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.

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.

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.

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. 

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.

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.

In an interview with Invest:, Juan Pablo Laginia, general manager of the InterContinental Houston, emphasized the hotel’s commitment to delivering “true hospitality, exceptionally” through personalized service and innovative experiences. With Houston’s global appeal and the 2026 FIFA World Cup on the horizon, the hotel is poised to elevate luxury hospitality on an international stage.

What makes Houston an ideal location for a luxury hotel like InterContinental?

Houston is a diverse city — a true international destination. It’s a hub for many airlines, which makes connectivity to and from the rest of the world easy. The city has so much to offer. From Galveston all the way to The Woodlands, Houston provides something for everyone.

If travelers are looking for culture, Houston has one of the strongest theater districts in the United States, second only to Broadway. If they’re looking for sports, that’s part of the local DNA. Houston has professional teams across all the major leagues. And of course, the city has a great convention center that continues to grow and improve. Houston truly has a little bit for everyone, and that diversity makes it an ideal place for a brand like InterContinental.

What strategies help InterContinental Houston serve both cultural travelers and business guests?

The InterContinental brand has been associated with luxury for almost 80 years. When travelers see an InterContinental hotel at a destination, they already know they’ll enjoy a quality experience.

Our location allows us to serve multiple segments; we’re near key tourist attractions like museums, theaters, and sports venues, as well as the Medical Center. We see a lot of travelers who aren’t just here for one specific purpose, but to truly experience Houston’s local culture and flavors.

InterContinental differentiates itself by creating incredible experiences that go beyond just providing a place to sleep. We focus on understanding the reason each guest is visiting and tailoring services accordingly. If someone arrives from the Middle East at 10 p.m. and is ready for breakfast — even if it’s not morning in Houston — we have flexible dining options to accommodate them. It’s about treating every guest as an individual, not just another room number. Understanding and personalizing the guest experience is key.

What is the concept behind the Le Petit Chef dining experience, and how has it been received?

Le Petit Chef is a fantastic partnership with Belgian artists who created this innovative concept. We’re proud to be among the first cities in the United States to offer it. It’s a 3D animated show that plays directly on the dining table. Guests watch a miniature animated chef create dishes in front of them, from placing ingredients to cooking them. At the end of each show segment, the corresponding course is served.

The entire experience lasts about two hours, featuring five courses, each paired with a unique animated show. It’s great for families, date nights, and office gatherings – it’s designed for anyone. While kids can certainly enjoy it, the humor and presentation are also geared toward adults, with a bit of dark humor that adds an extra layer of fun. I’ve personally experienced it multiple times, and each time, I notice new details. It’s not just a cartoon; it’s a full entertainment and dining experience, and guests have responded extremely well.

What drives InterContinental Houston’s commitment to service excellence and industry recognition?

Our commitment is rooted in the InterContinental brand’s philosophy of Inspiring Incredible. We focus on creating personalized experiences that go beyond the basics of a hotel stay, whether that’s through our focus on restorative travel, providing solutions for guests, and helping them overcome jetlag and travel fatigue, or our team’s proactive knowledge sharing and the curation of experiences to connect guests to the local culture.

Recognition from organizations like U.S. News & World Report reflects the intentional work behind the scenes. We don’t leave great experiences to chance. They happen because we are proactive in anticipating guest expectations and crafting memorable moments.

The hotel’s design, service model, and guest programming all focus on flexibility, authenticity, and celebrating important occasions, whether it’s a birthday, a weekend getaway, or a major life event. Being among the newest hotels in the Medical Center, Theater, and Museum District also positions us to continuously refresh and innovate. Ultimately, success comes from combining insider knowledge of Houston, personalized service, and a consistent culture of excellence across every guest touchpoint.

How is the hotel preparing for the 2026 FIFA World Cup in Houston?

The city has been preparing for the World Cup for a long time, and we’re ready as well.

Given our proximity to NRG Stadium, we’re already accustomed to hosting national and international sports teams, artists, and fans. Hosting major events is part of our DNA.

The focus will be on showcasing the best of Houston to visitors coming from around the world, and many travelers are already familiar with the InterContinental brand and will have high expectations. We see this as an opportunity not just to accommodate guests, but to create memorable experiences that represent both Houston and our brand at their best.

What is your outlook for Houston’s tourism sector, and what are your top priorities for the hotel?

The outlook for tourism in Houston remains positive. Economic indicators are strong, and thriving sectors such as sports, concerts, education, and healthcare are closely tied to our location. This positions us well for the future.

Over the next few months, we’ll be refreshing several key areas of the property, including our restaurant, bar, lobby, and Club InterContinental, to elevate the guest experience even further.

Houston is set this year to host world-class events, including Concacaf tournaments, concerts, and hopefully playoff games across various sports. Rodeo season kicks off every March, offering another uniquely Houston experience that draws visitors from across the country.

Our goal is to continue offering incredible, personalized occasions for every guest. We focus on creating “true hospitality, exceptionally,” which perfectly captures the spirit of everything we do.

In an interview with Invest:, Ryan Walsh, CEO of The Harris County–Houston Sports Authority (HCHSA), discussed his strategic vision for enhancing Houston’s status as a premier global sports destination. He emphasized organizational efficiency, strengthening stakeholder relationships, and maximizing major sporting events’ economic impact on the broader community. “Our job is to make sure that Houston is seen as a premier destination for global sporting events,” said Walsh. “We want to make sure our venues are seen as first-in-class and world-class.”

