Spotlight On: Michael Annichine, CEO, Magee-Womens Research Institute & Foundation

Michael_Annichine_Spotlight_OnOctober 2025 — Michael Annichine, CEO of Magee-Womens Research Institute & Foundation, sat down with Invest: to discuss how federal funding cuts are impacting medical research. “Women’s health has long been underfunded and under-researched. We are already working to catch up, so any cuts to research funding directly hinder our ability to advance discoveries and improve care for women and their families,” Annichine said, noting broader trends in the field, the importance of partnerships, and the key challenges facing women’s health research.

Over the past year, what changes have most impacted Magee-Womens, and how do these reflect broader trends in women’s health and medical research?

Women’s health research has always been underfunded, and federal funding cuts over this past year only deepen the gap. Our scientists are working to catch up in areas like maternal health, menopause, and conditions such as endometriosis and pelvic floor disorders—fields that have historically received little attention. Now, with reduced federal support, promising studies are being slowed or put on hold, and the areas that were under-resourced before are even more so today. This limits our ability to move discoveries forward, train the next generation of scientists, and ultimately improve care for women and their families. Without a better understanding of sex-specific medicine, there will be inefficiencies in our care delivery system.

What recent breakthroughs or clinical advancements led by Magee-Womens do you believe will have a lasting impact on women’s health outcomes, from cancer to fertility?

At Magee-Womens, we’re leading research that has the potential to transform women’s health outcomes across a lifetime. One example is a breast cancer vaccine currently in clinical trials, which could fundamentally change how women prevent and manage this disease. Our fertility program is restoring hope for young people who lose their ability to conceive after childhood cancer treatments, giving them the chance to build families of their own. We’re also advancing HIV prevention strategies tailored to women, addressing a critical global health challenge. Each of these breakthroughs represents a meaningful step toward dramatically improving women’s lives and reflects the clinical impact we’re committed to achieving.

How does being embedded within the UPMC system enhance Magee‑Womens’ ability to deliver innovative, coordinated care across Western Pennsylvania?

UPMC Magee-Womens Hospital is widely recognized as one of the nation’s leading institutions for women’s health. Being embedded within UPMC’s integrated delivery system multiplies the impact of Magee-Womens Research Institute’s excellence. Access to UPMC’s telemedicine infrastructure, genetic counseling networks, and cancer center collaborations means research findings can be translated into patient care more quickly and across a broader footprint. Participation in a 40-hospital health care system gives Magee-Womens access to a larger and more diverse patient population, both locally and globally, which enriches clinical studies, accelerates enrollment in trials, and enables us to validate findings in varied populations.

As a result, we can move promising innovations from the lab or clinic to widespread implementation more efficiently. Where many research centers might be limited by geography, resources, or patient numbers, Magee’s affiliation with UPMC ensures that breakthroughs — whether in fertility preservation, oncology, or maternal health — can make a real difference, sooner, for women across Western Pennsylvania and beyond.

How do initiatives like “Women Who Rock” support your research and clinical programs, and how important are they in engaging the Greater Pittsburgh community?

Initiatives like Women Who Rock are vital because they fuel both our research and our reach. The dollars raised allow us to invest in early-stage projects that may not yet qualify for large-scale federal funding. These are often the bold, high-risk ideas that, with the right support, can lead to transformative breakthroughs in women’s health down the road.

Equally important, Women Who Rock amplifies awareness. It gives us a platform to share our mission with the community while also extending our voice to women and families around the globe. By connecting people through music and advocacy, we’re able to show that the work being done here in Pittsburgh has a worldwide impact—and that it’s women’s futures everywhere that will be shaped by this research.

How does the organization approach partnerships, from corporate to research and nonprofit, and what examples can you share of fruitful collaborations in Pittsburgh?

Partnerships are at the heart of our mission — whether with corporations, research institutions, or nonprofits — because advancing women’s health requires collaboration across sectors and geographies. Here in Pittsburgh, as well as nationally and internationally, we’ve built alliances that allow us to expand the reach and impact of our work.

On the research side, our international collaborations connect scientists and clinicians across the globe, ensuring discoveries in areas like women’s cancers, fertility, and heart disease translate into better patient outcomes worldwide. Locally, we’ve partnered with industries outside of medicine whose leadership and workforce care deeply about women’s health. For example, Realogy, with a workforce that is 73% women, has mobilized its branch offices to raise funds for women’s health research. 84 Lumber, an industry leader in building supplies, has provided funding for mammograms for at-risk patients.

These collaborations are powerful because they align mission with community impact. When local and international partners invest in women’s health, they are not only supporting research but also improving the health and futures of women in the communities where they live and work.

Given workforce conditions, including recent organizing efforts among Magee-Womens nurses, how is the organization responding to challenges around staffing and retention?

Workforce challenges, including staffing and retention, are a reality we expect to navigate for years to come. With fewer nurses and physicians entering the field than those retiring, we are actively working to mentor and encourage young people to pursue careers in healthcare, particularly through our high school and college internship programs. At the same time, we are focused on creating a more efficient delivery system that allows us to do more with the resources we have. Research plays a key role in these efforts.

What major trends are you observing in women’s health, and how is Magee positioning itself at the forefront of these developments?

You can’t talk about trends in healthcare without talking about the impact of AI. At Magee, AI is transforming the way we conduct research and deliver clinical care, from cancer treatment to infectious disease management. By incorporating AI across our programs, we’re positioning ourselves at the forefront of innovation — using technology to accelerate discoveries, improve outcomes, and provide more precise, personalized care for women.

How do you balance global research ambitions with localized impact, especially within the Pittsburgh region’s healthcare and economic ecosystem?

Balancing global research ambitions with local impact means keeping one eye on the world and one on our Pittsburgh community. Our ultimate goal is the same in both arenas: to improve and simplify people’s lives. Research and discoveries made here at Magee are quickly translated into clinical practice and shared through publications so that communities worldwide can benefit, while simultaneously strengthening healthcare and advancing outcomes right here in Pittsburgh.

What are some of the biggest challenges facing women’s health research today, and where do you see opportunities for Magee-Womens to lead?

Despite growing awareness, many women-specific conditions remain significantly underfunded in research. The health of our society depends on ensuring women are healthy, not just during reproductive years, but across their lifespans. At Magee, we define women’s health broadly — encompassing conditions that affect women exclusively, differently, or disproportionately compared to men, such as endometriosis, ovarian cancer, heart disease, concussions, and Alzheimer’s. By reframing women’s health beyond reproductive biology, we see an opportunity to lead research that addresses these critical gaps and improves outcomes for women at every stage of life.

Looking ahead, what are your top priorities for Magee-Womens over the next two to three years, both in terms of research and community health?

