I sit down with April Martinez, Living Heritage Officer at the National Institute of Culture and History (NICH) and Director at the Heritage Education Network Belize (HENB), for a conversation about culture, tourism, and who actually benefits when cultural experiences are turned into products.

We discuss why community ownership matters, how villages like San Antonio in Cayo successfully built tourism around Maya culture, and why monetizing culture is more complicated than most people think.

We also explore why packaging Belize’s Creole culture has been more difficult than packaging Garifuna or Maya experiences, despite how deeply Creole culture shapes everyday Belizean life.

Hope you enjoy this and please like and share to keep these episodes coming.

Presented by BELTRAIDE, Belize’s national economic development agency.

Belize Tourism Futures S3E4 Transcript

Below is a lightly edited transcript of the conversation for those who prefer to read.

Lorenzo Gonzalez: Hello everyone and welcome to Belize Tourism Futures. Today I’m joined by April Martinez, a Living Heritage Officer at the Belize National Institute of Culture and History, and director at the Heritage Education Network Belize. Welcome, April.

April Martinez: Hi Lorenzo. Thanks for having me.

Lorenzo Gonzalez: So let’s jump right into it. I was wondering, is it okay to monetize culture through tourism experiences?

April Martinez: I think it’s not so much if it’s okay or not okay, but who benefits. I find that while the country does a very good job at promoting what Belize has to offer, the promotion of cultural communities doesn’t always benefit those communities.

A good example is the way certain large corporations utilize cultural communities to promote their products. Most of the time, the communities don’t see a cent after that product is sold at mass scale. Maybe they get paid $500 or $1,000 to participate in a production, but they don’t see the benefits after the product enters the market.

Once that tourism product is out there, they don’t necessarily get to enjoy the fruits of that labor.

At the same time, some communities have recognized that culture itself is a product and started monetizing it themselves.

A good example is the entire village of San Antonio in Cayo (Oxmul Kah). That is an entire tourist destination on its own. It is by the community and for the community. The products there are sold by the San Antonio Women’s Cooperative, Oxmul Coffee, U Janal Masewal, Upe Nai, and other community-run operations.

That is a good example of cultural tourism done well because the culture is presented by the people themselves, and the benefits go back into the community.

Lorenzo Gonzalez: Do you have any international examples of culture being monetized in a good way?

April Martinez: Central America and the Americas still haven’t fully figured it out. Some communities in Southeast Asia and Asia have done a better job, but I don’t think anyone in the world has fully cracked the code on how to ensure cultural communities truly benefit long term.

This isn’t only a Belize problem. It’s global.

Making it work requires partnerships and collaboration from multiple sides. It requires community leadership, political will, local tourism support, and long-term coordination. I don’t think any place has perfected that model yet.

Lorenzo Gonzalez: Do you know of any really poor examples internationally?

April Martinez: I think several pockets in Africa have struggled for various reasons. Globalization, urbanization, and neocolonialism still shape who owns land and who controls spaces.

You can safeguard culture very well, but if there is no road leading to your community, people won’t come. If communities don’t have financial literacy or business training, they won’t know how to properly price or market what they’re trying to sell.

Things like manufacturing, packaging, and transportation for export are often missing from the model.

I can’t speak too much about international spaces because I haven’t worked in them extensively, but I can speak about certain rural communities in Belize.

We also see cases where people outside a culture monetize elements of that culture. There’s nothing inherently wrong with someone becoming a cultural creative and building a business. But if a community member teaches you how to weave or create products from natural resources, and you later monetize those techniques without giving back, then you’re benefiting from that living heritage without reinvesting into the people who taught you.

We often see people leave communities, become successful, and never return support to those communities.

This goes back to collaboration and understanding that if you want to build capacity, you also have to invest in the people and spaces you’re benefiting from.

It also applies to policymaking. If environmental policy is designed only from a scientific perspective and ignores the people who have relationships with that land, then entire communities get excluded from the process.

People often underestimate how much historical understanding, trust-building, and collaboration are required when working with cultural communities.

Lorenzo Gonzalez: Going back to San Antonio, why were they able to successfully monetize cultural experiences?

April Martinez: I really like that question.

The San Antonio Women’s Cooperative started in 2001. Their original goal wasn’t tourism. They wanted to teach young girls in the community how to cook, sew, embroider, and preserve their traditions because they realized they were already losing parts of their culture.

Eventually they recognized that these skills could also generate income.

At first they struggled with marketing and accessibility because the roads were poor. Visitors would come, but maybe they would only sell one pottery item per day.

Later they opened spaces where foreigners could learn directly from them. They realized their culture was unique and authentic, and people genuinely wanted to experience it.

Then COVID hit, which created major challenges.

Through Heritage Education Network Belize, we helped provide digital literacy training so they could create Facebook and Instagram accounts and reach people outside the community.

That completely changed things. Former visitors shared their pages online, and suddenly they were reaching a much larger audience.

Now they regularly offer food tours, pottery classes, and language classes.

What’s important is that they were not only selling a product. They were transmitting culture to younger generations. Younger people learned how to manage websites and social media while also learning their traditions.

That created momentum inside the village. Other families saw the success and realized they also had products and experiences to offer.

Oxmul Coffee became another strong example. Visitors don’t just drink coffee there. They experience the entire process in a very hands-on way.

The success of San Antonio came from collaboration across many levels: community leadership, outside support organizations, nearby resorts, and tour companies that intentionally route visitors through the village.

That’s why it works.

Lorenzo Gonzalez: Compared to Garifuna or Maya culture, why do you think Creole culture is harder to package as a tourism experience in Belize?

April Martinez: The history of Creole culture in Belize is deeply tied to colonization, and that history is painful.

I also think Creole communities have been heavily affected socially, politically, and economically, especially within urban spaces.

Communities like Gales Point know exactly who they are culturally, but development hasn’t fully reached them. Migration, land sales, and limited investment have all affected these communities.

They absolutely have a tourism product. They simply need support, infrastructure, and stronger local coordination.

Building capacity in communities takes a very long time.

The Bram and Sambai inscription onto UNESCO’s Representative List took 13 years of work. Documentation started back in 2013. Building trust with the community took years.

Getting onto the UNESCO list was only one step. The harder work begins afterward because now the community has to figure out how to build sustainable opportunities around it while maintaining ownership and authenticity.

Lorenzo Gonzalez: Whenever I think about Creole culture and how it’s not easily packaged compared to Garifuna or Maya culture, I wonder if one challenge is that Creole culture is so intertwined with everyday Belizean life that people don’t see it as distinct. Everyone speaks Creole. Everyone eats rice and beans. So maybe it’s harder to frame as a specific tourism product.

April Martinez: I agree with that.

Creole culture has become nationalized in Belize, and because of that, people often stop recognizing it as a distinct culture.

There’s a food anthropologist, Dr. Lrya Spang, who interviewed people across different ethnic groups in Belize and asked them what the national dish was.

Most people answered rice and beans, stew chicken, potato salad, and plantain. What was interesting is that people from different ethnic groups identified a Creole dish as the national dish instead of their own cultural foods.

That says a lot about how Creole culture became socially normalized.

At the same time, many elements of Creole culture are still very specific: Bruk Down music, Bram, Sambai, language variations, dress styles, cooking methods, and traditions.

Even the way Creole stew chicken is prepared differs from Mestizo cooking traditions.

We often flatten Creole identity into something generic when it actually has a lot of depth and variation.

Lorenzo Gonzalez: What are some Belizean cultural experiences that should be promoted more heavily?

April Martinez: I did a beach trap fishing tour in Sarteneja and it was incredible. You get to see how the community uses natural resources for economic survival and cultural continuity.

The water in Sarteneja is some of the most beautiful water you’ll ever see, and I don’t think enough people talk about it.

There are also community museums throughout northern Belize that most visitors never stop to experience.

You have homestays in Maya villages like Laguna, where visitors can cook, sleep, and live alongside families.

There’s boat building in Sarteneja and Gales Point. There’s the bioluminescence tour in Hopkins.

Belize has so many experiences that even Belizeans haven’t fully explored yet.

The bigger concern shouldn’t be whether the experiences exist. The concern should be how we protect and sustain them.