Could you share your top priorities in this new role, and how your experience at Energy Park is shaping your approach?

Some of the priorities I’ve had in the nine months I’ve been here are, first, to take a look at the organization. Is it the most efficient organization it can be? So, taking a look, as they say, under the hood. 

Other priorities are strengthening relationships with our stakeholders, including the various venues, teams, the city, and the county, making sure the relationships are as strong as possible. It’s making sure that people understand that the Harris County Houston Sports Authority is a resource, not just for the teams and the venues, but also for the community. 

Our job is to make sure that Houston is seen as a premier destination for global sporting events and that we continue attracting those sports events to Houston. We want to make sure our venues are seen as first-in-class and world-class, so working with those venues to make sure they have the resources they need and help them plan for the future.

What makes Harris County, Houston, and its sports assets a uniquely attractive location, especially compared to similar markets?

Houston is unique in that we have some fantastic venues and teams, but we also have a supportive corporate community and a community that gives back. Part of the uniqueness of Houston is that the owners of our major sports teams are Houstonians. Their lives and families are in Houston. They see Houston as the asset, not just a place to do business. 

This allows us to celebrate Houston as a premier destination for sports. We also have an economy that supports what we do, with the cost of living, restaurants, hotels, and two fantastic airports that allow us to bring in large groups of people. There are many benefits to Houston that other cities don’t have. We’re capitalizing on that. Our role is to make sure people see Houston and Harris County as a whole — not just the venue, team, or sport, but everything Houston has to offer.

Can you speak to the ripple effects of major sports events this past year, such as job creation, hotel bookings, or local business growth?

Sports touch every single person’s life. That’s important to note, especially as we start looking at the economic impacts of what sports bring to the city. Whether it’s the AAU Junior Olympics, which had an economic impact of $90 million, or the World Cup we’re hosting next summer, with an estimated impact of $1.5 billion, all of that touches every single person’s life in some way. 

Whether you’re a shop owner, a hotel owner, or you work at the hotels, we all benefit from these major sporting events. All of these events that come to Houston make our city better. Continuing to embrace the richness that this brings to the city allows us the opportunity to showcase Houston, and it is an excellent time to be doing that. There are so many great events on the horizon. It’s this continuation of showcasing the best of Houston and Harris County, so we can continue enriching the community.

What major trends are reshaping sports and venue management—from fan experiences to technology and sustainability—and how are you responding to them?

The experience you might see at a sports venue today has changed, even from five years ago. The trend is changing to more experiential experiences, where it’s more about being there. It’s become more of a social engagement. You’re not just there to watch the event, but you’re there to spend time with your friends and your family. 

The technology aspect is obviously taking a large role. A lot of your tickets are now digital on your phone. Your phone is your ticket, as they say. It even trickles down into the concessions. Instead of the belly-up style, it’s now what they call a grab-and-go style. You walk in, you grab what you want, you leave. Not only does it speed up the service, but the venue owners have found that the spend increases. Technology is affecting every aspect of sports. What’s next, who knows? The industry is going to have to be flexible and pivot.

Are there any planned improvements or maintenance initiatives for your facilities, and what strategies are you using to manage maintenance across all properties?

We’re fortunate that the tenants, the teams, are responsible for most of the CapEx and R&R in these facilities. Now, what we do is help with the financing of some of these activities and some of the planning as well. 

It has been reported that the Astros are planning some improvements, and the Rockets are thinking about some. I believe there are some improvements planned by the Dynamo at Shell Energy Stadium. You can certainly see the improvements at NRG Stadium, and NRG Park is also planning the future. 

You’re going to see these facilities continue to maintain and improve their first-class condition and the world-class condition of these facilities. We’re here to work alongside them and make sure they have the resources and the capacity to do that in any way we can.

How are you collaborating with local government and community organizations to elevate sports programs and ensure the benefits reach beyond the teams and venues?

The Sports Authority was created to finance the venues here in Houston. We’ve adopted the role of the sports marketing agent to help sell the city of Houston as a premier global sports destination. That’s a fantastic path the organization is on. 

At the end of the day, we were created by the city and the county. But really, our constituents are the community. We are here to serve. We are a resource. We are a public entity. What we do is give back, whether it’s the legacy programs we’re creating through the World Cup or other events. We make sure the community is informed and that we’re transparent and accountable. 

What is your outlook for Houston in sports and tourism, and what are your top priorities for the next two to three years?

At the end of the day, Houston is a global destination for sporting events. There’s a reason we keep getting the Final Fours and the Super Bowls. 2026 is going to be a banner year for sports in Houston, between the World Baseball Classic, the Sweet 16, and the World Cup. 

This city is uniquely capable of doing big events well, not just from the sports authority side, but from our other partners. 

As for my priorities, I want to see this organization be the premier sports commission in the country. I want us to become a fantastic and transparent resource for our community. Our team is the best in the business. We’ll keep working to make sure our facilities are first-class and our venues are the most marketable, so that people continue to see us as that destination. We will also continue to support and promote our community, which is what makes Houston and Harris County great.