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Virgin Limited Edition , the award-winning collection of unique hotels and retreats, part of the hospitality group Virgin Hotels Collection , is delighted to announce the development of a brand-new hotel near Marrakech, due to launch in 2027. Set within a 10-hectare private agricultural estate, the development marks a long-term agreement between Virgin Limited Edition and Marrakech-based luxury real estate developer Sazanes Immobilier . Construction is already underway to create the 37-suite small luxury hotel, inspired by Moroccan craftsmanship and Berber traditions, with an exclusive residential project also in the pipeline. Located a 25-minute drive from central Marrakech, the estate will offer an exceptional base to explore the city’s culture, cuisine and craftsmanship, while providing a peaceful retreat beyond the buzz of the Medina. Positioned one hour from Virgin Limited Edition’s Kasbah Tamadot , in the foothills of the Atlas Mountains, the new Marrakech estate will also create the ideal opportunity for guests to twin-centre two distinct experiences within the same portfolio – an escape within easy reach of the vibrant city paired with an inspiring mountain retreat. Plans for the new estate, nestled within an organic farm of citrus orchards, olive groves and vegetable gardens, include three restaurants, a Chef’s Table and a speakeasy bar, supplied with home-grown, seasonal produce. A comprehensive wellness offering, including a traditional Moroccan wellness facility with a hammam and 40-metre signature swimming pool, as well as a range of sports and recreation activities, such as tennis, padel and horse riding are also set to be incorporated in the offering. Central to the guest experience will be a curated programme of immersive and cultural experiences that all Virgin Limited Edition properties are renowned for. Sustainability and local culture are at the heart of the project, with buildings on the estate discreetly nestled amongst the farmland to reflect the authentic agricultural heritage of the region. Their design will showcase local materials such as stone and wood and artworks by Moroccan and African artists will be celebrated throughout the interiors. A uniquely positioned and versatile events space will lend itself to a pop-up exhibition space, giving local artists a platform to showcase their works. Morocco has an incredible heritage of hospitality, and we are excited to bring our approach of offering exceptional experiences and service with soul to a second Moroccan setting. We are delighted to be partnering with Sazanes Immobilier, who share our long-term vision and commitment to creating extraordinary escapes with people at their heart. We are thankful to them for entrusting us to bring our unmistakable Virgin Limited Edition ethos to this project and together create a retreat that is unique, memorable, and deeply rooted in its destination. Joe Margison, CEO of Virgin Hotels Collection The Chreky family, founders of Sazanes Immobilier, added: “Our vision for this estate is to create a destination that feels intimately connected to its surroundings, shaped by the land and traditions of Moroccan design. We are delighted to be working with Virgin Limited Edition to bring this vision to

In the hospitality industry, hotel room turnover can generally mean two different things. Ask a housekeeping manager and they'll talk about cleaning speed and quality. But, ask a revenue manager and the conversation shifts to occupancy, booking patterns and length of stay. Operational room turnover refers to how quickly and efficiently a room is made ready for the next guest. Revenue-focused room turnover looks at how frequently rooms are being sold over a given period, affecting how much you earn from each room night. Both concepts are interconnected and both impact your profitability. In this guide, we’ll be focusing on optimizing hotel room turnover as it relates to revenue. If you manage to fill rooms but struggle to become more profitable, or if your occupancy is low altogether, this blog is for you. While often overlooked, hotel room turnover is an important metric in hotel revenue management. For small hotels and B&Bs, where every room counts, understanding and optimizing room turnover can make a real difference to your revenue as well as your workload. Below, we'll break down exactly what hotel room turnover means, how it influences your profitability and how you can optimize it with smart, achievable tactics. What is hotel room turnover? Hotel room turnover refers to how frequently an occupied room is resold within a given period. In simple terms, it answers the question: How often does each room “turn over” from one guest to the next? A higher room turnover means rooms are