Lorenzo Gonzalez: Final question. What makes a cultural tourism experience truly memorable?

April Martinez: People respond to authenticity and genuine happiness from the people leading the experience.

I once took a group of about 40 academics through Maya Center, Hopkins, and Dangriga.

At Maya Center, we visited Julio Saqui for chocolate making and Aurora and Ernesto Saqui for herbal medicine.

The visitors weren’t just given demonstrations. They were taught the history, meaning, and cultural context behind everything.

Some visitors were so moved that they later booked private consultations with Aurora.

In Hopkins, we visited drum maker Rudolph Coleman. One visitor discovered they were distantly related through Gales Point family connections, and Rudolph ended up gifting her a finished drum.

Those kinds of moments are hard to manufacture artificially.

What makes Belize special is the intimacy of cultural tourism here. Visitors feel like they are experiencing something personal and genuine.

When tourism becomes too mass-produced, authenticity disappears.

People stop feeling like the experience is unique.

Belize needs to be careful not to lose that advantage.

Lorenzo Gonzalez: My guest today is April Martinez. April, thanks for being on Belize Tourism Futures.

April Martinez: Thank you so much for having me.

I sit down with Leif Sverre of Island Expeditions to discuss why they focused early on remote expeditions in Belize—and why the country turned out to be a natural fit. At its core, their trips are about access and adventure: getting people close to the reef, immersed in nature, and to parts of Belize that feel truly distinct.

A key idea in this conversation is that great tourism experiences are not built on scenery alone. Guests are often paying for proximity, guidance, and the confidence to do things they would not do on their own. The best trips also create connection—between guests, guides, and the destination—which is what people remember long after they leave.

Leif also makes it clear that quality comes from systems, not luck. Early challenges with logistics and supplies pushed them to improve consistency, invest in training, and refine details like meals and guide development. Over time, those behind-the-scenes improvements became central to delivering a reliable, high-quality experience.

Presented by BELTRAIDE, Belize’s national economic development agency.

This episode continues Belize Tourism Futures Season 3 with a conversation about confidence, communication, and mentorship.

I sit down with Bella Zabaneh, the current Miss Universe Belize, to discuss why many Belizeans hesitate to speak up, how confidence is built through practice, and why iteration matters if we want higher standards.

Bella shares her belief that practice does not make perfect—it makes permanent, and explains how discipline and repetition shaped her preparation. We also explore curiosity, comfort, and why too many people stop improving once something feels “good enough.”

A key part of the conversation focuses on mentors and role models. Bella views mentorship as community-driven and goal-oriented: identify someone doing what you aspire to do, learn from them, and stay open to growth. In a small country like Belize, raising ambition requires stronger mentorship networks and more people willing to seek guidance.

Presented by BELTRAIDE, Belize’s national economic development agency.

This episode kicks off the first Belize Tourism Futures conversation of 2026.

I sit down with Efren Perez, President of the Belize Tourism Industry Association, for a one-year check-in on where Belize tourism stands as the year begins.

We discuss what has changed over the past year and what tourism stakeholders should realistically expect next. Topics include how the BTIA identifies and prioritizes on-the-ground issues, the growing strain on high-intensity destinations like Ambergris Caye, and why coordination between the public and private sectors is now critical.

Efren also shares his perspective on efforts to diversify beyond the U.S. market, the challenges created by a hotel sector dominated by very small properties, and what it will take to prepare operators for European and regional travelers. The conversation also touches on infrastructure pressure, airport experience, destination readiness, and why Belize has moved beyond the easy phase of tourism growth.

Presented by BELTRAIDE, Belize's national economic development agency.

Belize Tourism in 2026 Transcript

Below is a lightly edited transcript of the conversation for those who prefer to read.

Introduction

LORENZO GONZALEZ: Hello everyone and welcome to Belize Tourism Futures. Today I’m joined by Efren Perez, president of the Belize Tourism Industry Association. Welcome, Efren.

EFREN PEREZ: Thank you, Lorenzo, for having me and for the opportunity to share what’s going on in the Belize tourism industry.

Efren Perez’s First Year as President

GONZALEZ: Efren, the last time we spoke was last year when you were just starting your role as president. You mentioned wanting to make improvements, including modernizing how the BTIA operates. One year in, what were you able to move forward, and what should tourism stakeholders realistically expect this year?

PEREZ: When you look at it from that perspective, it’s certainly been an interesting year. There were a lot of challenges we faced, but also a lot of opportunities we explored.

One of the key areas we’ve worked on since last year is improving how we communicate with our stakeholders. That includes being clearer about what the BTIA is doing in terms of enhancing the guest experience countrywide, marketing opportunities, our regional relationships, and the training activities we’ve been able to roll out.

All of that has really given us a launchpad for this year as we look for even greater opportunities, continue improving the services we offer our general membership, and explore new areas where we can put more focus.

Challenges Faced by Belize Tourism

GONZALEZ: Last year you traveled across Belize, meeting with tourism stakeholders. What were some of the challenges you kept hearing repeatedly?

PEREZ: There are a number of issues we see across the different destinations in Belize. We have chapters across the country, which gives us eyes and ears in each destination. Every destination is unique and faces its own set of challenges, but there are some recurring ones.

One of the most consistent issues is garbage management within destinations. We’ve been working closely with the stakeholders responsible for these areas to find solutions that actually work.

Another major issue, especially for beach destinations, is sargassum. Last year was one of the worst years on record, and it had a significant impact on many hotels across Belize.

Beyond that, we’ve also been working on border entry issues, and I’m very pleased with the government’s decision to remove fees for Mexicans entering Belize. That opens the door to growing tourism from an emerging market.

There are many other issues we work on throughout the year, but these destination visits give us a clear, firsthand understanding of what’s impacting the industry on the ground.

The BTIA’s Consultation Process

GONZALEZ: For anyone who may not be familiar with the process, when the BTIA identifies challenges and works toward solutions, can you walk us through what that looks like?

PEREZ: The way we’re set up as an organization is through chapters in every destination. We have 10 destinations, each with a local chapter and a local board made up of tourism stakeholders in that area.

Those boards meet with local operators—hotels, tour guides, tour operators, restaurants, artisans—and identify what’s impacting their destination. They then prioritize those issues and bring them to the national office in Belize City through our national board meetings.

At that level, we discuss the issues, identify available resources, and determine what actions the BTIA can take to help address those concerns. This structure has worked well because it allows us to truly understand the needs of very different destinations across the country.

Regional Collaboration and FEDECATUR Presidency

GONZALEZ: In 2025, the BTIA held the FEDECATUR presidency. Can you point to ways that role translated into real value for Belize’s tourism industry?

PEREZ: That role gave us more than just a seat at the table. It allowed us to actively participate in regional discussions around tourism growth and development.

It also helped us better understand issues we face nationally by seeing how other countries address similar challenges, and to learn from best practices that we can adapt locally to enhance the guest experience and support sustainable tourism.

The presidency also helped the BTIA strengthen regional integration, particularly with travel agents and wholesalers that operate in emerging markets outside of the U.S., such as Europe, Latin America, and Mexico. Belize also held the presidency for Mundo Maya last year, which allowed us to collaborate closely with the Ministry of Tourism.

We hosted the Mundo Maya Exchange, a private-sector-driven event that brought together key regional players to discuss airlift, regional integration, and multi-destination travel packages. Through this work, we’ve been able to provide real, tangible value to our local stakeholders.

Diversifying Belize’s Visitor Base

GONZALEZ: Belize often talks about diversifying its visitor base beyond the U.S., including attracting more European and regional travelers. From what you’ve seen, has there been real progress in 2025?

PEREZ: There has been progress, though not yet at a scale comparable to our main market, which is the U.S. Still, we’ve seen growth from Europe, Latin America, and Mexico.

With ongoing geopolitical issues, particularly in the U.S., some European travelers are choosing alternative routes into Central America. Countries like Guatemala, El Salvador, Costa Rica, and Panama now offer direct flights from Europe, and Belize benefits from connections through those hubs.

Because we have direct flights from Guatemala and Panama, and even from Honduras through Tropic Air, travelers are increasingly able to reach Belize without transiting through the U.S.

