Advertising & Promotion Commission — Fayetteville, AR
Date: 2025-11-17
Time: 14:00

Fayetteville Advertising and Promotion Commission
 November 17, 2025

 Commissioners: Elvis Moya, Chair, Tourism & Hospitality Representative
 Katherine Kinney, Tourism & Hospitality Representative
 Elliot Hunt, Tourism & Hospitality Representative
 Chrissy Sanderson, Tourism & Hospitality Representative
 Sterling Hamilton, Commissioner at-large
 Sarah Bunch, City Council Representative
 Mike Wiederkehr, City Council Representative

 Staff: Ryan Hauck, CEO

 Agenda

I. Call to order at 2:00p.m.

II. Administration
 A. Additions or changes to the agenda may be added upon request from a majority
 of the commissioners.

 B. Review and approval of September 29th and October 27th meeting minutes.

III. Reports
 A. Meet the Team
 • Chloe Bell, Community Engagement Manager, Experience Fayetteville
 • Dell Hall, Tourism Sales Manager, Experience Fayetteville
 • Griffin Stroupe, Director of Sales, Fayetteville Town Center

 B. CEO Report, Ryan Hauck. An executive overview of the previous month

 C. Financial Report, Jennifer Walker, VP of Finance


IV. Old Business
 A. Discussion and Vote. Downtown Fayetteville Coalition FY2026 funding

V. New Business

 A. Vote. Walton Arts Center Marketing Budget Request. The Legacy Of Levon
 Helms exhibit information included.

 B. Vote. Agency of Record. VERB. Master Professional Services Agreement,
 Scope of Work and Memo with staff recommendation included.

 C. Vote. Public Relations Agency. AM Group. Client Services Agreement and
 Memo with staff recommendation included.

 D. Discussion. FY2026 Budget. Summary report included.

VI. Good of the Order/ Adjournment
Fayetteville A&P Commission Meeting Minutes
September 29, 2025 – Fayetteville Town Center – 2:00 p.m.

Present: Chair Elvis Moya, Sterling Hamilton, Mike Wiederkehr, Sarah Bunch, Chrissy
Sanderson, Elliot Hunt, Katherine Kinney

Staff: Ryan Hauck, CEO

I. Call to Order
Chair Moya called the meeting to order at 2:00 p.m.

II. Approval of Minutes
Motion: Bunch | Second: Hamilton | Approved via roll call.

III. Collections Contract with City of Fayetteville
CEO Hauck presented the previously approved (Nov. 2024) collections contract, re-
submitted for updated signatories and to provide a signed copy to the city. The fee remains
2% of collections, with a projected 2026 cost of $108,000. Motion: Wiederkehr | Second:
Bunch | Approved unanimously.

IV. Reports
A. Meet the Team

Hauck introduced staff members Miletus Callahan-Barille (Maintenance Supervisor),
Robbie Courtway (Event Services Coordinator II at FTC), and Melissa Freeman (Marketing
Manager at EF).

B. CEO Report – Ryan Hauck

• New Visitors Guide distributed to 13 Welcome Centers, hotels, and attractions, plus 300+
mailed copies.
• Ale Trail Passport launching at Falltoberfest.
• Reviewing RFQs for Agency of Record and Public Relations; commission requested top
2–3 staff recommendations.
• Growth in group bus tours; exploring Certified Tourism Hospitality program for front-line
staff and volunteers.
• FTC hosted 18 August events and 24 in September; 37 new contracts in negotiation;
rebranding & refreshing underway.
• Discussion on new restaurants, upcoming events, and an October all-day planning
retreat (approved).

C. Financial Report – VP Jennifer Walker
• YTD revenue: 66% of budget (1% under target); expenses: 61% (6% under).
• HMR collections: $3.4M; net income: $319K; cash/investments: $5.2M; FTC unearned
revenue: $275K.

D. Music Cities Recap – VP of Sales Tina Archer
Archer shared event highlights and a recap video, thanking community partners including
Brian Crowne with George’s Majestic Lounge who was attending this meeting. She noted
strong outcomes from Arkansas Music Week and emphasized the event’s international
reach and tourism impact. Hauck commended the team’s work.

E. Downtown Fayetteville Coalition Update – Kelly Rich

Rich provided an overview of DFC’s progress over the past 2.5 years, including
establishing its structure, securing funding, and collaborating with the City on downtown
ordinances. She outlined the coalition’s strategic pillars—Common Voice, Welcoming,
Place Keeping and Capacity—and reviewed key annual events and discussed estimated
economic impact.

Rich noted that DFC’s current goal is to transition into a self-standing nonprofit
organization (501c3), allowing it to attract additional donors and funding sources. DFC is
requesting a three-year funding agreement from both the City of Fayetteville and the A&P
Commission and Rich discussed potential staffing models to support the transition.

DFC Board President Brian Crowne added insight into the coalition’s governance and
long-term sustainability plans. Commissioners discussed the proposed funding structure,
staffing, and continued A&P representation on the DFC board. Crowne confirmed A&P
would retain board seats. CEO Hauck reiterated that this meeting was informational only;
no vote was taken.

F. Ozark Folkways Lease – Abby Hollis

Hollis expressed appreciation for the finalized lease agreement and offered to answer
questions.

V. Old Business
Ozark Folkways Lease Approval – Final revisions included language on political activity,
hold harmless terms, and landlord notice. Motion to approve the lease with these final
revisions was made by Commissioner Kinney | Second: Hunt | Approved unanimously to
commence Oct. 1, 2025–Sept. 30, 2030.

VI. Adjournment
Meeting adjourned at 3:47 p.m.

Minutes prepared by: Amy Stockton, Experience Fayetteville
Fayetteville A&P Commission Retreat Minutes
October 27, 2025 – Fayetteville Town Center – 9am to 4pm.

Present: Chair Elvis Moya, Sterling Hamilton, Mike Wiederkehr, Sarah Bunch,
Chrissy Sanderson, Elliot Hunt, Katherine Kinney

Staff: Ryan Hauck, CEO

I. Call to Order
Chair Moya called the meeting to order at 9:10am.

II. Administration
There were no additions or changes to the agenda requested.

III. Briefing on Commission Orientation Binders and Agency Proposals
CEO Hauck reviewed the contents of the orientation binders and handouts each
commissioner received and then gave an overview of the RFQ and RFP used to
secure applications for a new Agency of Record and a Public Relations agency.

The Commission heard from 4 agencies, 2 each in response to the RFQ for
Public Relations and the RFQ for AOR. Discussion ensued with a staff
recommendation to be made at the November meeting.

IV. Downtown Fayetteville Coalition

The commission discussed the Downtown Fayetteville Coalition during lunch with
several funding and staffing options reviewed with more discussion to happen in
November.

V. Asset Tour

After lunch, the commission went on an asset tour which included the Fayetteville
Town Center, Experience Fayetteville, Walker Stone House and Art Court.

VI. FY2026 Budget and Planning

Following the asset tour, an introduction to the draft FY2026 budget was
presented by Hauck with an opportunity for commissioners to make suggestions
for initiatives that fit our focus and destination master plan. The FY2026 budget
will be presented in more depth at the November meeting.

The retreat concluded at 4pm.

Minutes prepared by: Amy Stockton, Experience Fayetteville
CEO Update – September & October 2025

Marketing & Communications
• Fayetteville Ale Trail transition completed. New passport featuring 9 breweries
distributed locally and to 13 Arkansas Welcome Centers. Updated branding
aligned with EF; Ale Trail website retired—content now on main EF site.
• Visitor Guides: 1,036 mailed nationwide.
• Mobile Visitor Center appeared at Chile Pepper, Falltoberfest, NICA events,
and Razorback tailgate.
• New Online Event Calendar launched Oct. 23 via Vibemap.
• Impossible Routes: Ozarks film premiered Oct. 15 at Stonebreaker with 100+
attendees; funded by Cyclocross Legacy.
• Hosted multiple journalists and creators—coverage in cycling, family travel, and
general tourism.
• PBS Appalachia filmed “Hometowns” (airs Jan 22, 2026).
• Website traffic up 29% YOY in October.
Website Performance Report-September – Pixel Perfect
Website Performance Report – October – Pixel Perfect
Social Media Report - September – AM Group
Social Media Report - October – AM Group
September Paid and Earned Media Report – Outright
October Paid and Earned Media Report – Outright

Destination Services
• Visitor Center:
  - Sept – 978 visitors (vs 338 in 2024); $2,741 sales (vs $1,250).
  - Oct – 1,174 visitors (vs 908); $23,204 sales (vs $2,042).
  - International visitors from France, South Africa, Japan, UK, India, Mexico &
others.
• Special Events: Sundays on the Square, Music City, Film Festival, Touge Con,
Razorback Football, Sunset Farmers Market, and Halloween

• Hosted Bentonville CVB tour of VC; Fresh Junkie Race planning; XNA
hospitality for Music City.
• Supported Touge Con and Tourism Roundtable.
• Represented EF at Skål, Suits & Sneakers, State of the Region, and Arkansas
Parks & Tourism events.
• Preparing for American Bus Association conference (60+ appointments
booked).
Sales Department
September Highlights:
• IMEX Las Vegas: Tina represented EF with 15 buyer connections.
• Prospective Events: Take Off North America 2026 (400 attendees), Delta
Upsilon 50-Year Reunion 2025 ($50K EI), Fresh Junkie Run Pig Sooie 2026
($250K EI).
• Definite: GRIT Festival 2025 ($79K EI).
• LinkedIn: +71 followers; strong engagement.
• Please see the Music Cities Convention Event Report following this report
October Highlights:
• TEAMS Expo (Columbus, OH): Jose completed 76 appointments with top
sports prospects.
• New/Prospective Sports Events: 5v5 Soccer 2026 Tournaments, AUSL
Championship 2026, Marshall Islands Outrigger Cup 2026, College Golf
Experience 2026/27.
• Definite Events: Chili Pepper Cross Country ($1.8M EI), Southwestern Fire
Chiefs, Arkansas Optometric Assoc., and ADPHT ($233K combined EI).
• LinkedIn: +91 followers; stronger engagement and metro reach.

Fayetteville Town Center
September:
• Events: 35 (8,500 attendees avg 242)
• Revenue: $110K (vs $103K in 2024); YTD $548K
• Bookings: 7 new; 20 in negotiation ($750K value)
• Key Win: Congress for New Urbanism 2026 secured
• Projects: Safety training, storage reorganization
• Challenges: Staff illness mitigated through cross-training
• Upcoming: Suits & Sneakers Gala; State of the Region; UA Alumni Awards

October:
• Events: 27 (8,000 attendees avg 296)
• Revenue: $139K (vs $82K in 2024); YTD $692K
• Bookings: 7 new; 11 in negotiation ($511K value)
• Highlights: Harvest Group success, improved storage efficiency, bar sales up
YOY
• Priorities: Holiday season, EOY close-outs, Q1 rebookings.
Downtown Fayetteville Coalition

September:

Produced Falltoberfest and Phantasma in October with over 70 vendors at
Falltoberfest with many of them selling out of product and many businesses at
capacity most of the day.

Upcoming Events:

Lights of the Ozarks Light Night: this Friday, November 21st the lights turn on at
6pm and then at 5pm nightly through January 1.

Lights of the Ozarks Parade: Thursday, December 4th at 6:30pm downtown

Cyclocross National Championships, December 10-14th, Centennial Park

Proposed 2026 A&P Commission Meeting Dates

Typically, 4th Monday at 2pm, Fayetteville Town Center

*Denotes an alternative Monday

 January 26 – Nominate and vote for 2026 Commission Chair

 *February 16 – 3rd Monday due to Arkansas Governor’s Conference on
 Tourism (This is Presidents’ Day)

 *March 16 – 3rd Monday to avoid spring break

 April 27

 *May 18 – 3rd Monday to avoid Memorial Day

 *June 15 – 3rd Monday due to staff professional travel

 July 27

 August 24

 *September 21 – 3rd Monday due to staff professional travel

 October 26

 *November 16 – 3rd Monday to avoid week of Thanksgiving

 *December 14 – 2nd Monday if needed, to approve 2027 budget
 EVENT REPORT
 FAYETTEVILLE, ARKANSAS




 2025
Hosted by Sound Diplomacy
Events and Education and
Experience Fayetteville 16–18 SEPTEMBER
INTRODUCTION
At Sound Diplomacy Events and Education,
we are shaping stronger communities and
thriving economies by placing music at the
heart of urban development. We believe in
creating cities where culture and creativity
drive progress, and where everyone
benefits from the power of music.

