Over the past six years, J.D. O’Hara has taken the helm of Internova Travel Group, steering the company through a transformative process aimed at simplifying operations within a notoriously convoluted sector. As the CEO, O’Hara’s main focus has been to streamline Internova’s vast ecosystem, which encompasses around 50 diverse brands. The challenge of simplifying such a complex organization is not just an operational task; it encapsulates emotional ties to longstanding brands that have developed unique identities over the years.
“Changing cultures is never easy,” O’Hara remarked, acknowledging the emotional implications of brand consolidation. Under his leadership, there is a clear aim to reduce the number of leisure, direct-to-consumer brands to a manageable two or three, while also preserving the rich histories and cultures that accompany these entities. While other organizations might rush such transformations, O’Hara has committed to an inclusive and measured approach, ensuring that the insights of those directly involved guide the process.
J.D. O’Hara’s journey in the travel industry dates back to the acquisition of Carlson Leisure Group in 2008, which laid the groundwork for what is currently known as Internova. Transitioning into key leadership roles—first as president and then CEO shortly before the pandemic struck—O’Hara has faced unique challenges, steering the company through turbulent times while simultaneously advocating for structural change.
He outlined a notable decrease in the number of direct reports, a significant point of concern in the past where he was overwhelmed by an unwieldy organizational structure. Currently, the focus has shifted towards three main divisions: individual advisors, agencies, and direct corporate and leisure services. This strategic approach aims to bolster the company’s flexibility and adaptability in a constantly evolving market.
One of the pivotal actions O’Hara has initiated is the consolidation of Internova’s various direct-to-consumer leisure brands. The brands under consideration, including CruCon Cruise Outlet and Travel Leaders Vacation Center, while individually valuable, risk diluting the brand identity under their current structure. O’Hara has made a point of aligning these brands to fit more cohesively into the broader corporate strategy.
In transforming these brands, O’Hara envisions a more coherent marketing approach where each brand serves a distinct market segment. This will undoubtedly mirror the company’s advisor services division, where brands like Global Travel Collection and Nexion serve specialized markets. By aligning these brands strategically, O’Hara not only seeks to streamline operations but also to enhance value for travelers who increasingly seek personalized experiences.
Internova, positioning itself as a powerhouse in the travel service industry, serves an impressive network of over 100,000 advisors across more than 6,000 global locations. O’Hara recognizes the significant responsibility that comes with such scale, believing in the principle that a rising tide can benefit all within the industry. His commitment to empowering travel advisors is evident through initiatives aimed at elevating their professional standing.
In collaboration with NBC, for example, Internova is producing “1st Look Presents: Extra Mile Club,” a program that showcases advisors in action, planning unique experiences for diverse clientele. This endeavor not only promotes the advisors but also reinforces their critical role in the travel ecosystem.
Looking back at the tumultuous years impacted by the pandemic, O’Hara articulated optimism for 2024, which he anticipates could be “a banner year” for Internova in terms of revenue and profitability. Post-pandemic, travelers seem to be embracing journeys with renewed enthusiasm, seeking longer stays and more immersive experiences. This is a notable shift from previous patterns, where travel typically slowed in an election year, a trend O’Hara finds increasingly absent now.
Despite the unpredictability of current global events, including political climates, the resilience of the travel sector appears to be strong. Consumers’ changed perceptions regarding travel, in part spurred by the pandemic, suggest a lasting value placed on exploration and adventure.
As O’Hara continues to implement strategic changes within Internova, his vision of a streamlined, more efficient operation takes shape amid a recovering and evolving travel landscape. With the aim of embracing a holistic and sustainable approach to brand management, O’Hara’s leadership marks a notable era of growth and responsibility within the travel industry. In doing so, he not only seeks to honor the past but also paves the way for a prosperous future that aligns with contemporary traveler expectations.