The data reflects this gradual growth. While it’s still modest, it’s an important market to watch. The Belize Tourism Board has been actively marketing in Latin America, Europe, and Mexico throughout 2025, and those combined efforts should yield stronger results over time. Marketing takes time, but I’m optimistic about what we’ll see later this year.

Encouraging Private Investment in Mid-Range Hotels

GONZALEZ: Over 75% of properties in Belize have fewer than 10 rooms, which shapes the type of traveler we can realistically attract. What could government do differently to encourage private investment in more mid-range options?

PEREZ: The uniqueness of Belize’s hotel offerings has worked well, particularly for the U.S. market. At the same time, the Ministry of Tourism and the Belize Tourism Board are actively looking at foreign investment in hotel infrastructure.

We’ve already seen major international brands like Marriott’s Alaia and Hilton’s Mahogany Bay, and other international chains entering the market. We also have the Four Seasons development at Caye Chapel.

These brands, especially in the mid-to-upper range, will attract a different caliber of traveler and allow the industry to adapt to new market segments. This supports growth in overnight tourism, which remains a key priority, and reflects stronger collaboration between the public and private sectors.

Preparing Stakeholders for Diverse Visitors

GONZALEZ: Another challenge I hear often is that stakeholders may not be fully prepared to attract and serve a more diverse mix of visitors. Is the BTIA helping with this?

PEREZ: Yes, absolutely. One of our priorities this year is working closely with industry partners to prepare them for emerging markets.

We’ve partnered with the Belize Tourism Board to deliver targeted training for hotels, focused on the tools needed to cater to different markets. Beyond marketing abroad, it’s essential to ensure stakeholders on the ground are ready to meet travelers’ expectations, whether that’s pricing, seasonality, or tailored marketing materials.

For example, having marketing materials in Spanish for Latin American markets is important. Many properties already have bilingual staff, which gives us a strong foundation, but ongoing training will be critical to ensure readiness as these markets grow.

Addressing Strain on Local Capacity

GONZALEZ: In high-intensity destinations like Ambergris Caye, where roughly half of Belize’s tourists go, tourism success is starting to strain local capacity. What pressures are you seeing, and what can be done?

PEREZ: When a destination reaches that level of intensity, challenges naturally emerge. That’s why collaboration between the public and private sectors is so important. The private sector cannot address these issues alone.

Local governments, area representatives, and the Ministry of Tourism all need to be part of the conversation to fully understand the industry’s needs, especially in places like San Pedro.

As tourism and hotel investments increase, pressure grows on local services, affecting both visitors and residents. Communities need to grow in tandem with tourism so we can maintain service quality year-round and prepare for future development.

Each destination has different needs. What San Pedro requires won’t be the same as Punta Gorda or Caye Caulker. While some challenges are shared, solutions need to be tailored locally.

Improving the Philip Goldson International Airport

GONZALEZ: At the end of 2024, the Philip Goldson International Airport received negative attention online, including being ranked the worst airport in Central America by Islands Magazine. From your perspective, did things improve in 2025?

PEREZ: Greater collaboration is needed among the entities responsible for airport operations to fully understand the needs of a growing tourism industry.

We’ve seen increases in long-haul and additional flights from the U.S. and Canada. Air Canada, for example, began night arrivals in December, which requires operational adjustments.

As tourism grows, airport infrastructure must evolve as well. Efficient processing and a comfortable arrival experience are critical, and that puts the airport in a position where investment and adaptation are essential to support continued growth.

Investing in Destination Readiness

GONZALEZ: The government has emphasized destination readiness through projects like Welcome Centers and Community Markets. Beyond those, what other investments would make the biggest difference?

PEREZ: Investment priorities need to be shaped at the destination level, based on input from stakeholders who experience these challenges daily.

Welcome Centers and Community Markets add real value by showcasing culture, experiences, and local products. The recent opening of the Punta Gorda Welcome Center is a great example of how these spaces can highlight cultural richness and support artisans.

Developing action plans and event calendars allows travelers to better understand what each destination offers, including areas they might not otherwise visit. These investments enhance the overall visitor experience and strengthen the connection between tourism and local communities.

Indoor Activities and Museums

GONZALEZ: With rainy season becoming longer and less predictable, some have suggested Belize needs more indoor activities, such as museums. What do you think?

PEREZ: Climate change is affecting us, from sargassum to flooding and longer rainy seasons. When weather limits access to outdoor attractions, we need alternative experiences so visitors still leave with something meaningful.

Indoor options like museums, cultural spaces, and Welcome Centers can play a major role. They allow guests to learn about culture, cuisine, and local history even when outdoor activities aren’t possible.

Not every destination currently has functional spaces like this, so continued investment in infrastructure is important. Making existing Welcome Centers more active, like in Punta Gorda and potentially San Ignacio, would be a strong step forward.

The BTIA’s Advocacy and Influence

GONZALEZ: When planning decisions fall outside the Ministry of Tourism, what real leverage does the BTIA have to influence outcomes?

PEREZ: Advocacy is one of the BTIA’s core functions. We rely on our chapters to understand what’s happening on the ground, then determine which issues we can address in the short term and which require longer-term solutions.

Through our network of stakeholders, we identify resources and partnerships that allow us to raise concerns and push for collaboration. Strengthening the relationship between the public and private sectors will be especially important as we move into 2026.

Tourism plays a vital role in Belize’s economy, and ensuring that its importance is understood across government remains a key priority.

Final Thoughts

GONZALEZ: Is there anything you’d like tourism stakeholders to pay closer attention to?

PEREZ: I encourage tourism stakeholders (tour guides, tour operators, hoteliers, restaurant owners, and even artisans) from across the country to become active members of the BTIA. We are only as strong as our membership, and it’s essential that voices from the ground help shape our national strategy.

By working together, we can ensure that our plans align with real conditions in each destination and support the continued growth of tourism in Belize.

Closing

GONZALEZ: My guest today was Efren Perez. Efren, thank you for joining Belize Tourism Futures.

Efren Perez: Thank you very much, Lorenzo. I hope this isn’t our last conversation this year and that we can reconnect to continue discussing tourism in Belize.

When Belize’s Krismos Bram and Sambai were added to UNESCO’s Intangible Cultural Heritage list, it caught my attention for a reason that had less to do with UNESCO and more to do with Belize.

Many Belizeans, myself included, haven’t experienced these traditions firsthand or fully understood where they come from. That’s not because they’re obscure or fading. It’s because they’re primarily practiced in places most people don’t go.

Belizeans know Creole culture very well. We eat it every day, and religiously on Sundays. We hear it on the radio. We speak it daily. Yet when it comes to how Belize presents culture, Creole culture sits in an awkward position. It is widely practiced, but seldom presented as a cultural experience for visitors in its own right.

From Tradition to Experience

Belize has been relatively successful at turning culture into something visitors can understand and seek out.

Maya culture is presented through archaeological sites, village visits, and lived experiences. Tourists are taken to places like San Antonio Village to learn how corn is ground, tortillas are made, and how daily life operates. These are structured encounters with living culture.

Garifuna culture has followed a similar path. Villages like Hopkins, Dangriga, and Seine Bight are positioned as cultural anchors, and elements of Garifuna music and drumming are intentionally brought into hotels, resorts, bars, and festivals in places like San Pedro, Placencia, and San Ignacio. Even when visitors aren’t traveling to Garifuna villages, they’re still being introduced to Garifuna culture in a way that’s legible and memorable.

This didn’t happen by accident. These cultures were easy to frame because they are anchored to specific places, and then extended beyond those places.

Creole culture never quite fit that model.

The Problem with Being Everywhere

The challenge is that Creole culture cuts across districts and communities in Belize. It shows up in language, humour, food, music, and social norms. You don’t travel to it. You’re already inside it the moment you arrive.

That omnipresence has always been a strength, but it has also made Creole culture harder to frame as something distinct from a tourism perspective. There’s no obvious entry point, no single place to send people, no clear experience to point to and say, “start here.”

As a result, Creole culture has remained the backdrop of Belize rather than something intentionally highlighted.

