IMEX America
economic and geopolitical headwinds that require careful navigation, the underlying fundamentals remain exceptionally strong.
The latest Events Industry Council( EIC) Global Events Barometer shows North America continues to be one of the world’ s strongest-performing business events regions, with RFP activity running at 124 % of 2019 levels. That level of demand demonstrates both market resilience and confidence in the value that in-person events deliver.
U. S. Travel Association’ s 2026 Group Travel Report reinforces that picture, finding that domestic business travel
spending has reached 104 % of 2019 levels. On a global scale, EIC ' s Economic Significance Study found that business events generated US $ 1.3 trillion in direct spending in 2025 and brought together 1.65 billion participants worldwide.
Just as importantly, there remains strong international demand to visit the United States. US Travel forecasts international inbound travel will return to growth in 2026, with visitor spending expected to reach $ 178bn.
What I find particularly encouraging is the strength of future sentiment. US Travel’ s reports that 85 % of meeting professionals are optimistic about the year ahead, the highest level recorded in five years.
In an increasingly digital world, the desire to connect in person remains incredibly powerful. Whether it ' s a global sporting event or a business conference, people continue to place real value on shared experiences, relationship building and a sense of community.
At the time of writing, 75 % of all hosted buyers set to attend IMEX America are North American, which is on a par with other years and suggests that business appetite remains strong, and long-range. n
IMEX America takes place 13 – 15 October. Register here.
Designing for human needs Dr Matt Zakreski, a clinical psychologist, will deliver a session as part of IMEX America’ s‘ Designing for human needs’ education track:‘ A spectrum of strengths: How to optimise your neurodivergent employees’. Dr Zakreski says one in five people are neurodivergent, meaning they have different brains( i. e., ADHD, giftedness, autism, dyslexia) and ways of interacting with the world.
“ Understanding employee neurodiversity empowers leaders, managers, and HR professionals to support these employees’ needs, which frees up precious time and resources for other issues.,” he says.“ Additionally, understanding the nature of neurodivergent employees can also amplify significant strengths, including outside-the-box thinking and creativity.”
His session workshop will focus on how neurodivergent workers differ.“ When we ground our work with employees and teams in neuropsychology, our understanding of our colleagues’ behaviours, social skills, learning styles, and emotional regulation drastically changes for the better. Neurodivergence is both a vital lens through which to see our people and a broader social justice movement that extends far beyond the office.”
Dr Zakreski underlines that many great creators are( or were) neurodivergent.“ But the difference between these individuals and neurodivergent employees who struggled, or quit is that some people found environments that supported them and allowed them to thrive. Every workplace environment can make simple changes to staffing, hiring, feedback, firing, and collaboration that bring more voices to the table, unlocking the incredible untapped potential of the assets.”
“ In life, as in business, the only thing more dangerous than discomfort is rapidly becoming irrelevant because, in today’ s business world,‘ I didn ' t know better’ and‘ We ' ve always done it that way’ are no longer helpful,” Dr Zakreski adds.
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