In 2024, we welcomed 9.9 million visitors to the county – the first time we’ve ever approached 10 million, and we’re confident we’ll reach that milestone this year. The total economic impact for the county was over $10.5 billion, and direct visitor spending exceeded $7.3 billion. It’s a clear reflection of a very healthy, growing industry.

Tourism now supports approximately 90,000 jobs in Palm Beach County, representing around 10% of the local economy. While there are concerns about how the broader economy will evolve, we’re seeing strong momentum so far in 2025. In fact, we just had a record-breaking first quarter of visitation, with 3 million visitors, an 8.8% increase year over year.

What role does the county’s 20-year master plan play in supporting tourism growth, and what initiatives are being prioritized?

Strategic planning is crucial, especially when growth is strong. Thanks to the Palm Beach County leadership and our sister agencies under the Tourist Development Council umbrella – including the Cultural Council, the Sports Commission, and Film and Television Commission we are planning for the next 10 to 20 years with a master plan focused on sustainable growth.

The master plan includes input from thousands of residents and stakeholders, and it focuses on enhancing our brand, applying technology more effectively, strengthening relationships with stakeholders, promoting sustainability, and improving the social impact of tourism on quality of life and quality of place. It also identifies where to invest both financial and intellectual capital to maintain and accelerate the industry’s growth in a sustainable way.

What strategies are in place to address seasonality and maintain strong year-round visitation?

Seasonality is always a factor, but we are proactive in our approach to achieve an “endless season” to maintain year-round visitation. While the high season in the winter is naturally busy, summer requires targeted marketing. We focus heavily on the drive market, promoting staycations and drawing visitors from across Florida. We also lean into secondary markets like Dallas and Houston, where residents are accustomed to higher temperatures but seek a change of scenery that includes world-class beaches, golf, shopping, and culinary options.

In the past year, special marketing efforts such as the ones we led in Texas markets have contributed to double-digit growth. Summer presents a strong opportunity to create incremental business by highlighting the unique experiences The Palm Beaches offer, particularly compared to urban destinations without beach access.

What areas are you exploring for future growth?

We’re strategically expanding into several important subsegments. On the air travel side, we’re seeing increased seat capacity from Los Angeles, Minneapolis, Chicago, Nashville, Detroit, Dallas, Houston, and Atlanta. That supports ongoing market growth.

For visitor segments, we’re focusing heavily on sustainability and accessibility. We’ve partnered with internationally recognized organizations to make The Palm Beaches a leader in accessible travel. More than 60 hotels and venues have undergone training to better serve travelers with accessibility challenges, including initiatives specifically supporting the hearing-impaired community. In addition, Discover The Palm Beaches has renewed its designation as a Certified Autism CenterTM through the International Board of Credentialing and Continuing Education Standards. We see enormous opportunities in these areas, both in delivering better guest experiences and expanding our market reach.

How important is collaboration with the local hospitality sector, and how is it being fostered?

Collaboration is the foundation of our success. Tourism depends on bringing together airlines, hotels, transportation, attractions, restaurants, and experiences in a cohesive way. Our organization acts as a neutral aggregator, creating space for everyone to participate and showcase their offerings to the growing audience we are building.

We have multiple partnership programs, activation initiatives, and a comprehensive sales strategy that all depend on strong industry relationships. True collaboration isn’t optional in tourism; it’s a necessity. I’m proud of our team, which has built outstanding partnerships across the hospitality community, contributing significantly to the growth we’ve experienced.

What new marketing or promotion strategies are helping drive tourism growth?

Our main destination campaign, The Palm Beaches Collection, captures the wide range of experiences available here. The concept emphasizes that visitors can curate their own journeys based on affordability, personal interests, and the level of service they desire. Whether a guest is drawn to shopping, culinary experiences, golf, beaches, cultural attractions, or sporting events, they can create a personalized Palm Beaches experience.

This strategy has been woven into all aspects of our outreach, from branding and public relations, to sales and partner engagement. Since launching the campaign about a year ago, we’ve seen significant growth in brand awareness and engagement.

What are some of the main challenges facing the industry right now?

Increased competition is a major challenge. When you offer a world-class product, you naturally attract attention, and other destinations are eager to compete for our market share.

Economic uncertainty and geopolitical shifts always carry some risk. We closely monitor consumer sentiment and travel patterns. So far, more than 80% of Americans say they plan to travel in the next 12 months, which is a strong indicator of demand. We are prepared to pivot quickly if needed; for example, shifting marketing efforts toward domestic travelers if international markets soften.

What is your outlook for the tourism sector in The Palm Beaches, and are there any trends that stand out?

The current outlook is positive — it’s almost a perfect storm of opportunity. We’re seeing an increase in group business and conventions at hotels and the Palm Beach County Convention Center. We’ve successfully expanded into secondary markets like Dallas, and we’re attracting new events, such as Eudēmonia, a wellness-focused three-day summit.

International visitation is also growing, particularly from Brazil and the U.K. Although geopolitical uncertainty could impact international travel, we have not yet seen major declines here. Overall, strong brand visibility, new flight routes, and targeted marketing are giving us a solid base to build on for the rest of 2025.

What are the key priorities shaping The Palm Beaches’ future strategy?

We’re very confident in the direction we’re heading. Our approach is grounded in collaboration, sustainability, accessibility, and innovation. Listening to residents, guests, and industry partners will continue to be central to our planning. The future looks bright for The Palm Beaches, and we’re excited to keep building on the incredible momentum we have achieved.