occupied by more individual stays. A lower room turnover usually means guests stay longer before the room becomes available again. Factors influencing hotel room turnover Overall, your hotel room turnover rate is impacted the most by your pricing, promotional and distribution strategy. However, there are other potential drivers – some of which you have little to no control over. High room turnover can be influenced by: Frequent one-night stays Citytrip or urban destinations Corporate guests Event-driven demand Heavy discounting Last-minute promotions Flexible booking rules Strong OTA dependency Low hotel room turnover typically coincides with: Frequent long stays Leisure destinations Workations and families Weekly or monthly rates Seasonal travel patterns Minimum-length-of-stay rules High guest loyalty Your property’s location and characteristics play a role, but your pricing and distribution choices matter the most. How to measure hotel room turnover You can calculate your hotel room turnover rate with this simple formula: Hotel room turnover rate = Total check-outs in a period / Total room nights available in that period It’s closely related to other revenue management metrics: Average length of stay (ALOS) – the number of nights guests book on average Occupancy (OCC) – the percentage of available rooms sold Average Daily Rate (ADR) – the average price at which a room is sold Looking at the complete picture rather than one metric in isolation is the key to success. While large chains track and analyze room turnover consistently, independent hoteliers often feel the impact intuitively without actively giving it much attention. This guide will

At this year’s edition of FITUR , I had the opportunity to speak with Carlos Martínez at the stand of Paradores. Our conversation focused on the evolving Paradores guest experience and how technology, guest feedback, and heritage hospitality combine to shape one of Spain’s most distinctive hotel brands. For nearly a century, Paradores has occupied a unique position in Spanish tourism. Its hotels are not only places to stay. Many are historic castles, monasteries, or convents that embody the country’s cultural heritage. Yet the company’s leadership understands that heritage alone does not guarantee relevance. Today, guest experience must also be measured, analyzed, and continuously improved through data. During our discussion, Carlos shared how Paradores balances these two worlds: historic authenticity and modern guest intelligence. Takeaways The Paradores guest experience combines historic heritage properties with modern guest intelligence systems. Guest feedback platforms like ReviewPro help identify operational improvements across the hotel portfolio. Paradores integrated its Director of Guest Experience into the executive committee to strengthen strategic alignment. A €300 million modernization program is underway to upgrade infrastructure across the portfolio. New Paradores in Ibiza and Veruela will continue the brand’s mission to support tourism across diverse destinations. A hotel brand built around heritage Paradores operates close to 100 hotels and more than 100 restaurants across Spain, as well as a franchise property in Portugal. However, its real differentiator lies in the locations of these hotels. Many Paradores are housed in protected historical buildings. Guests might stay in a medieval castle, a restored monastery, or a former convent. These properties are often classified as protected cultural heritage sites. This approach shapes the entire Paradores guest experience . According to Carlos, guests do not simply book a room. They come to experience Spain’s cultural story. The building, the gastronomy, and the surrounding destination are all part of a larger narrative. However, these locations also create operational complexity. Running a hotel inside a protected historical structure requires careful maintenance, regulatory compliance, and continuous investment. Each property presents unique constraints. Opening a new Parador often feels like launching a completely new hotel concept. At Paradores, the experience is not only the building or the stay. It’s also the gastronomy, the history, and the way we share Spain’s cultural heritage with our guests. Carlos Martinez Why data matters in the Paradores guest experience For many years, hoteliers frequently spoke about guest experience without having the tools to fully understand it. That situation has changed dramatically. Carlos explained that Paradores began its digital transformation in 2017. Since then, guest data has become central to decision-making. Today, the company uses platforms such as ReviewPro to consolidate feedback from online reviews, surveys, and reputation metrics. These insights allow the organization to identify operational friction points across the portfolio. The goal is simple, stop guessing what guests want. Instead, hotel teams analyze feedback patterns to determine what truly influences satisfaction and loyalty. These insights then guide improvements in service delivery, communication, and experience design. Guest feedback systems have become a