This is the vision that guides the Music
Cities Convention, the world’s leading
global gathering on the role of music in
developing better cities.

In 2025, we were proud to bring the 14th
edition of this global event to Fayetteville,
Arkansas, a city that embodies innovation,
inclusivity, and showcases the
transformative impact of music.




 RARELY HAS A CONFERENCE FELT LIKE FAMILY. THIS WAS MY EXPERIENCE AT THE MUSIC
 CITIES CONVENTION AND AWARDS IN FAYETTEVILLE, ARKANSAS, PRESENTED BY SOUND
 DIPLOMACY EVENTS AND EDUCATION. DESPITE GLOBAL ATTENDEES, THE AUDIENCE WAS
 BONDED BY MUSIC, IMPACT AND OPPORTUNITY”
 Daryl Raven
 CEO, QMF & Qld Music Trails
 (Australia)




 #MusicCitiesEvents #MusicCitiesConvention MUSIC CITIES CONVENTION @musiccitiesevents musiccitiesevents.com
HARNESSING THE POWER OF MUSIC TO BUILD VIBRANT
CITIES AND SUSTAINABLE FUTURES
From September 16–18, 2025, the Fayetteville
Music Cities Convention took place across
key venues in Fayetteville, Arkansas. Hosted
as part of a dynamic week of programming
dedicated to showcasing music’s role in
community development and economic
growth, the event gathered global leaders,
policymakers, and innovators to share
knowledge and strategies for building stronger
cities through music.


The 14th edition of the Music Cities
Convention opened at the Fayetteville Public
Library with the Music Cities Awards
Ceremony, celebrating the most impactful
uses of music worldwide, and featured three
days of performances, discussions, and
networking aimed at exploring the practices for
turning cities into thriving Music Cities.

The full results of the contest can be viewed at
www.musiccitiesevents.com/awards




 HOSTING THE MUSIC CITIES CONVENTION IN FAYETTEVILLE WAS MORE THAN A CONFERENCE;
 IT WAS A DEFINING MOMENT FOR OUR COMMUNITY. OVER THREE DAYS, WE WELCOMED
 DELEGATES FROM ACROSS THE GLOBE, SHOWCASED THE INCREDIBLE TALENT OF ARKANSAS
 ARTISTS, AND SPARKED MEANINGFUL CONVERSATIONS ABOUT HOW MUSIC SHAPES
 TOURISM, ECONOMY, AND QUALITY OF LIFE”
 Tina Archer-Cope
 Vice President of Sales, Experience Fayetteville
 (USA)


 #MusicCitiesEvents #MusicCitiesConvention MUSIC CITIES CONVENTION @musiccitiesevents musiccitiesevents.com
CONSOLIDATING MUSIC POLICY CULTURE AS PART OF THE
FABRIC OF OUR CITIES
On September 17th and 18th, delegates The convention concluded with a closing
gathered at the Fayetteville Town Center for remarks session in which Tina Archer-Cope, VP
two full days of talks, presentations, and Sales at Experience Fayetteville, and Pablo
interactive workshops dedicated to the latest Borchi Klapp, Head of Events and Partnerships
trends and best cases in Music Cities at Sound Diplomacy Events and Education,
development. reflected on the power of music and and the
 impact of the local ecosystem to give
Participants joined insightful panels and Fayetteville its defining personality.
presentations on topics such as music and
social impact, transforming districts into In a special handover ceremony, Councillor
music hubs, the role of local talent, and Rob Pritchard, Portfolio Holder for Culture
diverse music ecosystems across various and Leisure from Hull City Council, and Jeff
regions in the United States. Hessel, Senior VP Marketing for Tourism
 Calgary, jointly accepted the mantle as hosts
In the evenings, delegates explored of the next Music Cities Conventions in 2026,
Fayetteville’s vibrant music scene through marking a unique year that will see the global
curated fringe events, including music movie event take place in both Hull, UK, and Calgary,
screenings and showcases featuring local and Canada.
regional artists.




 #MusicCitiesEvents #MusicCitiesConvention MUSIC CITIES CONVENTION @musiccitiesevents musiccitiesevents.com
SESSIONS OF THE
FAYETTEVILLE, ARKANSAS
MUSIC CITIES CONVENTION

USA Music Cities Nation - 10 Years of Transform Your District Into a Music Hub
Advocating for Music



From Monotowns to Music Cities​ Music in Times of Crisis - Recovery Through
 Advocacy



North West Arkansas Music Ecosystem - Music and Social Impact - Perspectives
Where are we now? from Around the World



Artificial Intelligence and Innovation - Sound and Vision: Mixing Music, Visual Arts
Ethical Practices for Music Cities​ and Technology to Create New
 Experiences​


The Therapeutic Power of Music Music Festivals, Tradition and Sustainable
Education​ Development in Central Asia



Setting the Stage for Creative The Power of Free Outdoor Concerts in
Placemaking Creating Vibrant Music Cities



Music, Communities and Science for Nightlife and Inclusivity Practices​
Climate Change


Accessibility Chain in Music:
Accessibility and Inclusion in Live Music
Events




 #MusicCitiesEvents #MusicCitiesConvention MUSIC CITIES CONVENTION @musiccitiesevents musiccitiesevents.com
“IT WAS MY HONOUR TO PRESENT A SESSION ON ARTIFICIAL
INTELLIGENCE AND INNOVATION AS IT APPLIES TO MUSIC AND DISCUSS
ETHICAL PRACTICES. I HAVE ENJOYED MEETING THOSE WHOSE VOICES
ARE SHAPING GLOBAL MUSIC POLICY AND HEARING SO MUCH SUPPORT
FOR DAACI FROM AROUND THE WORLD. I’M LOOKING FORWARD TO MORE
DISCUSSIONS, PANELS, AND MEETINGS ON DAY TWO.

MY SINCERE THANKS TO SOUND DIPLOMACY EVENTS AND EDUCATION
AND EXPERIENCE FAYETTEVILLE, FOR ALL YOUR SUPPORT”
 Ken Lythgoe
 Head of Corporate Development, DAACI
 (UK)




  #MusicCitiesEvents #MusicCitiesConvention MUSIC CITIES CONVENTION @musiccitiesevents musiccitiesevents.com
FAYETTEVILLE, ARKANSAS MUSIC
CITIES CONVENTION IN DETAIL

 40 6
 SPEAKERS PANELS


 23 114 3
 LIVE
 COUNTRIES CITIES MUSIC EVENTS


 410 8
 DELEGATES PRESENTATIONS

#MusicCitiesEvents #MusicCitiesConvention MUSIC CITIES CONVENTION @musiccitiesevents musiccitiesevents.com
 MUSIC CITIES CONVENTION IN DETAIL
 PARTICIPATION FROM ACROSS THE GLOBE




 94% OF SURVEY RESPONDENTS WOULD
 RECOMMEND THE EVENT TO A
 COLLEAGUE

 WHO ATTENDED? SELECTED ORGANISATIONS


 CEOs 50




Founders and Directors 72




 Other 132




 Senior Managers 156




 #MusicCitiesEvents #MusicCitiesConvention MUSIC CITIES CONVENTION @musiccitiesevents musiccitiesevents.com
 ECONOMIC IMPACT OF THE MUSIC
 CITIES CONVENTION
 DELEGATION EXPERIENCE OF THE DESTINATION




 67% 17% 13%
 73% 19% 15%
 Very Positive Positive Neutral


 AVERAGE NUMBER OF DAYS AVERAGE EXPENDITURE PER
 OUT OF TOWN DELEGATE
 SPENT BY DELEGATE


 $1,140
 3.4 Days




 WHAT DELEGATES GOT UP TO IN FAYETTEVILLE



 Outdoor
 Nightlife Live Music
 5.2%
 10.3% 19%

 Cultural Events
 6.9% Sight Seeing
 2.6%


Networking Outside Event
 9.5% Local Cuisine
 14.7%



 Shopping
 Networking at Event
 10.3%
 21.6%




 #MusicCitiesEvents #MusicCitiesConvention MUSIC CITIES CONVENTION @musiccitiesevents musiccitiesevents.com
MEDIA IMPACT OF THE MUSIC
CITIES CONVENTION
Articles in Digital
Publications

90+ articles



with a monthly average
audience of


75M

 350+
 Posts on social media




 A combined
 audience of

 12 M Reach




 MEDIA AND PRESS MENTIONS




 #MusicCitiesEvents #MusicCitiesConvention MUSIC CITIES CONVENTION @musiccitiesevents musiccitiesevents.com
OUR SPEAKERS AND PANELLISTS




Alan Maia - Brazil Kelsea McCrary - LA, USA
Founder, Agencia do Bem Chief Economic & Cultural Development Officer, City
 of Monroe
Alejandra Gómez Quintero - Colombia
Director, BICHE Musical Ken Lythgoe - UK
 Head of Business and Corporate Development, DAACI
Anthony Ball - AR, USA
Program Director, Music Moves Arkansas Molly Rawn - AR, USA
 Mayor, City of Fayetteville
Azucena Micó - Spain
Global Head of Projects and Research, Sound Nur Atiqa Asri - NY, USA
Diplomacy Principal, Think Place Agency

Chingiz Batyrbekov - Kyrgyzstan Orson Weems - AR, USA
Co-Founder, Kolfest Executive Director, Music Education Initiative

Codie Gopher-AL, USA Pablo Borchi - Mexico
Board Member, Huntsville Music Office Head of Marketing and Business Development, Sound
 Diplomacy Events and Education
Daryl Raven - QLD, Australia
CEO, Queensland Music Festival Peter B. Lane - AR, USA
 President, Walton Arts Center
Dodie Stephens - NC, USA
Explore Asheville, VP Marketing Reid Wick - LA, USA
 Director, Regional Advocacy & Member Engagement,
Isabel Diez Monedero - Spain Recording Academy
Accessibility Consultant, Fundación Music
For All Councillor Rob Pritchard - UK
 Portfolio Holder for Culture and Leisure, Hull City
Jeff Hessel - AB, Canada Council
Senior Vice President, Marketing & Destination
Development, Tourism Calgary Ruth Daniel - UK
 CEO, In Place of War
Jett Glozier - UK
Global Head of Business Development, Sound Sabina Cheng - CA, USA
Diplomacy Studio Director, RIOS

Joanna Bell - AR, USA Sharon Yazowski - CA, USA
Director, Fayetteville Arts and Culture President and CEO, Levitt Foundation

Kath Wynne-Hague - UK Stacey Ryan - MA, USA
Head of Culture, Place and City Centre, City of President, School of Rock
Hull
 Tina Archer-Cope - AR, USA
Kei Hirohashi - Japan VP Sales, Experience Fayetteville
Consultant, Jazzy Business Consulting


 #MusicCitiesEvents #MusicCitiesConvention MUSIC CITIES CONVENTION @musiccitiesevents musiccitiesevents.com
  GREAT PEOPLE, GREAT INSIGHTS. WELL DONE AND ENJOYABLE ALL AROUND. IT ISN’T OFTEN
 I LEAVE A MUSIC CONFERENCE FEELING UPBEAT. I OFTEN FEEL FRUSTRATED. WITH MUSIC
  CITIES, I REALLY FELT IN THE RIGHT PLACE. WILL BE GOING TO CALGARY NEXT YEAR SO HOPE
 TO SEE MORE NEW FRIENDS THERE AS WELL”

 Apryl Peredo
 Artist Manager, Inter Idoru Artist Management
 (Japan)




#MusicCitiesEvents #MusicCitiesConvention MUSIC CITIES CONVENTION @musiccitiesevents musiccitiesevents.com
OUR PARTNERS




#MusicCitiesEvents #MusicCitiesConvention MUSIC CITIES CONVENTION @musiccitiesevents musiccitiesevents.com
 THANK YOU


  ALREADY ONE WEEK SINCE THE MUSIC CITIES CONVENTION IN
 FAYETTEVILLE.