Over the next two to three years, our top priorities at Magee-Womens are twofold. First, we aim to enhance and expand our research across all areas of women’s health, solidifying our position as a leader in the field. Second, we are focused on improving community health outcomes by connecting hospital-based interventions with strategies that extend into the community. By integrating these approaches, we can create more effective, comprehensive care and drive lasting improvements in how healthcare is delivered for the women and families we serve.

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Spotlight On: Scott Nissenbaum, President & CEO, Ben Franklin Technology Partners of Southeastern Pennsylvania

Scott_Nissenbaum_Spotlight_OnOctober 2025 — In an interview with Invest:, Scott Nissenbaum, president and CEO of Ben Franklin Technology Partners of Southeastern Pennsylvania, discussed Philadelphia’s emergence as a tech hub, the challenges of funding uncertainty, and the region’s strengths in life sciences and AI innovation. “Philadelphia increased by 12 spots in Startup Genome’s best places to build a startup, moving from No. 27 to No. 13, which is phenomenal,” said Nissenbaum, while noting the ongoing need for more venture capital at growth stages.

What is Ben Franklin Technology Partners’ mission and main offering?

Ben Franklin Technology Partners of Southeastern Pennsylvania is a leading technology-based economic development authority. We operate as a seed-stage venture capital fund, investing in 40 to 50 companies annually through debt or equity. Our goal is to create jobs, generate tax revenue, and drive impact within the Greater Philadelphia region, with a global reach.

Our active portfolio of over 200 early-stage companies shares key characteristics: technological differentiation and a commitment to creating jobs in the Philadelphia area. We’re part of a larger network, with independent Ben Franklin entities affiliated with institutions like Carnegie Mellon, Penn State, and Lehigh. Our Philadelphia branch originated through affiliations with Penn, Temple, Drexel, and other local universities.


Join us at the Philadelphia 6th Edition Leadership Summit! This premier event brings together hundreds of Southeast Pennsylvania and South Jersey’s regional leaders to discuss the challenges and opportunities for businesses and investors. This year’s theme centers on the regional strengths of the eds and meds. Click here to learn more.


What changes over the past year have most impacted your organization, and how?

The uncertainty of the federal government makes long-term planning difficult, with funding, structure, and legality in flux. Most of our funding is from Pennsylvania’s state budget, but we also have federal contracts. We were awarded an EDA tech hub designation for Philadelphia in cell and gene therapy, and though we applied for an $80 million grant, we did not receive it; they rebid the last six tranches. This uncertainty impacts our investments and available dollars. Our 200 early-stage companies rely on NIH, SBIR, and NSF grants for innovation from universities. Federal cuts are reducing or removing their ability to conduct research, innovate, and spin out companies, which will definitely impact our business.

Besides uncertainty, what are some of the biggest challenges entrepreneurs in the region are facing as they try to scale?

Capital is always an issue. Philadelphia, as a region, has done really well in growing. Philadelphia increased by 12 spots in Startup Genome’s best places to build a startup, moving from No. 27 to No. 13, which is phenomenal. However, we still lack sufficient risk or exploratory capital, and venture capital. While we are strong at the seed stage, with good angel networks, universities, and entities like Ben Franklin, for Series A and Series B, we import or raise about 80% of capital from outside the region. This has been a weak spot for building companies in Philadelphia at the mid-stage or growth stage.

Uncertainty makes investor decisions harder, increasing the scarcity of follow-on capital. Virtually none of our companies are profitable at our investment stage; if you do not have the capital to keep doors open, you do not keep them open. We will spend a lot of time this year strengthening and supporting our companies with contacts and connections for their next round of capital.

Where do you see the greatest opportunities for Philadelphia to stand out in attracting and growing technology-driven companies?

Philly is historically known as an Eds and Meds city. We have 128 universities within an hour, providing immense research, innovation, academic, and workforce talent, pumping out next-generation thought leaders. On the med side, Philadelphia once hosted every major pharmaceutical company and boasts institutions like CHOP, the University of Pennsylvania, Temple University, and Thomas Jefferson.

Our designation as an EDA tech hub for precision medicine stems from this synergy. Philadelphia is credited with five genetic breakthroughs, including curing an 11-year-old boy’s genetic deafness. Companies like Spark Therapeutics exemplify this. We have four PhDs on staff with deep life sciences expertise to underwrite and support these companies, identifying university-generated technologies. This clearly paves Philadelphia’s path for the next generation.

Given your track record in investing in life sciences and biosciences, what trends or sectors are you most excited about right now?

Precision medicine is a key focus. We’ve helped spin a dozen robotics companies from the University of Pennsylvania and other universities, including Ghost Robotics, which recently had a $400 million exit with its autonomous military-grade metal dogs. 

AI also cannot be ignored. I view it as a fundamental foundation, not just an investment thesis — like the internet in the late 1990s. AI will change everything. Combining AI with AI-enabled robotics, including humanoid technologies, will profoundly impact the world, though the exact changes are still emerging.

What role does mentorship play in the resilience of early-stage companies, especially in today’s uncertain economic climate?

Mentorship is critical for a company’s success. Our Mentor Connect program, from MIT, formalizes this by connecting coachable entrepreneurs — screened for coachability — with two or three experienced C-level startup executives. This is our most sought-after program, with over 150 mentees and 300 mentors.

Mentoring is crucial at early stages, with relationships often lasting for the life of the business. It’s conflict-free: we don’t interfere, and mentors can’t invest, consult, or join boards. This program purely supports early, coachable companies. We also form support teams for similar industries, bringing professionals together to discuss best practices, suppliers, and problems. For early-stage tech companies, a lack of mentoring will make the journey longer and more expensive, potentially leading to failure without sufficient capital.

Based on your experience raising funds and working with many founders, what advice would you give to local entrepreneurs trying to break through?

Patient persistence. A successful early-stage entrepreneur must believe they can accomplish something unprecedented. This requires a unique personality, including the ability to recognize when to surround themselves with great people. It’s rare for one person to do it all. My first advice for a startup is to find a great co-founder who complements your capabilities. If you’re a great salesperson, find a brilliant technologist; if you’re a brilliant technologist, find someone who can run and manage a business.

Not trying to do it alone is crucial advice. When evaluating businesses, we find it easier to invest in a team with diverse skill sets and diversity within the organization than in a “one-person or one-woman” band.

Given the growing focus on building an inclusive startup community, what progress have you seen in creating more pathways for diverse founders to succeed?

