J.D. O’Hara’s tenure as CEO of Internova Travel Group has been marked by a single, decisive vision: the simplification of a historically complex organization. With nearly a decade of experience in travel management and a background that includes a pivotal role in the acquisition of Carlson Leisure Group, O’Hara has embarked on an ambitious journey to streamline Internova’s operations. In an industry characterized by fragmentation, his approach signifies a strategic shift aimed at consolidating brands and enhancing overall efficiency.
O’Hara’s focus on simplification stems from a genuine desire to alleviate the burdens that come with managing an extensive portfolio of travel brands. In discussions with industry stakeholders, he underscored the emotional attachment that often accompanies these brands. He believes that brands encapsulate cultures, which makes change both necessary and delicate. O’Hara’s thoughtful and inclusive approach showcases his understanding that meaningful transformation requires input from those who are intrinsically invested in the brands’ identities.
Internova’s structural evolution under O’Hara involves a comprehensive reevaluation of its operational framework. Previously, the organization consisted of an intricate web of approximately fifty brands and a diverse array of direct reports. Over time, O’Hara has streamlined this to three primary divisions: those catering to individual advisors, agency services, and corporate as well as leisure clients. This reduction not only clarifies the organization’s focus but also facilitates more streamlined decision-making processes, ultimately increasing responsiveness in an ever-changing market.
O’Hara’s current challenge revolves around a set of smaller, yet valuable, leisure brands, such as CruCon Cruise Outlet and Duncan Harper. By contemplating the consolidation of these brands into two or three strong entities, O’Hara seeks to leverage their combined value while avoiding dilution of brand identity. This consolidation mirrors the cohesive approach taken in the advisor services division, where Global Travel Collection and Nexion cater to distinct market segments. This intentional strategy is not merely about reducing numbers but rather about enhancing brand recognition and consumer understanding.
The significance of brand culture cannot be overstated, and O’Hara is acutely aware of the essential role it plays in shaping the organization’s future. His assertion that “changing cultures is never easy” reflects the inherent challenges present in any transformative endeavor. By actively engaging with employees, stakeholders, and clients during this transitional period, O’Hara is laying the groundwork for a collaborative culture that embraces change rather than resisting it. He emphasizes the importance of pacing these changes, illustrating a commitment to long-term stability over rash decisions.
Internova’s process of brand integration can also be seen in its operational divisions with the recent merging of corporate-focused brands such as Corporate Travel Services in Mexico and Travel Leaders Corporate. The establishment of Altour as the go-to brand for corporate and entertainment travel signifies a persistent intention to elevate the company’s profile in a competitive landscape while enhancing customer service.
In an era where digital presence and brand elevation are crucial, Internova has taken proactive steps to promote itself and its advisors. By partnering with NBC to create “1st Look Presents: Extra Mile Club,” O’Hara aims to spotlight the skills and expertise of travel advisors, helping to raise the profile of the entire profession. This initiative highlights the importance of showcasing travel advisors as indispensable resources in a thriving travel ecosystem, encouraging consumers to seek personalized travel experiences.
The financial trajectory of Internova offers insights into O’Hara’s effective leadership. After a notable decline post-pandemic, projections for fiscal year 2024 indicate that Internova is positioned for a “banner year,” with expectations of record revenues and profitability. Despite a still-somewhat constricted transaction volume, demand has shifted towards longer trips with higher spends, as travelers have demonstrated a profound appreciation for travel experiences.
The evolving landscape of travel has surprised many industry veterans. Historical patterns leading up to presidential elections often revealed a predictable downturn in travel, yet this year’s trends defied that cyclical behavior. O’Hara has observed a shift in consumer priorities post-Covid, indicating that the pandemic may have recalibrated how people value travel experiences. The reduced pre-election lull is sending strong signals about the resilience and adaptability of the travel industry.
As travel patterns continue to morph, O’Hara’s insights suggest a promising future for Internova and its stakeholders. His leadership philosophy, centered around simplification and cultural sensitivity, will likely serve as a navigation tool in exploring these uncharted waters, ensuring that Internova remains a key player in the evolving arc of the travel industry.