Gales Point as a Starting Point

UNESCO’s recognition of Krismos Bram and Sambai gives Creole culture something it has rarely had: a clear anchor.

That anchor is Gales Point Manatee, where geographic isolation helped preserve highly visible Creole traditions rooted in rhythm, movement, and community participation. Sambai and Krismos Bram survived there because the village itself remained intact.

This contrasts with Belize City, where Creole culture is dominant but developed through sustained contact with British colonial institutions and other cultures present in the city, resulting in a more layered and adaptive expression.

From a tourism and cultural strategy perspective, that distinction matters. Gales Point shows what Creole culture looks like when preserved through isolation. UNESCO’s recognition creates an opportunity to start there, then extend the story outward.

Extending the Experience Across Belize

My suggestion is to use Gales Point as an anchor for Creole cultural experiences and, over time, extend it across Belize.

Belize already has a model for how this works. Garifuna drummers don’t only perform in Garifuna villages. They are invited into resorts, festivals, and cultural spaces across the country. Maya cooking classes are taught in villages, but also referenced and adapted elsewhere. In fact, Maya-themed food nights are common in many popular hotels and restaurants.

Creole culture could be approached in a similar way.

That might mean:

• Positioning Gales Point and other Creole communities as cultural destinations, not just places people pass through;

• Structured Creole food experiences that go beyond “try rice and beans”;

• Storytelling and music presented in hotels and public spaces, with context rather than as background; and

• Creole traditions referenced intentionally and seasonally, rather than passing quietly.

None of this requires inventing anything new. It requires naming, framing, and repeating what already exists. And when culture is framed intentionally, rather than taken for granted, it allows the people connected to it to receive more of the tourism benefits.

P.s. I want to acknowledge and thank Gales Point, community groups, non-profits, and NICH for sustaining, sharing, and advocating for these traditions.

I usually travel in a way that prioritizes depth over convenience. I like staying in places where I’m not insulated from the local environment, where I can see how daily life operates. Because of that, large, all-inclusive resorts were never my thing. They felt disconnected from the places around them.

But recently, while recovering from knee surgery, I ended up on an all-inclusive trip to Mexico that I didn’t choose. My mobility was limited, and exploring wasn’t really an option. What the setup allowed me to do was relax and rest. And for the first time in a long while, I came home from a trip actually feeling rested.

As with most things, I treated the experience as a learning moment. It made me think about Belize’s current predicament: a tourism system built largely for short-stay, island-focused travelers from a single market, and what expanding that range could realistically look like.

When Destinations Optimize Too Narrowly

Belize is one of the most distinctive destinations in the region, in large part because of its heavy reliance on small boutique hotels (76.9% of hotels have 1-10 rooms). The experience is personal, small-scale, and closely tied to nature and culture. That is a real strength.

But it also creates constraints.

When a tourism system is built primarily around small properties, it’s less flexible. Over time, boutique-led destinations often struggle to absorb higher volumes, serve multiple market segments at once, or support air routes that require steady and predictable demand.

This is not a critique of boutique hotels. It’s a structural observation: tourism systems with a wider range of options tend to be more resilient.

Optionality as a Design Choice

Nuevo Nayarit, the stretch of coast where I stayed in Mexico, offers a useful contrast. It’s a modern, planned resort zone in the Riviera Nayarit, designed as a concentrated area for large-scale tourism rather than a collection of ad hoc developments.

That design choice shapes how the area functions. Nuevo Nayarit is 30 minutes from the international airport and near Puerto Vallarta, one of Mexico’s most established tourism destinations. Within a relatively small region, large all-inclusive hotels serving different markets operate side by side. Family-oriented resorts with several hundred rooms, often geared toward domestic travelers, coexist with luxury and adults-only properties that are smaller by comparison but still clearly large-scale.

That concentration matters because it absorbs pressure. It allows the tourism system to handle volume, support consistent air routes, and serve travelers who prioritize ease and predictability, without forcing every destination to scale up or change its character.

This wasn’t accidental. Nuevo Nayarit, formerly Nuevo Vallarta, emerged in the 1990s from a planning effort in which Mexico’s National Trust Fund for Tourism Development (FONATUR) assembled land, built core infrastructure, and defined a resort corridor before private hotels arrived. The same organization had done this decades earlier in Cancun, but here the logic was applied more selectively, adding capacity next to an already successful city (Puerto Vallarta) rather than creating a destination from scratch.

The Case for Targeted Range and Flexibility in the Hotel Mix

In my previous post, I argued for expanding the “missing middle” in Belize’s accommodation mix, particularly more affordable inland options that support longer stays and encourage people to move beyond the islands. That remains an important gap to address. But it’s only part of the picture.

Belize’s accommodation base is overwhelmingly small, and large-scale hotels are rare. Even more telling, the limited number of larger properties that do exist are concentrated in one place: Ambergris Caye (52%). This concentration quietly shapes travel behaviour and the geographic distribution of tourism income.

Which is why introducing range and flexibility in the hotel mix could be a good strategy. In other words, without changing Belize’s overall character, the country should consider adding a small amount of well-located hotel capacity so the tourism system is less brittle—better able to adjust to shifts in demand, seasonality, and market mix, rather than being optimized for only one type of visitor and one set of conditions.

In practice, that means allowing a limited number of well-defined resort zones, supported by appropriate infrastructure and coordinated planning. This could be done through a dedicated public entity, similar to Mexico’s FONATUR, with a mandate to acquire, assemble, and service land for tourism development, align infrastructure investment, and sequence development intentionally. Within those zones, larger resorts would play a specific role: help attract and sustain direct flights, support predictable demand, and serve travelers who prefer all inclusive experiences. They would also bring marketing capacity and global distribution channels that help convert demand into bookings at scale.

Crucially, this is not about spreading large resorts everywhere or redefining Belize’s identity. It’s about concentrating scale where it makes sense, so the rest of the country isn’t forced to absorb pressures it was never designed for. The goal isn’t to change what makes Belize special. It’s to strengthen the structure underneath it, so the tourism system can adjust when conditions inevitably change.

Belize depends on the United States for 68.6% of overnight visitors. That level of concentration is risky. One market dictates Belize’s seasonality, pricing, marketing cycles, and exposure to economic downturns. And because American travelers mostly visit Belize’s islands, that concentration also shapes where tourism dollars circulate in the country. If Belize wants a more resilient tourism base, it needs more visitors who travel differently.

The bigger, longer-term opportunity is Europe. Europeans already travel widely across Central America; they stay longer, move through multiple regions, travel in the off-season, and look for culture, nature, small towns, and slow travel. They are exactly the type of travelers who could strengthen Belize’s inland destinations and reduce the country’s dependence on North America.

Guatemala shows what’s possible.

Guatemala attracts far more Europeans — showing Belize the size of the opportunity

Guatemala welcomed 177,783 European tourists in 2024, primarily from six countries:

• Spain: 28,149;

• France: 24,839;

• Germany: 24,794;

• United Kingdom: 22,121;

• Netherlands: 15,656; and

• Italy: 13,235.

In contrast, Belize welcomed 54,269 European visitors in 2024. That’s three times less. And if you look at Belize’s top European markets:

• United Kingdom: 14,268;

• Germany: 8,153;

• Netherlands: 6,930;

• France: 6,005;

• Italy: 2,844; and

• Spain: 2,231.

You’ll notice the massive overlap with Guatemala. Europeans that visit Belize are already in the region — the country simply isn’t capturing more of them, despite offering many of the same nature, history, culture, and adventure products as Guatemala.

But why the discrepancy? I think there’s two obvious reasons.

1. Guatemala’s lodging structure is more diversified than Belize’s, with multiple tiers and a much stronger mid-sized segment.

Belize has 1,256 accommodations with 11,397 rooms, averaging about 9 rooms per property. Over 75% of all properties have 1-10 rooms. This boutique-heavy structure might fit a certain North American demographic but it creates a narrow product range. It leaves Belize with limited options for the mid-market and budget-focused travelers who make up a large share of European travelers that visit the region.