We have embraced diversity, equity, and inclusion. We also recognize the numbers are not representative of our region, with Philadelphia being a majority minority city. We have systematically looked at how we do, what we do, where we do it, and with whom we do it to help improve our numbers. We are proud to say that the numbers have increased almost four times in terms of the percentage of the portfolio. About 46% of the new investments in our portfolio over the last five years have diversity within the C-suite. About 56% have gender diversity within the C-suite. This is still probably not fully representative of the world and the population, but it is drastically better than where we have been, where the region has been, and certainly better than what the industry at large has been.

Looking ahead to the next two to three years, what excites you most about the next wave of founders and companies emerging in this region?

I’m most excited and a little scared by how AI will change business. It’s going to impact every industry and company. At Ben Franklin, we identified 55 ways AI will improve our own organization. The pace and scale of AI innovation will only accelerate, and we, as a species, need to keep up.

We already see its impact, even in how children are educated. “Why would I write a paper?” is a common sentiment now; it’s a very different world. Over the next two to three years, AI’s impact will be fundamental, like the internet, communications, or electricity were. I’m excited because I’m an optimist — you can’t do early-stage investing otherwise — though it’s definitely not without its scariness and risks.

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Funding uncertainty puts New Jersey healthcare at risk

Writer: Mariana Hernández

HospitalOctober 2025 — New Jersey’s healthcare sector stands at a pivotal crossroads as hospitals and health systems confront difficult financial pressures. At the federal level, changes in programs such as Medicaid, ACA subsidies, and 340B drug pricing are cresting a new wave of uncertainty that ripples across health systems nationwide. At the state level, institutions like the Heights University Hospital in Jersey City have warned that they may soon need to scale back non-essential services to stay afloat, a strong reminder of the precarious funding landscape.

This financial turbulence comes at a time when demand for healthcare—especially in home-based, behavioral health, and advanced research services—is rapidly increasing. As providers work to expand capacity and improve outcomes, they are forced to navigate the challenges of pending or declining funding and growing patient needs. These implications place critical services and staffing under stress. Throughout 2025, more than 2,100 NIH grants, worth about $12 billion, have been terminated.

Healthcare leaders must make difficult trade-offs between maintaining services, supporting their workforce, and investing in innovation. David Baiada, CEO at BAYADA Home Health Care; Anthony DiFabio, CEO at Acenda Integrated Health; Jean-Pierre Issa, president and CEO at Coriell Institute for Medical Research; Thomas Richardson, president at the Institute for Life Science Entrepreneurship; and Linda Schwimmer, president and CEO at the New Jersey Health Care Quality Institute (NJHCQI), shared their perspectives on how these funding shifts are playing out on the ground. From home health to behavioral health, from research institutions to startup ventures, their insights underscore the urgent need for sustainable investment to safeguard access, innovation, and the future stability of healthcare in the state.

David_Baiada_Quote_Stack

David Baiada, CEO, BAYADA Home Health Care

Adequate funding continues to be the most important challenge. The need for home-based services is growing quickly, and with that comes a growing requirement for resources to meet that need. But healthcare funding is not unlimited. If more dollars are directed toward expanding care in the home, it often means less is available somewhere else. That trade-off creates natural tension in the system, and it is a big part of what we are navigating right now.

Anthony_DiFabio_Quote_StackAnthony DiFabio, CEO, Acenda Integrated Health

Almost all behavioral healthcare agencies are experiencing significant challenges in hiring and retaining workforce, which ties directly to funding and regulatory burdens. Funding for behavioral health has remained relatively stagnant for over a decade. While there have been occasional adjustments, they have been few and far between and have not kept pace with inflation, especially post-COVID. This has made it extremely difficult to compete with other industries for talent. Some retail and banking jobs now offer higher wages than entry-level positions in behavioral health, which makes recruitment and retention a challenge.

Additionally, given that a majority of behavioral health professionals are women, the rising cost of childcare has made it more practical for some of our most critical and talented workforce members to leave the sector. At Acenda, we’re doing everything we can to increase compensation and support staff, but without adequate funding, it’s an uphill battle.

Regulatory burdens also add stress and feed into burnout. Many regulations haven’t been updated in decades, making it difficult to implement modern, streamlined approaches to care that allow our staff to do what they got into our field to do – provide care to clients. Addressing these systemic underfunding and regulatory challenges will be crucial if we are to sustain a strong workforce in the years ahead.

Jean_Pierre_Issa_Quote_StackJean-Pierre Issa, President & CEO, Coriell Institute for Medical Research

At Coriell, we have accelerated the development of this innovation center and the interaction with potential biotech companies. While the cuts in research might affect some of the fundamental ongoing research in universities and institutes, we believe it will not have as much of an impact on the translational research and the formation of new companies. Therefore, our innovation center could potentially benefit from the current environment, which focuses more on human research, translation, and developing drugs and new treatments. There is a worry about fundamental research and cuts to the National Science Foundation and the National Institutes of Health, which could impact the amount of research done by institutions. At the same time, we are seeing continued interest, and potentially renewed interest lately, from investors coming into new biotech, including from angel investors and new companies. We are seeing a refocusing of investment back into the life sciences sector.

Thomas_Richardson_Quote_StackThomas Richardson, President, Institute for Life Science Entrepreneurship

I think the major problem facing the startup ecosystem, particularly those emerging from universities, has been the uncertainty. There is significant hesitancy among organizations and grant agencies to make decisions about funding. That has had a tremendous negative impact.

One company I am working with has been sitting on a $3 million grant for months with a notice of intent to fund. However, due to changes in how overheads are managed or how grants are administered at the federal level, there is a delay. This has a huge impact on the operations of a startup company and certainly their livelihood in the short term.

More broadly, at universities, federal changes affecting overheads can have a profound effect on infrastructure and support services. These services enable the research enterprise to function more effectively, allowing researchers to focus on their work while ensuring administrative and compliance requirements are met. The uncertainty is perhaps the worst part.

Linda Schwimmer, President & CEO, New Jersey Health Care Quality Institute (NJHCQI)

The direction of the state’s healthcare system will largely depend on leadership, particularly the next governor. Two major issues will be the Medicaid program and how it is sustained or modified based on federal funding. Another critical concern is the New Jersey State Health Benefits program, which provides health insurance for state employees and their families and is among the top five areas of state spending. If federal funding decreases, these programs will need significant attention. Currently, they are in a crisis. Given my background in health insurance, I expect we will be providing extensive advice to policymakers on the challenges ahead.

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Spotlight On: Bill Fink, Chief Lending Officer, Provident Bank

Bill_Fink_Spotlight_OnOctober 2025 — Building strong relationships remains key to thriving in a continuously competitive banking environment. For Provident Bank, their mission includes deepening emotional connections with customers by placing them at the center of all they do. In an interview with Invest: NJ, Bill Fink, the bank’s chief lending officer, highlights the company’s strengths and plans for growth in the New Jersey market and beyond.