WASHINGTON, D.C. — In testimony submitted to the New York City Council’s Committee on Economic Development, the American Hotel & Lodging Association (AHLA) raised concerns that provisions in the city’s proposed FY27 budget could increase costs for hotels and threaten jobs across New York City. AHLA urged policymakers to consider the cumulative impact of proposed tax increases and policy-driven costs on the hotel industry – one of the city’s most important economic drivers. Hotels are a cornerstone of the New York City economy, supporting hundreds of thousands of jobs and generating critical tax revenue. At a time when international travel demand has yet to fully rebound, it is essential that policymakers avoid imposing additional burdens that could slow the industry’s recovery. A strong hotel sector is vital to the city’s broader economic health, and we urge the City Council to pursue policies that support growth, investment, and competitiveness rather than measures that risk putting New York at a disadvantage. Rosanna Maietta, President & CEO of the American Hotel & Lodging Association “Hotels are a cornerstone of New York City’s economy, supporting hundreds of thousands of jobs and generating billions in tax revenue each year,” said Sarah Bratko, Vice President and Policy Counsel at AHLA in her testimony. “As the city evaluates its budget priorities, policymakers must ensure that new policies do not unintentionally undermine one of New York’s most reliable economic engines.” AHLA’s testimony raised concerns about proposed changes to the corporate tax structure and the pass-through entity tax, which could increase costs for many hotel owners, particularly small business operators structured as partnerships or S corporations, as well as the many small businesses that support NYC hotels. The association also warned that a proposed 9.5 percent increase in the city’s Real Property Tax (RPT) could further strain hotel finances as operating costs continue to rise. “Hotels cannot relocate when operating costs become unsustainable,” Bratko said. “When taxes and costs rise too quickly, hotels have fewer resources to reinvest in their properties, support employees, and attract visitors in an increasingly competitive travel market.” Hotels Are a Major Economic Engine for New York City Hotels play a central role in New York City’s visitor economy, according to new data from Oxford Economics. Guests staying in city hotels spend approximately $38.4 billion annually across the five boroughs, supporting restaurants, retailers, cultural institutions, and small businesses. Each hotel room night generates an estimated $1,168 in visitor spending, contributing to a projected $4.9 billion in local, state, and federal tax revenue in 2026. The hotel and lodging industry supports nearly 264,000 jobs in New York City, representing roughly 5 percent of the city’s workforce. Since the pandemic, average hotel wages have increased more than 15 percent faster than wages across the broader economy, reflecting the industry’s continued investment in its workforce. Rising Costs and Travel Trends Continue to Pressure the Industry Despite major upcoming events such as the FIFA World Cup and America250 celebrations, hotel operators are navigating significant cost pressures. Over the past

Mandarin Oriental today announced its results overview for the year ended 31 December 2025, reflecting a year of strong operating performance, market share gains and continued strategic expansion across the portfolio. The Group delivered robust revenue growth supported by sustained demand in the luxury hospitality sector and strong execution across its global portfolio. Revenue per available room (RevPAR) increased by 10% compared with 2024 on a like for like basis, driven by improvements in both average room rate and occupancy across key markets. Mandarin Oriental also achieved market share gains of three percentage points, reflecting the continued strength of its brand and the appeal of its exceptional guest experiences. Throughout the year, Mandarin Oriental maintained its focus on delivering legendary service and exceptional experiences, while investing in the capabilities required to support its long-term growth strategy. 