Tourpreneur Tour Business Podcast

New Scientist Discovery Tours runs 100 tours with a team of four, works with six operator partners worldwide, and has guests putting deposits down on a solar eclipse in Australia in 2028. The entire operation is built around one idea: go to the same places as everyone else, but tell a story nobody else is telling.Kevin Currie, Director of New Scientist Discovery Tours, joined the company in 2019 to build what three journalists had started off the side of their desks. The pitch was simple: curate an itinerary around a science story, not a destination, and put an expert on the tour who can actually tell it. Kevin spent months in due diligence before signing on, looking at guest feedback, partner relationships, and industry data. Experiential travel was growing at 19% annually, roughly double the rate of standard travel. He built a business case, launched 20 tours, sold most of them out, and then lost everything to the pandemic. New Scientist kept him. He's been building since 2022 with a team of four.The episode covers how New Scientist structures tour development from the inside of a media company, what Kevin looks for when he chooses scientists to accompany tours, and how the team manages a supply chain of partner operators, DMCs, and tour leaders without becoming a tour operator themselves. Kevin explains why they work with only six partners and why the pre-departure briefing between the expert and the tour leader is one of the most important things they do. He describes the 4.6-kilometer walk in the Brecon Beacons where every hundred meters represents 100 million years of Earth's history, and the moment a guest looks up and realizes the last 20 centimeters represent all of human existence. The episode is also a case study in how a niche operator competes not by being cheaper, but by doing the thing competitors literally cannot copy: getting the science right.

This short episode was recorded live at GetYourGuide's Unlocked conference in September 2025.When you meet Arturo Ardao Rivera, the first thing you feel is his energy. He doesn't come off as an engineer, which was his profession until he discovered a joy for tour guiding and running a tour business. Originally from Madrid, Arturo found his true passion when he created Rainbow Tours Stockholm. It has grown from a solo operation to employing 26 guides.His story is one of rejecting some of his engineering tendencies (choosing feelings over numbers!) and leaning into strategies that appear unorthodox but have worked well for him.You'll discover:His unique "taxi tariff" model for private tours, and his approach to hyper-personalization.Why he doesn't ask for reviewsWhy he's not sold on the "get more bookings" industry mantra Why he visits guides he's thinking of hiring in their comfort zone, not hisHow guide applicants are asked to become undercover tour takersHow he leverages running two separate brands for pricing strategyHow he grow leveraging 10+ OTA partners, and how he's managing his distribution mixConnect with Arturo on LinkedIn, and visit Rainbow Tours Stockholm!

Pete Syme interviews Andrea Lamparini from WeRoad, a hybrid tech company and tour operator that's rewriting the rules of group travel for millennials and Gen Z. The conversation reveals how WeRoad has achieved exceptional growth by building a community-first model where strangers become friends through small group experiences, using travel coordinators instead of traditional guides, operating as a curated marketplace where top coordinators design their own trips, and leveraging technology to scale operations with one-third of their 200-person team dedicated to tech. Andrea shares how they maintain quality with 4,000+ casual travel coordinators who each lead just one trip per year, why they leave 30-40% of each itinerary unstructured for group decision-making, how their supply model works across 68-70 DMCs globally, and why they're expanding into B2B channels including travel agencies, employee benefit programs, and corporate partnerships that already represent 17-18% of revenue. The discussion covers their VC backing (rare for a tour operator), plans for US expansion in 2026, the power of their We Meet app hosting 50,000 community members at events this year, and Andrea's key lesson learned: curating their marketplace offering earlier would have prevented the conversion drop caused by overwhelming choice.Top Ten Takeaways1. Travel Coordinators Work Alongside Local GuidesWeRoad uses travel coordinators who are the same age as travelers, depart from the same home country, and focus on facilitating group dynamics rather than delivering local expertise. Local guides are still included for museums, parks, and other sites where specialized knowledge is needed. Travel coordinators create WhatsApp groups one month before departure, balance introverted and extroverted personalities, and coordinate the 30-40% of unstructured time built into every itinerary. WeRoad has 4,000+ coordinators working casual contracts with a commitment of just one trip per year.2. Quality at Scale Without Full-Time StaffCoordinators go through online applications, webinars, group interviews, and a final boot camp weekend with 100 candidates. Most visit destinations for the first time, but rigorous hiring and training ensure consistency. Local DMC partners provide backup if logistics fail. Top performers can become "producers" who design and scout their own trips.3. Groups Decide 30-40% of Their Itinerary in Real TimeAccommodations, transport, and core experiences are fixed, but dinners, half-days, and optional activities are decided by the group during the trip based on their interests and budget. Travel coordinators provide options and handle bookings with local partners, personalizing the experience to match group energy.4. A Curated Marketplace Scales the Portfolio 5xWeRoad's internal team creates 200 itineraries while travel producers create 1,000+ more. This model scaled their catalog 5x without adding internal headcount. All producers use standardized supply agreements ensuring every DMC meets centralized requirements for safety, insurance, compliance, and capacity.5. Supply Quality Is Non-NegotiableWeRoad works with 68-70 DMCs globally, visits partner sites, and monitors quality constantly. The rule is simple: mess up once or twice and you're out. Because each group makes different choices during unstructured time, suppliers must be flexible enough to support varied activities in every destination.6. Community Extends Beyond Travel Through We MeetThe We Meet app hosts 10,000+ events across Europe where 50,000 people connected this year. Travel coordinators organize pottery classes, running groups, hiking, pub quizzes, and weekend trips in their home cities. This keeps travelers engaged between their one or two annual trips and drives repeat bookings.7. One-Third of Staff Are Tech PeopleWeRoad built their entire platform internally: booking websites, supply platforms for internal operators and external producers, and the We Meet app. They use AI for customer service, machine learning for demand forecasting that gives suppliers 12-month projections, and sentiment analysis to understand feedback at scale.8. Growth Comes From Digital, Community, and B2B ChannelsWeRoad started with digital acquisition through social media and paid channels, building massive accounts that visualize the beauty of trips and community. They recently launched a global partnership program targeting travel agencies, employee benefit platforms, corporate retreats, and associations. This B2B channel already represents 17-18% of total volume.9. VCs Invest in Tour Operators That Look Like Tech PlatformsWeRoad is unusually VC-backed for a tour operator because investors see them as a tech platform sustaining a brand mission. Strong unit economics in mature markets mean they can self-finance growth, but external investment accelerates new market expansion. The focus remains on sustainable growth, not burning money short-term.10. Overwhelming Choice Kills ConversionAndrea's biggest lesson: curate your marketplace offering early. When WeRoad first opened to travel producers, the abundance of trips—including duplicates—confused customers and decreased conversion. They now prioritize how offerings are visualized and presented, not just experience quality. US expansion is planned for 2026 after strengthening European markets, followed by Asia and Middle East. Japan is currently their most popular destination.

