By Jamel Hardtman | The Daily Hour
The Bermuda Tourism Authority has announced its new CEO. Her name is Jan Hutton, and on paper, the credentials speak for themselves. She is described by the BTA as a respected global tourism leader with experience spanning destination strategy, tourism marketing, AI innovation, and sustainable growth across Australia, Africa, the Middle East, and the Asia Pacific region. She has worked with major organisations including Deloitte, South African Tourism, Destination Gold Coast, Destination NSW, Salesforce, and Barclays. Reading through her background, it is clear the BTA was looking for someone with deep global tourism expertise and a track record in transformation — at a time when the industry itself is rapidly evolving worldwide.
Naturally, many Bermudians are already asking the familiar question: why not a Bermudian?
That question is fair, and it deserves an honest response rather than a dismissive one. Most Bermudians would love to see qualified locals leading major institutions and industries on this island whenever possible. Personally, I have always believed the goal should be to have the right person in the role — and that hopefully that person is Bermudian. But if the reality is that a role cannot currently be filled locally, then what must exist alongside any external appointment is a serious, genuine succession plan. One that develops, mentors, and actively prepares Bermudians to step into those positions in the future. Leadership development is not optional. It has to be intentional.
Beyond the nationality conversation, though, the more pressing question is this: what does Bermuda’s tourism industry actually need over the next five years?
The challenges are not small. Global competition is intense. Tourism trends and consumer behaviour are shifting. AI and digital marketing are fundamentally reshaping how destinations compete for visitors’ attention and spending. And Bermuda still faces unresolved conversations around affordability, air access, entertainment options, service consistency, infrastructure, and how we position the island internationally against destinations with far bigger budgets and far warmer weather in winter.
At the same time, the opportunities are real. The anticipated reopening of the Fairmont Southampton is significant. Experiential travel is growing. Luxury tourism, sports tourism, cultural tourism, and digital storytelling all represent areas where a small, distinctive island like Bermuda can compete effectively — if the strategy is right and the execution is disciplined.
But here is what cannot be overstated: tourism success in Bermuda cannot rest on any one person. It requires collaboration across government, hotels, restaurants, taxi operators, small businesses, hospitality workers, and the BTA working in concert. And it requires something from the public too. Visitors do not just experience Bermuda’s beaches. They experience Bermuda’s people. That matters more than any marketing campaign.
So rather than debating the appointment itself, perhaps the more productive question this morning is: what advice would you give Jan Hutton as she steps into Bermuda’s top tourism role at such a pivotal moment for the industry?
My answer is simple. Respect the people of Bermuda. Listen to them. Learn from them. And build with them — not around them.
That’s where it starts.
— Jamel
The Daily Hour is Bermuda’s Daily Talk Show, brought to you by the BAC Group of Companies, HSBC Bermuda, Medical House, Lindos, People’s Pharmacy, and Hot 107.5.
