VISIT
NEWPORT BEACH
DESTINATION
BUSINESS
PLAN
FISCAL YEAR 2026 SUPPLEMENT
ATTACHMENT A
22-3
TABLE of CONTENTS
IMPACT of TOURISM
IF YOU TOOK THE TOURISM INDUSTRY AWAY FROM NEWPORT BEACH… TO KEEP NEWPORT BEACH GOVERNMENT SERVICES FLOWING AT THE SAME LEVELS:
IT WOULD COST EVERY NEWPORT BEACH HOUSEHOLD AN ADDITIONAL $1,139 IN TAXES PER YEAR.
TO KEEP THE NEWPORT BEACH ECONOMY CHURNING AT THE SAME LEVELS:
IT WOULD COST EVERY NEWPORT BEACH HOUSEHOLD AN ADDITIONAL $ 43,922 IN ADDITIONAL LOCAL SPENDING PER YEAR.
IN NEWPORT BEACH
INTRODUCTION
02 LETTER FROM THE CEO
03 VISIT NEWPORT BEACH ORGANIZATIONAL CHART
05 FY 2
026 BUDGETS
06 TOURISM OCCUPANCY (TOT) GOALS
07 BUSINES
S UNIT GOALS
08 LOCAL & GLOBAL MARKET INSIGHTS
MEET THE TEAM
24 EXECUTIVE TEAM & ADMINISTRATION
25 MARKETING TEAM
AUDIENCE OVERVIEW
12 LEISURE TRAVELER BUSINESS PLAN
16 LOCAL COMMUNITY BUSINESS PLAN
18 CORPORATE BUSINESS PLAN
20 FY 2026 BRAND CALENDAR
22 EXE CU
TIVE COMMITTEE
23 BOARD OF DIRECTORS
23 MARKETING COMMIT
TEE
01 22-4
Dear Stakeholders, Partners, and Friends,
As we enter FY 2026, the travel landscape is defined by momentum and disruption. While demand remains strong across many sectors, a convergence of economic uncertainty, geopolitical tension, currency shifts, climate-related events, and election year dynamics has reshaped traveler sentiment and decision-making. Closer to home, Southern California continues to navigate the aftermath of natural disasters, while global relations and trade friction have added new complexities to international visitation.
These challenges require more than strong marketing. They call for clarity, agility, and a commitment to showing up with empathy and precision. For Visit Newport Beach, this is not about simply weathering change - it is about leading through it with intention and excellence.
Our mission remains unchanged: to position Newport Beach as one of the most desirable luxury destinations in the world. To guide us forward, we’ve introduced a strategic framework that reflects not just what we do, but how we operate - anchored in data, inspired by creativity, and designed to respond in real time.
The program of work found in this plan is funded by the Transient Occupancy Tax (TOT), which enables us to strategically invest in the promotion and stewardship of our destination. This plan allows us to assess the landscape, build emotional connections, activate demand, measure impact, and respond with confidence when conditions shift. It’s a structure that supports both consistency and adaptability, ensuring our destination remains relevant, resilient, and resonant.
Newport Beach continues to be defined by its natural beauty, sense of ease, and elevated experiences. In a world of growing complexity, these qualities are more valuable than ever. With this plan, we will bring them to life across every channel and touchpoint - with intention, imagination, and impact.
Thank you for your continued partnership and belief in this destination. I am proud of the vision, creativity, and discipline our team brings to every initiative, and energized by what lies ahead.
