Destination Greater Victoria has long been the region’s storyteller, promoter and advocate. It has pitched Greater Victoria to journalists, courted conferences and major events, and helped build a brand recognized far beyond the Island.
Now it’s taking on a longer view. The organization is working with partners across the region on hotel development, transportation, sustainability and the future of conference facilities, the kind of groundwork that shapes a place for decades.
For our Changemakers series, we sat down with CEO Paul Nursey to talk about marketing a destination while helping build it, and why he believes the two go hand in hand.
What groundbreaking approach or innovation sets your organization apart as a changemaker in today’s dynamic economic landscape?
Destination Greater Victoria pairs world-class destination marketing with destination development and long-term economic planning. We do more than promote Greater Victoria. We are helping to shape the region’s future.
Our team combines deep expertise in tourism, economic development, sustainability, and community engagement. On the marketing side, we lead with high-impact storytelling and media relations that maintains Greater Victoria’s global profile and brand recognition. At the same time, we are working with partners across the region on issues such as tourism infrastructure, hotel development, sustainability, transportation, and visitor experience enhancement.
That combination of market influence and long-term destination stewardship allows us to create economic impact today while helping ensure Greater Victoria remains competitive and resilient for decades to come.
What motivated your organization to join South Island Prosperity Partnership. How does this align with your vision for societal or economic impact?
Our decision to participate in South Island Prosperity Partnership was driven by the belief that visitors, investors, talent, and businesses see Southern Vancouver Island as one region, not as 13 separate municipalities. Economic success increasingly depends on regional collaboration. Challenges do not stop at municipal boundaries, and neither do opportunities.
Greater Victoria’s greatest competitive advantage is that we have not lost sight of what makes this region special. People are drawn here because of the natural beauty and economic opportunities along with the values that define our communities.
DESTINATION GREATER VICTORIA CEO PAUL NURSEY
In light of current global challenges, what strategies do you believe are essential for cultivating a resilient and thriving economic future for Greater Victoria?
At Destination Greater Victoria, our focus is on delivering the things within our scope that strengthen the region’s long-term economic resilience.
That means continuing to build and protect Greater Victoria’s global destination brand, attracting visitors, conferences, and major events that generate economic activity year-round, and championing the infrastructure investments needed to support future growth. It also means working collaboratively across sectors to advance priorities such as hotel development, conference and event capacity, transportation connectivity, sustainability, and destination competitiveness.
Greater Victoria has demonstrated resilience through economic uncertainty and our role is to help ensure the visitor economy remains a stable source of jobs, investment, and business opportunity. We will continue to advocate for the investments and partnerships that support sustainable growth while strengthening the region’s reputation as a world-class place to visit, live, do business, and invest.
With global competition for talent and investment intensifying, what unique advantages does Greater Victoria offer to stand out?
Greater Victoria’s greatest competitive advantage is that we have not lost sight of what makes this region special. People are drawn here because of the natural beauty and economic opportunities along with the values that define our communities.
We have a strong commitment to environmental stewardship, vibrant arts and culture, local businesses, reconciliation, and building communities where people want to be. Those qualities create an exceptional quality of life and a strong sense of place that is difficult to replicate.
The visitor economy plays an important role in supporting those community values. When managed thoughtfully, it contributes to the vibrancy and strength of the region.
In a world where many places are competing to attract people and investment, Greater Victoria stands out because we offer a community where economic prosperity, environmental responsibility, and quality of life are expected to go hand-in-hand. That’s a powerful advantage, and one we should continue to protect and build upon.
Looking at the hurdles facing our region, which challenge is your organization most dedicated to addressing and what drives this commitment?
One of the most important priorities for the next decade is ensuring Greater Victoria’s tourism infrastructure keeps pace with demand and remains competitive with other destinations.
That includes addressing the region’s hotel supply gap and advancing discussions around future conference and event facilities. Both are essential if we want to attract more business events and year-round visitation that supports local businesses, jobs, and investment. These are priorities identified through both the Greater Victoria Destination Plan and the Greater Victoria Hotel Development Working Group Report, which highlighted the need for additional hotel capacity and facilities that can support larger meetings and conventions.
What drives this commitment is the understanding that tourism infrastructure is community infrastructure. When we invest in the assets that support the visitor economy, we’re also investing in economic opportunity, vibrant public spaces, and amenities that residents benefit from as well.
We’ve seen what is possible when we align around a shared vision. For many years, renewal of the aging Belleville Terminal was recognized as a critical infrastructure priority. Today, that project is moving forward, demonstrating how long-term collaboration and advocacy can turn regional priorities into reality. The same focus and commitment will be needed as we address hotel development and explore the future of conference and event infrastructure in Greater Victoria.
Ultimately, our goal is to ensure the region has a thriving visitor economy that enhances the quality of life for residents and remains competitive for generations to come.
Is there a particular mantra, individual, or reading that has fueled your drive to make a difference in what you or your organization does?
One book that has had a lasting impact on me is The Hard Thing About Hard Things by Ben Horowitz.
Its central message is that leadership is often about perseverance through uncertainty rather than seeking perfect conditions. That mindset of grit, resilience, and persistence has been important throughout my career and continues to guide both my leadership philosophy and the work we do at Destination Greater Victoria.
Fast-forward two decades: how do you picture Southern Vancouver Island? Describe the transformations that will have taken place and paint a picture of our collective future, including our economic future.
Twenty years from now, I hope Southern Vancouver Island is recognized not simply for its economic success, but for how it achieved that success.
I see a region that has grown thoughtfully, staying true to the values that make this such a desirable place to live. A region where economic opportunity, environmental stewardship, cultural vibrancy, and quality of life reinforce one another rather than compete with one another.
Most importantly, I see a region that has maintained its sense of place. As we grow, we will have preserved the natural beauty, character, and community values that people cherish, while creating opportunities for future generations to live, work, visit, and prosper here. To me, that is what success should look like.
