One10 Names New CEO as Company Leans Into ‘Motivation Science’
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Skift Take
Incentive travel companies are under pressure to prove their programs drive real business results. One10’s new CEO points to a future in which motivation is achieved through behavioral science and analytics.
One10, a privately held incentives and engagement company, has named Drew Carter president and CEO.
The leadership transition follows a multi-year succession plan led by longtime CEO Bob Miller, who will step into the role of vice chairman of the board. Miller will focus on strategic acquisitions, enterprise growth initiatives, and maintaining key client and supplier relationships.
Company Profile
One10 was formed in 2017 as part of a management buyout of the channel and employee loyalty division of Aimia.
It remains a significant player in the global meetings and incentives ecosystem. According to Skift Meetings’ M&I 15, it employs roughly 550 people and works with major brands across automotive, technology, and financial services. Clients include Subaru, Workday, and Walmart. In 2025 the company delivered 471 meetings and 1,300 incentive programs, booking 429,334 room nights.
Recent acquisitions have expanded One10’s capabilities in both travel and technology.
In 2024, the company invested in Lorandus, an Ontario-based incentive travel and event management firm, and Gavel International, a Chicago-based incentive and travel company.
Then in July 2025, One10 acquired Whistle SystemsWhistle, a St. Louis-based employee engagement and rewards technology company founded by Carter, who has also led global enterprise initiatives at Maritz Motivation and AlixPartners.
Motivation Science Driving Behavioral Change
For Carter, the next evolution of the meetings and incentives sector will hinge on a concept the company calls motivation science, the application of behavioral principles and data to drive measurable business results.
“Organizations today are under increasing pressure to drive measurable performance from their people, partners, and customers,” Carter said. “Engagement strategies need to move beyond generic rewards and become more intentional and data-driven.”
He said that traditional incentive programs are increasingly being designed as strategic tools rather than standalone perks.
“We see growing demand for solutions that combine behavioral science, technology, and meaningful experiences to influence real behavior change,” he said. “Companies want programs that are designed strategically, measured rigorously, and aligned with their business outcomes.”
That approach, he added, allows companies to move beyond simply distributing rewards.