Gary C. Sherwin, APR, CDME
President & CE
O
Visit Newport Beach
Debbie Snavely
Chairper
son, Visit Ne
wport Beach
VEA Newpor
t Beach,
A Marriott Resort & Spa
PRESIDENT/
CEO
SENIOR
BRAND
DIRECTOR
COMMUNICATIONS
MANAGER
DIRECTOR
OF DIGITAL
MARKETING
MARKETING
COORDINATOR
SOCIAL MEDIA
MANAGER
BRAND
MANAGER
ART
DIRECTOR
CHIEF
FINANCIAL
OFFICER
ADMINISTRATIVE
ASSISTANT
TECHNICAL
SUPPORT
COORDINATOR
ACCOUNTING
MANAGER
DIRECTOR OF
ADMINISTRATION
NEWPORT
BEACH
FOUNDATION
BOARD OF
DIRECTORS
NEWPORT
BEACH
HOSPITALITY
COUNCIL
SVP/CHIEF
MARKETING
OFFICER
AGENCIES/FREELANCERS
BUSINESS INTELLIGENCE
PUBLIC RELATIONS
PHOTO/VIDEO/CREATORS
WEB/DIGITAL
03 LETTER from the CEO
VISIT NEWPORT BEACH
Organizational Chart
NAVIGATING THE HEADWINDS OF 2025
22-5
05 VISIT NEWPORT BEACH, INC. (TOT)
LEISURE BUDGET ALLOCATION BUDGET FY2026
Revenue $
7,338,581
General & Administrative $2,580
,053
Advertising $2,319
,110
Marketing $1,
457,393
International Marketing $88
2,025
Hosted Industry Events $100
,000
VISIT NEWPORT BEACH, INC. (TOT) LEISURE BUDGET ALLOCATIONS General & Adminstrative
Advertising
Marketing
International Marketing
Hosted Industry Events
35 %
12%
20 %
32 %
1%
FY2026 Budgets
22-6
07 TOURISM-
OCCUPANCY(TOT)
Goals
VISIT NEWPORT BEACH, INC.
FY2025 GOALS
FY2025
YTD ACHIEVED
AS OF 4/30
/25
FY2026
FORECAST GOALS
TOPLINE GOALS & KEY PERFORMANCE INDICATORS FOR LEISURE TRAVEL TO NEWPORT BEACH
TOURISM-OCCUPANCY TAX (TOT) REVENUE
TO THE CITY OF NEWPORT BEACH $35,315,612 $31,800,000 $36,375,080 MARKETING CAMPAIGN ECONOMIC IMPACT* $50,000,000 $50,677,137 $50,000,000
DIGITAL MARKETING, CONTENT MARKETING & SOCIAL MEDIA (OWNED & PAID MEDIA CHANNELS) VISITNEWPORTBEACH.COM WEB VISITS 1,700,000 1,310,311 ** 1,700,000 SOCIAL MEDIA FOLLOWERS 350,000 316,175** 385,000
INTENT TO TRAVEL THROUGH ENGAGEMENT N/A N/A 550,000
CONSUMER DATABASE/NEWSLETTERS SENT 38,000/30 37,175/30 45,600/40 PARTNER DATABASE/NEWSLETTERS SENT 700/60 729/52 830/65
ADVERTISING (PAID MEDIA CHANNELS)
TOTAL AD IMPRESSIONS*** 180,000,000 132,855,315 162,000,00 ONLINE AD CLICKS TO SITE 350,000 916,211 1,100,000
MEDIA RELATIONS
MEDIA PLACEMENTS (DOMESTIC + INTERNATIONAL) 1,400 1,149 1,400 KEY CONSUMER MEDIA PLACEMENTS 350 417 437
KEY TRADE MEDIA PLACEMENTS (B2B) 145 253 265
*SOURCE: SOJERN
**DECREASED TRAFFIC DUE TO PAUSED ADVERTISING FOR A 30-DAY PERIOD (LA FIRES). ***FY2025 GOAL REFLECTED A 3% DECREASE WHILE THERE WAS 38% DECREASE IN ADVERTISING BUDGET FROM PRIOR YEAR FY2024. 22-7
As Visit Newport Beach plans for the upcoming fiscal year, the broader travel landscape continues to evolve amidst a range of emerging global and regional factors. From natural disruptions to economic headwinds and political tensions, our ability to remain agile, empathetic and opportunity-focused will be key to sustaining growth.