2025 was a strong year for Mandarin Oriental, reflecting the clarity of our strategy and improving execution. In line with our aspiration to be the best luxury hospitality operator we achieved a 3pt gain in market share, double digit improvement in like-for-like RevPAR and improved profitability across the portfolio. We maintained excellence in our service proposition that was recognised through numerous awards. At the same time, we have been making the investments in talent, capability and culture needed to deliver our ambitious long-term growth goals. Laurent Kleitman, Group Chief Executive of Mandarin Oriental Mandarin Oriental continued to expand its global presence in 2025 with the opening of two new hotels and the completion of three property rebrandings, bringing five new destinations into the portfolio during the year. One of these rebrandings is the historic Mandarin Oriental Lutetia Paris, the Art Nouveau style icon on the left Bank of the River Seine in Paris. As a result, Mandarin Oriental now operates 45 hotels, 15 branded residences and 36 Exceptional Homes across 28 countries and territories, reflecting the Group’s ambition to grow in culturally significant destinations while preserving the distinctive essence of each location. In 2026, the group is celebrating another significant milestone with the 150 th anniversary of one of its two founding hotels, Mandarin Oriental Bangkok, originally opened in 1876, accompanied by a variety of special events throughout the year. Looking further ahead, the development pipeline remains strong, with more than 30 signed hotel and branded residences projects expected to open over the coming six years, supporting Mandarin Oriental’s strategy to scale its portfolio while maintaining its focus on exceptional quality and distinctive design. During the year, Mandarin Oriental also achieved an important sustainability milestone, becoming the 1 st hospitality group to have 100% of its network GSTC certified. This recognition displays the Group’s commitment to responsible hospitality practices, including reductions in single-use plastics, ethical sourcing and initiatives that support local communities in each destination. Mandarin Oriental enters 2026 with continued momentum and a clear focus on expanding its global footprint while enhancing the experiences it offers guests. Guided by its vision of creating fans of the exceptional, every day, everywhere, the Group remains

CAPE TOWN, South Africa - BWH Hotels , a leading global hospitality enterprise including WorldHotels™ , Best Western® Hotels & Resorts and SureStay® Hotels , announced today its renewed commitment to the African continent as the group prepares to participate in the upcoming Future Hospitality Summit (FHS) Africa , taking place from 31 March – 1 April, 2026 . The company will once again be represented by Wytze van den Berg, VP International Operations, BWH Hotels and his team, who will contribute to key discussions on hospitality investment and growth across the region. Strong Momentum Across High Growth Markets BWH Hotels continues to see rising confidence and sustained investor interest across African markets, driven by increasing regional stability and strong long-term inbound travel projections. “Investor confidence comes with predictability. While the world is filled with uncertainties, we are seeing growing trust and confidence across many African countries,” said van den Berg. “The continent’s future projected tourism numbers are promising and reinforce investor appetite across key markets.” The company highlights Ethiopia, Tanzania, Egypt and Morocco as markets showing particularly strong development momentum, supported by a wave of new pipelines and hotel projects, especially in Northern Africa. Record Pipeline Growth in Morocco and Egypt Morocco and Egypt are now the two fastest‑growing development markets in Africa. “In the past year, we have signed more than 25 new pipeline properties in Morocco , and we are actively working on a dozen additional projects in Egypt,” noted van den Berg. “These two markets are rapidly accelerating and represent major growth engines for our brand family across Africa.” This expansion supports BWH Hotels’ strategy to broaden its portfolio including Best Western Hotels & Resorts and WorldHotels , offering diverse development opportunities for different market segments—from upscale and upper‑midscale properties to soft‑branded luxury. New Openings Strengthen Regional Presence Strategic expansion across Africa continues with four new hotel openings planned for this year, strengthening the group’s footprint in key regional markets. The growth includes two new properties in Nigeria, one in Ethiopia, and one in Tanzania—reflecting the brand’s commitment to supporting Africa’s dynamic tourism and business‑travel sectors. In Nigeria, the Best Western Premier McDons Skye Hotel and the Best Western Plus Ambience Hotel Ikeja represent the group’s upscale and upper‑midscale offerings, combining modern design, international