WHAT I LIKED THE MOST ABOUT THIS EXPERIENCE WAS PEOPLE’S
 ATTITUDE: A PROFESSIONAL EVENT WHERE EVERYONE WAS
LEARNING FROM ONE ANOTHER. I MET PROJECTS FROM DIFFERENT
 COUNTRIES, PROMOTERS, PRODUCERS, DJS...

THANKS TO THE ORGANIZERS — THEY HAD THOUGHT THROUGH
 EVERY SINGLE DETAIL”
 Isabel Diez Monedero
 Accessibility Consultant, Music For All
 (Spain)
CONTACT US
Pablo Borchi

Head of Events & Partnerships, Sound
Diplomacy Events and Education

Email: pablo@sounddiplomacy.com
Tel: +52 1 551047 2171



www.musiccitiesevents.com

www.sounddiplomacy.com




 #MusicCitiesEvents #MusicCitiesConvention MUSIC CITIES CONVENTION @musiccitiesevents musiccitiesevents.com
  Memo
 To: Ryan Hauck, CEO, Experience Fayetteville
 Fayetteville Advertising & Promotion Commissioners
 From: Jennifer Walker, VP Finance, Experience Fayetteville

Date: November 13, 2025

 Re: Financial Statements – October 2025


This packet contains Experience Fayetteville Financial Statements for the month ended
October 31, 2025. The following reports are included in the packet:

  Summary P&L Financials for month ended October 31, 2025
  Balance Sheet for month ended October 31, 2025

Target Budget October – 83%
 Revenue target 83% of budget or higher by the end of October 2025.
 Expenditures target 83% or lower at October 2025.

Total Revenue YTD: $5,281,007 or 84% (1% above budget ytd)
 Tax Receipts - $4,338,422 (On Target; 0% variance)
 Town Center - $622,735 (5% above budget ytd)
 Other - $319,850

Total Operating Expenditure YTD: $4,799,592 or 77%; this is 6% under budget.
 EF Main - $3,927,902
 Town Center - $871,690

HMR tax – YTD October Collections (September activity) are 0.8% above the
seasonally adjusted budget.

Operating Net Income is $481,415 year to date.
Modified Accrual Fayetteville A and P Commission
 Statement of Budget, Revenue and Expense
 Year-to-Date @ October 31, 2025


 CONSOLIDATED
 Year-to-Date
 Over/(Under)
 Actual Budget % of Budget
 Budget

 Revenue
 Hotel, Motel, Restaurant Taxes Revenue 4,338,422 5,231,140 (892,718) 82.9%
 Rental Revenue 578,240 650,500 (72,260) 88.9%
 Event Revenue 84,080 53,700 30,380 156.6%
 Visitor Center Store Revenue 21,793 30,000 (8,207) 72.6%
 Parking Revenue 39,545 48,000 (8,455) 82.4%
 Advertising Revenue 2,275 3,500 (1,225) 65.0%
 Grant/Other Revenue 156,100 206,000 (49,900) 75.8%
 Interest and Investment Revenue 60,552 50,100 10,452 120.9%
 Total Revenue 5,281,007 6,272,940 (991,933) 84.2%


 Expenses
 Operating Expenses
 Rental Expenses 79,909 126,000 (46,091) 63.4%
 Event Expenses 69,173 146,175 (77,002) 47.3%
 Visitor Center & Museum Store 14,858 27,750 (12,892) 53.5%
 Personnel 1,662,794 2,228,707 (565,913) 74.6%
 Sales & Marketing 1,238,214 1,481,925 (243,711) 83.6%
 Office and Administrative 646,346 913,133 (266,787) 70.8%
 Bond Payments 581,500 702,000 (120,500) 82.8%
 Contribution to Capital Reserves 100,000 100,000 - 0.0%
 Other Tourism Support - Community, Art Court, DFC 206,796 347,250 (140,454) 59.6%
 TheatreSquared Contribution 200,000 200,000 - 100.0%
 Total Operating Expenses 4,799,592 6,272,940 (1,473,348) 76.5%


 Net Operating Income/(Loss) 481,415 - 481,415 0.0%


 Other Income
 Unrealized Gain/(Loss) on Investments (185) 0.0%
 Other Expenses
 FFE & Improvements 763,429 1,081,500 (318,071) 70.6%
 Depreciation Expense 241,004 0.0%
 Cost of Goods Sold - 0.0%

 Net Income/(Loss) (without CX Grants) (523,202) (1,081,500) 558,482 48.4%
Modified Accrual Fayetteville A and P Commission
 Statement of Budget, Revenue and Expense
 Year-to-Date @ October 31, 2025


 Experience Fayetteville
 Year-to-Date
 Over/(Under)
 Actual Budget % of Budget
 Budget

 Revenue
 Hotel, Motel, Restaurant Taxes Revenue 4,338,422 5,231,140 (892,718) 82.9%
 Rental and Event Revenue 79,235 45,000 34,235 176.1%
 Visitor Center Store Revenue 21,793 30,000 (8,207) 72.6%
 Advertising Revenue 2,275 3,500 (1,225) 65.0%
 Grant & Other Revenue 156,100 206,000 (49,900) 75.8%
 Interest and Investment Revenue 60,447 50,000 10,447 120.9%
 Total Revenue 4,658,272 5,565,640 (907,368) 83.7%


 Expenses
 Operating Expenses
 Event Expenses 61,655 121,175 (59,520) 50.9%
 Visitor Center & Museum Store 14,858 27,750 (12,892) 53.5%
 Personnel 1,083,214 1,419,605 (336,391) 76.3%
 Sales & Marketing 1,233,669 1,460,305 (226,636) 84.5%
 Office and Administrative 446,210 541,593 (95,383) 82.4%
 Bond Payments 581,500 702,000 (120,500) 82.8%
 Contribution to Capital Reserve 100,000 100,000 - 0.0%
 Other Tourism Support - Community, Art Court, DFC 206,796 347,250 (140,454) 59.6%
 TheatreSquared Contribution 200,000 200,000 - 0.0%
 Total Operating Expenses 3,927,902 4,919,678 (991,776) 79.8%


 Net Income/(Loss) Before Other Revenue and Expenses 730,370 645,962 84,408 113.1%


 Other Income
 Unrealized Gain/(Loss) on Investments (185) - (185) 0.0%
 Other Expenses
 FFE & Improvements 350,891 460,000 (109,109) 76.3%
 Depreciation Expense 81,314
 Cost of Goods Sold -


 Net Income/(Loss) 297,980 185,962 112,202 160.2%
Modified Accrual Fayetteville A and P Commission
 Statement of Budget, Revenue and Expense
 Year-to-Date @ October 31, 2025


 Town Center
 Year-to-Date
 Over/(Under)
 Actual Budget % of Budget
 Budget

 Revenue
 Rental Revenue 578,240 650,500 (72,260) 88.9%
 Event Revenue 4,845 8,700 (3,855) 55.7%
 Parking Revenue 39,545 48,000 (8,455) 82.4%
 Interest and Investment Revenue 105 100 5 104.9%
 Total Revenue 622,735 707,300 (84,565) 88.0%


 Expenses
 Operating Expenses
 Rental Expenses 79,909 126,000 (46,091) 63.4%
 Event Expenses 7,518 25,000 (17,482) 30.1%
 Personnel 579,581 809,102 (229,521) 71.6%
 Sales & Marketing 4,545 21,620 (17,075) 21.0%
 Office and Administrative 200,136 371,540 (171,404) 53.9%
 Total Operating Expenses 871,690 1,353,262 (481,572) 64.4%


 Net Income/(Loss) Before Other Revenue and Expenses (248,955) (645,962) 397,007 38.5%


 Other Expenses
 FFE & Improvements 412,538 621,500 (208,963) 33.6%
 Depreciation Expense 159,690 0.0%
 Net Income/(Loss) (821,182) (1,267,462) 446,280 64.8%
 Fayetteville A&P Commission
 Balance Sheet
 As of October 31, 2025
ASSETS
  Current Assets
 Cash 3,575,538
 Investments 1,303,673
 Accounts Receivable 642,186
 Prepaid Expenses 46,958
 Deposits 40,838
 Inventory Asset 21,449
  Total Current Assets 5,630,642

  Other Assets
 Capital Assets
 Furniture & Fixtures 300,660
 Equipment 761,581
 EF/CVB Building 940,410
 EF/CVB Land 198,621
 Building Additions 1,844,537
 Walker-Stone House 1,179,152
 Vehicles 122,860
 Construction in Progress 456,456
 Accumulated Depreciation (1,986,403)
  Total Other Assets 3,817,874

TOTAL ASSETS 9,448,515

LIABILITIES AND EQUITY
 Current Liabilities
 Accounts Payable 99,196
 Unearned Revenue 297,838
 Total Liabilities 397,034

  Long Term Liabilities
 Notes Payable - City of Fayetteville Solar 366,466.50
  Total Liabilities 366,466.50

  Equity
 Unreserved Fund Balance 8,091,663
 Operating Reserve 1,000,000
 Capital Reserve -
 Temporarily Restricted Funds 45,558
 Net Revenue
 Gain/(Loss) on Investments 185
 Net Revenue (452,391) (452,206)
  Total Equity 8,685,014

TOTAL LIABILITIES AND EQUITY 9,448,515
Memo
 To: Fayetteville Advertising & Promotion Commissioners

 From: Ryan Hauck, CEO

Date: November 12, 2025

 Re: Downtown Fayetteville Coalition (DFC)



Background

Over the last three years the Advertising and Promotion Commission has funded the
Downtown Fayetteville Coalition’s Executive Director’s salary and benefits, Community
Engagement Manager’s salary and benefits, a number of professional development
opportunities, and contracted with them to run Experience Fayetteville’s Lights of the
Ozarks and Sunday’s on the Square. The funding from this came from $45,000 in
sponsorships raised by the Community Engagement Manager, $125,000 that came from
the City of Fayetteville, and over $225,000 of HMR funds.

Now that DFC is coming into year four of the organization, they feel like they are ready
to branch out from underneath Experience Fayetteville and into their own non-profit
organization. The City of Fayetteville’s contribution of $125,000 that previously went to
Experience Fayetteville, will now go directly to DFC.

Recommendation:
Kelly Rich and Chloe Bell will end employment with Experience Fayetteville effective
December 31, 2025 with the assumption that they will become employees of DFC
effective January 1, 2026. Experience Fayetteville will fund DFC in the following ways:
- $26,500 for execution of Sundays on the Square or 1st Thursdays
- $17,500 for Lights of the Ozarks
- $5,500 for contract labor to execute Lights of the Ozarks
- $154,000 for Kelly Rich and Chloe Bell’s salaries
- Total Amount: $203,500


In return for this funding Experience Fayetteville will receive from DFC
- A minimum of four Sundays on the Square or 1st Thursdays
- All events and experiences with Lights of the Ozarks fully executed


A total of $45,000 of sponsorships between Lights of the Ozarks and Sundays on the
Square or 1st Thursdays would be the expected amount raised by the Community
Engagement Manager to fulfill the total budget needed to execute these events.


