Peter Cranis, Executive Director, Florida’s Space Coast Office of Tourism (Visit Space Coast)

Invest: sat down with Peter Cranis, executive director of Florida’s Space Coast Office of Tourism, to discuss how tourism growth, space activity, and new hospitality developments are bolstering the Space Coast economy. “It’s not just about bringing more people here, but bringing the right people here,” Cranis said.

What recent milestones are you most proud of, and what do they enable for the community?

When I started in this position in 2019, we were collecting around $16 million in tourist development tax revenue. Today, we’re at about $26 million, so over the last six years we’ve added more than $10 million to that total. That growth matters because it allows us to do more for the community in very tangible ways.

It gives us greater capacity on the marketing and advertising side, allowing us to be more strategic and consistent in the markets that matter most. It also expands what we can support locally, from destination improvements to projects that strengthen the visitor experience. There’s a lot we do for the community that isn’t always visible, and having more funding allows us to expand those efforts responsibly.

How do you measure impact and performance across the tourism sector?

Tax collection is the primary metric we track, but it’s only one piece of the picture. We also receive regular reports from hotels on occupancy and average daily rates, which help us understand demand trends.

We track short-term vacation rentals as well, including growth in inventory, because that segment has expanded significantly. Hotel inventory is another key indicator. We’re currently at more than 11,500 rooms, the highest level we’ve ever had, with roughly 20 additional hotels expected over the next four to five years. That kind of development signals confidence in the market.

We also conduct economic impact studies. Our most recent analysis showed tourism generates more than $4.5 billion in economic impact for the region and $3 billion in visitor spending. Beyond that, we monitor activity tied to major drivers like cruising and rocket launches. Last year alone, we had more than 109 launches, which was a record, and we are the No. 1 launch location in the world.

With rapid hotel growth, how are you balancing quality and quantity?

The hotel landscape is changing in a positive way. Historically, we had many smaller, older properties. Today, new hotels are typically larger, often suite-style, and come with more amenities. Some even feature rooftop venues where guests can watch rocket launches, which is uniquely a Space Coast experience.

One of the most significant additions on the horizon is the Westin Cocoa Beach Resort & Spa, a 500-room, four-star resort set to open next year. It will be the first property of its kind in our area and will also include 20,000 to 25,000 square feet of convention space. That allows us to attract meetings and events we simply couldn’t host before and introduces a new segment of visitors to the region.

What trends are you seeing in short-term rentals?

Short-term rentals have grown to more than 6,600 properties, and the quality of those properties has improved significantly. Travelers expect more than they did even a few years ago, and hosts have responded by offering higher-end accommodations.

These properties often attract larger groups and command higher rates, which supports the local economy and contributes to tax collections (about 1/3 of TDT comes from this segment). From our perspective, short-term rentals are an important and evolving part of the lodging mix.

How has space activity influenced tourism and economic momentum on the Space Coast?

The longer-term view is important here. When the space shuttle program ended in 2011, there was real economic uncertainty in the region. Over the last eight to 10 years, that has changed dramatically.

Private companies like SpaceX and Blue Origin, along with NASA’s ongoing work, have transformed the region. Launch frequency has increased, and companies are now not only launching here but also building and manufacturing components locally. That deeper ecosystem has created jobs and sustained growth.

Unlike earlier eras, the industry is now more diversified, which provides greater long-term stability. Growth has brought challenges, particularly around housing, but it has also created significant opportunities across multiple sectors.

How do you collaborate with local stakeholders to promote the Space Coast as a place to visit and do business?

We work closely with the local economic development commission, chambers of commerce, and industry groups. Coordination is critical. Whether it’s our branding work with Melbourne and Palm Bay or partnerships with Port Canaveral and the Cocoa Beach Hotel Association, the goal is alignment.

A few years ago, we partnered with the Economic Development Commission to help develop a unified Space Coast brand for business recruitment and workforce attraction. They now use that brand to market to aerospace, defense, and high-tech companies, while we focus on visitor marketing. Together, it creates a cohesive message about the region.

What role does Port Canaveral play in your strategy?

Port Canaveral is a major driver, being the most active cruise port in the world. With 18 home-ported ships and additional ports of call, it creates a steady flow of visitors. Our goal is to turn cruise passengers into overnight guests and repeat visitors.

We emphasize the value of arriving a day or two early to relax before a cruise, and staying afterward to decompress. Many travelers are doing exactly that, which has increased overnight stays and repeat visitation. It’s a collaborative effort involving cruise lines, travel agents, and the port itself.

What does repeat visitation tell you about the destination?

Repeat visitation is one of our strongest indicators of success. More than 90% of visitors say they return multiple times. People may initially come for a cruise or a launch, but once they experience the area, they come back specifically to vacation here.

That loyalty reflects the strength of the product and provides long-term stability for the visitor economy.

What are you most excited about as you look ahead, particularly in terms of marketing and strategy shifts?

Over the last year or two, we’ve done a lot of internal streamlining, which has helped us get more focused. This year, that focus is very much on marketing.

We’re expanding our advertising creative for key areas like Cocoa Beach and Port Canaveral. We’re also launching a new branding effort with Melbourne and Palm Bay on the south side of the county. Overall, we’re putting more energy into telling a clearer, more compelling story about the destination, and operating more efficiently has helped make that possible.

How are you thinking about sustainability and long-term growth through 2030?

Protecting our natural assets is essential. We manage and support 72 miles of beaches, invest in beach renourishment, and work to preserve areas like the Merritt Island Wildlife Refuge and Canaveral National Seashore. We’ve also made significant investments in restoring the Indian River Lagoon ecosystem.

At the same time, we’re managing rapid growth. New hotels and vacation rentals need to enhance the destination, not detract from it. From a marketing perspective, that’s why we focus on quality over quantity. It’s not just about bringing more people here, but bringing the right people here.

As our marketing reach expands, we continue to target key feeder markets regionally and nationally. Each new market is another opportunity to tell the Space Coast story thoughtfully and sustainably.