ONE External Factors Impacting Travel Sentiment
TWO Wildfire Disruptions in Southern California
THREE Global Tariffs & Economic Uncertainty
International Travel: Long-Haul Luxury
FOUR with Global Sensitivity
Domestic Travel: International,
FIVE Proximity-Driven, and V alue-Conscious
Ongoing global trade tensions and fluctuating tariffs, particularly surrounding luxury goods between the U.S. and EU, are contributing to market volatility. While not directly targeting travel, these issues may affect inbound visitation from international travelers, particularly high-net-worth individuals who are sensitive to currency shifts (stronger USD = less buying power for international travelers) and perceived diplomatic tension and perceived instability.
On the international front, ongoing trade tensions, alongside a strong U.S. dollar, are contributing to market uncertainty. While travel itself is not directly targeted, these broader economic shifts may impact high-net-worth global travelers, especially those sensitive to currency fluctuations and global perceptions of U.S. stability. In this environment, Newport Beach will position itself as a long-haul destination worth the splurge. Storytelling will focus on exclusivity, wellness, and once-in-a-lifetime experiences that go beyond consumption, offering travelers emotional richness, privacy, and curated luxury. From “bucket list” positioning to personalized itineraries and VIP perks, the destination will appeal to the values of today’s global luxury audience: quality over quantity, meaning over material, and connection over convention.
While the U.S. economy has not formally entered a recession, consumer sentiment suggests a more cautious approach to discretionary spending. Travelers are still prioritizing leisure getaways but with greater intentionality. Drive markets remain strong, as audiences look for nearby escapes that feel effortless yet enriching.
Newport Beach is uniquely positioned to deliver on this demand. Our approach will highlight proximity and escapism, elevated experiences, and the emotional return on investment - reward, reset, and reconnection. Messaging will lean into restorative luxury, wellness, and curated itineraries, while incentives like hotel offers or added-value partnerships to support need periods.
Domestic and international luxury travelers may not downgrade or stay home but will want added value such as VIP perks, private experiences, and “insider” access. Visit Newport Beach will work closely with hotel, retail, and experience partners to curate exclusive offerings and ensure these high-value travelers feel recognized, rewarded, and deeply connected to the destination.
Visit Newport Beach will remain deeply engaged with both domestic and international market conditions, leveraging data, insights, and real-time intelligence to guide our approach. In an environment defined by both opportunity and uncertainty, we will continue to listen, adapt, and pivot where necessary, ensuring our brand stays relevant, resilient, and ready to meet the evolving needs of today’s travelers.
While recent wildfires in Los Angeles County are now under control, their devastating impact continues to unfold. Many families in our key drive markets have lost homes, faced displacement, or are navigating the long road to recovery. These moments go far beyond travel, they are human crises that call for compassion, sensitivity, and responsible leadership.
Visit Newport Beach acknowledges the emotional and economic toll these events have taken on our broader community. In times like these, it is critical that our messaging remains empathetic, grounded, and attuned to the lived experiences of those affected. As the situation evolves, Visit Newport Beach will continue to monitor community needs and, where appropriate, serve as a source of support, respite, and connection. We are committed to showing up authentically, not with performative gestures, but through thoughtful engagement that reflects care, relevance, and heart.
LOCAL & GLOBAL
Market Insights
22-8
10 Leisure Traveler (n.)
Local Community
Corporate
A curious soul fueled by wanderlust and weekend dreams, the leisure traveler seeks out experiences over itineraries and sunsets over spreadsheets. Whether jetting off for a spontaneous getaway or planning the ultimate bucket-list escape, they travel not for obligation, but for inspiration.
They’re connoisseurs of culture, food, and unforgettable moments—turning hotel stays into home-away-from-home adventures and casual strolls into stories worth telling. For them, the journey is just as important as the destination—and the destination better come with good wine, cozy vibes, and serious Instagram potential.