What have been the key highlights for Provident Bank in the past 12 months?

Founded in 1839, Provident Bank has proudly served generations of customers across New Jersey, eastern Pennsylvania, and metropolitan New York. Commitment to the community has been a cornerstone of our identity for more than 185 years. We are not just located in the communities we serve; we are an integral part of them. Community service and relationship-building are woven into our DNA as an organization, shaping how we support our customers and neighbors, generation after generation.

The past year has been transformational for the bank. In May of 2024, Provident Bank closed on its acquisition of Lakeland Bancorp. Provident Bank was a $14 billion institution, and Lakeland Bank was a $10 billion institution. Both were strong from a capital standpoint, and now have come together as one Provident, a $24 billion regional bank with a deep product set, serving broader combined geographical markets.

What is the state of commercial lending in the markets you serve?

The current economic environment exhibits uncertainty, with GDP growth rebounding from a reduced 1Q25 level, and with consumer spending moderating and tariffs contributing to persistent inflation. The labor market has shown signs of softening, which precipitated the Federal Reserve’s latest 25 bps reduction in the Fed Funds Rate. While the combination of the impacts of tariffs, persistent inflation, and a weakening labor market has decreased overall credit demand, we have not seen a diminished appetite for credit.

As an organization, we conducted our Mid-Year Business Outlook Survey, which polled 1,000 small to mid-sized business owners and executives. The overall sentiment is that the economy continues to be positive, but tariffs are causing uncertainty. Many business owners believe that the economy will grow in the next six months. At the same time, a sizable majority said they were concerned about the impact of tariffs on their business. To combat this, businesses have said that they have been adjusting by changing inventory levels, while other businesses continue to evaluate what to do with their inventory levels. Businesses are also delaying capital expenditures. In terms of pricing impacts, some businesses are expected to pass on the potential costs of tariffs to consumers, while others are considering absorbing those tariff costs. All these changes in the economic environment encourage businesses to look closely at their strategic planning processes and contingency action plans.

What separates Provident Bank from its industry peers?

With our focus on small and middle-market businesses, we bring diversified product options to that market segment. We offer Small Business Administration and small-business loans, commercial lending, and real estate lending. We provide middle-market and specialty lending, such as asset-based lending, mortgage warehouse lending, and healthcare lending. We also offer treasury management services. Our product set is well developed, allowing us to serve our customers’ needs across the spectrum.           

At Provident Bank, the customer experience is at the heart of everything we do. We view it as fundamental to who we are as an organization. When our customers have a positive experience, they become our strongest advocates, a true differentiator in today’s highly competitive banking environment. We are committed to staying local, with decisions made by people who understand the communities we serve while also providing the sophistication and convenience of robust digital solutions, online banking, and a full suite of lending and depository products. This combination of local decision-making, convenience, and comprehensive products fosters strong relationships and drives exceptional customer advocacy, setting Provident apart.

What will be the key priorities for the bank in the coming years?

We are a company focused on responsible and sustainable growth. This means staying true to our purpose – serving our customers and meeting their needs, delivering strong returns for our shareholders, and carefully managing operational, enterprise, and credit risk. 

According to industry experts, in metropolitan New York, New Jersey, and Eastern Pennsylvania, there are approximately 2 million small and midsize businesses. This population presents a significant opportunity for growth. We are well established in New Jersey, but we can continue to grow in the region, and we want to expand further into areas in metropolitan New York, Long Island, and eastern Pennsylvania. There is a substantial opportunity to grow in those markets because our product set aligns with the needs of small and midsize businesses, and our customer experience is what these business owners are looking for. The combination of the two factors against the market potential offers us tremendous growth in the future. 

What small and midsize businesses need more than anything else is consistent access to credit. This is the top priority for business owners. We want to give customers access to the capital they need, especially in seemingly challenging times. Customers want to have a relationship with their banking institution, and relationship banking continues to have a place in the industry. Our success points to that.

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Jessica O’Neill, President, Houston Dynamo

In an interview with Invest:, Jessica O’Neill, president of the Houston Dynamo, highlighted how Houston’s global connectivity and Shell Energy Stadium’s international reach attract major partnerships and elevate the city’s sports tourism profile. “Our venue is an attractive destination for global brands,” she said.

How does Shell Energy Stadium’s ability to host international events elevate the city’s profile as a destination for sports tourism and contribute to broader economic growth?

Shell Energy Stadium’s ability to host world-class events like the Concacaf Gold Cup demonstrates the appetite this community has for international soccer, and we see it throughout the season for the Houston Dash and Dynamo as well. Combined with Houston’s infrastructure, international airports, and reputation as a cultural and economic hub, our venue is an attractive destination for global brands that want to reach a growing audience with deep ties to the sport. Our efforts have led to key milestones this year as Shell Energy Stadium hosts five matches during this edition of the tournament, more than any other venue.  

With several executive positions held by women and a focus on staff diversity, how does the club ensure that its leadership reflects the multicultural fabric of Houston?

As an organization, we are intentional in ensuring our organization is representative of the community we serve. This approach strengthens our decision-making and helps us connect more meaningfully with our fanbase, which ultimately fosters a deeper connection to the club.

How do individual accolades, such as Jack McGlynn earning the AT&T Goal of the Matchday honor, contribute to the team’s brand and marketability?

Jack has been a phenomenal addition to our club, and we are proud to see him represent the United States in international competition. His journey shines a spotlight on the opportunity all youth soccer players hope to realize in playing for their home country at the highest level.  He represents Houston and the Dynamo globally and is one of many talented world-class athletes who call Houston home.

The Youth Soccer Partners Program offers young athletes free tickets and exclusive perks. How has this impacted participation and support for the Dynamo and Dash?

This program is key to elevating our community engagement and grassroots outreach. By providing exclusive experiences and complimentary access to our teams for all youth soccer players, we’re helping create lifelong soccer fans from an early age. We’ve seen significant growth in families attending and engaging with our club, and the feedback we’ve received from local soccer teams emphasizes how meaningful it is for their players to feel seen and celebrated by their professional team.

What types of non-soccer events are proving most effective in broadening your audience and deepening community ties?

Shell Energy Stadium is a community asset and one that is best utilized when serving the needs of our community. The venue frequently hosts corporate and social events of all types, and we find that these unique experiences are often the reason that a guest returns for a soccer match in the future.

What further investments or upgrades are being considered for Shell Energy Stadium or Houston Sports Park as you look to accommodate more events and visitor traffic?