service standards and locally inspired hospitality. These openings underscore BWH Hotels’ long‑term investment in Africa and its mission to deliver high‑quality accommodations in fast‑growing destinations. Hotel Highlights Best Western Premier McDons Skye Hotel, Owerri, Nigeria Upscale, contemporary hotel designed for both business and leisure travelers Rooftop bar and restaurant offering panoramic city views Stylish guestrooms with premium bedding, modern technology and workspace-friendly layouts State-of-the-art fitness center and outdoor pool Flexible meeting and event facilities equipped with advanced AV solutions Convenient access to major commercial districts and transport links Best Western Plus Ambience Hotel – Ikeja, Lagos, Nigeria Upper-midscale hotel situated in one of Lagos’ key business hubs Modern, comfortable rooms featuring ergonomic design and high-speed connectivity On‑site restaurant serving international and Nigerian

Some years call for a simple market commentary. 2025 requires a complete rewrite of the narrative. Much has been said about “normalisation.” The term is convenient - and therefore misleading. What we are witnessing is not a simple return to the average, but a structural reconfiguration. Accommodation demand remains present, but it has become more selective. Supply remains constrained, but it is more exposed. More telling still, the market no longer behaves, - or presents itself - as a homogeneous entity. As major geopolitical blocs face off and tensions multiply, tourism flows are shifting toward so-called “neutral” or “desirable” zones: Southern Europe, Southeast Asia, the Middle East. Even within Europe, the same dynamic applies. The continent is no longer moving at a uniform pace. It is now managed through isolated market pockets. We are entering an hourglass-shaped hospitality economy. At the top end, travel continues unabated: guests keep spending, sometimes overpaying in the name of status, convenience and fluidity—what is conveniently labelled “experience.” At the lower end, consumers arbitrate, compare, downgrade to alternative accommodation, or reduce expenditure. Is this a moral or ideological shift? More likely a cyclical one. Yet it introduces a major industrial risk: the emergence of a two-speed hotel industry over the coming decade. The issue is not that budget hospitality is dead; it is that commoditisation is. For years, entry-level hotels won through efficiency: standardisation, cost control, a simple promise. But the promise has shifted. Across all segments, expectations have moved toward experience-led hospitality with content. Even at lower price points, guests want a story: design, credible food & beverage, social spaces, rooftops, programming, identity. The product becomes a differentiator again—because price alone no longer is. In mature markets, “easy” RevPAR growth is becoming scarce. Margin is now built line by line, channel by channel. It is generated through commercial precision (segmentation, booking windows, mix optimisation); through digital efficiency (distribution strategy, channel costs, direct conversion); and through productivity (service design, organisation, staffing models, tools) - all without compromising the guest experience. In other words: less rent, more execution. Examples abound. Spain remains a benchmark, but increasingly seeks to be a yield market, not merely a volume market. Italy performs when it activates multi-engine destinations (leisure + corporate + events) and prices as effectively as it fills. The UK delivers impressive volumes but continues to struggle for profitability. Germany offers a harsh lesson: the event-driven illusion only lasts so long - when it fades, the cost base remains. And yet, one paradox defines the moment: strong investor appetite for hospitality assets, even as demand is being reshaped. The paradox is only apparent. Investors have embraced a simple reality: hospitality remains a supply-driven industry. When supply is constrained, when destinations become more hierarchical, when the premium segment proves resilient, the asset regains its status as strategic infrastructure. But a selective one. Capital will no longer fund the undifferentiated; it will back hotels capable of being experiences, territorial drivers, multi-lever assets and operationally steerable performance platforms. The lens on