Guatemala, on the other hand, with 4,242 accommodations and 66,999 rooms, has an average of 16 rooms per property. And more importantly, it has a broad distribution range of accommodations, which include:

• Hotels / Resorts: 1,095 properties, 26,230 rooms (avg. 24 rooms);

• Guesthouses: 266 properties, 4,145 rooms (avg. 16 rooms);

• Hostels: 2,107 properties, 28,720 rooms (avg. 14 rooms); and

• Motels: 774 properties, 7,904 rooms (avg. 10 rooms).

This creates a wide middle layer of hundreds of 15–40 room guesthouses and hotels. This is exactly the lodging size and price point European slow-travelers prefer.

2. Europeans prefer to travel differently. And Belize’s system doesn’t match their style yet.

European travelers take longer trips, move through multiple towns, and look for culture, walkability, and affordable lodging. Their typical Central America journey is 10–14 days with several stops, which is very different from the shorter, two-stop pattern common among North Americans.

Guatemala fits this style naturally because its main destinations form an intuitive, low-cost circuit that Europeans enjoy, including:

• Guatemala City, the primary entry point for Europeans with strong regional flights and reliable bus and shuttle connections;

• Antigua, a walkable colonial hub with cafés, nightlife, and well-known Spanish schools;

• Lake Atitlán, a chain of boat-linked villages with markets, hiking, and budget-friendly lodges;

• Semuc Champey / Lanquín, a remote jungle area known for turquoise pools, caves, and backpacker guesthouses; and

• Tikal / Flores, a major archaeological site paired with a relaxed town offering affordable hotels and straightforward shuttle routes.

Together, these stops offer the culture, nature, activity, and value Europeans look for, supported by dependable transportation and a strong mid-market lodging base.

Belize’s product is strong, but its structure aligns with a different model:

• shorter average stays;

• few dense, walkable inland towns that are central destinations;

• limited and higher transportation costs;

• few hostel and mid-sized hotel options; and

• a two-stop itinerary rather than a multi-town circuit.

My point is simple, the issue isn’t interest — Europeans already love the region. Belize simply doesn’t yet match the format of travel they’re used to and prefer. But that of course can change if Belize wants.

Putting It All Together: How Belize Can Grow the European Market

To attract Europeans, Belize needs to structure its offerings around how Europeans already travel in Central America. This requires targeted, achievable steps rather than a major overhaul.

• Build inland circuits rather than isolated stops

  Link San Ignacio, Hopkins, Dangriga, Punta Gorda, Orange Walk, Corozal, and Sarteneja into clear, accessible multi-stop itineraries that work for 10–14 day trips. These routes should be packaged, priced, and promoted as cohesive experiences. Predictable shuttle and bus schedules, mapped itineraries, and sample trip plans will help visitors understand how to move from one region to the next.

• Expand mid-market lodging inland

  More small, affordable hotels, guesthouses, and hostels would make inland travel more accessible for slow-travel Europeans. Tourism stakeholders need to understand the value of product diversification and how Belize’s small boutique hotels segment is saturated. New or existing businesses can differentiate themselves by targeting the mid-range visitor — a segment Guatemala captures very well and Belize currently underserves.

• Position Belize as a natural extension of a Guatemala trip

  European tourists already fly into Guatemala City in large numbers each year (over 100,000). Belize should present itself as the natural next step. This means cross-border partnership packages and securing space in Guatemala-based tour operators’ Central America itineraries. Even a small spillover share would strengthen Belize’s visitor mix.

• Strengthen cross-border mobility

  Better transportation between Peten and Western Belize would make two-country travel simple and appealing: predictable shuttle and bus schedules, posted pricing, good signage, and a smoother border experience. When a route feels easy, travelers will follow — and right now, that ease is to stay on Guatemala’s side.

• Market Belize based on Europe’s interests

  Nature, archaeology, birding, community tourism, and reef-to-rainforest experiences align well with European travel values. Belize’s marketing should highlight these strengths and show how they match the long, exploratory travel style Europeans already practice in Guatemala and Mexico. Messaging that emphasizes affordable inland stays, active experiences, and multi-stop routes will resonate most.

For anyone working in Belize’s tourism sector — hotels, tour operators, restaurants, or marketers — these trends aren’t just interesting. They’re practical. They show which audiences to prioritize, where gaps remain, and which opportunities are often overlooked without data. And while it’s great that the BTB collects and shares this information, they should also consider presenting what the data means to stakeholders, similar to what I’ll do below.

1. Seasonality: When Visitors Come

Belize’s annual tourism cycle remains highly seasonal, following a monthly rhythm that is broadly similar to the pre-pandemic years.

Highlights

• 2024 tourism finally surpassed 2019 levels, up 8.8% overall.

• Most months increased relative to 2019, with only July declining.

• December to March dominates, making up 43.5% of all arrivals.

What this means for you

• Start your high-season marketing in September and October to get in front of early planners and build momentum heading into the December-March peak.

• Use promotions and programming to stabilize demand during the quietest stretch from August to October, when interest is lowest and travelers need extra reasons to book.

• Plan staffing, inventory, and budgeting around a predictable high season.

2. Where Visitors Come From

Belize’s visitor mix has shifted.

Highlights

• The United States now makes up 68.6% of all arrivals, growing 17.7% since 2019.

• Europe and Canada have declined compared to pre-pandemic levels.

• Belize’s visitor base is more concentrated than before, with fewer travelers from long-haul regions.

What this means for you

• Focus most of your marketing on the United States, since Americans now make up 68.6% of visitors and continue to show the strongest growth.

• Treat Europe and Canada as secondary but valuable niche markets, using targeted storytelling about culture, nature, and longer-stay travel that appeals to these regions.

• Build strategies with a more concentrated visitor mix in mind, knowing that long-haul markets remain small and recovery outside the U.S. is uneven.

3. U.S. States: Where Americans Come From

If nearly seven out of ten tourists are American, it helps to know which Americans.

Highlights

• Texas (13.7%) and California (10.6%) lead all U.S. states.

• Washington (5.7%) and Colorado (5.6%) reflect strong adventure and outdoor travel markets.

• New York, Georgia, and North Carolina show rising East Coast interest.

What this means for you

• Prioritize geo-targeted marketing in Texas and California, since these two states alone represent almost a quarter of all U.S. visitors to Belize.

• Use direct-flight messaging when targeting Washington, Colorado, Florida, New York, Georgia, and North Carolina, where major hubs make trip planning easier.

• Tailor content to state-specific travel motivations, such as quick winter escapes for Texas and Florida or adventure-focused itineraries for Colorado and Washington.

4. Who Visits: Age and Gender Trends

Belize’s visitor demographics reveal an important pattern.

Highlights

• 60.9% of all visitors are between ages 35-64.

• Men cluster in the 45-54 range. Women skew younger, with 25-34 being their largest group.

• Very few visitors are under 18.

What this means for you

• Position Belize as a destination for mid-career and mature adults, since three out of five visitors fall between ages 35 and 64.

• Create differentiated messaging for men and women, with comfort- and adventure-focused content for older male travelers, and social, wellness, culture, and experience-focused content for younger women.

• Recognize that family travel is a smaller segment, so any family-focused product or accommodation must highlight child-friendly features more clearly to grow awareness and aim to dominate this small market.

5. Where Visitors Stay: The Destination Breakdown

This chart shows how uneven Belize’s visitor distribution actually is.

Highlights

• San Pedro dominates, with 43.1% of all visitors staying there. Americans are especially concentrated in San Pedro.

• Caye Caulker skews heavily European, with the highest U.K./Europe share in the entire dataset.

• Inland destinations attract far fewer visitors.

What this means for you

• San Pedro and Caye Caulker should keep tailoring their messaging and products to their core audiences, but they can also test targeted efforts to attract the other’s market for simple diversification.

• Even without heavy promotion, many travelers stay in Belize City because of its convenience for flights and transfers. It’s a practical entry point and businesses should consider how to capture or better serve visitors during this short stay.

• Inland destinations must counteract the strong pull of the cayes by positioning themselves as the signature experiences that travelers can’t leave Belize without seeing, shifting the mainland from an optional add-on to an expected part of every trip.