We have a number of potential development projects under exploration as we engage with Houston Harris County Sports Authority, the city of Houston, and Harris County about collaborative solutions to ensure Houston remains a destination of choice for all.

You’ve called Houston “Soccer City USA.” What does that vision look like in practice over the next two to three years, and how are you measuring success?

For us, this is a commitment. We plan to expand how we invest in player development, enhance the fan experience, expand our community programming, and elevate our presence. We’re tracking everything from attendance and youth participation to brand recognition and stadium utilization. Ultimately, our success will be measured by how deeply the sport is woven into the culture of this city, not just in the next year, but for years to come.

 

William Harris, President & CEO, Space Center Houston

In an interview with Invest:, William Harris, president and CEO of Space Center Houston, described Houston as a uniquely collaborative “big little city” where industries align to enhance quality of life. He highlighted Texas’s $300 million push to strengthen the space ecosystem and Space Center Houston’s expanding role in public engagement, education, and innovation. “Eighteen of the 20 major space companies now have a presence in Texas. This is the nexus of space exploration,” Harris said.

What makes Houston unique as a city to live and work in?

Houston is one of the most welcoming and collaborative cities I’ve ever lived in. The major industries — space, energy, healthcare, and tech — work well together. There’s a shared goal of improving quality of life, and leaders across sectors genuinely support one another.

I like to call it a “big little city.” Even though it’s large, it feels connected. People know each other, they care about the community, and they’re open to newcomers.

I’ve lived in Boston and Los Angeles, and Houston is different. In Boston, people tend to be more reserved, and in LA, relationships can feel transactional. In Houston, people are truly hospitable. They want you to succeed, and they help you become part of the community.

What changes or trends have had the biggest impact on Space Center Houston over the past year?

We’ve seen a few major developments. One key priority has been working to bring Texas together around a more dynamic space exploration ecosystem. Houston has long been at the center of this, as home to NASA’s Johnson Space Center, but recently we’ve seen greater collaboration statewide. We’re now uniting the public sector, private sector, and educational institutions.

This led to the creation of the Texas Space Commission, which just completed its first year. Alongside that is TARSIC, a consortium of educational institutions collaborating with industry and government to strengthen the space ecosystem.

The state has committed substantial funding, $300 million in the latest cycle, and a portion of that is going toward competitive grants for companies and institutions helping to drive innovation. That level of investment is unprecedented in Texas.

Eighteen of the 20 major space companies now have a presence in Texas. This is the nexus of space exploration.

What role does Space Center Houston play in Houston’s identity as Space City?

We’re a nonprofit created by NASA Johnson Space Center to serve as its visitor center and public-facing partner. Our independence from federal funding allows us to remain agile and resilient, while still working hand in hand with NASA.

We present the past, present, and future of human space exploration with an emphasis on what’s happening now. We also work closely with the commercial space sector and educational partners to inspire visitors and create STEM opportunities.

Our goal is to ignite awe and wonder. We doubled our attendance and budget over the past 10 years and are approaching 2 million visitors annually. Around 300,000 of those are students and educators who participate in programs or field trips. We take data seriously. Our audience research team tracks what visitors want to learn and where misinformation exists, helping us adapt and evolve our exhibits and offerings.

How has the broader economic environment affected visitation and your strategies?

We’ve seen a drop in international visitors, which aligns with national tourism trends. At the same time, domestic visitation has increased slightly, as people opt for shorter, closer-to-home trips.

Discretionary spending is always the first to be cut during economic uncertainty, and that affects institutions like ours. However, we’ve shifted marketing efforts to target regional travelers, including those heading to cruises out of Galveston.

The good news is that people still see value in what we offer. Spending per visitor has held strong, and we’ve become a top choice for those prioritizing meaningful experiences.

How are you adapting your offerings to meet evolving visitor expectations, especially regarding experiences and innovation?

We’re always introducing new experiences. Our guest experience team monitors visitor feedback and trends closely.

Space exploration is more international than ever, with 78 government-affiliated space agencies globally. That’s why collaboration is essential. NASA’s Artemis program, for example, has 58 countries signed on to the Artemis Accords.

We also highlight partnerships with companies like Axiom Space, which is developing a private space station. We often host Axiom’s astronauts, their families, and international delegations looking to explore business partnerships in Houston.

On the education front, we offer everything from day visits to week-long programs for students, and our international reach continues to grow through programs in Latin America, Europe, and Southeast Asia.

What new initiatives or exhibits have you launched recently to engage visitors?

Northrop Grumman donated its Gateway human habitat training module, which was used at NASA to prepare astronauts for the Artemis missions. Visitors can now step inside this real piece of space history.

We partnered with Tom Hanks to premiere the documentary “Moonwalkers: A Journey with Tom Hanks,” which features never-before-seen Apollo footage and ties the legacy of the moon missions to the Artemis program.

We’ve also introduced interactive exhibits like Mission Sketch, where guests design rockets and see them digitally launch. Our Moon to Mars Festival brings in commercial space partners, and we showcase current innovations like lunar rover prototypes and Blue Origin’s New Shepard capsule.

We also allow visitors to participate in actual human subject research in partnership with Johns Hopkins University and Baylor College of Medicine. It’s a chance for people to contribute to space science by collecting data on vestibular and ocular responses, which is key for future spaceflight readiness.

How does Space Center Houston support and connect with the broader innovation ecosystem in Texas?

Exploration Park, a 280-acre campus just outside Johnson Space Center’s secure fence, is a key part of that. Texas A&M’s Space Institute will be the anchor tenant, with a planned opening next year. Companies like KBR are establishing facilities as well.

This complements the Houston Spaceport, which is receiving significant public investment, including a new runway.

Space Center Houston acts as a convening space for many of the events, meetings, and delegations supporting this ecosystem. We help connect innovators, researchers, and industry leaders in an environment designed to inspire collaboration.

What are your top priorities for the next two to three years?

Our board recently approved a new facilities master plan. We’ve outgrown our current building, which was designed for 700,000 visitors annually. Last year alone, we brought 1 million people to Johnson Space Center through our tram tours.

Phase one is already underway: We’re doubling the size of our education building. Opening in December, the new Duval Jadhav Learning Innovation Center will add capacity for 1,000 more students and feature a retired NASA Payload Development Lab, fully outfitted for training and STEM programs.

We’re also planning to triple the size of the main Space Center Houston facility. Senator John Cornyn has advanced legislation to relocate a flown space shuttle to Houston. If that comes through, we’ll exhibit it alongside our shuttle carrier aircraft and high-fidelity shuttle model, fully integrating it into our learning programs.

Our long-term goal is to realize the full expansion plan over the next 10 to 15 years and continue to elevate Houston as the global hub of human space exploration.