The heart and soul of the destination, the local community isn’t just the backdrop—they’re the storytellers, culture keepers, and warm smiles that turn a place into a feeling. These are the small business owners, artists, chefs, entrepreneurs, and everyday champions who shape the character of the city and welcome visitors like neighbors. They care deeply about where they live and are invested in its growth, beauty, and well-being. For them, tourism is more than economic—it’s personal.
When engaged and empowered, the local community becomes the destination’s greatest advocate and most authentic voice.
Strategic, brand-conscious, and results-driven, the corporate audience values clear communication, measurable impact, and alignment with company goals. This includes executive leadership, stakeholders, both external and internal, who rely on consistent, professional messaging to inform, engage, and inspire their businesses. For them, storytelling must be rooted in purpose—whether it’s fostering brand reputation, supporting employee engagement, or communicating initiatives that drive growth and innovation. They seek partnerships and messaging that reflect credibility, accountability, and long-term vision.
AUDIENCE
Overview
22-9
TACTICS:
• Maintain dynamic reporting via Blue Room Research dashboards. • Conduct a refreshed visitor profile and brand engagement study. • Develop a crisis risk map and monitor market volatility across key regions. • Deliver monthly reporting on visitation, length of stay, and audience psychographics.
PURPOSE: Understand the landscape. Ground every initiative in real-time data, research, and real-world context.
OBJECTIVE: Leverage regional intelligence, visitor data, and macro trends to shape a marketing strategy that is informed, empathetic, and responsive. By staying attuned to economic shifts, traveler sentiment, and environmental disruptions, Visit Newport Beach can lead with foresight and precision.
STRATEGIES:
• Monitor regional and global developments, including economic trends, political shifts, and environmental events, to stay ahead of potential impacts. • Deepen business intelligence through updated research and data partnerships. • Measure brand perception and engagement on an ongoing basis to inform positioning and messaging.
ASSESS
A
CREATE
C
TACTICS:
• Launch multi-platform brand campaigns and content series centered around core pillars (hotels, dining, wellness, nature, events).
• Enhance merchandise through seasonal collections and limited-edition collaborations. • Expand Newport Beach Vacation Club with curated experiences, exclusive perks, and always-on content.
• Activate brand partnerships across film festivals, culinary events, awards shows, and more to boost visibility and aspirational appeal.
PURPOSE: Build the brand. Inspire emotional connection. Drive cultural relevance.
OBJECTIVE: Position Newport Beach as a modern luxury lifestyle brand that resonates with high-value travelers.
Through bold creative, elevated storytelling, and strategic brand programs, we will bring our promise—Luxury at Your Leisure—to life.
STRATEGIES:
• Produce breakthrough campaigns and destination storytelling across paid, owned, and earned channels. • Extend the brand through lifestyle merchandise (Newport Beach, The Label) and other creative expressions. • Align with tastemakers, talent, and cultural institutions to amplify brand relevance. • Strengthen engagement and loyalty through the evolution of Newport Beach Vacation Club.
ASSESS, CREATE, ACTIVATE, IMPACT, REACT
In a time of shifting landscapes and heightened
expectations, destination marketing must evolve beyond
promotion - it must lead with insight, imagination, and intention. For FY 2026, Visit Newport Beach introduces a new strategic framework designed to do just that.
Grounded in our role as both storyteller and strategist, the ACAIR model - Assess, Create, Activate, Impact, React
- charts a purposeful path forward. This framework is not simply a collection of tactics; it’s a reflection of how we think, adapt, and deliver value in a fast-moving world.
From real-time responsiveness to cultural fluency, from loyalty-building programs to global brand elevation, every move is made with clarity, creativity, and commitment to our core: positioning Newport Beach as a modern luxury
destination with timeless appeal.
12 LEISURE
Traveler
22-10
15 TACTICS:
• Maintain live dashboards tracking KPIs across channels and markets. • Produce market-specific performance reports with actionable insights. • Run A/B testing to refine messaging, creative, and CTAs. • Track cross-channel conversion from media to bookings. • Conduct a Tourism Economic Impact Analysis to quantify return.