Motion to Pass:
To fund DFC in the amount of $203,500 using the proposed line items for the FY26
budget, and enter into negotiations for the development of the contract to be presented
to the commission during the December 15 meeting.
 This Wheel’s Still on Fire: The Legacy of Levon Helm
 On View Mid-June to Mid-August 2026 (Tentative)
 Alexander Gallery at the Porter Art Warehouse
 Walton Arts Center




Levon Helm, the legendary Arkansas-born
drummer and vocalist of The Band, left an
indelible mark on American music. This
Wheel’s Still on Fire: The Legacy of Levon
Helm, organized by the Museum Collective,
celebrates his artistry, storytelling, and
enduring influence.

Through rare photographs, instruments,
archival footage, and personal artifacts, this
exhibition traces Helm’s journey from his roots
in the Arkansas Delta to his central role in
shaping a distinctly American sound that
resonates worldwide. The exhibition captures
both the intimacy of a hometown musician and the reach of a global icon.

 Curated to honor Helm’s artistry and legacy, This Wheel’s Still
 on Fire offers an immersive, multi-sensory experience that
 explores the humanity, grit, and genius of one of Arkansas’s
 most beloved cultural icons. By bringing the exhibition to
 Northwest Arkansas, Walton Arts Center honors not only Levon
 Helm but the broader tradition of creativity that has long
 distinguished our state. We invite you to join us in celebrating
 an Arkansas legacy that continues to inspire the world.
MEMO
TO: Ryan Hauck, CEO & Fayetteville Advertising & Promotion
Commissioners

From: Sarah King, VP of Marketing & Communications

Date: November 7, 2025

RE: Agency of Record Contract 2026-2028



Backgr ound

VERB was selected as Experience Fayetteville’s Agency of Record from a field of 18
submissions to a request for qualifications earlier this year.

Agency services will include campaign concept development, email marketing, influencer
partnerships, paid social media campaigns, media buying and strategy, and SEO/GEO

For your consideration:

 • A Master Services Agreement that will apply for the duration of the three-year
 engagement.
 • A scope of work with further detail on Year One services



Budget ar y Impact

This is intended as Year One of a three-year agreement. This FY2026 expense will not
exceed $700,000.

Recommendat ion

It is our recommendation that the commission authorize the CEO of Experience Fayetteville
to sign a three year Master Professional Services Agreement for Agency of Record services
with VERB and also sign a Scope of Work in the amount of $700,000 for FY2026.
 Master Professional Services Agreement

This Master Agreement for Creative Services, Social Media, Digital Marketing, Analytics and Strategic Counsel (this
“Agreement”), effective as of January 1, 2026 (the “Effective Date”), is made by and between the Experience
Fayetteville, with offices at 21 South Block Ave, Fayetteville, AR 72701 (“Buyer”), and VERB Interactive Incorporated, a
Nova Scotia corporation with offices located at 1656 Barrington Street, 5th Floor, Halifax, Nova Scotia B3J 2A2 Canada
(“Service Provider”).


Service Provider will serve as a social media, digital marketing and creative Service Provider for Buyer in providing the
customary services of a digital marketing Service Provider. Specifically, Buyer hereby retains Service Provider to
perform on a non-exclusive basis marketing and creative services (collectively, the “Services”) in connection with the
Project as more particularly described on one or more written statement(s) of work entered into hereunder (each a,
“Statement of Work” or “SOW”). Each SOW shall be signed by an authorized representative of each party. When a
SOW is executed by both Parties, it shall be deemed to be attached as an Exhibit to this Agreement, which may be
amended from time to time, and shall be incorporated herein and made a part of and subject to the terms of this
Agreement. No SOW may be amended without the prior written consent of both Parties. If there is a conflict between
the terms of this Agreement and any SOW, the terms of this Agreement will govern.


This Agreement, incorporating the following procedures, will be effective January 1, 2026, and will continue until
December 31, 2028.


Background:
Service Provider is engaged in the business of providing digital marketing, creative services and travel focused strategic
counsel and Buyer wishes to purchase from Service Provider and obtain the benefit of such Services as set out in this
Agreement and the relevant SOW.


It is agreed:

1. Services and Price.

 Buyer may purchase from Service Provider Services as specified in Exhibit A. The Prices for such shall be listed
 in Exhibit A or in a SOW issued by Buyer.

2. Acceptance of Services.

 Acceptance of Services shall be determined by Buyer upon completion of the Services in accordance with the
 applicable SOW. Buyer may inspect the status of the Services at any time but Buyer’s inspection or payment (or
 lack of inspection or payment) is not an acceptance of the Services or a waiver of any right or warranty and does
 not preclude Buyer from rejecting any Services discovered to be nonconforming.

3. Representations and Warranties.
 3.1. Service Representations and Warranties. Service Provider provides the following minimum representations,
 warranties and guarantees to Buyer in relation to the Services supplied:
 a) Services must be delivered on time, in a professional manner and in compliance with all requirements and
 specifications set out by Buyer in the relevant SOW;

 b) Service Provider shall utilize Personnel of suitable skills, knowledge and experience such as would be
 generally expected of workmen or professionals engaged to perform the same or similar Services; and

 c) Service Provider shall comply with any other warranties or guarantees set out in Exhibit A or a SOW.



3.2. General Representations and Warranties. Service Provider provides the following general representations,
 warranties and guarantees to Buyer at all times during the Term:



 a) there are no threatened, imminent or current proceedings or investigations to which Service Provider is or
 may be a party that has a material adverse effect upon the ability of Service Provider to perform its
 obligations under, or the validity and enforceability of this Agreement;

 b) all information provided by Service Provider to Buyer in relation to request for proposal (if any), Buyer’s
 due diligence and this Agreement is accurate and complete in all material respects;

 c) Service Provider shall at all times during the Term, comply with all applicable Law, industry standards and
 codes of ethics, and maintain any requisite product, service, professional or business licenses, permits and
 other certificates including licenses or permits for its Personnel. Service Provider will notify Buyer in writing
 immediately if any licenses or permits are revoked or suspended (even partially or temporarily);

 d) Service Provider has not been debarred, suspended or excluded, or convicted of any offenses which might
 lead to debarment, suspension or exclusion, from participation in any relevant professional or government
 program or body which would govern Service Provider’s provision of Services or have had civil monetary
 or other penalties imposed on Service Provider by any such program or body;

 e) there exists no restriction that would prevent Service Provider from performing the Agreement including
 but not limited to any restriction contained within Service Provider’s corporate policies;

 f) neither the Services, nor Buyer’s use of the Services, will constitute an infringement or misappropriation of
 IP rights, misappropriation of any trade secret or a violation of a right of publicity, nondisclosure obligation,
 or a violation of any other agreement that Service Provider may have with any third-party and that the
 Services and Service Provider’s performance under this Agreement shall be free from liens, restrictions,
 reservations, security interests, encumbrances or Claims (including Claims based on the infringement of
 IP);

 g) Service Provider has full power and authority to enter into and perform its duties and obligation under this
 Agreement;

 h) Service Provider has not and will not pay or tender, offer, or agree to pay, directly or indirectly, any
 commission or finder's or referral fee to any person or firm in connection with its activities on behalf of
 Buyer;

 i) Service Provider warrants that all information supplied by Service Provider is complete, truthful, and
 accurate, and that Service Provider shall not obtain on Buyer’s behalf or provide to Buyer any information
 that is not legally available in the United States, or Canada, or which is procurement-sensitive, proprietary,
 or classified or where there is reason to believe that possession of such information is unauthorized, illegal,
 or unethical; and

 j) Service Provider represents and warrants that:


 (i) no officer, director, or shareholder of Service Provider is an official of any government agency
 or instrumentality, or a public international organization, or political party or candidate for
 political office, or an immediate family member of such a person; and

 (ii) it is not a “Specially Designated National” or otherwise subject to any sanction or restriction
 on dealing imposed by a national or international authority. Service Provider will promptly
 disclose to Buyer in writing any change in status that may make this representation and
 warranty untrue or incomplete.


 3.3. Each of the representations, warranties and guarantees of Service Provider in this Agreement are continuing in
 nature, shall survive acceptance and payment and shall not be deemed to exclude other rights, warranties,
 representations or remedies in law or equity, which are cumulative and may be exercised concurrently or
 separately.



4. Provision and Removal of Personnel.
 Service Provider shall at all times provide sufficient and qualified Personnel to perform the Services. Buyer
 may with written notice request the removal of any Service Provider Personnel, or request that certain
 Service Provider Personnel do not provide Services for any reason including no reason. Upon Buyer’s request,
 Service Provider shall provide suitable replacements, without additional expense to Buyer, within a
 reasonable time and without causing undue delay to the Services.



5. Service Provider Representative.
 Service Provider shall provide a designated representative with full authority to act for Service Provider on all
 matters relating to this Agreement who shall be responsible for overseeing and monitoring the administration
 and performance of the Services in accordance with this Agreement and each SOW. Service Provider shall
 notify Buyer of the name and contact information of the designated representative and shall notify Buyer of
 any changes to the designated representative.




6. Invoice.
 Upon completion of Services, Service Provider shall invoice Buyer by sending a Properly Documented Invoice
 within thirty (30) days. Service Provider agrees to submit invoices electronically using Buyer’s automated
 invoice processing system or other means identified by Buyer.
7. Payment Terms.
 Buyer (or applicable Buyer’s Affiliate) shall only pay undisputed amounts for accepted Services delivered and
 invoiced in accordance with this Agreement and the applicable SOW. Payment terms shall be Net thirty (30)
 days upon receipt of a Properly Documented Invoice unless otherwise provided in a SOW.


8. Method of Payment.
 Service Provider shall provide Buyer with up-to-date bank account information. All payments will be made via
 electronic funds transfer to Service Provider’s bank account identified by Service Provider to Buyer or such
 other method of payment as otherwise determined by Buyer. Buyer may refuse to make payment to any bank
 account that is not in the name of Service Provider.


9. Set Off.
 Upon written notice to Service Provider, any unsettled liability of Service Provider (whether such liability is
 liquidated or unliquidated, present or future, accrued or contingent) may be set off against any amounts
 payable by Buyer (or Buyer’s Affiliates), to Service Provider (or Service Provider’s Affiliates) under this
 Agreement, Other Agreements or otherwise.



10. Audit.
 10.1. Buyer and its authorized representatives shall have the right to audit and make copies of all financial and other
 records (in whatever form they may be kept, whether written, electronic, or other) relating to this Agreement
 kept by or under the control of Service Provider and its Subcontractors, and Service Provider shall (and shall
 ensure its Subcontractors) in good faith cooperate with Buyer’s authorized representatives in such audit.

 10.2. Service Provider shall ensure Buyer has these audit rights with Service Provider’s employees, agents, and
 Subcontractors, and the obligations of these rights shall be explicitly included in any subcontracts or
 agreements between Service Provider and any Subcontractors to the extent that those subcontracts or
 agreements relate to the fulfillment of Service Provider’s obligations to Buyer.


11. Expenses.
 Buyer will not bear any expenses (airfare, car rental, lodging, license and permit fees, etc.) of Service Provider
 unless such expenses are approved by Buyer in writing prior to being incurred by Service Provider.



12. Insurance.
 The Service Provider will maintain the following insurance: (i) Employer’s Liability insurance to a minimum
 value of $5,000,000.00 (ii) Public and Product Liability insurance to a minimum value of $5,000,000.00, and
 (iii) Professional Indemnity insurance to a minimum value of $3,000,000.00. Upon request, the Service
 Provider will provide Buyer or Buyer with certificates of insurance evidencing the required coverage.
13. Termination.

 Termination for Convenience.
 In addition to any other termination rights in this Agreement, Buyer may terminate any SOW in whole or in
 part, or this Agreement at any time for any reason (including no reason) by giving the Service Provider written
 notice to terminate and Buyer shall owe no further fees outside of those that they are contractually
 committed to under an executed Statement of Work for work that has been completed, delivered and
 approved by the Buyer.