Stephanie Polk, Chairman, Visit Bay Area Houston

Bay Area Houston’s tourism sector is expanding with major attractions like Space Center Houston, Kemah Boardwalk, and the new Great Wolf Lodge, driving growth. “We’re at a turning point,” said Stephanie Polk, chairman of Visit Bay Area Houston, in an interview with Invest:. Polk highlighted new partnerships and rising interest in luxury travel, while record-high hotel occupancy and preparations for the 2026 FIFA World Cup have the region primed for further investment.

How do tourism and hospitality businesses in the Bay Area contribute to the local economy?

Tourism plays a huge role in our local economy, and the industry is growing at a fast, steady pace. League City is part of the Bay Area Houston Convention and Visitors Bureau, which includes Nassau Bay, League City, Clear Lake Shores, and Texas City, and we’re working to bring in new partners like the Kemah Boardwalk and Great Wolf Lodge. We have some of Houston’s largest attractions right here in our backyard, which makes this an exciting time for growth.

Recently, I met with Brian Freeman of the Bay Area Houston Economic Partnership and other key players to discuss major developments and regional collaboration. The Bay Area Houston Convention and Visitors Bureau is at a turning point, with Nassau Bay and League City leading efforts to expand partnerships, with growing interest from Kemah, and attractions like Great Wolf Lodge to join soon. The newly opened Great Wolf Lodge in Webster, featuring 532 rooms and 13,000 square feet of meeting space, is already drawing Houston-area travelers. Meanwhile, Space Center Houston, which welcomes 1.3 million visitors annually and generates a $188 million economic impact, is planning a major expansion set to open in 2028. Strengthening our regional network will help attract more visitors and further promote the Bay Area.

Additionally, the Kemah Boardwalk is undergoing renovations and expansion, with major updates to be announced soon. Here in League City, South Shore Harbour Resort remains a popular waterfront destination, offering wine dinners, dinner cruises, and event space. We’re also seeing a boost from the cruise industry out of Galveston. Many travelers are staying in our area before or after their cruises rather than going straight into Galveston. This pre- and post-cruise market is an emerging opportunity for us, adding to the overall strength of tourism in the region.

What makes the Bay Area unique compared to other regions in the U.S.?

Our waterfront access is what truly sets us apart. We have this small-town charm with a beautiful waterfront, all while being just 30 minutes from downtown Houston. Visitors can spend the day in the city and then return to enjoy a sunset cruise on Clear Lake or watch dolphins in Galveston Bay. We also have a strong sailing culture. Clear Lake hosts the longest-running weekly sailboat races — Wednesday night sailboat races that have been going on for years. You can have a drink, enjoy dinner, and watch sailboats race right on the water. It’s beautiful, and it adds to our community’s character.

Have you noticed any shifts in the types of tourists visiting the Bay Area?

We’re seeing an increase in luxury travelers, particularly with the private jet service at Ellington Airport. The Fixed-Base Operators (FBOs) there are bringing in high-end clientele. That’s led to discussions about adding more luxury hotel properties and packaging experiences tailored to that market. Of course, family travel remains a major segment, with attractions like Space Center Houston, the Kemah Boardwalk, and the Lone Star Flight Museum. But luxury travel is an emerging market, especially with our aviation and space industry connections.

How does the workforce support the hospitality and tourism industry in the Bay Area?

Hospitality training is a major focus. Great Wolf Lodge and the Kemah Boardwalk both invest heavily in workforce development. The Boardwalk recently launched an ambassador program to train employees about the area and ensure a top-tier guest experience.

While there isn’t a region-wide hospitality training initiative led by the Bay Area Houston Convention and Visitors Bureau, individual attractions are taking the lead. Additionally, League City is pursuing the Texas Friendly certification, which promotes hospitality excellence.

We’re also involved in the Music Friendly Program. Clear Lake Shores recently became a certified Music Friendly City, and League City received its certification in April. We have a special concert planned to celebrate this designation. These efforts showcase our region’s hospitality, culture, and history, the key to our tourism success.

How are you attracting corporate events and business travelers to the Bay Area?

We have several venues that cater to corporate events. Great Wolf Lodge offers 13,000 square feet of meeting space, and South Shore Harbour Resort in League City has 20,000 square feet.

League City recently took over operations of The Ballpark (formerly known as Big League Dreams), and is rebranding it as a multi-use event facility. In March, we hosted our first major event there — the Texas Youth World Classic baseball tournament, which brought in teams from 13 countries and an estimated 23,000 visitors. While it’s primarily a sports venue, we’re also marketing it for corporate events.

In Nassau Bay, the Hilton property on Clear Lake is undergoing an 18-month renovation to become a Margaritaville resort, adding even more meeting space. The Lone Star Flight Museum is another unique venue, offering 30,000 square feet of event space surrounded by historic aircraft.

How is the Bay Area preparing for the 2026 FIFA World Cup?

We’re working closely with the “Around Houston” cooperative, led by Visit Houston, to ensure we’re prepared. This event will bring a massive influx of visitors to the region. Our focus is on increasing hotel capacity, targeted marketing, and potentially offering special room rates. We also expect a rise in short-term rentals, which will help expand accommodations. Overall, we’re excited about the opportunities this global event will bring.

How is the current economic climate affecting tourism in the Bay Area?

All the predictions indicate that our area will have a strong travel year. However, recent discussions suggest that summer travel may not be as strong as initially projected. That said, our largest market is the Houston area itself. We’re often seen as “Houston’s Hamptons,” a quick getaway for city residents. Road trips and family travel remain strong, so we expect demand to hold steady. For League City, hotel occupancy tax collections have been at record highs. In the first quarter alone, we saw an 11% increase over last year, which was already a record year. While inflation plays a role, demand remains strong, and we’re optimistic about the rest of the year.

What message would you send to potential investors and businesses considering the Bay Area?

Bay Area Houston is ripe for development. From waterfront experiences to space exploration, we have a unique mix of attractions that make this region a prime investment opportunity. Whether it’s tourism, business, or lifestyle, we offer the best of all worlds. We invite everyone to visit and experience the beauty and potential of Bay Area Houston firsthand. You’re not going to find a better sunset than right here on Clear Lake.

Linda Hampton Norris, CEO, Norris Conference Centers – Houston CityCentre

In an interview with Invest:, Linda Hampton Norris, CEO of Norris Training Systems, LLC — who owns Norris Conference Centers, with one of its six facilities located at Houston CityCentre — highlighted the state of the industry and what this means for the local Houston market. “Houston has done a great job transforming itself into a dynamic market. We are such an international destination. Industry projections indicate that our industry will continue to grow,” Hampton Norris said.