The Philippine tourism sector is not in decline - but it is underperforming relative to its potential. Despite world-class natural assets, a globally recognized service culture, and a strategic geographic position in Asia, the industry continues to lag behind regional peers in arrivals, yield per visitor, and global competitiveness. The joint appeal letter is telling - not for what it explicitly states, but for what it implies: The private sector is signaling a leadership and execution gap. This is not a branding problem. It is a systems problem. I. The Core Pain Points 1. Fragmented Execution in a Coordination Business Tourism is fundamentally a multi-node coordination system - airlines, airports, hotels, transport, LGUs, attractions, and digital platforms. The Philippines suffers from: Disjointed stakeholder alignment Weak orchestration across the guest journey Siloed data and decision-making Implication: Even when individual components perform well, the overall experience is inconsistent. 2. Strategy Without Operationalization The reference to existing frameworks (e.g., NTDP- National Tourism Development Plan) highlights a critical issue: The Philippines is not short on strategy - it is short on execution. Common gaps: Policies not translated into tactical, time-bound programs Lack of KPIs tied to measurable outcomes (arrivals, spend, dispersal) Weak program management discipline Implication: Plans exist, but momentum dissipates at the implementation layer. 3. Leadership Deficit: Operator vs. Politician The appeal repeatedly emphasizes: “Immediate readiness” “Industry experience” “Decisive leadership” This suggests a concern that leadership has been: Too bureaucratic Too political Insufficiently commercial Implication: Tourism requires a CEO mindset , not just administrative stewardship. 4. Weak Global Positioning and Marketing Precision The call for stronger marketing and communication reflects: Lack of clear brand narrative vs. Thailand, Vietnam, Japan Under-leveraged digital and AI-driven targeting Inefficient spending across source markets Implication: The Philippines is present - but not dominant - in traveler consideration sets. 5. Infrastructure and Access Constraints While not explicitly stated, it is embedded in: Calls for MICE expansion Sports tourism development These require: Airport capacity and efficiency Inter-island connectivity Event-ready infrastructure Implication: Demand stimulation is constrained by supply-side bottlenecks. 6. Underdeveloped High-Yield Segments Repeated references to: MICE Sports tourism – a priority of Philippine Sports Commission Chairman John Patrick ‘Pato’ Gregorio Health & wellness Indicate: Over-reliance on leisure mass tourism Underinvestment in high-value segments Implication: Revenue per visitor remains suboptimal. 7. Sustainability as a Talking Point, Not a System Sustainability is mentioned - but typically in aspirational terms. Missing elements: Enforced carrying capacity frameworks Data-driven environmental monitoring Incentivized compliance for operators Implication: Risk of over-tourism in key destinations and underutilization elsewhere. 8. Public–Private Misalignment The very existence of a joint appeal is itself a signal: The private sector feels under-leveraged in policy shaping Collaboration exists - but is not systemic or embedded Implication: Lost opportunities for co-investment, co-marketing, and shared intelligence. II. Structural Diagnosis: The Real Problem At its core, Philippine tourism suffers from: A Lack of System Orchestration Not: A lack of assets A lack of talent A lack of intent But a lack of: Integration Real-time coordination Accountable execution

A landmark partnership with Convene Hospitality Group (CHG) brings the industry’s defining independent hospitality conference to 237 Park in Midtown Manhattan on June 3, 2026, marking a new chapter for an event that has shaped the boutique sector since 2013 The Boutique & Luxury Lodging Association (BLLA) today announced that its Boutique Hotel Investment Conference will take place on June 3, 2026, at Convene ’s 237 Park venue in Midtown Manhattan — marking the beginning of a new partnership between the two organizations and the 14th consecutive year BLLA has convened the industry’s most influential independent hospitality event. Since its founding in 2013, the conference has served as the annual gathering point for the owners, investors, developers, and operators who have defined and driven the boutique hotel movement. No other event is dedicated exclusively to this sector. The partnership with Convene — a company that has built its reputation on bringing hospitality-grade experience into commercial real estate — reflects where that movement is headed next. “ We have watched this sector go from underestimated to undeniable. The investors, the developers, and the capital that once looked past independent hotels are now chasing them. Convene represents the next frontier of that story — hospitality thinking applied beyond the hotel walls, and we could not be more excited to tell it together on June 3rd ,” says Frances Kiradjian, Founder & CEO of BLLA. Conference Programming Click here to register! The conference brings together hotel