14. Effect of Termination or Expiration.
 Upon termination for convenience or for cause or upon expiration of this Agreement:

 a) neither Party will be liable to the other Party, except for a liability:

 (i) that arose before the termination or expiration of this Agreement and were contractually
 committed to under an executed Statement of Work for work that has been completed,
 delivered and approved by the Buyer; or

 (ii) arising after the termination or expiration of this Agreement and in connection with clauses
 that carry post expiry or post termination obligations.


 b) Service Provider shall cease any and all use of Buyer Marks (whether or not such use was permitted by
 Buyer during the Term) and cease representing to third parties that it has a Service Provider relationship
 with Buyer; and

 Save for post termination obligations that survive termination, Buyer's sole liability for termination shall be
 limited to payment for the Services that have been delivered and accepted by Buyer as of the termination
 date unless such payment is prohibited by Law or any government authority.




15. Indemnity and Defense Obligations.
  15.1. Service Provider shall defend, indemnify and hold harmless Buyer in any Claim brought against Buyer arising out
 of, resulting from, or relating to:

 a) any actual or alleged act, error, omission, violation of Law or other conduct by Service Provider, its
 employees or agents; and

 b) any actual or alleged inaccuracy or breach by Service Provider, its employees or agents of any warranty,
 representation, covenant or other term under this Agreement or at Law.

 The above (a) and (b) include without limitation any actual or alleged:

 (i) infringement, violation or breach of any IP right;
 (ii) breach of any confidentiality or personal data obligation or restriction against publicity;
 (iii) breach of any statutory, regulatory or administrative requirement or directives including
 those relating to anti-corruption Law; and
 (iv) conduct resulting in death, injury or loss, destruction of, or damage to tangible or intangible
 property.

  15.2. Service Provider shall also defend, indemnify and hold harmless Buyer’s Parties against any Claims brought
 against any Buyer’s Party arising out of, resulting from, or relating to any actual or alleged act, neglect, default
 or omission by Service Provider or its Subcontractors with respect to the payment to their Personnel of salary,
 taxes or other amounts and benefits required by Law that arise out of or in connection with the supply under
 this Agreement.

  15.3. Service Provider shall defend Buyer’s Parties against any Claim, at Service Provider’s sole cost and expense, and
 Service Provider shall obtain Buyer’s express written permission prior to taking any action that may be materially
 adverse to a Buyer’s Party. Service Provider shall not settle any Claim without Buyer’s prior express written
 consent to such proposed settlement. If Service Provider does not obtain such permission or consent, Buyer
 shall have the right to avoid, dispute, settle, compromise or defend the Claims and to control or take any action,
 including without limitation, the making of any admission of jurisdiction, fact or liability and the selection of
 counsel, all at Service Provider’s expense.

  15.4. Buyer’s Parties may engage separate counsel and, in the event that Buyer’s Parties do so because of conflict of
 interest between Service Provider and any Buyer’s Party or because Service Provider does not defend Buyer’s
 Parties, Service Provider shall bear the cost and expense of such separate counsel. Service Provider shall provide
 Buyer and its legal and professional advisers all reasonable assistance, information and co-operation.

  15.5. Service Provider shall indemnify Buyer’s Parties against any liabilities, damages, losses, settlements, attorney’s
 fees, dispute resolution costs, professional’s fees as well as any other costs or expenses incurred by or
 awarded against a Buyer’s Party as a result of a Claim or agreed to in a settlement and attributable to a Claim.


16. Intellectual Property Ownership.
 All IP owned by each Party prior to entering into this Agreement shall remain the property of that Party
 (“Background IP”). Save for such Background IP, all IP which is or has been conceived, made or developed by
 Service Provider or its Personnel or incorporated in any Service, work, deliverable or other purchase under
 this Agreement or any SOW and all stages of conception, creation or development of such IP, shall be and
 remain the sole and exclusive property of Buyer. Service Provider agrees and will cause its Personnel,
 contractors and agents to promptly disclose and assign, and does assign to Buyer any and all such IP. At no
 additional charge to Buyer, Service Provider shall provide reasonable assistance to Buyer to secure IP
 protection, including but not limited to, assistance in the preparation and filing of any patent, design,
 trademark and other applications, and the execution of all applications, assignments or other instruments for
 perfection or protection of title. Service Provider will pay its Personnel any compensation due in connection
 with such assignment of any IP or invention. Service Provider warrants to Buyer that Service Provider
 Personnel are subject to agreements that will secure Buyer's rights under this clause. If such assignment is not
 possible under Law, Service Provider grants an exclusive, royalty-free, perpetual license to Buyer with respect
 to such IP or shall reimburse Buyer any fees that it may incur in obtaining such a license.
17. Remedy for Infringing Services.
 If Buyer’s purchase or use of Services or Service Provider’s service deliverable is enjoined or restrained, Buyer
 may (at Buyer’s option and Service Provider’s expense) require Service Provider in addition to all other
 remedies, to promptly:

 a) provide non-infringing Services or Service Provider’s service deliverable;

 b) modify the infringing Services or Service Provider’s service deliverable so the infringement is removed; or

 c) refund to Buyer the Price paid by Buyer for the infringing Services or Service Provider’s service
 deliverable.


18. Notice of Infringement.
 Service Provider shall promptly report to Buyer in reasonable written detail each notice or Claim of IP
 infringement or invasion of any right of privacy of which Service Provider has notice or knowledge and which
 arises out of or relates to this Agreement.


19. Buyer Marks.
 Service Provider shall not use any Buyer Marks without the prior written consent of Buyer. If Service Provider
 is granted a right to use Buyer Marks, Service Provider will do so only in strict compliance with Buyer’s
 instructions.


20. Confidential Information.
  20.1. Service Provider shall use Confidential Information only for the purpose of this Agreement. Service Provider
 shall:

 a) not disclose, nor allow the disclosure of, Confidential Information; and

 b) safeguard Confidential Information from unauthorized use and disclosure.

  20.2. Upon Buyer's request, Service Provider shall promptly return, or only to the extent that return is not physically
 feasible, destroy all Buyer Confidential Information. Following such return or destruction, Service Provider shall
 provide to Buyer written certification that no Confidential Information (or copies) is retained by Service
 Provider.

  20.3. Contractual relationships between Service Provider and third parties shall not conflict with Service Provider’s
 duty of confidentiality to Buyer. If Service Provider continues, or proposes to establish, any contractual
 relationship which may result in such conflict while this Agreement remains in effect, Service Provider shall
 immediately notify Buyer of the name and address of such third party and will disclose to Buyer the nature of
 such relationship. In the event that Buyer in its sole discretion considers the relationship a conflict of interest
 and the conflict cannot be resolved between the Parties in a timely manner, Buyer may terminate any SOW or
 this Agreement on notice to Service Provider without any further liability other than for payment for Services
 delivered and accepted by Buyer, if any.

  20.4. Any disclosure of Confidential Information by Service Provider to third parties shall only be to Service Provider’s
 Subcontractors and licensees appointed pursuant to the provisions of this Agreement and the professional
 advisors, responsible officers and employees of Service Provider who require such disclosure on a need-to-know
 basis, for the proper performance of their duties and who will individually comply with all obligations of
 confidentiality imposed upon Service Provider by the provisions of this clause. Service Provider shall undertake
 all reasonable steps to minimize the risk of disclosure of Confidential Information by such third parties,
 professional advisers, officers and employees, and shall take all reasonable steps to restrict them from disclosing
 any Confidential Information. At a minimum, such efforts shall include:

 a) the encryption of all such data in a commercially reasonable manner;

 b) the segregation of all such data from Service Provider’s data or that of any third party;

 c) all access to such data shall be via commercially reasonable two-factor authentication; and

 d) no such data may be stored in any cloud-based solution.

 20.5. Nothing in this clause shall prohibit or restrict the disclosure of any Confidential Information to any third
 parties as required by Law or any regulatory authority to which Service Provider is subject. Service Provider
 shall as soon as reasonably practicable inform Buyer of the requirement to make any such disclosure, prior to
 making such disclosure.


21. Non-Disparagement.

 Service Provider agrees that, during the Term and for one (1) year after the expiry of this Agreement or its early
 termination, Service Provider will not make any statements in any communications with the press or media or
 to any other third parties or take any action which is:

 a) intended; or

 b) would reasonably be expected,

to be disparaging towards, harmful to reputation of, or lead to unwanted or unfavorable publicity to Buyer’s Parties.


22. Personal Data Protection Compliance.
 The Parties agree that this Agreement does not involve, and Service Provider shall refrain from processing any
 Personal Data on behalf of Buyer or providing any Personal Data to Buyer unless directed to do so by Buyer in
 a SOW.


23. Force Majeure


 23.1. Neither Party will be in breach of the Agreement or SOW, as applicable or otherwise liable to the other Party
 for any failure to perform or delay in performing its obligations hereunder to the extent that such failure or
 delay arises out of causes beyond its control including (but not limited to) labor disputes, civil commotion,
 government regulations or controls, war, inability to obtain materials or services, casualty, black-outs, power
 failures, system failures or acts of God ("Force Majeure Event"). Such defaulting party will be excused from
 performance for the period of the delay as well as 10 days thereafter to perform its outstanding obligations.

 23.2. If a Force Majeure Event occurs, the Party affected will:
 a) as soon as reasonably practicable after becoming aware of the Force Majeure Event give the other Party
 written notice of the occurrence, anticipated duration and impact of the Force Majeure Event;

 b) use commercially reasonable endeavors to mitigate the effects of the Force Majeure Event, and continue
 to perform where reasonably possible the affected obligations notwithstanding the occurrence of the Force
 Majeure Event; and

 c) continue to perform all of its obligations under the Agreement performance of which is not affected by the
 Force Majeure Event.



  23.3. If the Service Provider is the Party affected by the Force Majeure Event, the Buyer will be relieved from any
 liability to pay the Charges to the extent that they relate to Services which the Service Provider is materially
 prevented from providing on account of the occurrence of a Force Majeure Event.

  23.4. If the Service Provider is unable to supply to the Buyer or Buyer is unable to receive or access a material part of
 the Services for a period of more than thirty (30) days due to a Force Majeure Event, the Service Provider will
 be entitled to terminate this Agreement upon giving thirty (30) days’ written notice to the Buyer.

24. Compliance.
  24.1. Compliance with Anti-Bribery, Anti-Corruption and other Laws.
 (a) In connection with this Agreement and its own business, Service Provider shall comply, and compel
 its employees, agents, and Subcontractors to comply, with all Law related to anti-corruption, and
 anti-money laundering. This includes, without limitation, the U.S. Foreign Corrupt Practices Act of
 1977 (the “FCPA”) (15 U.S.C. §§ 78dd-1, et seq.) which precludes giving, offering or agreeing to give
 anything of value to foreign Public Officials or RCAs, directly or indirectly, in connection with
 obtaining or maintaining contracts or orders or obtaining other benefits.

 (b) Service Provider warrants that it neither has nor will violate the FCPA or any other Law referenced in
 this clause. Service Provider warrants that it has not paid, agreed to pay, nor will it pay anything of
 value to any representative of Buyer or any third-party on behalf of Buyer. Service Provider further
 warrants that it has not made, offered, or agreed to make any political contributions or donations in
 relation to this Agreement. Service Provider warrants that it shall disclose to Buyer if any Public
 Officials or RCAs currently or at any point throughout the Term:

 i. own an interest in Service Provider; or

 ii. have any legal or beneficial interest in this Agreement.


  24.2. Record Keeping and Audit Rights. Service Provider shall maintain complete and accurate records arising from
 and related to this Agreement, as required by the FCPA and any other Law. Service Provider (and, if applicable,
 its Affiliates) shall, upon written request, allow Buyer’s representatives to examine, audit, and make copies of
 said records and related documentation. Service Provider shall fully cooperate with any audit, to be conducted
 during normal business hours, of any records related to Service Provider’s compliance or noncompliance with
 the terms of this Agreement and any Law.

