Spotlight On: Stacy Ritter, President & CEO, Visit Lauderdale

Key points:

• • Tourism in Fort Lauderdale remains strong, driven by events and new convention infrastructure.
• • Rising costs and shifting sentiment are pushing a pivot toward domestic travelers.
• • Major events and expanded convention capacity are boosting long-term growth.

May 2026 — As President and CEO of Visit Lauderdale, Stacy Ritter is leading Greater Fort Lauderdale’s tourism strategy through a period of global uncertainty and rising costs. Despite these headwinds, the region is experiencing strong growth, supported by major infrastructure investments, a robust events pipeline, and a resilient leisure market. “People want to be together, and that will always make tourism a strong industry,” Ritter said.

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What changes over the past year have most impacted tourism in Greater Fort Lauderdale, and how have they shaped your priorities?

I think the biggest change has been the tone coming from Washington and how that has impacted international travelers. We have seen shifts in perception. While we are not as large an international destination as Miami or some northern border states, there has still been an effect. 

That has led us to pivot more toward domestic travel. The challenge with that is international travelers stay longer and spend more money, so you need many more domestic visitors to make up for that lost economic impact.

What impact are rising costs, including fuel prices, having on travel patterns?

We are concerned about summer, which is traditionally the great American road trip season. With rising gasoline prices and increasing airline costs, people are much more focused on cost efficiency than they were this time last year. We have also seen a shift in booking behavior since the pandemic, where people book much closer to their travel dates. That trend may change again if prices continue to rise or remain high.

How would you describe the current state of tourism in Broward County?

Tourism is doing extraordinarily well this year. We expect the first eight months of 2026 to be very strong, with double-digit increases in tourism development tax revenue every month compared to last year. That is critical because it keeps people employed. 

With events like the World Cup and IPW coming up, tourism continues to be the number one industry in Broward County, employing thousands of people. Despite global uncertainty, this remains an attractive destination because people want to get away.

What trends are you seeing in business travel and conventions?

At the end of 2025, we completed the expansion of the Broward County Convention Center, and the Omni Hotel opened with 801 rooms attached to it. That has been transformative. For the first time, we are booking conferences and associations out to 2035. We are now able to attract larger groups from industries like technology and pharmaceuticals that we previously could not accommodate. We also now have about 2,200 rooms within a one-mile convention district, which significantly enhances our ability to compete for large-scale events.

What role do infrastructure investments play in attracting visitors and supporting economic growth?

The new convention center is on the Intracoastal Waterway, which is very difficult to replicate anywhere else. There is also a six-acre outdoor plaza that allows for events to take advantage of the destination’s weather and natural beauty. These investments allow us to bring in larger conferences, which helps keep people employed and supports the local economy. That is the most important thing we can do — keep people working and ensure long-term economic health.

How is the region addressing workforce challenges in the hospitality industry?

Workforce remains a challenge, particularly in hospitality. Broward County is incredibly diverse, with people from 170 nations speaking 148 languages. Immigration issues are having a direct impact on the workforce. When people feel threatened, they may not come to work or may move elsewhere. These roles are not being filled by native-born workers, which creates gaps across hotels and restaurants. It is a challenge that is not likely to improve in the near future.

How do large-scale events like the World Cup influence tourism and economic activity?

We track data from major events and what we call the “Taylor Swift effect.” For example, when Taylor Swift performed at Hard Rock Stadium, we captured 48% of the room nights. For the national championship game, we captured 40%. We expect similar results with the World Cup. Between teams, spectators, and related events like IPW, we anticipate a very strong period, particularly in months that are typically slower. The economic impact from the World Cup alone could reach $150 million or more for Broward County.

How do you balance attracting major events while maintaining a consistent year-round tourism economy?

Large events require significant investment. Broward County invested $2 million in the World Cup and $1 million in the national championship game. That is comparable to our entire annual sports budget. While the return on investment is strong, we still have to maintain a year-round strategy. We do that through continuous marketing, targeting slower months like September, and leveraging sports tourism, which has been a strong and consistent driver — even during the pandemic.

What are the biggest opportunities to strengthen Greater Fort Lauderdale’s position as a leading destination?

We are still primarily a leisure destination, with about 85% of our business coming from leisure travel. Even a small increase in conference and convention business would have a significant economic impact. Data has become a critical tool in helping us understand where visitors come from and what they do while they are here. 

We have learned that human connection is still essential. People want to be together, and that will always make tourism a strong industry.

What are your top priorities for the future of Visit Lauderdale?

The priorities for the agency are to continue increasing visitation and to lean into the diversity and inclusivity of the destination, even in a difficult political environment. We want to show people who we really are, beyond just images. The people who live here matter, and their stories matter. I am proud of the work we have done, particularly in strengthening accountability and rebranding the destination. I hope that continues moving forward.

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