“We are seen as an authority and from that position we can speak out with more confidence”

“A conference is not a goal in itself; it’s a means to achieve something greater: curing a disease, reaching an agreement, establishing peace,” says Yvonne Nassar. “In that sense, it’s part of a broader customer journey, with measurable impact.” The newly appointed CEO of the Netherlands Board of Tourism & Conventions (NBTC) believes there’s still work to be done in communicating that value beyond the sector itself.

Yvonne Nassar, who took up her position as NBTC’s managing director on 1 January 2025, has already passed her first hundred days of introductory meetings. In September, during the Tourism Top conference, she announced that NBTC will begin shaping Perspective 2040, a new national vision for Destination the Netherlands, to be developed collaboratively with industry stakeholders and adjacent sectors.

An ideal moment, therefore, to ask this seasoned meetings and marketing professional about her early learnings and the direction she foresees for NBTC.

What has surprised you most?

“I’ve worked with NBTC throughout my career – at RAI Amsterdam and later at the Van Gogh Museum – so I knew the organization’s warm, almost familial culture. What struck me was that this spirit isn’t just outwardly projected; it’s deeply rooted internally as well, alongside an impressive level of expertise and creativity across the entire organization.”

“It felt like a warm bath when I was introduced to all employees. The announcement of my appointment was turned into a fun quiz with music. Such a fun way to step in and be welcomed with so much energy.”

“I also received a warm reception from external partners across the country. Wherever I went, I was greeted with enthusiasm. That really showed me the role and position NBTC holds. Partners see us as skilled, positive, and – as they often said – an authority, thanks to our deep expertise combined with our independent national role. This position is widely recognized.”

How do these partners view NBTC’s role?

“Data collection and insights are high on the list, along with the international positioning of the Netherlands in tourism and conventions. We support provinces, regions, and cities in developing the Netherlands as a sustainable destination and in attracting targeted visitor segments. In my conversations, it became clear that NBTC can – and should – take the lead more often.”

What about the balance between leisure and business travel?

“We are the Netherlands Board of Tourism & Conventions. Both aspects are vital and deserve equal attention, which is reflected in our organization’s structure.”

And your role towards politics?

“We are an independent national organization, working from the framework of Perspective 2030, the national vision for Destination the Netherlands we co-created in 2018 with the sector. About 80 percent of our funding comes from the Ministry of Economic Affairs, which allows us to carry out our mission, though we’re not an implementing body of the ministry. We have our own goals and responsibilities. The remaining 20 percent comes from other sources: commercial partners, provinces, and municipalities, including partners from the meetings and conventions field. This mix ensures we stay connected with the sector and its developments.”

“At the same time, we are exploring how we can amplify the sector’s voice towards policymakers, especially in demonstrating the value of tourism and conventions. These days, it’s essential to clearly define what you stand for and to communicate it boldly. That applies to us, too. NBTC can show a bit more courage in speaking out.”

An unmatched international network

“NBTC has an exceptionally strong international network,” says Nassar. “With Eric Bakermans, Director of Marketing Meetings & Conventions, and our International Conference Advisor Lindsey Eijffinger, we have two highly experienced professionals with extensive global ties. Together with our colleagues abroad, we are deeply involved in leading international alliances. For example, Eric initiated a strategic partnership among European national convention bureaus, a valuable platform for sharing insights and tackling joint challenges like sustainability.”

“On the tourism side, we’re active within the European Travel Commission, which connects 36 national tourism boards and serves as a bridge to the European Union. Through it, we have direct access to the EU Commissioner for Transport and Tourism to represent our views on key emerging themes.”

How do you quantify that value?

“In our discussions with government bodies – from national ministries to local councils – we highlight both leisure and business travel and the broader value they generate. This will be a high-priority theme for next year: engaging in these conversations, while also substantiating the value of our sector with data. We want to measure impact from economic, social, and ecological perspectives.”

“Looking specifically at conventions, their social legacy is crucial, locally and nationally. They play into the Netherlands’ innovation strategy, focusing on mission-driven top sectors and new industrial policy areas where we aim to excel. Conferences contribute meaningfully to that.”

“As I told the Ministry of Economic Affairs, a conference is a tool to achieve a greater goal like healing diseases, reaching agreements, building peace. The event itself is just one element in a much longer journey.”

What are the core strengths of the Netherlands as a conference destination?

“Accessibility stands out, both in terms of infrastructure, with Schiphol Airport and strong rail connections, and linguistically, since English is so widely spoken."