  24.3. Other Legal Obligations. Service Provider warrants that it shall comply in all respects with the Law applicable to
 this agreement and Service Provider’s relationship with Buyer, including without limitation applicable trade,
 human rights, personal data protection, labor, immigration, and environmental Law in all activities related to
 the creation and provision of Services. Service Provider shall take no intentional action which would subject
 Buyer to penalties under Law.

 24.4. Notification and Cooperation. Service Provider agrees to provide immediate written notice to Buyer in the event
 that:

 a) Service Provider has or believes it may have failed to comply with any of its warranties under this
 Compliance Clause; or

 b) Service Provider is alleged to have made improper payments in connection with its performance under this
 Agreement.

 Service Provider shall cooperate fully with Buyer and/or any government agency investigating a possible
 violation of this Compliance Clause.

 24.5. Detrimental Activity. Notwithstanding anything to the contrary in this Agreement, if Buyer shall in good faith
 determine that Service Provider, or any of its officers, directors, employees, agents, designees, representatives,
 partners, owners, members, shareholders, lenders, or financial participants is or may be engaged in, or is about
 to be engaged in, any activity or relationship that may be detrimental to Buyer’s or any of Buyer’s Affiliates’
 business, image, or reputation, or if any of Buyer’s or Buyer’s Affiliates’ licenses are threatened to be, or are,
 denied, curtailed, suspended or revoked by such activity or relationship then Buyer may, in its sole discretion,
 terminate this Agreement or any SOW without further liability to Service Provider.

25. Precedence.
 The following principles of precedence shall apply where there is any conflict of terms:

 a) the terms of the Agreement will prevail over the terms of any SOW; and

 b) the terms of any documented change request that amends a SOW will prevail over the terms of the SOW
 being amended.

26. No Agency.

 This Agreement will not be construed to and does not create a relationship of agency, partnership, employment,
 joint venture or any other similar relationship between the Parties. Nothing in this Agreement shall be
 construed to authorize either Party to:

 a) incur any expenses on behalf of the other Party;

 b) enter into any engagement or make any representation or warranty on behalf of the other Party; or

 c) bind, oblige, or commit the other Party in any way without obtaining the other Party’s prior written
 consent.

27. Independent Contractors
 27.1. Service Provider Personnel are employees, exclusively, of Service Provider, and paid by, Service Provider or
 Service Provider’s Subcontractors. Service Provider understands that neither Service Provider nor Service
 Provider Personnel are eligible for workers’ compensation or unemployment insurance benefits, or eligible to
 participate in any employee pension, profit sharing, stock option, health, vacation pay, sick pay or other benefit
 plan of Buyer or Buyer’s Affiliate (collectively “Buyer Benefits”). Therefore, Service Provider shall ensure that
 Service Provider Personnel will not apply for or participate in Buyer Benefits. Service Provider further agrees
 that in the event a court or government agency later determines that Service Provider or Service Provider
 Personnel is an employee of Buyer or Buyer’s Affiliate rather than an independent contractor, Service Provider
 waives any right to recover and promises not to seek employee benefits of any kind to which an employee
 would have been entitled during the period prior to the court or agency’s ruling. Service Provider shall
 indemnify, defend and hold Buyer’s Parties harmless against any Claim by Service Provider or Service Provider
 Personnel seeking any Buyer Benefits from Buyer or Buyer’s Affiliate.

  27.2. The Parties are independent contractors with respect to one another. Service Provider shall be solely
 responsible for payment to any suppliers, Subcontractors and third parties Service Provider utilizes in the
 provision of the Services to Buyer or Buyer’s Affiliate. Service Provider shall, and shall also require that its
 Subcontractors, pay all applicable social security, unemployment, workers’ compensation or other
 employment taxes or contributions of insurance and, upon request, shall provide Buyer with proof that such
 payments have been made in a form acceptable to Buyer. Service Provider shall also comply with all Law
 relating to employment, including without limitation those regarding minimum wages, social security,
 unemployment insurance, workers’ compensation and immigration.


28. Time is of the Essence.
 Time is of the essence in Service Provider’s performance under this Agreement.


29. Assignment.
 Save for Buyer who may assign this Agreement or any SOW to its Affiliates by providing notice to Service
 Provider, neither Party may assign this Agreement or any SOW, in whole or in part, without the prior written
 consent of the other Party. Any permitted assignment or delegation shall not relieve Service Provider of its
 obligations under this Agreement. Any attempted assignment or delegation of this Agreement or any SOW
 not in accordance with this clause shall be void.


30. Subcontracting.
  30.1. Subject to the terms of this Agreement, Service Provider shall complete the Services and fully perform the
 Services thereunder. In the event that Service Provider desires to subcontract any or all of the Services to any
 other third party, Service Provider shall obtain the prior written permission and approval of Buyer, which
 permission shall be at Buyer’s sole and absolute discretion. Service Provider shall provide Buyer with:
 a) the name and address of the Subcontractor; and
 b) a description of the type of Services or materials that the Subcontractor will be performing or providing.


  30.2. If so agreed to by Buyer, Service Provider shall ensure that the Subcontractor is aware of and bound to the terms
 of this Agreement, as so applicable, and that prior to performing any Services, the Subcontractor obtains,
 maintains, and provides evidence of insurance as required of Service Provider under this Agreement.



31. Change in Control.
 The Service Provider shall promptly notify Buyer at least forty-five (45) days prior to any proposed Change in
 Control. The proposed controlling party of Service Provider (“Proposed Party”) shall be required to submit to
 Buyer’s vetting procedures of third parties (“Due Diligence”). Buyer may terminate this Agreement and any
 Order in the event the Proposed Party fails to successfully pass Due Diligence.




32. Cross-default.
 Service Provider agrees that any material breach of this Agreement shall constitute a breach of not only this
 Agreement but also of all Other Agreements. Such breach shall allow Buyer (and Buyer’s Affiliate), with written
 notice, to withhold payment under or terminate this Agreement or any Other Agreements.


33. Severability.
 Should any provision of this Agreement or any SOW be held to be void, invalid, unenforceable or illegal, it
 shall be severed from this Agreement or such SOW and the remaining terms shall remain in full force and
 effect. The balance of this Agreement or such SOW shall be construed and enforced as if this Agreement or
 such SOW did not contain the particular provision held to be void.


34. Waiver.
 Waiver of any term or condition of this Agreement or any SOW by a Party shall not be valid unless it is by way
 of an amendment to this Agreement or such SOW. The delay or failure of Buyer to enforce any provision of
 this Agreement or any SOW, or to require performance of any provision, shall not in any way be construed as
 a waiver of such provision, or affect the right of Buyer to subsequently enforce each and every provision of
 this Agreement or any SOW.



35. Amendment.
 This Agreement shall not be amended except by express written agreement of the Parties. Any other attempt
 to amend this Agreement shall be null and void.


36. Entire Agreement.
 This Agreement contains the entire agreement and understanding between the Parties with respect to its
 subject matter and supersedes all prior representations, negotiations, and agreements, whether written or
 oral, relating to such subject matter.


37. Clause Headings.
 The clause headings in this Agreement are inserted for the purpose of convenience and ready reference only.
 They do not define, limit, or extend the scope or intent of the language of the clauses to which they pertain.
38. Construction.
 Each and every provision of this Agreement shall be construed as though both Parties participated equally in
 the drafting of the same, and any rule of construction that a document shall be construed against the drafting
 Party, including without limitation, the doctrine known as contra proferentem, shall not be applicable to this
 Agreement.



39. Notices.
 All legal notices related to this Agreement shall be in English and in writing, addressed to the notified Party’s
 business representative with a copy to the Party’s General Counsel and delivered to the notified Party’s address
 stated above. Any notice shall be deemed to have been given:

 a) when received by the Party to whom it is directed by hand delivery or personal service; or

 b) three (3) business days after sent by registered mail or courier (with proof of delivery).


40. Third Party Rights.
 Except as provided above for Buyer, this Agreement is entered into for the exclusive benefit of the Parties and
 is not intended to benefit any person or entity not a signatory to this Agreement or create any rights, powers
 or interests in any third person.


41. Governing Law and Dispute Resolution.
 These Master Service Terms, the Master Agreement or Individual Agreement, as applicable, and any dispute or
 claim arising out of or in connection with it or its subject matter or formation (including non-contractual
 disputes or claims) shall be governed by and construed in accordance with the laws of the State of Arkansas.
 Any dispute or difference arising out of or in connection with this Agreement shall be referred to and
 determined by arbitration conducted in Arkansas. The courts of Akransas shall have exclusive jurisdiction to
 hear and determine any application for relief in aid of an arbitration commenced pursuant to this Clause
 (including any application for interim or conservatory measures prior to the appointment of an arbitrator)
 except that either party may bring proceedings before any state court or other judicial authority for the
 purposes of enforcing any award rendered by the arbitrator hereunder.




 [REMAINDER OF PAGE INTENTIONALLY LEFT BLANK;
 SIGNATURES APPEAR ON THE FOLLOWING PAGE.]
IN WITNESS WHEREOF, the Parties hereto have each approved and executed this Contract on the day, month and

year first above written.


 EXPERIENCE FAYETTEVILLE VERB INTERACTIVE, INC.

  Signature Signature


  Name (print) Ryan Hauck Name (print) Andy MacLellan


 Title: CEO
  Title: CEO

 Date
  Date
Experience Fayetteville
 Request for Proposal: Marketing and Advertising




 Prepared by:
 Establishing a Conversion Focused Performance Marketing Partnership

 VERB Interactive Inc. appreciates the opportunity to propose our marketing expertise and partnership to
 Experience Fayetteville. We respect all you’ve built to support your region and local businesses through
 programs and marketing designed to inspire travelers to visit, stay, dine, and Experience Fayetteville and
 all it has to offer.

 We also understand the opportunities and the challenges you’ve communicated. The rapid pace of
 change in the face of AI development, the growth of neighboring communities and the competition they
 present, the opportunity to promote the destination’s commitment to sustainability, and the needs and
 demands of diverse stakeholders from Downtown Fayetteville to the University of Arkansas were all top of
 mind as we prepared this proposal.

 Why should you put your trust in us for the next phase of your growth?

 Our team is comprised of 280+ marketers, media, creatives, and technology experts who are passionate
 about tourism and hospitality and are deeply dedicated to delivering strategies and tactics that drive
 business results.

 VERB knows what it takes to grow and expand a destination’s reach, and we put it into practice for our
 DMO clients at the national, state, and regional levels. For you, we can combine this expertise with an
 understanding of both the hospitality and food and beverage industry so that both you and your local
 business owners can benefit from insights, data, marketing strategies, and training designed specifically
 for them and their needs.

 With a focus on partnership, VERB will support and guide Experience Fayetteville’s growth and reach with
 innovative insights and strategic marketing advice to cover a full funnel strategy. Whether our solutions
 are tactical micro campaigns or tentpole brand campaigns, all work developed by our agency is tied to
 measurable goals for our clients with an eye on constant optimization. We believe in transparency in
 data and feel it’s important for all our clients to understand what their marketing investment is doing for
 the brand.

 VERB’s dedicated service to the travel and hospitality space is rooted in longstanding partnerships
 across all sectors of the travel industry. We will be fully committed to you as active participants in
 strategy-building and onsite support.

 Sincerely,



 Andy MacLellan
 Founder & CEO




2
 About VERB

 VERB is a conversion focused digital marketing agency serving leading global brands in the
 travel and hospitality industry.

 We believe that measurement matters — every strategy, campaign, and creative execution is designed
 to deliver results that are both meaningful and measurable.

 Our sole focus is helping organizations across the travel, tourism, and hospitality vertical grow — from
 destinations, airlines, railways, and global cruise lines, to world-class resorts, hotels, restaurants, and
 boutique operators. Driving measurable success for our partners isn’t just what we do — it’s who we are.

 At VERB, we are passionate about exceeding expectations. Our commitment goes beyond campaigns;
 we invest in long-term partnerships, working side by side with clients of every scale — from independent
 brands to leading global icons — to create lasting impact and sustainable growth.