Putting It All Together

Across all of these charts, the story is consistent:

• Belize’s tourism fully recovered in 2024, with strong and predictable seasonality centred on December to March. This provides a reliable window for planning but highlights the need to build stronger marketing and products that lift demand in the quieter months.

• The U.S. market is more important than ever, driving most of the country’s growth. This is good for business since Americans spend more but it’s bad for market diversification.

• Belize should look for ways to diversify its visitor base, since relying heavily on one market leaves the industry very vulnerable to external shocks.

• Visitors skew older, so mid-career adults remain the core market. Younger women are a growing niche, and better safety and women-friendly experiences can help attract them.

• Travelers overwhelmingly choose the islands, a trend that will hold unless the mainland offers a strong alternative, which is key to balancing visitor distribution over time.

I recently listened to a podcast where Rory Sutherland made a simple but powerful point: fame changes the rules for everything in completely non-linear ways. It changes how people see you, how quickly they trust you, and how many opportunities reach you.

Rory described fame as a kind of “escape velocity.” When you’re not famous, you have to find every customer yourself. But once you’re known, people start coming to you. They spread your ideas, tell others about you, and give you the benefit of the doubt.

That idea isn’t new. Many people have said it before, and I’ve applied it in small ways throughout my work in Belize. But it deserves broader attention. So below, I’ll make the case for how it applies to tourism in Belize, though the same logic fits any field or profession.

1. Fame Earns Trust Before Transaction

Fame simplifies decision-making by reducing uncertainty. Travelers often rely on familiar names because recognition signals safety and reliability.

If a traveler has heard of your hotel, tour company, or restaurant—even once—they’re already more inclined to choose you. The brain finds comfort in what it recognizes, and familiar information takes less effort to process, creating a more positive and certain feeling.

That’s why people are willing to pay premium prices to stay at a Francis Ford Coppola resort like Turtle Inn. They may not know every detail about the property, but they trust the name. That level of comfort comes from reputation, not just marketing. Fame creates confidence that what you’re buying will meet or exceed your expectations.

2. Fame Reduces Friction

Fame changes how easily things move in your favour. It lowers resistance at every step as people trust you faster, decide quicker, and stay loyal longer. When your name carries weight, you can spend less time convincing and more time delivering.

For tourism businesses, that trust influences everything. Travelers book faster when they’ve already heard of you and feel more confident about what to expect. Attracting and keeping good talent also becomes easier because people want to work for respected brands that strengthen their own reputation. The media prefer featuring names they already know because it feels safer and saves them time.

Just look at Elvi’s Kitchen in San Pedro. Decades of consistency turned it from a local favourite into a Belizean institution. It doesn’t need to advertise heavily; its name alone signals quality. Travelers from around the world make a point to visit, and media coverage follows naturally. Chef Jennie Staines, who leads the restaurant, is regularly invited to represent Belize on the international stage. That’s what fame does: it removes uncertainty and keeps opportunity flowing toward you.

3. Fame Compounds Like Interest

Rory also compared brand fame to a pension, something that grows slowly through steady contributions until it becomes significant. Consistent storytelling, visibility, and distinction eventually build a reputation that starts working on its own. People begin mentioning you, media outlets reach out, and opportunities arrive without extra effort.

This is how some Belizean businesses have grown without massive marketing budgets. They’ve built recognition through storytelling, word-of-mouth, and consistent quality. Over time, that recognition matures into a reputation strong enough to sustain itself.

Eco-lodges like Chaa Creek and Hamanasi built their reputation long before “eco-tourism” became a trend. For decades, they’ve shared stories about conservation, education, and community involvement. That long-term consistency turned them into reference points for sustainable travel in Belize. Today, travel journalists and influencers feature them without payment—because their names already carry credibility.

The Takeaway

To wrap up, you shouldn’t think of fame as ego or vanity. It’s about efficiency. It saves time, builds trust more quickly, attracts better talent, and brings customers to your door.

And in a small country like Belize, that’s a powerful idea. Reputation travels quickly, networks overlap, and word-of-mouth carries more weight. The more people know your story, the easier everything else becomes. So aim to become famous!

According to the Belize Tourism Board’s 2024 Visitor Expenditure and Motivation Survey, 51% of travelers to Belize said they first learned about the country through friends or relatives—almost three times more than the second-ranked source, websites, at 18%.

While social media ranked third at 14%, that distinction may be misleading. Along with online and in-person conversations, most people today see where their friends and relatives travel to through social media posts and stories. Although the survey separates “friends and family” from “social media,” they often capture the same behaviour: people discovering Belize through authentic, personal sharing.

This distinction matters because personal recommendations create effects that marketing alone cannot replicate. When people see or hear about a product from someone they know, they trust it more. That trust makes something like a destination feel more familiar, safe, and desirable. It reduces uncertainty and leaves a stronger emotional impression. It’s not just information; it’s a story connected to feeling, which makes it both memorable and persuasive.

My own year-long survey at Belize Adventure found nearly identical results: 59.1% of visitors said they first heard about Belize through friends or family, while 19.7% cited websites and 9.5% social media. Together, both datasets show the same truth. People trust real experiences shared by those they know, and those stories—passed through photos, messages, or posts—create emotional connections no advertisement can match.

For Belize, the key to growth is not bigger budgets or flashier campaigns. It is creating experiences that people want to talk about and share.

How tourism professionals can capitalize

1. Design shareable moments

Create spaces and experiences that guests naturally want to photograph and share. Vibrant murals, scenic setups, and personalized welcome touches act as emotional anchors that make a destination more memorable. When visitors post these images, they pass on not just what they saw but how they felt, sparking curiosity among friends who start imagining their own trip. Hopkins does this well. Across the entire village you see things that showcase the Garifuna culture.

2. Give guests digital souvenirs

Offer downloadable trip summaries, photo albums, or digital postcards with subtle Belize branding. Capture and share photos of guests during their stay or on tours of Maya sites and marine reserves, then make them easy to download and share. When guests post these keepsakes, they strengthen Belize’s image and make it more memorable for others. Seeing these moments again and again—whether on social media or in private chats—keeps Belize top of mind as an inviting and familiar place to visit.

3. Encourage testimonials and stories

Invite guests to tag your business, use hashtags like #TravelBelize, or share short reflections about their favorite moments. People trust stories from real travelers more than any ads, and these firsthand accounts help others see what makes Belize unique. You can host simple campaigns like Hamanasi’s Photo Contest, where guests share their favorite parts of the trip. When experiences are shared in authentic voices, they become easier for others to believe, remember, and act on.

4. Train staff as storytellers

Equip guides, front-desk staff, and hosts with local stories that add meaning to each experience. When staff weave in history, humor, or personal anecdotes, visitors form stronger emotional connections to the place. Those moments of genuine connection are what travelers remember first and talk about long after their trip ends. I still vividly remember Budge, the tour guide from my Glover’s Reef trip with Island Expeditions, whose deep knowledge of the sea and easy sense of humor brought Belize’s reef and culture to life.

5. Collaborate locally

Coordinate with nearby businesses such as restaurants, tour operators, and lodges to tell a cohesive story about Belize. When travelers see consistent themes across different parts of their trip, it reinforces memory and recognition. A unified identity helps them experience the destination as one connected journey, making it easier to describe, recommend, and share later. Think of how consistently Costa Rica reinforces its “pura vida” message, from ecolodges to airport signage. It creates one clear, unified story.

• Spirit Airlines will begin Fort Lauderdale–Belize service on November 21, three times a week.

• Air Canada will launch a seasonal Montreal–Belize route on December 8, once a week.

This isn’t just about more planes in the sky. It’s about access to huge markets:

• Florida has nearly 24 million people, with about 6 million in the Miami–Fort Lauderdale area. That’s a lot of potential travelers within easy reach.

• Quebec is home to 8.6 million people, and the greater Montreal area alone has about 4 million. It’s Canada’s second-largest province and a major new audience for Belize.

For the Montreal flight, remember that while many travelers also speak English, French is their primary language. Offering French-friendly menus, websites, and marketing materials can make a big difference. I also encourage Belize tourism professionals to spend time in Montreal. Understanding the culture firsthand can give you an edge in reaching this market.