PURPOSE: Measure what matters. Optimize continuously. Prove value with precision.
OBJECTIVE: Ensure every initiative is backed by performance data, tied to clear KPIs, and optimized in real time.
Through a robust business intelligence ecosystem, Visit Newport Beach will hold all marketing accountable to outcomes that drive destination-wide results.
STRATEGIES:
• Use real-time analytics and dashboards to guide strategic decisions. • Optimize campaign performance, landing experiences, and conversion pathways. • Establish measurable goals and track success across all initiatives.
IMPACT
I
REACT
R
TACTICS:
• Establish an internal and external task force to guide rapid response. • Develop pre-approved messaging templates for various crisis scenarios. • Build real-time pivot plans to adjust media placements, creative assets, and content calendars as needed.
PURPOSE: Stay steady in the storm. Lead with empathy. Maintain brand trust.
OBJECTIVE: Reinforce brand resilience by responding swiftly and thoughtfully to crises. Whether environmental, political, or social, Visit Newport Beach will maintain a calm, credible voice that supports both travelers and the local community.
STRATEGIES:
• Refresh and operationalize the crisis communications playbook to reflect today’s risks and realities. • Use brand platforms to provide relevant, reassuring information during disruptions. • Maintain agility in message timing, tone, and channel strategy.
ACTIVATE
A
TACTICS:
• Execute integrated paid, earned, and organic media across campaigns, seasonal pushes, and marquee moments.
• Drive regional traffic with event-based promotions and off-season messaging. • Lead influencer partnerships and content-driven PR programs. • Place the brand in premium luxury media environments and strategic sponsorships.
PURPOSE: Drive demand. Convert intent into action. Generate measurable economic impact.
OBJECTIVE: Deploy high-performing, full-funnel campaigns that generate awareness, inspire travel, and drive bookings from Newport Beach’s top regional, national, and international markets.
STRATEGIES:
• Deliver precision-targeted campaigns across the full funnel—from awareness to conversion. • Expand regional demand in drive and fly markets, including Los Angeles, Orange County, San Diego,
Phoenix, Las Veg
as, and the Bay Area.
• Amplify Newport Beach’s luxury positioning through targeted media, PR, and influencer engagement. • Selectively scale international earned presence through PR efforts and brand activations. 22-11
LOCAL
Community
The FY 2026 community strategy centers
on building civic trust, advancing shared
prosperity, and ensuring that tourism
enhances the quality of life for Newport
Beach residents. Through local-first
initiatives, transparent reporting, and
inclusive collaboration with local entities,
Visit Newport Beach will deepen alignment
with community values. This strategy
prioritizes balanced visitation, elevates
local businesses, and positions tourism as
a source of pride.
Drive Sustainable Growth and Community Prosperity
Objective ONE
• Create hyper-local seasonal itineraries and neighborhood guides. • Launch integrated campaigns that showcase community flavor. • Report on campaign results with emphasis on local business uplift.
PURPOSE: Ensure tourism supports local businesses and the year-round vitality of all neighborhoods.
STRATEGIES:
• Promote high-value, off-peak travel that supports balanced growth. • Elevate small businesses and neighborhood events through place-based content. • Partner with business districts for year-round programming and visibility.
Strengthen Civic Alignment and Engagement
Objective THREE
• Distribute a Civic Partner Toolkit with ready-to-use assets and research. • Provide custom visitor insights to help neighborhood leaders shape programming.
PURPOSE: Collaborate with local leaders and organizations to ensure tourism complements community goals.
STRATEGIES:
• Establish inclusive planning forums and neighborhood feedback loops. • Deepen partnerships with civic organizations, chambers, and resident groups. • Share timely data to empower localized marketing and policy alignment.