Ryan Connolly went from finance analyst to glacier guide to co-founder of Hidden Iceland. In this episode, he shares the numbers behind their most pivotal business decision: cutting small group tours that represented 50% of their departures but only 10% of revenue.That shift to exclusively premium and luxury private tours helped the company grow by 5% while improving quality and profitability. Ryan explains how relationship marketing drives 70% of their bookings directly without OTAs, why they lead with education when working with travel advisors, and why PR outperforms paid advertising when selling luxury experiences.Plus, the story of how a three-year journey across 40 countries led him to Iceland, where he met his wife on a glacier tour and built a business with two partners.Top 10 Takeaways for Tour Operators1. Cut unprofitable segments ruthlesslySmall group tours accounted for 50% of Hidden Iceland's departures but only 10% of revenue. After eliminating that segment, they grew 5% by focusing resources on premium and luxury private tours where margins are higher.2. Partner with competitors instead of viewing them as threatsWhen customers can't afford Hidden Iceland's luxury pricing, Ryan personally introduces them to partner companies that serve the budget segment. This maintains relationships and positions them as helpful experts rather than pushy salespeople.3. PR drives better ROI than paid ads for high ticket salesOver 450 articles in publications like Condé Nast, Forbes, and CNN have driven 70% direct bookings. For luxury trips ($20,000+), earned media builds trust better than Facebook or Google ads.4. Lead with personal story in first customer contactRyan's initial email starts: "Hello, my name is Ryan. I'm originally Scottish. I've lived in Iceland since 2016. I originally trained as a glacier guide..." This builds immediate trust and differentiates from transactional competitors.5. Educate travel advisors. Don't just sell to themHidden Iceland runs webinars teaching agents about Iceland's seasons, distances, and what each time of year offers. Not sales pitches. The education first approach builds meaningful advisor relationships that generate 30% of bookings.6. Vet activity partners on safety and environmental standardsBefore partnering with snowmobile companies, helicopter tours, or other providers, Hidden Iceland shares their own safety and environmental policies first, then asks partners to reciprocate. This creates collaboration, not just transactions.7. Train guides to be themselves, not follow scriptsInstead of teaching guides what to say at each stop, Hidden Iceland tells them: "Be yourself in the most authentic way possible and create genuine connections." This leads to reviews that praise the guide more than the destination.8. Choose conferences strategically. Avoid the herdRyan skips luxury travel conferences if more than 2 or 3 other Iceland companies will attend. Less competition means easier differentiation and more meaningful conversations with travel advisors.9. Keep the sales process low tech and high touchDespite having a CRM (LEMACS), Hidden Iceland puts key itinerary details in the body of emails and offers phone calls early. For luxury clients, human connection trumps slick automation.10. Build the business with partners you trust implicitlyRyan emphasizes: "Don't set up a company with anyone you don't trust inherently and that you believe will communicate effectively during the hardest times." Through pandemics and volcanic eruptions, Hidden Iceland's three owners have never shouted at each other because they chose partnership carefully.