What have been the most significant market or operational changes in the past year?

From our hospitality standpoint, our business and booking levels finally started to stabilize in 2024. This is reflected in different areas, such as how far out planners are scheduling activities. Traditionally, it would be a six- to 12-month window for larger meetings or conferences, and this shrunk considerably during COVID because they were so anxious as it related to being able to host the event or not. It is gratifying to see that this timeline has expanded. We are starting to rebuild our business and events going into 2026. Interestingly, businesses would book holiday parties in September, October, and November, but now we are seeing holiday parties booked well in advance of that. It is another positive indicator of where we are currently.

What have been some of the significant changes related to consumer demands?

What became apparent during COVID, specifically, and has never gone away is the demand for a strong internet connection. With many guests or conference attendees working during their stay, they need to be able to access their computers or host a video meeting, for example. This was not as prominent pre-COVID. It is now a consistent demand to have the flexibility to host these different types of formats during conferences and conventions. There is also the responsibility for creativity regarding the client’s experience. Throughout our properties, we have different opportunities at our fingertips to create experiences for our guests. At our conference centers, depending on the location, we have an array of dining options and evening experiences that guests can enjoy. Our clients are also asking us to be more creative, such as in our food service and presentation, to make this more of an experience for them. 

Which industries are the most represented in your event bookings?

We are in four different cities (which include two in Houston and one in Katy), and each of those properties has a different client base. We may find that oil and gas are more prominent in the Houston properties, whereas out in Katy, we deal more with social events, such as weddings, class reunions, or baby showers. It trends differently across organizations and properties, but they are a mix. They do have certain events in common, including city and government events taking place, different association events, small trade shows, and corporate training events. What makes Norris Center unique is that a significant majority of our event attendees live locally, which leads to a different mix of guests in each community using our facilities. 

What key investments are happening throughout your operations?

For us, it is about continuing to be at the forefront of some key technologies. We host several kinds of events throughout the year, but if you do not have laser projectors, then you are going to be behind the eight ball a little bit. If you do not have extensive internet bandwidth, you may not be able to support your clients and their expectations. As a small business, we can say yes to a lot of things. For example, we have a client who wants to serve a certain kind of rice wine, and certainly, we can source that. It is not something that we normally have on our menu, but we can make sure we get it for the client. What has made us unique is that we are keen on finding ways to say yes to client requests. We are focused on finding a way to work together with the client and ensure the success of their event or events. 

What is the state of the hospitality labor market in the region?

During COVID, of all the industries that were challenged, hospitality was hit the hardest. Nobody wanted to work in a restaurant or do room service. It was challenging. But if you create the right environment and find the right people who plug into your core values, you can find great team members, which we were fortunate to do. We have a relatively small core staff, and many of them have been with us for more than a decade. We’ve built on that loyalty and look for individuals who buy into that culture of customer service, respect, and a winning attitude. The key is to find what is important to them and keep them engaged in your organization. It is also critical to facilitate an environment of praise. We share surveys and praise our team members. We want them to be part of a team, not just be an employee. This model has worked for our business. 

What are your top goals and priorities for the near future?

We want to make sure that we continue to be a resource. We pride ourselves on our clients coming back. It is about continuing to build on that client base, servicing their needs, and making sure we are listening to what is working for them and what is not. Approximately 70% of our client base is repeat business, so it is key to hold on to this and grow with them as their companies grow and evolve. Houston has done a great job transforming itself into a dynamic market. We are such an international destination. I believe our industry will continue to grow. The hospitality sector will be a vital component of Houston’s growth in both the local economy and as it relates to international travel. 

John Mayner, Director, Shenandoah Convention & Visitors Bureau

Shenandoah’s tourism has delivered over $80 million in economic impact, driven by its strategic location and growing hospitality offerings. In an interview with Invest:, Director John Mayner noted the city’s new Tourism Friendly Texas certification will boost visibility, adding, “We own our identity as a value destination.”

How is tourism and the hospitality industry contributing to Shenandoah’s local economy?

We’re a unique city — just 2.2 square miles — and we sit between three exits off I-45, the main artery between Houston and Dallas. We’re in the heart of an active region, surrounded by Spring, Tomball, The Woodlands, Conroe, and Porter. Because of our location and how easy it is to get in and out, we’ve become a high-traffic area for visitors.

This past year, we saw our second all-time historic high in city performance, especially in terms of supporting our hotel and hospitality partners. When I arrived six years ago, we had around 40 restaurants — now we’re over 60 and growing. We opened a new 106-room Hampton Inn & Suites in April of 2024, bringing us to 13 hotels. We also have five shopping centers and five new indoor entertainment venues, most located in our 70-acre Metropark Square development.

Despite our small size, the economic impact is significant. I’d want to confirm the exact number, but I believe the state reported over $80 million in economic impact. We collected nearly $3 million in hotel occupancy tax revenue alone. For residents, that translates to roughly $3,000 to $4,000 in tax savings per household. It’s real money and real benefit.

People might not think of us as a traditional tourist destination like the Grand Canyon or Savannah — but we are a destination. People come here to shop, eat, stay, play, attend medical appointments, or explore the area on a weekend getaway. Because of all this activity, our residents benefit from increased services and a lower tax rate — we may even have the lowest in Montgomery County.

How do you anticipate the Tourism Friendly Texas certification will influence your tourism strategy and economic growth?

We were honored to be among the first 10 cities to receive that designation from Travel Texas. I just picked up the certificate from the Governor’s Office a few weeks ago. It’s part of our effort to raise our profile and tell our story more broadly. When I first got here, I spent a year trying to wrap my arms around this unusual market. I’ve worked in bigger cities like Little Rock and Dallas-Fort Worth, but I’ve never seen a 2.2 square-mile city with this much packed into it. That forced us to really think through how to market it.

Our value proposition is strong. We offer a full range of hotel options — from economy to upper-upscale — at more affordable rates than you’d find in The Woodlands or downtown Houston. People can stay here, save money, and still enjoy top-tier dining, shopping, and entertainment nearby. They choose how to spend those savings — on experiences, meals, or just keeping it in their pocket. In today’s economy, that matters. People are watching their spending more closely. Even with tourism projections a bit uncertain right now, I believe we’re in a strong position. Our job is to keep communicating that value and making sure people know what we have to offer.

How are you working with neighboring cities to enhance regional tourism?

We know visitors don’t care about city limits. They just want to know what’s nearby and accessible, so collaboration is key. We’re part of Visit Houston’s “Around Houston” program, a regional co-op of 14 cities, and we work with Travel Texas as well. Through those relationships, we collaborate on advertising, trade shows, and media outreach.