Champion Transparency and Community Trust
Objective TWO
TACTICS:TACTICS:TACTICS:
• Share a weekly “Community Impact Insights” dashboard with key metrics and updates. • Conduct an updated visitor profile study produced by a third-party research partner. • Publish quarterly community-facing reports on campaign outcomes and economic contributions.
PURPOSE: Keep residents informed and engaged by making tourism performance visible, understandable, and account
able.
STRATEGIES:
• Provide regular updates on tourism impact, seasonality, and ROI. • Translate complex data into digestible, community-first formats. • Build trust through clear, consistent communications and visible benefit. 16 22-12
CORPORATE
Visit Newport Beach’s corporate business objectives
for FY 2026 are built on the foundation of economic
leadership, destination stewardship, and community
alignment. Through clear strategies and measurable
outcomes, Visit Newport Beach will drive sustainable
visitor growth, support citywide prosperity, and
strengthen its role as a trusted civic and business
partner. By focusing on transparency, innovation,
strategic partnerships, and long-term destination
development, the organization will continue to
position tourism as a catalyst for economic vitality
and shared success.
18 ONE Advance Economic Leadership
TWO Drive Y ear-Round Revenue and Hotel Performance
THREE Model Fiscal Stewardship and Accountability
FOUR Advance Destination Development and Vision
FIVE Cultivate Strategic Partnerships and Influence
OBJECTIVE: Fuel year -round vitality by driving thoughtful visitation that supports local businesses, sustains
neighborhood economies, and aligns with the city
’s infrastructure and community rhythms.
STRATEGIES: • Demonstrat
e the economic value of tourism to the city’s fiscal health. • Align tourism with infrastructur
e, investment, and city development goals.
• Represen
t the sector in policy, planning, and development conversations.
TACTICS: • Publish annual Economic Impact R
eports featuring TOT, job creation, and visitor spend data. • Deliver cust
om market intelligence and quarterly briefings for city leaders and stakeholders. • Launch a Citywide E
conomic Impact Dashboard for corporate and civic use.
OBJECTIVE: Support lodging performance through diversified, demand-driven marketing and booking optimization.
STRATEGIES: • Expand high-value segmen
ts like luxury and international travel.
• Align seasonal marketing with compres
sion periods and pacing data.
• Lever
age market insights to optimize media and sales strategies.
TACTICS: • Host targ
eted FAM trips for international buyers and luxury media. • Implement int
ernational re-entry plan with KPIs per market.
• Use real-time pacing t
o dynamically allocate media investment.
OBJECTIVE: Maintain responsible and transparent management of tourism marketing investment.
STRATEGIES: • Continue t
o follow best practices in governance, compliance, and procurement. • Deliver clear financial r
eporting and board engagement.
• Quantify R
OI across all major programs.
TACTICS: • Maintained con
tract compliance, procurement, and T&E policy frameworks. • Use independent audits and thir
d-party research for program evaluation.
OBJECTIVE: Guide long-term planning that sustains Newport Beach’s position as a leading luxury destination.
STRATEGIES: • Identify infr
astructure, experiences, and events that elevate the destination. • Foster inno
vation and resilience through investment and research.
TACTICS: • Grow and suppor
t iconic events that build brand equity.
• Use business int
elligence to benchmark competitive set performance.
• Identify long
-term investments to improve the visitor experience.
OBJECTIVE: Deepen stakeholder alignment across tourism, business, and civic sectors.
STRATEGIES: • Expand relationships with hospitalit
y, tech, development, and transportation.
• Serve as a r
esource for brand support, marketing strategy, and business consulting.
TACTICS: • Dev
elop marketing toolkits, creative assets, and co-branded opportunities to partners. • Secure speaking opportunities f
or executive leadership at key industry events.
22-13
21 BRAND CALENDAR
FY 2025 - 2026
SEASONAL CAMPAIGNS EVENTS SPECIAL PRO GRAMS NB THE LABEL CORPOR ATE * As of July 1, 2025, the ‘Exective Committee’ will be renamed ‘Board of Directors’ and the ‘Board of Directors’ will now be referred to as the ‘Newport Beach Hospitality Council.’