 Strategic Counsel Content Technology

 • C-Suite communication plans • Email marketing & CRM • Website and application
 and profile building • Social media content strategy development
 • Stakeholder communication • Social listening and reporting • Technology consultation
 • Integrated marketing strategy • Blog content creation • Solution architecture design
 development • Search Engine Optimization • Full stack development
 • Accessibility strategy • Personalized outreach • Managed infrastructure
 • Crisis planning campaigns • Security and compliance
 • Competitive Analysis • Content partnerships and support
 • Coaching and training influencer marketing • Marketing Technology
 workshops • Creative copywriting evaluation
 • Change management • Content audits • Chatbot development

 Creative Digital Media & Analytics Booking Solutions

 • Website and application • Search Engine Marketing (SEM) • Customer journey mapping
 design • Video Advertising • Booking flow Prototyping
 • User experience and design • Display Advertising & • Custom booking integration
 • Creative conceptual Remarketing • Integrated Platform as a
 development • Digital Audio Streaming (DSP) Service (IPaaS)
 • Brand development • Social Media Advertising • Guest application development
 • Campaigns & collateral • Real-time reporting and
 production insights
 • Photography & video
 production




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4
 Winning Awards for the Destination
 Award-winning creative begins with a clear, authentic story and exceptional execution. We will build
 campaigns that resonate with travelers and industry judges alike by focusing on originality, creativity,
 innovation, and measurable results. Together with the Experience Fayetteville team, we will push
 ourselves to pilot new tactics and campaign approaches designed not only to earn recognition through
 awards but to enhance our shared learning and innovation over time. Our creative, media, and analytics
 teams will collaborate to identify campaigns suitable for submission to awards such as the HSMAI
 Adrians, Travel Weekly Magellan, and others, ensuring Experience Fayetteville’s work stands out for both
 creativity and impact.




 Certifications




5
 The Pillars of our Approach

 We’ve carefully outlined our detailed approach to tactics, services, and strategies designed to support
 Experience Fayetteville. Here is a holistic overview to set the stage.

 Experience Fayetteville has built a strong foundation of momentum, fueled by creativity, community, and
 a sense of place. Our goal for Year One is to translate that momentum into measurable visibility,
 positioning Fayetteville as a nationally recognized, regionally loved, and locally supported destination
 known for outdoor adventure, culinary excellence, and cultural connection.

 Our strategy focuses on a fully integrated marketing ecosystem that combines data-driven media,
 inspired creative, and content partnerships to expand reach and strengthen brand equity. Each tactic
 will drive awareness that converts into visitation, economic impact, and community pride, while also
 supporting the broader goals of the Fayetteville Advertising and Promotion Commission.

 Increased National Exposure

 We will elevate Fayetteville’s national profile through a bold, authentic creative platform that celebrates
 its unique blend of outdoor energy, creativity, and representation that speaks directly to your target
 markets. National exposure will be built through a combination of paid media, influencer partnerships,
 and strategic brand collaborations. These efforts will span channels such as Connected TV, digital audio,
 and social, reinforced by AI-enhanced performance media that learns and adapts in real time to
 audience behavior. This approach ensures Fayetteville remains visible and competitive in a fast-evolving
 digital landscape.

 Increased Regional Exposure

 We will elevate Fayetteville’s national profile through a bold, authentic creative platform that celebrates
 its unique blend of outdoor energy, creativity, and representation that speaks directly to your target
 markets. National exposure will be built through a combination of paid media, influencer partnerships,
 and strategic brand collaborations. These efforts will span channels such as Connected TV, digital audio,
 and social, reinforced by AI-enhanced performance media that learns and adapts in real time to
 audience behavior. This approach ensures Fayetteville remains visible and competitive in a fast-evolving
 digital landscape.

 Outdoor Recreation and Mountain Biking

 We will position Fayetteville as a leading center for outdoor recreation and mountain biking by
 embedding this pillar into every layer of marketing. From social storytelling and influencer campaigns to
 immersive video and photography, outdoor recreation will anchor the brand’s year-round identity. Using
 AI-driven audience segmentation and Generative Engine Optimization (GEO), we will ensure Fayetteville’s
 content appears where travelers are actively discovering destinations across AI-powered search and
 generative platforms. Our efforts will be tagged and tracked so we can easily understand and optimize
 the strategy.




6
 Building a Strong Connection with the University of Arkansas

 The University of Arkansas is a cornerstone of Fayetteville’s identity and a powerful catalyst for year-
 round visitation. Our approach will deepen this connection by highlighting the shared energy, creativity,
 and vibrancy that make Fayetteville an exceptional college town. We will align destination marketing
 efforts with key campus moments—move-in, game days, graduation, and alumni weekends—to spotlight
 the experiences that make visiting, studying, and living here unforgettable.

 Our campaigns will showcase the advantages of exploring Fayetteville through the lens of campus life:
 the restaurants, hotels, trails, and local businesses that enhance every visit. We will focus on reaching
 parents, prospective students, and returning alumni with storytelling that inspires them to stay longer,
 dine locally, and discover more of what makes Fayetteville special. Collaborations with student creators
 and local partners will help capture authentic perspectives, ensuring the destination’s marketing reflects
 the real rhythm and warmth of the community.

 Ultimately, this strategy positions Fayetteville not just as the home of the University of Arkansas, but as a
 thriving, welcoming city that celebrates curiosity, connection, and pride of place.

 Collaboration, Stakeholder Engagement, and Community Support

 We believe success in destination marketing requires shared ownership. Our process is built on
 collaboration, transparency, and inclusion. We will host regular inter-agency planning sessions with the
 PR and website partners to align messaging, share insights, and celebrate collective wins. In parallel, our
 team will lead local stakeholder sessions to ensure Fayetteville’s tourism operators, small businesses, and
 community partners are engaged and supported. We will continue to promote the philosophy that “all
 boats rise,” empowering local industry through training, data sharing, and access to campaign tools that
 amplify their reach.

 AI and GEO Integration

 AI and GEO are transforming how travelers discover destinations. VERB’s approach integrates AI across
 analytics, media optimization, and content creation to increase efficiency and insight. Our Generative
 Engine Optimization strategy will ensure Fayetteville becomes the cited source when users ask AI tools for
 travel recommendations, future-proofing the destination’s visibility in emerging search environments.
 Fayetteville’s future growth depends on strong storytelling, collaboration, and innovation. Our Year One
 approach is guided by creativity, community, and measurable impact. We will blend Fayetteville’s
 strengths—its outdoor adventure, university connection, local pride, and inclusive spirit—into a unified
 marketing platform that reaches farther, resonates deeper, and reflects the authentic voice of the
 community it represents.




7
 Experience & Detailed Approach to Experience Fayetteville

 Following a careful review of your annual plan and discussions with your team as part of the RFP process,
 we’ve compiled a detailed review of our services and how they could specifically relate to Experience
 Fayetteville’s needs, interests, and opportunities.

 Creative Campaign Concept Development and Launch




 Our process and proposed approach for Experience Fayetteville is to combine fresh creative with the
 right mix of high performing media and data-driven content planning to produce results that deliver while
 also demonstrating transparency and building trust with the wider community and tourism operators.

 With frequent check-ins, and careful project management, we always keep property leadership up-to-
 speed and informed as to the progress and overall creative direction. We do not believe in creative
 “surprises” and unexpected concepts. Instead, we feel campaigns are most successful when they are the
 product of collaboration and shared insights.

 Discover: This process can be condensed or expanded depending on timeline, scale and stakeholder
 needs. On a high-level, we work with you to outline the right mix of final deliverables, feedback cycles,
 and stakeholder engagement strategies. Then, we review existing research, conduct competitive
 analysis, bring insights from our portfolio to the table, meet with stakeholders and leads within the
 organization and wider community to develop a deep set of insights to inform the campaign. The
 outcome of this phase is a detailed project and stakeholder engagement plan as well as a discovery
 phase presentation outlining the findings and insights we’ve uncovered.

 Plan: We determine how the insights from the discovery phase can become an engaging campaign. We
 provide several concepts for your review, each informed by shared insights and ideas. We also develop
 an integrated plan for how to bring the campaign to life across multiple channels.
 Create: We build the assets required to launch the campaign, from video and audio spots, to Reels,
 emails, and blogs.

 Launch: We launch and celebrate, together; providing transparency to partners and organizations
 around the campaign strategy and goals to continue generating buy-in within the local tourism
 community and supporting stakeholders.




8
 Optimize: Performance Media is continuously adjusted and optimized, and top-performing assets are
 prioritized to deliver on the campaign goals.

 Our creative approach is to pair campaign strategists with copywriters and art directors to establish
 conceptual approaches. From there, our deep bench of production designers creates assets that can be
 used across all digital mediums and any required traditional and print formats.

 Our 25+ creative team (copywriters, UX, and creative designers) also designs with ADA Compliance in
 mind, ensuring all assets take accessibility into consideration at each phase of development.

 Together, the team has created full-scale creative campaigns for many VERB clients including, but not
 limited to:




 For clients listed above, our team has conceptualized and produced campaigns that include:

 × Print × Search Ads
 × Out of Home × Video Ads and Connected TV
 × Radio/Audio Streaming Ads × Website Campaign Landing
 × Display Ads (all formats) Pages & Microsites

 × Social Ads × Lead generation ads for Sales team




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 Production: Design, Copy & Video

 Creative production is completed by VERB’s robust team of:

 × Art Directors × Animators
 × Designers × Copywriters
 × Video Editors


 All work is overseen by our Chief Creative Officer, senior Art Directors, and Account Managers.
 The senior team ensures all production elements, including ad copy, print brochures, campaign videos, or
 email blasts, stay true to the brand and strategic vision of each project.

 Work we produce will be available at any time and copies of all work are digitally stored on our in-house
 Digital Asset Management (DAM). We can also produce work in the format of your choosing,
 so your internal teams will never skip a beat.


 Asset Collection & Shoots

 Our creative team has a reliable roster of videographers and production teams we work with on a regular
 basis across our destination and hospitality portfolio. We are also happy to work with existing, preferred
 vendors, teams, and content creators upon request and/or to vet new providers as the opportunity
 arises. Our role in this process is to develop the concept, shot lists, and storyboards required to capture
 and collect the assets required to bring brands and campaigns to life.




2
 Social Media Strategy (Meta and Other Channels that May Follow)

 Sharing data-driven, on-trend messaging in engaging, high-quality formats across all social channels is
 important for all our clients. We can support Experience Fayetteville with our global award-winning team
 which can scale to support the needs of our clients, whether it’s strategy, day-to-day content creation
 and publishing for clients such as Hilton Head Island and Nassau Paradise Island or creating editorial
 calendars, coaching on-the-ground staff, and building strategy for clients such as Nickelodeon Hotels &
 Resorts Riviera Maya. They’ve launched TikTok accounts with global influencers in the Caribbean and
 drafted early-adoption POVs about Threads. Here’s how we do it:




 Our social media clients include Hilton Head Island, Bermuda Tourism Authority, Hilton Beach House,
 Wyoming Tourism, Nassau & Paradise Island, Bahamas, Explore Bluffton, Visit Frisco, the Napa Valley
 Wine Train, and more. The team’s social strategy and tactical implementation work has earned multiple
 HSMAI Adrian and Trave Weekly Magellan Awards.




2
 Case Study: Bermuda Social Media
 Bermuda is a world-renowned destination known for its pink
 sand beaches, raft-up parties, cedar and spice berry scents,
 and the unmistakable sound of gombey whistles and Crown and
 Anchor clacks. Capturing that distinct energy and translating it
 into digital storytelling is central to Bermuda Tourism Authority’s
 (BTA) social strategy. As the DMO representing countless local
 businesses, BTA’s mission is to amplify Bermuda’s character
 while driving meaningful visitation and connection.

 Social Media Goals
 BTA’s social strategy is built around three priorities:

 • Grow awareness of Bermuda as a world-class vacation
 destination.
 • Drive interest in the island’s local culture, businesses,
 and experiences through engaging content.
 • Highlight Bermuda’s proximity to the U.S. East Coast.