👉 Full details and my perspective are here: https://www.belizeadventure.ca/new-flights-to-belize-spirit-airlines-and-air-canada-add-routes/

We began at the Palace of Culture and Science, a towering relic of Stalinist ambition. Once the tallest building in Warsaw and long a symbol of Soviet dominance, it has since been reclaimed by the Polish people. Today it houses restaurants, cinemas, offices, and public events, and is surrounded by modern skyscrapers. It has been absorbed into the city’s daily life through a mix of irony, debate, and deliberate reinterpretation.

One of its many uses today is as a conference venue. We met in the Rudnev Room, named after Lev Rudnev, the Soviet architect who designed the building. It was a fitting place to start. Our first session traced how communism was imposed on Poland in 1945 after World War II—not through revolution, but by Red Army occupation, Moscow-backed institutions, and the dismantling of Poland’s prewar elite. The Palace may have been a “gift,” but the cost was clear: repression, propaganda, and the erasure of national autonomy.

Later that day, at the Museum of Life Under Communism, the illusion cracked further. While the Palace projected abundance, the museum revealed the reality: queues, ration cards, cramped kitchens, and daily improvisation. One offered spectacle, the other substance. One broadcasted power, the other captured its cost. Together, they told a story not of success, but of Polish struggle and survival under communism.

On day two, we visited the Chancellery of the Prime Minister and the Polish Parliament. This was architecture of a different kind, one designed for democracy. The atmosphere was formal but accessible, reflecting Poland’s conscious choice after 1989 to turn away from centralized control. Though we didn’t observe any meetings or debates, the openness of these institutions was clear. Poland’s decision to adopt a parliamentary system was rooted in its desire to prevent any single party or figure from dominating the state again.

Days three and four brought us to Gdansk. Just a three-hour train ride north of Warsaw, we began our first day in Gdansk at the shipyards and the museum where the Solidarity movement began in 1980. Near the entrance to the European Solidarity Centre, the 21 demands are still posted at the gate. They were tangible: free unions, paid leave, basic dignity. Inside, we traced how workers and intellectuals formed an unlikely alliance that challenged and ultimately dismantled the communist regime. At the center was Lech Walesa, a shipyard electrician and longtime activist who gave the movement moral weight at home and drew global attention. Gdansk felt different from Warsaw. Where Warsaw carried the weight of reconstruction and governance, Gdansk felt rooted in labor, community, and moral resolve.

The next day, we joined a workshop led by Prof. Bogna Gawrońska-Nowak on the political economy of Poland’s transition. We stepped into the shoes of the 1989 reformers, debating the trade-offs they faced: liberalize prices quickly or slowly? Privatize now or wait? How do you protect social cohesion when inflation hits and jobs vanish? The session made one thing clear, transformation wasn’t just about designing the right policies. It was about timing, risk, and moral responsibility. Poland’s success required more than technocrats. It needed leaders with the courage to act, and the credibility to bring the public with them.

Back in Warsaw on day five, we met Leszek Balcerowicz, the former politician and economist behind Poland’s post-communist radical economic reforms labeled as shock therapy. “Inflation had reached 500 percent. The country was bankrupt,” he told us. “You cannot put out a fire slowly.” So when the window opened, he acted quickly: liberalizing prices, tightening the budget, reforming the currency, and opening to international trade and investment. But what stood out wasn’t just the urgency, it was how prepared he was. During communism, Balcerowicz had spent years quietly developing reform plans with a small group of economists.

That preparation and acting decisively paid off. Today, Poland is widely seen as one of the most successful post-communist economies in Europe. Since 1989, its GDP has multiplied more than tenfold, poverty has dropped, and exports—from cars to IT services—have surged. EU membership in 2004 accelerated growth, investment, and infrastructure, and Poland famously avoided recession during the 2008 global financial crisis. It now has the largest army in the EU, a growing middle class, and one of the most productive workforces on the continent.

On day six, we visited the Museum of Modern Art. Since its opening in 2024, the building has drawn controversy for its stark, minimalist design and uneasy fit with its surroundings. From the outside, it feels understated, even out of place. But step inside, and the architecture begins to speak: its wide windows frame a perfect view of the Palace of Culture and Science. That framing felt intentional. Where the Palace once projected Soviet power, it now appears as an object of reflection—seen, not feared. Through art and architecture, Poland didn’t erase its past. It reframed it.

As you may know, I live in Canada now and work on development issues in Belize. These are very different contexts, but the Polish experience offered lessons that travel well. Real transformation doesn’t come from momentum alone. It requires legitimacy, lasting institutions, and people ready to lead when systems break down. Poland had that in 1989. Its alternative elites—shaped in unions, universities, churches, and underground networks—were prepared when the moment arrived. They weren’t just critics of the old system. They carried the moral authority, technical skill, and public trust needed to build something new. Leaders like Walesa and Balcerowicz.

Belize, with its reliance on external funding and fragile institutions, lacks this kind of depth. Since its independence in 1981, power has rotated between a small circle of political elites, with each side focused on short-term wins rather than building lasting capacity. Too many projects chase election cycles or donor timelines, leaving little behind when priorities shift. What’s needed isn’t more plans, but system builders—people and institutions that can outlast politics, earn public trust, and slowly build the foundations for reform that lasts.

Canada faces a quieter crisis. On the surface, institutions seem to function well, but too often the system settles for maintenance over ambition. Beneath the facade are structural problems: sluggish economic growth, declining productivity, underinvestment in innovation, and record outmigration to the United States. In the country’s largest city, Toronto, mockingly dubbed "the city of pilot projects," leaders wait for others to go first. Politicians manage instead of lead. The result is drift: eroding trust, sidelined ambition, and stalled momentum.

What Poland achieved wasn’t just market liberalization. Its real accomplishment was sequencing: acting boldly but not blindly. Privatization came only after institutions were in place, peaking roughly five years after the 1989 reforms began. This gradual approach helped prevent the kind of oligarchic takeover seen elsewhere and created breathing room for new ventures to emerge. By the mid-1990s, thousands of private firms had emerged, not by inheriting old state assets but by building new value within a rules-based system.

On our final day, we returned to the Palace of Culture and Science, this time not to study its history, but to reflect. Once again seated in the Rudnev Room, we looked back on the week: from Warsaw’s postwar architecture to Gdansk’s labor movement, from shock therapy to memory politics. What stood out was how Poland managed to balance radical change with continuity, and how the presence of alternative elites helped steer the country through uncertainty.

The most important thing I took from Poland is that real change isn’t about slogans. It’s about structures that endure—and about knowing when to move fast, when to go slow, and when to keep the past in view so a different future can be built.

At the end of May I listened to a podcast featuring Will Guidara, former co-owner of Eleven Madison Park, a NYC restaurant once named the best in the world. But what stood out wasn’t the food. It was his philosophy: that hospitality isn’t a department or job title—it’s a choice. A mindset. A culture.

Guidara argues that most businesses pour all their energy into their product, while forgetting that people remember how you make them feel far more than what you served. And one of the most powerful things he said was this: “The best way to love on someone is to love on the people they love.”

That line stuck with me. Because in tourism, it’s often the small gestures, not the fancy meals or expensive rooms, that leave the biggest impression. A kind word to someone’s child. A small surprise for a guest’s partner. These moments feel personal. And they’re the ones people talk about long after the trip is over.

Guidara calls this kind of approach unreasonable hospitality—going above and beyond in ways that are thoughtful, creative, and intentional. And it wasn’t just talk. His team built systems to make moments like that happen every night.

One example: a staff member overheard a family from Spain say it was their kids’ first time seeing snow. By the time dinner was over, an SUV was waiting out front with sleds in the back and hot chocolate in the front, ready for a surprise sledding trip to Central Park. That family probably doesn’t remember what they ate. But they’ll never forget how the surprise made them feel.

Five shifts that elevate your service

1. Repetition builds culture

   Culture isn’t what you say once—it’s what you repeat every day. At Eleven Madison Park, daily huddles weren’t for schedules. They were used to reinforce the same values: excellence, kindness, generosity. Over time, that repetition shaped how the team showed up. If you want your team to live your values, say them often and model them daily.