SUMMER LEISURE CAMPAIGN FALL LEISURE CAMPAIGN HOLIDAY LEISURE WINTER LEISURE CAMPAIGN SPRING/SUMMER LEISURE CAMPAIGN
NEWPORT BEACH
FILM FESTIVAL/
10 ACTORS
—
VOLL
EYBALL
INVITATIONAL
CHRISTMAS
BOAT PARADE
LONDON WEEK HOAG CLASSIC
NEWPORT BEACH
RESTAURANT WEEK
—
INTERNATIONAL
BOAT SHOW
POLO SURF & TURF
CLASSIC
—
CAR SHOW
TV FES
T
—
JAZZ FESTIVAL
—
RELISH
FO
OD FESTIVAL
BOARD OF
DIRECTORS
MEETING
BOARD OF
DIRECTORS
&
HOSPITAL
ITY
COUNCIL
MEETING
BOARD OF
DIRECTORS
MEETINGORMULA 1
BO
ARD OF
DIRECTORS
&
HOSPITAL
ITY
COUNCIL
MEETING
BOARD OF
DIRECTORS
&
HOSPITAL
ITY
COUNCIL
MEETING
BOARD OF
DIRECTORS
&
HOSPITAL
ITY
COUNCIL
MEETING
JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE
SEASONAL CAMPAIGNSEVENTSSPECIAL
PROGRAMS
NB THE
LABELCORPORATE*
FY 2025 FY 2026
SUPER BOWL
WORLD CUP
—
ASPEN FOOD & WINE
CLAS
SIC
CAPTAIN’S
ORDERS
NEWPORT
SPORT
NEWPORT BEACH
VACATION KIDS
UGLY CHRISTMAS
SWEATER/ORNAMENT
12 DECADES IN
NEWPOR
T BEACH
MERCH
22-14
AMY DEIFT
City Cruises
ANDRÉ BROSE
Lido House Hotel
ANNIE PAINTING
Hyat
t Regency
Newport Beach
ANTHONY HARTWEL
L
Newport Beach Marriott
Bayvie
w
ANTONELLA CASTRO
Newport Beach Foundation
CANDA
CE BISCONTE
Eventis Destination Services
CHARLENE REYNOLD
S**
John Wayne Airport (SNA)
CINDY RA
CCO
Balboa Bay Resort & Club
DAVID HOFFMAN
Pendry Newport Beach
DEBBIE SNAVELY
VEA Newport Beach,
A Marriott Resort & Spa
GERARD WIDDER
Fashion Island
GREGG SCHWENK**
Newpor
t Beach
Film Festival
HENRY PYL
E
Balboa Fun Zone
HOMER BLUDA
U
Former City Manager
JASON AL
-IMAM**
City of Newport Beach
JOHN WOR
TMANN**
City of Newport Beach
KEVIN KELL
Y
The Resort at Pelican Hill
KORY KR
AMER
Eagle Four Partners
LINDA M. BEIMFOHR
Former VP of City Cruises
MARIO MAROVIC
Loung
e Group
MARKUS KOHN
Renaissance
Newport Beach
PHIL RAVENNA
Newport Dunes Waterfront
Resort & Marina
RUSH HIL
L
NRM Real
Estate Advisers
SHARON WO
OD
City of Newport Beach
STEVE R
OSANSKY
Newport Beach Chamber
of Commerce
TONY PETR
OS
LSA
WASIM K
AZI
Hyatt Regency
John Wayne Airport
Newport Beach
CHAIRPERSON
DEBBIE SNAVELY
VEA Newport Beach,
A Marriott Resort & Spa
MEMBER AT LAR
GE
ANDRÉ BROSE
Lido House Hotel
MEMBER AT LARGE
HOMER BLUDAU
Former City Manager
VICE CHAIRPERSON
GERARD WIDDER
Fashion Island
MEMBER AT LARGE
SHARON WOOD
City of Newport Beach
Appointee
TREASURER
CANDACE BISCONTE
Eventis Destination
Services
SECRET
ARY
LINDA M. BEIMFOHR
Former VP of City Cruises
CHAIRPERSON
BEN STINNETT
VEA Newport Beach,
A Marriott Resort & Spa
ANNASOPHIA SERVIN