Locally, we’re always open to partnering with cities like The Woodlands, Conroe, Tomball, and Spring. Sure, there are times we compete for events or group business, but we also share a lot of opportunities. Whether it’s for leisure travelers, meeting planners, or press tours, we cross-market and co-host where it makes sense. Practically speaking, if someone comes here and wants to golf or go to the lake, we don’t offer those, but we’ll happily send them to a nearby community that does. We want people to have the best experience possible, even if that means stepping outside Shenandoah. That’s just smart tourism.

What is your outlook for Shenandoah?

We’ve had two record-setting years, and that tells me our strategy is working. We know who we are. We’re not trying to be something we’re not. We’ve embraced our size, our location, and our strengths. As we move forward, our focus is to keep raising awareness, using every platform we can — social media, marketing campaigns, partnerships — to make sure people know that Shenandoah is a smart, convenient, and high-value place to visit. Based on everything we’re seeing, that message is resonating.

Elizabeth Eddins, Executive Director, Visit The Woodlands

Visit The Woodlands achieved record hotel occupancy in the past year, driven by strategic marketing and major events like The Woodlands Waterway Arts Festival. In an interview with Invest:, Executive Director Elizabeth Eddins emphasized the area’s unique blend of nature and luxury and a perfect place for business meetings and leisure travel. “The Woodlands has become a place where people can reconnect with nature while still enjoying world-class amenities,” she said.

What have been some of the biggest milestones for The Woodlands over the past year?

We continue to see a greater interest in holding business meetings in The Woodlands. People have long known The Woodlands as a great place to live and work, but we’re working diligently to show it’s also a great place for business meetings and leisure travel. Conventioneers and other visitors love the balance between our bustling business scene, world-class amenities, and the natural landscape.

What trends are you seeing in your visitor demographics and business travel?

The past couple of years have been the best in The Woodlands’ history regarding travel spending. In 2024, The Woodlands reached its highest hotel occupancy ever. This success was driven by creative sales and marketing campaigns by Visit The Woodlands, including one that promoted our destination as a quick getaway for visitors from the Houston and Dallas areas.

During this campaign, we discovered that visitors often come to The Woodlands for the first time for a specific event, like a concert or a convention, and fall in love with the town. We have amenities that appeal to everyone — whether it’s a stroll along The Waterway, patio dining with a view of Lake Woodlands, or a luxury shopping experience at Market Street — so first-time visitors will often return for a weekend getaway or even bring their own meetings and events here in the future.

How is Visit The Woodlands collaborating with cultural institutions and local businesses to enhance visitor experiences?

The Woodlands is all about partnerships. For example, The Cynthia Woods Mitchell Pavilion is a key component of tourism and notoriety in The Woodlands. Originally a gift from George P. and Cynthia Woods Mitchell, the Pavilion is now among the top outdoor amphitheaters in the world and the summer home of the Houston Symphony. Similarly, The Woodlands Waterway Arts Festival is consistently ranked in the Top 10 arts festivals in the nation. It showcases the work of nearly 200 juried artists as well as live music, local food, wine tastings, and activities the whole family can enjoy. Hundreds of volunteers bring it to life every spring, and the community has not only embraced it but turned it into one of the most highly anticipated events in town.

Are there any notable new restaurants or upcoming openings in The Woodlands?

The hospitality landscape of The Woodlands is constantly changing, and we’re proud of recent openings and excited for what’s ahead. Local Public Eatery and Kura Revolving Sushi Bar have recently opened, as well as fashion-forward women’s boutique Pell 1990 in Market Street, and Black Clover athleisure in The Woodlands Mall. Other exciting new arrivals include the Sur La Table Cooking School, the K1 Speed go-karting center, and the Kevin Brady Library and Community Center. We’re always seeing new restaurants opening. Near The Woodlands Mall, we’ve recently welcomed Yard House, The Capital Grille, and XALISKO, which was nominated for a James Beard Award for Best New Chef. Hughes Landing, our “Restaurant Row,” continues to be a hotspot, with Truluck’s, Azzurro, Del Frisco’s Grille, and Escalante’s among the favorites, plus the new Charolais by Chef Austin Simmons® opening in 2026. Over at Market Street, we have longtime staples 60 Vines, Tommy Bahama, and Bosscat Kitchen & Libations. Visitors and locals alike love new favorites like The Audrey, LOCAL Public Eatery, and Mastro’s Ocean Club. We’re looking forward to the opening of Bar Bludorn® by critically acclaimed Chef Aaron Bludorn in Waterway Square next year.

How does Visit The Woodlands collaborate with local businesses to promote the region as a top destination?

Collaboration is key to our success. On a day-to-day basis, we work closely alongside our partners at local hotels, restaurants, retailers, and other attractions to set goals and exceed expectations. The Woodlands is the site for the PGA’s Insperity Invitational, the LPGA’s Chevron Championship, Wine & Food Week, Houston Restaurant Weeks, and more.

The community’s support for these events is amazing to witness, especially during the Memorial Hermann IRONMAN Texas. Every year, former IRONMAN athletes create a fan zone on the run course called “Hippie Hollow,” where anyone can dress up and play music to cheer competitors on to the finish line.

These efforts further support the community because all the visitors who come to watch these events are also dining in our restaurants, staying in our hotels, and planning return visits to our destination. Cultivating these relationships is a major priority for us.

What initiatives are supporting the hospitality and tourism workforce in The Woodlands?

Hospitality and tourism support over 4,000 jobs in The Woodlands, and according to the state of Texas, it’s an over $450 million industry. There are business meetings and conventions in our hotels nearly every single week, and The Woodlands Township does an outstanding job hosting various holiday and community events throughout the year. Celebrating America’s Independence over a two-day period, and events or festivals on holiday weekends like Memorial Day and Labor Day bring vitality to The Woodlands. We’re looking forward to the Township’s new Holiday on The Waterway, a dazzling display of holiday lights that will stretch along both sides of The Woodlands Waterway from Waterway Square to Grogan’s Mill Road. Combined with The Woodlands Ice Rink, Market Street in Lights, and Christmas at The Woodlands Mall, it’s a breathtaking experience, and we’re proud that The Woodlands has become a go-to destination for the holiday season.

Looking ahead, what are your top priorities for tourism in The Woodlands over the next two to three years?

We’re fortunate to have strong leadership at our board of directors’ level and executive staff, all of whom are passionate about The Woodlands and continue to look to the future. Texas is experiencing a tourism boom, and we know many people may have visited The Woodlands years ago but haven’t been back in a while. We want to welcome them again and show them all the new things we have to offer. Whether you’re looking for an action-packed trip or just want to relax by the waterway, The Woodlands is the perfect destination.