owners, operators, investors, developers, and strategic partners for a full day of programming at Convene’s 237 Park, a 30,000-square-foot venue featuring seven meeting rooms, in-house culinary programming, and the technical infrastructure to support a seamlessly executed event from the main stage to breakout sessions. This year’s programming examines the forces reshaping boutique hospitality from both the capital and cultural sides: evolving financing structures, sustainable growth models, and guest-experience trends driving demand at independent properties. Scheduled topics include the influence of listening bar culture, sauna culture, and other experience-driven movements that are changing what travelers expect from a stay. The most interesting deals we have seen come out of this conference were never just hotel deals. They started as a conversation between two people who had never been in the same room before. That is what we are building toward — a conference where the boundaries between hospitality, capital, real estate, and experience start to disappear Ariela Kiradjian, Partner & COO, BLLA The Convene Partnership BLLA's selection of Convene as this year's venue is deliberate. Convene has built its business around integrating elevated hospitality into commercial real estate, transforming standard office environments into spaces defined by service, design, and human connection. That work aligns directly with what BLLA has long argued: that the principles underlying great boutique hotels belong far beyond the traditional hotel sector. The evening extends the conversation. Following the conference, NeueHouse Madison Square , part of CHG’s extended portfolio, will host a dedicated night event with its own programming, bringing the day's dialogue into one

The IGLTA Foundation and The Sigmund Project have announced a new partnership to support LGBTQ+ tourism entrepreneurs and small business owners. This collaboration focuses on providing resources for those often outside the traditional corporate reach, specifically small-scale business owners, entrepreneurs in emerging destinations, and trans-led tourism projects. Together, the IGLTA Foundation and The Sigmund Project are creating space for new ideas to find their people—because when the right connections happen, possibility follows. This collaboration with The Sigmund Project is about making sure the incredible, and often overlooked talent within our global travel network has a clear path to be seen and heard. We’re opening up a direct line to mentorship and global connections because we know that when we support each other’s ideas, the whole industry wins. Thomas “TJ” Chernick (he/him), IGLTA Foundation Engagement Director The Sigmund Project brings to the partnership its Open • Source idea hub and the SigmundVerse—a community of more than 10,000 tourism professionals. To date, over 250 ideas have been submitted through the platform. At its heart, this partnership is about being there for LGBTQ+ founders and helping them take the next step. When people are seen and supported, the ripple effects reach far beyond any single business. Alan Elliott Merschen (he/him), Founder of Sigmund This partnership comes at a great moment for us. We’ve just completed a major AI-powered rebuild of thesigmundproject.org and we’re now able to scale this kind of partnership in a meaningful way—bringing more mentorship, more connection, and more opportunity to communities like the IGLTA Foundation. Ally Stoltz LaBriola (she/her), Director of Sigmund How it Works Participation is free and focused on visibility, guidance, and meaningful industry connections. IGLTA members can participate through a dedicated collaboration page on the IGLTA Foundation website or via Sigmund's IGLTA portal . By working together, the two organizations are creating a space where LGBTQ+ entrepreneurs can share ideas, receive direct mentorship, and find the industry connections needed to grow. About The Sigmund Project The Sigmund Project is a global platform for travel and tourism professionals designed to spark collaboration, surface new ideas, and connect innovators across the industry. Guided by the principles of People, Planet, and Profit, Sigmund brings together entrepreneurs, academics, agencies, destinations, and industry leaders to help turn ideas into action. Its work includes the Open • Source idea hub, an AI-powered RFP Hub , free resources and toolkits, direct mentorship, a global tourism events calendar, and academic partnership programs that link university students with real-world tourism ventures. Through its global community of 10,000+ tourism professionals, aka the SigmundVerse, Sigmund helps bring ideas, opportunities, and expertise together to support a more innovative future for tourism. Learn more at thesigmundproject.org .