“The professionalism of our sector and the way we collaborate is our strength”

“We also have a broad spectrum of high-quality venues across the country – from Maastricht to Utrecht, from the Randstad to Groningen – offering flexible solutions.”

Is that regional spread important?

“Yes, absolutely. Holding events near relevant knowledge hubs – where scientists and students are based – adds real value. Hosting conferences domestically also democratizes knowledge. It gives more professionals and supporting ecosystems access to expertise, networks, and funding opportunities.”

“NBTC actively promotes the geographical spread of visitors. Some areas face pressure due to congestion, while others struggle with declining amenities. Conferences – alongside tourism – can help revitalize those communities. Our destination management framework helps local authorities analyze supply and demand and adopt an integrated, proactive approach.”

Should there be national coordination to prevent competing for the same international congresses? 

“Not necessarily. Healthy competition is fine, the bid process will ultimately decide. What makes the Netherlands strong is our collaborative approach: the professionalism of our people and how we work across specializations. That collaboration is one of our core qualities as a conference nation.”

“Open, inclusive, and inventive, these are the core values of the Netherlands”

“The Netherlands’ core values – open, inclusive, and inventive – are reflected in that cooperation. A great example was this year’s NATO Summit, but every week, we see conferences illustrating this spirit.”

Where could things still improve?

“On a strategic level, we could align even more closely around conference content. There’s still work to do in explaining a conference’s added value beyond our sector. Scientists, for example, may only organize a major event once or twice in their careers; they focus, rightly, on their research. It’s up to us, together with governments and institutions, to keep articulating the broader story.”

Can you give a concrete example?

“Yes, take the Love Your Liver public programme linked to the EASL Congress at RAI Amsterdam. Around 900 people had their livers tested for free, and the campaign made national news. That’s a clear example of social legacy, measurable in the short term and valuable to revisit in the years ahead.”

How is NBTC approaching global uncertainties?

“We’ve just come through a pandemic, and we must expect that there may be another one in the future. Add to that today’s geopolitical tensions. It makes scenario planning essential. We can’t predict every crisis, but we can know what first steps to take if scenario X occurs.”

“We know we must prepare for future pandemics and address today’s geopolitical tensions”

“NBTC has a robust risk management framework and matrix in place. We track potential threats and define mitigation measures, whether to reduce, accept, or share them. The Dutch government itself uses scenario planning, and we’re aligning with that.”

“We approach geopolitical change as both a risk and an opportunity, a chance to demonstrate how our sector can contribute, while also protecting the ‘crown jewels’ of our organization and country.”

Perspective 2040
“During my first hundred days of meetings, one thing became clear: Perspective 2030 has been widely embraced across the sector. Many helped create it and embedded it into local policy. There’s now strong demand for a follow-up vision that helps everyone align future plans. That’s why we’ll begin work on Perspective 2040 next year, aiming to present the renewed vision in January 2027.”

What about developments in the United States?

“There’s a lot of uncertainty and little hard data. For now, we’ve seen no tangible impact on conventions here, but we’re staying alert. NBTC’s small New York office monitors developments closely and coordinates with our Strategy & Innovation team. We also keep our partners informed through regular briefings.”

“American travellers are increasingly aware of how they’re perceived abroad, which can influence travel choices. At the same time, U.S. institutions are being asked to align their diversity policies with government frameworks and those questions sometimes extend to international partners, including us.”

What are your longer-term goals for NBTC?

“We’re currently refining our overall strategy. It’s not a complete overhaul, but a recalibration; with a sharper focus and more practical tools. The question we’re asking is: what does NBTC stand for, and when should partners come to us? Partners have also told us we can be less modest. That they see us as an authority with significant expertise and influence. They encourage us to lead more decisively and to speak out more often. That takes courage, but it’s the right step forward.”

 

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Yvonne Nassar built her career at the intersection of international marketing, meetings, and culture. She began with Dolce Hotels & Resorts, overseeing European marketing from Paris, before returning to the Netherlands to establish the marketing and innovation department at RAI Amsterdam and reshape the convention centre’s positioning. Later, as Head of Marketing & Communication at the Van Gogh Museum, she focused on attracting new generations of Dutch visitors.

Beyond her roles in major institutions, she has served in leadership networks on marketing, innovation, and business. Since January 2025, Nassar has been NBTC’s Managing Director, driving the organization’s strategy with a focus on sustainable development, cross-sector collaboration, and the societal impact of tourism and conventions.

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