This conversation with Jeff Gayduk, publisher of Premier Travel Media, reveals an industry at a transformative inflection point where specialized group travel is experiencing unprecedented growth despite predictions of its demise. Speaking from his unique vantage point overseeing multiple travel industry verticals, Gayduk identifies 2026 as a watershed year driven by three major events—the World Cup, Route 66's centennial, and America's 250th anniversary—while highlighting the explosive growth in niche markets from pickleball tourism to multi-generational family trips. The discussion underscores a fundamental shift in how travel experiences are designed and marketed, moving away from cookie-cutter itineraries toward highly specialized, passion-driven offerings that leverage everything from sports tournaments to career readiness programs, with successful operators focusing on authentic relationships and deep expertise rather than trying to compete with legacy brands on traditional offerings.10 Key Takeaways1. Group Travel is Experiencing Its Most Exciting EraThe group travel market has undergone a complete transformation since COVID, moving from a defensive position of proving relevance to an offensive surge of innovation and growth. Special interest groups, family bonding experiences, and educational opportunities are creating unique travel products unavailable to individual consumers. The pandemic's forced separation actually accelerated demand for meaningful group experiences rather than diminishing it.2. Three Major Events Will Define 2026 TourismThe World Cup across 16 North American cities will bring 6.5 million visitors with 40% from overseas, creating massive opportunities for tour operators in hub cities. Route 66's anniversary and America's 250th celebration will generate patriotic tourism and historical programming throughout the year. These events create both standalone opportunities and chances for creative tour operators to build complementary experiences around the main attractions.3. Sports Tourism Has Become the Industry's Hidden GiantYouth sports tournaments drive consistent weekend travel with families spending whatever necessary for their children's athletic participation, creating massive but underserved tourism segments. Adult amateur sports, particularly pickleball, are seeing explosive growth with facilities featuring 32-64 courts becoming destinations themselves. The opportunity lies not in the games themselves but in creating experiences for the downtime between matches, serving families who are tourists without tour infrastructure.4. The Student Travel Market Has Evolved Beyond Class TripsCareer readiness programs are emerging as students face AI-driven uncertainty about future employment, with manufacturers and trade schools becoming unexpected tourism partners. Small, specialized STEM groups and performance ensembles are replacing massive band trips, creating opportunities for highly targeted educational experiences. College visit tours have become sophisticated multi-campus experiences as the stakes for education choices continue rising.5. Niche Specialization Beats General Tourism Every Time"The riches are in the niches" has proven true as operators who focus on specific passions outperform those trying to compete on standard itineraries. Technology now enables operators to reach highly specific audiences globally rather than being limited to local marketing through yellow pages and park districts. The tighter the niche, the easier it becomes to market and the more likely customers are to pay premium prices for expertise.6. Multi-Generational Travel Represents Billions in Untapped OpportunityOlder Americans with disposable income are funding entire family trips, from luxury yacht cruises to Disney vacations, often including extended family and friends. These trips require sophisticated customization that big operators can't provide, creating opportunities for bespoke tour designers. The spending on these milestone celebration trips is "mind-boggling" according to industry data, with grandparents willing to invest heavily in family bonding experiences.7. DMOs Are Underutilized Partners for Tour OperatorsDestination Marketing Organizations spend hundreds of thousands on marketing but need tour operators to provide the actual bookable products visitors seek. DMOs possess mountains of data and local insights that operators often don't know to request, creating missed opportunities for partnership. The relationship should be symbiotic: DMOs drive inspiration and awareness while operators deliver the experiences that fulfill that inspiration.8. Legacy Operators Must Balance Old Customers with New AcquisitionLarge traditional operators face the challenge of serving aging loyal customers while attracting younger demographics with different travel styles and expectations. Successful adaptation includes smaller group sizes, slower itineraries with longer stays, and the integration of river cruising as a bridge product. The human relationship element that made these companies successful remains their key differentiator even as they modernize their offerings.9. Travel Advisors Are Specializing to Survive and ThriveThe successful travel advisor model has shifted from selling airline tickets to becoming highly specialized experts in specific destinations, cruise lines, or travel styles. Good advisors serve as client advocates navigating an increasingly complex travel landscape, especially for multi-generational or special interest trips. The question remains whether there's a sufficient pipeline of new advisors entering the field to sustain this specialized, high-touch service model.10. Experience Design Trumps Destination MarketingModern travelers seek transformative experiences rather than destination checkboxes, with operators succeeding by creating unique access and authentic local connections. Events from Taylor Swift concerts to World Cup matches are becoming trip anchors, with some operators building entire experiences around events without even including tickets. The shift represents a fundamental change from "where are we going" to "what will we become through this experience."

