On this episode of Destination on the Left, I bring together three trailblazers for a candid community conversation about the heart of collaboration in the travel and tourism industry. Joining are Dave Herrell, President and CEO of Visit Quad Cities; Rebecca Mackenzie, President and CEO of the Culinary Tourism Alliance; and Sage Hamilton-Hazarika, Corridor Coordinator for the Underground Railroad Consortium of New York State.

Together, we discuss what true collaboration looks like, and the panel explores how putting trust, vulnerability, and outcomes over ego unlocks success not just in visitor numbers, but in cultural pride, reconciliation, and the preservation of stories and identity. My guests share real-life examples of cross-boundary partnerships, from bold destination branding to the creation of transformative culinary and heritage tourism experiences.

What You Will Learn in This Episode:

Why collaboration in tourism is increasingly about trust, vulnerability, and prioritizing outcomes over individual recognition
What tangible impacts true collaboration can have, from advancing reconciliation and celebrating cultural heritage to building destination resilience and social pride
How Visit Quad Cities strategically collaborates with less resourced organizations to build regional brands and blur the lines between tourism, resident attraction, and economic development
Why even small, volunteer-driven organizations can punch above their weight by leveraging partnerships for major projects
What “radical collaboration” means to the panelists, and how adopting a mindset of openness and flexibility allows for bold, innovative work
How the panelists measure the success of collaborative initiatives with a broader lens that builds community and legacy

Lessons from Destination on the Left’s Community Conversation

Collaboration isn’t just a buzzword—in the travel, tourism, and hospitality industry, it’s the engine that powers growth, creativity, and resilience. Drawing on stories from Dave Herrell of Visit Quad Cities, Rebecca Mackenzie of the Culinary Tourism Alliance, and Sage Hamilton-Hazarika of the Underground Railroad Consortium of New York State, this conversation revealed that radical collaboration means far more than sharing resources—it’s about trust, vulnerability, and transcending individual mentality.

Success in this industry isn’t a zero-sum game. Rather than competing, travel professionals thrive when they collaborate, lifting each other up and focusing on shared wins rather than territorialism.

Collaboration in Action: Three Inspiring Examples

For Dave Herrell, collaboration is built into the DNA of Visit Quad Cities, a regional destination marketing organization spanning 58 communities across two states. Bringing together diverse municipalities, counties, and funding sources demands a strategic approach. Dave described their innovative partnership with the local chamber of commerce to develop unified branding and marketing messages for the region, intentionally blurring the lines between promoting tourism, economic development, and livability.

Rebecca Mackenzie painted a picture of taste of place, showcasing how food and drink tell powerful stories about a region’s heritage. The Alliance’s recent event in Nova Scotia exemplifies radical collaboration: over 12 months, culinary organizations, Indigenous tourism networks, Parks Canada, DMOs, and local operators built an immersive experience intertwining Mi’kmaq history, language, and cuisine. The event attracted visitors outside peak season and fostered social impact and cultural pride.

As the sole paid employee in a mostly volunteer-run organization, Sage Hamilton-Hazarika knows firsthand how partnership is essential for small nonprofits punching above their weight. Through collaboration with DMOs, historians, and national heritage areas, the Consortium is developing the Harriet Tubman Scenic Byway, which will connect historic sites across New York and beyond.

Radical Collaboration

What does “radical collaboration” mean? My guests agreed that it is persistence—the refusal to accept ‘no’ as an answer, and the humility to let go of credit and control. It means doing the work, inviting new and unexpected voices to the table, and learning from every opportunity that arises. Measurement of collaborative success must consider social and environmental impacts, not just economic ones. For example, being asked to the table, deepening partnerships, celebrating local cultures, and expanding access are all signs of progress—even if your logo isn’t always visible.

Resources:

Dave Herrell: https://www.linkedin.com/in/dave-herrell-57a5906/
Rebecca Mackenzie: linkedin.com/in/rebeccaleheup
Sage Hamilton-Hazarika: https://www.linkedin.com/in/sage-hazarika-438b331a
Travel Alliance Partnership: https://travelalliancepartnership.com/

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