Visit Baltimore’s New CEO Shares Convention Strategy

Baltimore’s ability to compete for major meetings is increasingly tied to a problem it hasn’t yet solved. An aging convention center that struggles to match the scale and flexibility of newer venues.

For Visit Baltimore's new CEO Kireem Swinton, addressing that gap is central to his strategy.

“It’s a number one push to get that done,” said Swinton. 

State-commissioned studies have already made the stakes clear. Without significant upgrades or a full-scale overhaul, Baltimore is expected to continue losing convention and trade show business to cities with more modern infrastructure.

That puts it at a disadvantage compared to centers like the Walter E. Washington Convention Center in Washington, DC, and the Pennsylvania Convention Center in Philadelphia, where newer layouts, expanded footprints, and updated technology align with evolving planner needs.

The convention center is a key driver of group demand in Baltimore, supporting hotels, restaurants, and the city’s downtown economy.

According to the Greater Baltimore Committee, the convention center hosts more than 100 events and 400,000 attendees each year, generating roughly $60 million in economic impact. 

Short-Term Incentives to Bridge a Long-Term Problem

While convention center plans remain uncertain, Swinton is leaning on immediate tactics to keep business flowing.

One of his primary tools is the “Save More in Baltimore” program, a financial incentive designed to attract meetings to the city’s hotels. Particularly those that don’t require the convention center.

The program applies to single-property bookings at 60 participating hotels and has been extended to cover events booked through 2030.

The program is featured on the destination’s Cvent dashboard, which Swinton says accounts for roughly 70% of its meeting bookings.

Selling the City Beyond the Convention Center

Swinton is also betting on Baltimore’s strengths outside of infrastructure, particularly its concentration of universities, medical institutions, and research organizations.

That “intellectual capital” strategy aims to attract higher-value meetings aligned with key industries, where content and expertise can outweigh venue limitations.

At the same time, he sees an opportunity in extending visitor stays.

“That bleisure traveler is a focus. Many don’t yet have a strong experience in the city, and that’s an opportunity,” he said.  “We want to make sure we have enough of a vibe where they say I would actually return to hang out and go to a game, a concert, an art festival.” 

For now, Swinton’s strategy is a balancing act: maximize what the city can sell today while pushing for the investment needed to compete tomorrow.