2. Train like you mean it

   Football teams train all week for one game. Most businesses do the opposite: one week of training at the start, then expect excellence forever. Guidara treated training as a habit, not a checkbox. His team did refreshers, roleplaying, and check-ins to stay sharp. If you want consistent service, you need consistent training.

3. Sweat the small stuff

   Small details send a signal. If you want to raise your reputation, raise your standards in the little things. Like Guidara says: “The way you do one thing is the way you do everything.” Whether it’s folding towels, polishing glasses, or replying to a message—it all reflects your standard. Guests notice more than we think.

4. Let your team shape the “how”

   Good leaders don’t just say what to do. They set the goal, explain why it matters, and trust their team to figure out how to get there. Guidara gave his staff freedom to bring their own ideas—as long as the core values stayed intact. When people help shape the process, they feel more ownership, and that leads to better results.

5. Surprise creates stories

   Some of the most powerful guest moments cost little or nothing. A handwritten note. A birthday cupcake. A quiet upgrade. At Eleven Madison Park, staff were trained to listen for clues—something a guest missed, loved, or cared about—and use that to craft a small surprise. As Guidara said: “The best marketing is giving people stories they want to tell.” Great service meets expectations. Great stories come from going a little further.

Looking Ahead

Belize already has the warmth, the culture, and the beauty. But to grow in quality, not just numbers, we need to be more intentional about how we serve. That means stronger culture, better training, higher standards, more trust—and a mindset of care.

You don’t need a big team or budget. Just clarity on what matters, and the discipline to repeat it.

🎙️ Belize Tourism Futures is back for 2025 with new video podcasts. Season 2 is presented by BELTRAIDE and it’s all about real conversations with the people doing the hard, creative work of building a better Belize tourism industry. If you haven’t yet, check it out on YouTube, Apple, or Spotify.

This series is presented in partnership with BELTRAIDE, Belize’s national economic development agency. To partner with us, email belizetourismfutures at gmail dot com.

🎧 S2 E6: Raising Standards in Belize Tourism

Nick Scavone explains why tourists remember how something felt, not just what they did. He breaks down how good presentation builds trust, why engagement can be more valuable than amenities, and how simple design tweaks or staff training can completely change a guest’s perception. Packed with stories, tips, and lessons from decades in hospitality, this episode is a must-listen for anyone working in tourism.

This series is presented in partnership with BELTRAIDE, Belize’s national economic development agency. To partner with us, email belizetourismfutures at gmail dot com.

🎧 S2 E5: Why a Great Kitchen Drives Tourism Success

Mara Jernigan offers practical advice on how to run more efficient kitchens—even with limited budgets—and why tools like sharp knives, clear recipes, clean fridges, and strong communication matter more than people think. She also shares stories from her time in Belize, highlighting how small investments and shared knowledge can transform not just kitchens, but entire guest experiences.

This series is presented in partnership with BELTRAIDE, Belize’s national economic development agency. To partner with us, email belizetourismfutures at gmail dot com.

🎧 S2 E4: Tourism, Trade, and Economic Growth in Belize

Ishmael Quiroz reflects on Belize’s record-breaking tourism year, explains how BELTRAIDE’s programs support local businesses, and shares why sectors like BPOs are outpacing tourism in attracting talent. He also discusses what it would take to “industrialize around tourism”—and why packaging, branding, and policy reform matter more than we think.

This series is presented in partnership with BELTRAIDE, Belize’s national economic development agency. To explore partnership opportunities, email belizetourismfutures at gmail dot com.

🎧 S2 E3: How Strategy Shapes Great Tourism Brands

Joanna explains why guest empathy should guide your strategy, how to stay focused when you’re drowning in data, and why company culture—not campaigns—is often your strongest marketing tool. She shares the story behind one of her most impactful campaigns at Rancho Santana and offers practical advice for marketers who want to stand out without chasing every trend.

This series is presented in partnership with BELTRAIDE, Belize’s national economic development agency. To partner with us, email belizetourismfutures at gmail dot com.

🎧 S2 E2: What Makes a Great Tour Guide in Belize

Joe Awe breaks down the core traits of outstanding guides, from managing high-pressure situations to keeping every tour fresh. He also offers practical advice for the next generation of Belizean guides—and his take on how the country can raise the bar through specialized training.

In this first episode of 2025, Lorenzo Gonzalez sits down with Efren Perez, the new president of the Belize Tourism Industry Association (BTIA), to talk about the road ahead for tourism in Belize.

This series is presented in partnership with BELTRAIDE, Belize’s national economic development agency. To partner with us, email belizetourismfutures at gmail dot com.

🎧 S2 E1: How the BTIA Shapes Belize’s Tourism Industry

In this episode, Efren Perez shares how the BTIA is tackling infrastructure gaps, regional disparities, and policy challenges across Belize. From border regulations to youth involvement, we unpack the strategic work happening behind the scenes—and what’s still needed to shape a stronger tourism future.

In the global business world, the companies that stand out aren’t always the ones chasing trends or cutting costs. More often, they’re the ones making smart long-term bets.

This week, Stripe acquired Ireland’s largest secondary school science competition. Why? Because it positions them closer to the next generation of innovators. They’re not just investing in PR. They’re investing in future talent, reputation, and ecosystem health.

It made me think: why don’t more Belizean businesses make strategic investments like that? Why do so many of us focus on the next tourist, the next season, the next month’s expenses — while ignoring long-term opportunities that could improve our businesses and Belize’s economy for years to come?

So what’s holding us back?

Belizean businesses already face real limits: thin margins, conservative lenders, and weak industry support. But culture makes it even harder. A study by Li & Carballo scored Belize 38.5 for Long-Term Orientation and 68.5 for Indulgence, reflecting a mindset that prioritizes quick wins over patient planning. Avila & Pisani found the same: Belizeans tend to spend before they save, expect fast returns, and rarely reinvest.

Places like the U.S. also score high on indulgence, but they have systems that support long-term investment, including access to capital, strong institutions, and innovation incentives. In Belize, both culture and structure push businesses to think short-term.

This mindset plays out in everyday business decisions.

1. No Room to Breathe

   Most businesses run in survival mode. One slow month can put everything at risk. Long-term investments require savings, time, and space to think. Without that, there’s no room to plan ahead.

2. Limited Access to Capital

   Bold ideas rarely get funding. Banks are conservative. Equity investment is rare. Grants and innovation programs are limited or hard to access.

3. Strategy Takes a Backseat

   Owners are stretched thin. They handle bookings, repairs, payroll, and social media. There’s little time left to ask: Where are we going? What should we start now to be ready in five, 10 years?

4. Isolation from Global Best Practices

   Few entrepreneurs and professionals get to see how others solve problems or build systems. Without that exposure, it’s harder to think differently—or think long-term.

5. Lack of Ecosystem Pressure

   Many businesses stick to what already works. They copy tours, menus, or shop ideas because it feels safer than trying something new. But this leads to crowded markets, less differentiation, and fewer long-term advantages.

So what can we do?

It’s not about doing everything at once. It’s about starting with what matters and building from there.

1. Build systems, not just hustle

   Long-term progress starts with better operations. Document what works. Improve your workflows. Make your business less dependent on you alone.

2. Invest in people

   Train your staff. Mentor a student. Support internships. Building skills today creates stronger teams tomorrow.

3. Start small

   You don’t need millions. Save a little each month. Upgrade one process. Try one new idea. Small steps add up.

4. Collaborate

   Work with others in your area. Share marketing costs. Plan joint training. Build something bigger than your business alone.

5. Push for better support

   Ask for policies and programs that reward long-term thinking—like grants, tax incentives, or shared infrastructure.

Looking ahead

Belize doesn’t just need more tourists. It needs better systems, smarter bets, and bolder thinking. If we want a stronger future, we have to stop playing short-term and start investing like we plan to be here for the next 50 years.

Let’s start now.

🎙️ Starting June 4, 2025, I’ll be publishing new episodes of the Belize Tourism Futures video podcast every Wednesday. Season 2 is all about real conversations with the people doing the hard, creative work of building a better Belize tourism industry. Subscribe on YouTube, Apple, or Spotify—and raise the conversation with us.