John Wayne Airport, Orange County
COLL
EEN DALUISIO
Balboa Fun Zone Company, LLC
DON CHOCK
Hyatt Regency Newport Beach
ELISA W
ONG
Pendry Newport Beach
HEIDI PILECKI
VEA Newport Beach,
A Marriott Resort & Spa
JAN HOLLIS
Hyatt Regency John Wayne Airport
Newport Beach
JAN YERZIK
Newpor
t Dunes Waterfront
Resort & Marina
JOHN POPE
City of Newport Beach
KARYN CARREON
City Cruises
KAT
Y CHALLENGER
Lido House Hotel
KELLY C
ARLSON
Balboa Village Merchant Association
MAUREEN SLO
AN
HelmsBriscoe
MICHAEL SWYNEY
Renaissance Newport Beach
MICHELLE S
T. AMOUR
Lido Marina Village
NANCY GARDNER
NA
VA REZVAN
Roger’s Gardens
SCOTT LaFLEUR
Sherman Library & Gardens
SIVILAY HENR
Y
Balboa Bay Resort
STEPHANIE HINKLEY
Irvine Company Resort Properties
VALERIE R
OBLES
Fashion Island
MARKETING Committee
23 *GOVERNANCE BOARDS AS OF 6/30/25. NEW BOARD OF DIRECTORS AND HOSPITALITY COUNCIL TO TAKE AFFECT ON 7/1/25. **EX-OFFICIO, NON-VOTING MEMBER
BOARD Of Directors*
2024 - 2025
EXECUTIVE
Committee*
22-15
ADMINISTRATION
ELIZABETH GARCIA
TECHNICAL SUPPORT COORDINATOR
IRIE JIMENEZ
ADMINISTRATIVE ASSISTANT
LAURO GARCIA
ACCOUNTING MANAGER
BRITTANY CASSIDY
DIRECTOR OF ADMINISTRATION
25 EXECUTIVE Team
GARY C. SHERWIN,
CDME, APR
PRESIDENT & CEO
MICHELLE DONAHUE,
CDME
SENIOR VICE PRESIDENT
OF SALES
ASHLEY JOHNSON,
CDME
SENIOR VICE PRESIDENT
& CHIEF MARKETING
OFFICER
LILY PEARSON
CHIEF FINANCIAL OFFICER
MEGAN JOHNS
COMMUNICATIONS MANAGER
ERIN ROSE
SENIOR BRAND DIRECTOR
JACKIE INFANTE
ART DIRECTOR
MARIAH PONCE
BRAND MANAGER
GIULIA CHLARSON
SOCIAL MEDIA MANAGER
MELISSA COVARRUBIAS
DIRECTOR OF
DIGITAL MARKETING
MARKETING
VISIT NEWPORT BEACH
22-16
This annual supplement is designed to highlight key refinements and updates to our two-year “big book” destination business plan, ensuring we remain agile, responsive, and aligned with our organization’s evolving priorities. It serves as a dynamic companion to our comprehensive plan, capturing shifts in strategy, emerging opportunities, and new initiatives that have taken shape over the past year. As you review this document, we hope it provides a clear and insightful understanding of our strategic direction for FY2026 — including priority initiatives, programmatic highlights, and the metrics that will guide our success. Your engagement with this plan is essential as we continue to adapt, innovate, and deliver meaningful impact across our core audiences.26 22-17
VISIT NEWPORT BEACH 2025 ©
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22-18