Born from a wine import business and shaped by deep relationships with multi‑generational wineries, Joy of Wine Journeys built a premium, multi‑day model with a ~75% repeat rate. Natalie shares why they skip big cities, how “depth over density” creates value, and how pricing, partnerships, feedback, and tight ops compound into growth.Top 10 takeaways1) Repeat guests keep coming back. About 75% rebook, often bringing friends and family. Nail the first trip and lifetime value follows.2) Win the in between. Don’t try to run Paris or Venice. Guests fly into a gateway, then the tour connects the regions in between where long winery relationships unlock access and stories.3) Fewer stops, deeper moments. Five wineries in ten days. Hosted visits. Family meals. Time to linger. People remember conversations and rituals, not mileage.4) Price for the value you deliver. Raise prices as the experience improves. Let booking behavior and guest comments set the ceiling, not nerves.5) Partners make you resilient. When a bus failed, local partners mobilized vans, cold water, and support within the hour. Good relationships turn problems into loyalty moments.6) Feedback is the roadmap. Debrief during and after each tour, then keep, change, or cut. Trim bloat, smooth pacing, and upgrade hotels, meals, wines, and transport.7) Know who you serve. Average age ~63. Well traveled. Hungry for hosted, exclusive experiences without snobbery. Design pacing, teaching, and access for that person.8) Confirm, confirm, confirm. Book a year out, then reconfirm at six months, three months, one month, and day‑of. Fewer surprises. Smoother days.9) Help in the cities even if you don’t operate there. Refer guests to vetted guides in Venice, Milan, Paris, Nice, and Florence so the whole trip feels looked after.10) Use tech to support margins, not as the magic. TravelJoy for CRM, WeTravel for euro payments, Travelfy for itineraries, QuickBooks for the back office. The differentiator is still access, hosting, and relationships.

When Christian Wolters rejoined Intrepid Travel, his goal wasn’t to reinvent the brand—it was to reconnect it to its core. As President for Canada and GM of Marketing for North America, Christian brought a global perspective to a local challenge: how to ensure that Intrepid’s messaging reflected its values, operations, and guest experience.At the time, Intrepid already had strong credentials as the world’s largest B Corp-certified travel company—but its marketing had become noisy. Christian’s task was to bring back clarity and alignment.In this episode, he shares how the team rebuilt trust through transparent messaging, simplified their email strategy, and launched bold campaigns—like “Offsetting is not enough”—that prioritized substance over slogans.We explore how brand credibility starts internally, how even small teams can clarify their voice, and why the most effective growth strategy is simply this: make sure what you say matches what you do.Top 10 TakeawaysHere’s what stood out from Christian’s approach to brand leadership at Intrepid Travel—and how you can apply the same principles no matter your team size or marketing budget:Marketing only works when it reflects what’s realBefore crafting new campaigns, Christian focused on whether the brand’s messaging matched the guest experience. Effective marketing starts with operational alignment, not just creative ideas.Less content can create more impactIntrepid eliminated 70% of its email marketing output. By reducing noise and focusing on relevant, high-quality communication, they saw stronger engagement and a better connection with their audience.Transparency strengthens your positionInstead of promoting carbon offsets as a total solution, Intrepid launched a campaign that openly stated: “Offsetting is not enough.” That honesty sparked deeper trust among travelers who care about sustainability.Internal stories are the foundation of brand identityChristian built Intrepid’s external messaging around what employees already cared about and talked about. That made the brand more authentic, more consistent, and easier to rally around.Clarity attracts the right peopleGetting specific about Intrepid’s values helped bring in better-fit travelers, partners, and employees. When you know what you stand for, the right people find you—and the wrong ones self-select out.Show up with your real voice, not someone else’sChristian encouraged small operators to speak in their own words. You don’t need slick campaigns to earn trust—just a clear point of view and consistency in how you show up.Sustainability starts with how you operateFor Intrepid, being a responsible travel company isn’t just a message—it’s built into how trips are run, how suppliers are chosen, and how decisions are made. Marketing simply tells that story.Internal alignment makes external messaging strongerChristian made sure every team member could explain the brand’s purpose and values. When your team understands the story, they can embody it and share it more naturally with guests.Rebrands can help clarify—not just refresh—your identityIntrepid’s rebrand wasn’t just about visuals. It was about focusing the company’s message and voice to reflect its mission more clearly and consistently across all channels.Small teams can apply the same approachEven without big budgets or a full marketing department, operators can build stronger brands by focusing on alignment, simplifying their message, and staying grounded in purpose.