Spotlight On: Rebecca Bolton, General Manager, Durham Convention Center
April 2026 — Invest: spoke with Rebecca Bolton, general manager of Durham Convention Center, about shifts in the meetings and events industry, the growing importance of experience-driven programming, and how downtown partnerships are helping Durham compete for group business. “Attendees want an experience, not just a meeting, and organizers are responding to that demand,” Bolton said.
How would you describe the current outlook for the meetings and events industry, and how is this shaping demand for venues like Durham Convention Center?
The industry has softened over the last couple of years. Coming out of COVID, there was a real ramp-up in demand, and in many ways an overcompensation for the time people spent apart. Since then, activity has leveled off, and the outlook for live events has remained relatively flat. That means venues have to be more thoughtful and strategic about how they fill their calendars.
For us, that starts with diversification. We always try to maintain a balanced mix of events so we can adjust as market conditions change. Some seasons are naturally stronger than others, and when softer periods emerge, we have to become more nimble and more creative in how we respond. That has definitely been the case recently. The challenge is real, but we accept it and enjoy finding solutions.
How has demand evolved, and are event organizers expecting something different from venues today?
Yes, expectations are changing. More and more, people are looking for something beyond a standard conference format. In many cases, people are looking to move away from the turnkey template of conferences. Attendees want an experience, not just a meeting, and organizers are responding to that demand.
That trend works in Durham’s favor. Downtown is highly walkable, the venues are distinctive, and the hotel package is compelling. Within just a few blocks, attendees can find restaurants, entertainment, and a range of settings that make an event feel more dynamic. Instead of having to manufacture an experience inside a blank box, organizers can plug into a destination that already offers character and energy. That is a strong value proposition for groups that want their attendees to commit to their programming annually.
How does the Durham Convention Center work with partners across downtown to create a more complete destination for conferences and events?
Partnership is central to how we operate. We work closely with Discover Durham, our Durham-based destination marketing organization, along with hotels and other key stakeholders downtown, to position the city as a compelling event destination. One example is DPlex, a partnership among four venues on the same general downtown block.
That collaboration allows us to combine our unique spaces and pursue larger groups than any one venue could likely attract on its own. Durham Convention Center is relatively small, so having the ability to extend the offering through nearby partner venues makes a real difference. It expands the type and scale of business we can pursue while also reinforcing the idea that downtown Durham is a connected event ecosystem rather than a collection of separate properties.
How does that partnership model expand the types of events that can be hosted in the city?
At this stage, the biggest factor is size. Inside the Durham Convention Center, we can provide the same kinds of services that a larger convention center would offer, including the operational support planners need to execute successfully. Through partnership, we can extend those services into nearby properties when a client needs additional space or a more varied footprint.
That effectively broadens the city’s event capacity and creates a more interesting product for organizers. Instead of relying entirely on one traditional space, planners can design something that feels layered and unique. That can elevate the attendee experience and help events stand out.
How do conventions and large events contribute to hotel occupancy, restaurant activity, and overall economic activity in Durham?
The impact is significant, especially for small businesses downtown. We hear directly from them about what it means when visitors are in the district, walking around with conference badges, staying overnight, dining locally, and spending time in the area before and after events. That kind of activity matters.
A major focus for us is attracting groups that generate that kind of economic impact. We want visitors who stay in local hotels to experience downtown Durham and support restaurants and entertainment venues while they are here. Over the last several years, many small businesses have faced real challenges, and meetings and events have helped bring that energy back into the district. That is one of the reasons this work matters so much.
How are convention centers adapting to changing technology needs, including hybrid events and new production demands?
Hybrid events have gone from being a special request to being an expected capability. There was a period when planners were still figuring out how to execute them effectively, and venues had to meet them where they were. Today, the question is less about whether hybrid is possible and more about how it fits the goals of a specific event.
That decision usually comes down to the meeting planner. If the goal is in-person attendance and team engagement, then physical presence may be the priority. If the goal is broader reach, visibility, or brand amplification across a national or international audience, hybrid is an important tool. Our role is to be prepared to support either direction and provide those services efficiently, sometimes on the fly.
What strategies are helping smaller convention centers compete in a highly competitive national market?
Smaller centers have to deliver at the same level as larger ones. When a client arrives, the question is whether everything they need is ready and easy or whether they are going to spend valuable time managing rentals, food and beverage, equipment, and audio-visual support themselves. That is where smaller centers can differentiate.
We work hard to make the experience seamless. If the planner walks in and everything is prepared, that changes how they feel about the venue and the destination. For convention centers like ours, that is particularly important because we do not have hotel room revenue as part of our business model. We have to create value through service, flexibility, and execution. Small centers that do this well can be incredibly effective. They are small but mighty, and they depend on strong teams where people wear multiple hats and perform at a high level.
As cities compete to attract visitors, investment, and business activity, how do you see the role of conventions and events evolving?
A lot of destinations are trying to expand their venue offerings right now, but the economics of those projects are difficult in the current climate. That means many cities are having to get creative rather than simply building their way into growth. The competition is no longer just about size or price. It is increasingly about experience and value.
Organizers want to know what makes an event special, what makes a city worth visiting, and why attendees will remember the experience. Price always matters, but when the market is tight, the stronger value proposition tends to win. Durham has an advantage because it already offers a distinctive environment, and that gives us something meaningful to build upon.
Looking ahead, what opportunities do you see for the Durham Convention Center and downtown Durham’s event ecosystem over the next few years?
There is a lot of opportunity around festivals, events, and continued activation of the downtown ecosystem. There is clear interest from city leaders and partners in looking at event spaces, thinking about how they can be optimized, and building a stronger platform for future growth that creates room for new ideas and stronger collaboration.
On a more personal level, I am also focused on the hospitality workforce and the long-term health of the industry. Hospitality was hit hard during COVID, and we are still rebuilding interest and momentum in some areas. I would like to continue showing young people and emerging professionals that there is a path in this business and that it is a rewarding one. It is a dynamic industry where no two days are the same. Once people get into it and feel that energy, they often stay. That is an important part of building the future, not just for the Durham Convention Center, but for the broader hospitality community.
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