 To bring these goals to life, BTA set measurable 2024
 benchmarks: surpass 80 million annual cross-channel
 impressions and one million engagements (with an engagement
 rate above 1%).

 Strategic Approach

 To achieve this, BTA adopted a partnership-led approach, leveraging relationships with influencers,
 brands, and local ambassadors to expand reach and authenticity. This method opened access to new
 markets and aligned audiences through shared storytelling.

 Influencer Partnerships

 Creators Natalie Marshall and DeAndre Brown helped reintroduce Bermuda’s charm through a Summer
 Fridays campaign emphasizing accessibility from the East Coast. Their content achieved 41.7 million
 impressions and 451,200 engagements.

 Brand Partnerships

 A high-impact activation with JetBlue transformed Times Square with a giant pink sand hourglass,
 reminding travelers that Bermuda is just a 90-minute flight away. Nearly 5,000 people engaged with the
 campaign through online and in-person trivia, generating millions of impressions and excitement across
 social platforms.




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 Local Business Collaborations

 The “Flavours of Bermuda” five-part culinary video series spotlighted local chefs and cultural experiences,
 pairing episodes with themed itineraries. It generated 1.02 million impressions and 16,695 engagements,
 driving interest in local food tourism.

 Results (Jan–Aug 2024)

 • 68.8M impressions (projected 91.7M annual, surpassing goal by 11M)
 • 999K engagements (projected 1.33M annual, surpassing goal by 300K)
 • 1.4% engagement rate (exceeding benchmark by 0.4%)
 • 60K+ organic social sessions and 956K+ paid sessions

 Impact

 By leveraging partnerships, Bermuda not only exceeded performance goals but also broadened its
 audience in meaningful ways. The island’s story reached millions of potential travelers through authentic,
 experience-rich content that celebrated both destination and community. Through this evolved strategy,
 Bermuda Tourism has turned social media into one of its most powerful tools for driving visitation,
 stakeholder value, and long-term brand growth.




4
 Content Strategy

 We believe campaigns work best when they are strongly supported by all Paid, Owned and Earned
 marketing channels. Content strategy and marketing is a key pillar in VERB’s service offering. We provide
 strategic guidance and implementation for campaign concepts, social, blog, web content, and email
 along with developing and managing influencer programs and paid content partnerships. Our work is
 informed by trends, industry expertise, SEO research, and analytics. Our award-winning work includes,
 but is not limited to, ongoing content marketing for:




5
 Influencer & Content Creator Strategy
 We understand you are also interested in strategic partnership strategies. We can provide extensive,
 results-oriented and award-winning services. We believe influencer and content creator strategies must
 be more than likes and pretty pictures. We follow the approach outlined below to make all partnerships
 as meaningful and successful as possible.

 Content Creator Partners:

 Here is a snapshot of some of our partnership work.




 We also work to ensure our partners’ target audiences can see themselves reflected in and represented
 by the content creator partnerships we establish. Our work on this front includes HSMAI Adrian Award
 winning work with Visit Austin.




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 Content Creator Case Study: Visit Austin x Lucy Edwards: Seeing Austin Through Every Lens

 Austin moves to its own rhythm, filled with music, creativity, and connection. In 2024, Visit Austin set out to
 ensure that everyone could feel part of that rhythm. To bring this vision to life, we collaborated with Lucy
 Edwards, a UK-based broadcaster, journalist, and disability advocate who lost her sight at 17, to share
 the city through her unique perspective.

 Lucy’s visit became a story of belonging and discovery. She kayaked
 across Lady Bird Lake, hiked scenic trails, and even climbed onto a
 mechanical bull, laughing with confidence and joy. Through her storytelling,
 Lucy showed how accessibility in travel can be vibrant and empowering.
 Her content encouraged audiences to see Austin as a place where
 everyone can join in, where adventure feels open to all, and where
 inclusion is expressed through action rather than words.

 With support from British Airways, Lucy traveled directly from London to
 Austin, reinforcing the city’s reputation as an accessible and welcoming
 gateway for international visitors. Across Instagram, TikTok, and YouTube,
 she published 35 posts that reached more than 724,000 people and
 generated 16 million impressions. The campaign achieved $382,000 in
 earned media value from an investment of only $10,000.

 Beyond its measurable success, this partnership resonated because it was authentic. Lucy’s use of alt
 text and audio descriptions modeled inclusive storytelling, ensuring that her audience could experience
 Austin through multiple senses.

 Through this collaboration, Visit Austin demonstrated how empowering a creator with lived experience
 can build genuine representation. By inviting Lucy to tell her own story, we showed how creativity and
 accessibility come together to make every traveler feel welcome in Austin.




7
 Activations and Events

 VERB’s approach is to ensure events and activations are connected to a broader, measurable strategy.
 They should help our clients do one or more of the following:

 • Connect with a new market or grow • Form connections with potential
 presence in an existing market, partners,
 • Build relationships with media and • Gather and create/generate new
 content creators who can help share content assets,
 brand stories, • Support community relations.

 Our experience includes events/activations with Hilton Head Island in both Nashville (see video) and
 Toronto, Canada (see video), an influencer and media event at the Tennis Open in Miami for Hilton Head
 Island.

 Experience Fayetteville Thought Starter

 Athletes First Tailgate Tour: The Tour is our VIP tailgate experience popping up at major college football
 games across the country and creating unforgettable moments around the game day experience. We’ll
 have branded activations, athlete appearances, social amplification and on-site sampling. We’ll be
 making stops at schools like Ohio State, Notre Dame, Georgia, Alabama, Texas, etc. This could be an
 opportunity to connect the dots between the destination and the university.

 Brand Partnerships

 Brand partnerships drive results when both brands can connect with net new potential audiences who
 share a mutual interest in the values each brand supports. We believe partnerships should be part of an
 overall marketing strategy designed to support measurable goals and objectives. Should you select us as
 your partner, we will work with the Experience Fayetteville on strategic and tactical plans that include
 potential brand partnerships designed to support local businesses and intent-to-visit.




8
 Brand Partnership Case Study: Hilton Head Island and Cadence and Shared Sustainability Values
 Hilton Head Island set out to reach a new generation of travelers—those who care deeply about
 sustainability, authenticity, and meaningful connection. To bring that vision to life, the destination
 partnered with Cadence, a U.S.-based travel accessories brand celebrated for its innovative, eco-
 friendly travel “Capsules” made from ocean-bound recycled plastic.

 At the heart of the collaboration was a five-day, hands-on experience for the
 25-member Cadence team, including CEO Stephanie Hon. Together, they
 explored Hilton Head Island through its defining pillars: Ecotourism, Wellness,
 History, Arts and Culture, and Outdoor Recreation. Their days began with
 sunrise turtle patrols and beach biking and ended with shared meals of
 Lowcountry cuisine. Between adventures, the teams connected over creative
 brainstorms and strategy sessions at The Westin and a luxury oceanfront villa.

 The campaign unfolded in three phases—pre-trip excitement through email
 and social, real-time storytelling during the visit, and post-trip amplification
 through a published itinerary, digital content, and boosted social promotion.
 Every moment was captured through professional photography and video,
 creating an asset library now fueling future campaigns.

 The results reflected both impact and intention. The partnership generated $195,500 in earned media
 value through 84 Cadence posts reaching 190,000 people across key markets including New York, Los
 Angeles, Chicago, and Seattle. Hilton Head Island saw a 39% growth in Instagram followers, a 33% email
 open rate, and nearly 6,000 new subscribers.

 More than a campaign, this collaboration became a case
 study in authentic storytelling. By empowering creators who
 share aligned values, Hilton Head Island brought its
 purpose-driven brand to life and inspired travelers to
 experience the island with care, curiosity, and connection.




2
 Advertising Strategy and Management

 With 200+ performance media clients and a Media and Analytics team of 40+, VERB’s advertising arm is a
 powerful one, recently reporting a Year-over-Year Return on Ad Spend (ROAS) Improvement for our
 clients of 146% on average. Our performance focused approach has helped our clients exceed revenue
 targets by as much as 70% in Canada and the US. Our conversion-driven strategies have also resulted in
 international Search Engine Marketing awards.

 We are a Google Certified Partner and part of Google’s International Growth Agencies program, which
 empowers our team to help our clients grow audiences and results from emerging markets.

 Our full funnel marketing strategy supports each core stage of the customer journey by using specific
 channels, messaging, and tactics to drive exposure, engagement, and conversion for the brand, as
 outlined below.




 VERB will work with Experience Fayetteville to develop paid campaigns that leverage targeted media to
 drive measurable, cost-effective, qualified website traffic and conversions. All tactics are deployed
 based on business goals to either generate demand or capture existing demand. The end goal is to drive
 increased revenue and leads for your brand.




3
 This approach allows us
 to assess how current
 demand is driving total
 site and overall
 performance.

 If business goals are not
 met due to low interest,
 budget is flowed into
 intent and awareness
 driving effort.




4
 Analytics and Reporting

 VERB is hyper-focused on analytics and measurement. Analytics play an integral role in all activities at
 VERB, ranging from discovery and UX through to digital campaign management and even social media
 content creation. In addition to having a dedicated analytics team at VERB, all team members are
 encouraged to explore analytics certifications, as data tells a story that can influence the direction of
 every project. Our tools and expertise include:

 • Google Analytics/GA4 • Adobe Analytics
 • Google Tag Manager • Adobe Target
 • Google Data Studio • Adobe Audience Manager
 • Google Search Console • Adobe Experience Manager
 • Content Experiments • Inspectlet
 • Optimizely • BrightEdge
 • BlueConic • Clarity
 • PageSense



 Case Study: Visit Frisco’s “UnGrown-Up Family Fun” Campaign

 Visit Frisco’s “UnGrown-Up” Summer Family Fun campaign was designed to convert summer travel
 demand into measurable hotel bookings while reinforcing Frisco’s brand as The City That Plays.
 Running from March to September 2025, the campaign positioned Frisco as the ultimate family
 getaway—where sports, play, and relaxation intersect.

 The full-funnel media strategy combined upper-funnel awareness with precision retargeting to drive
 conversions. The upper funnel inspired wanderlust with vibrant, family-forward creative across paid
 social, TripAdvisor, Spotify, and native content platforms. The lower funnel activated qualified intent
 through Google campaigns and exclusive hotel offers, building a direct path from inspiration to
 booking.

 The results were exceptional. The campaign generated 233,675 sessions, a 50% engagement rate,
 and 77,333 hotel partner referrals, proving the effectiveness of the integrated model. Google
 campaigns served as the conversion engine, delivering 1.04M clicks and 72,650 hotel partner click-
 offs. Paid social and vendor buys added over 300,000 landing page clicks and 4,500 partner
 referrals, fueling awareness and mid-funnel engagement.

 Year-over-year growth across key markets validated the campaign’s national reach: Florida traffic
 rose 1,182%, New York 1,050%, and Illinois 226%. Using conservative conversion estimates, the
 campaign delivered roughly $191,000 in incremental room revenue on a modest spend, representing
 significant ROI and tangible partner value.

 Ultimately, UnGrown-Up proved that playful, data-driven storytelling can move families from curiosity
 to commitment—elevating Frisco’s visibility, occupancy, and reputation as one of the most family-
 friendly destinations in Texas.


5
2
 Email Marketing & CRM

 True digital transformation means using technology to constantly evolve all aspects of the business
 model, including business processes, customer experience, and market requirements. Because the
 customer experience is at the heart of Experience Fayetteville’s goals, a digital marketing strategy
 that is both engaging and offers relevance is key. This strategy must be integrated and holistic and
 applied to both CRM and marketing automation goals.

 Using our experience with DMO clients including Hilton Head Island, Wyoming Tourism, Nassau &
 Paradise Island, Bermuda Tourism Authority, and others, we can help Fayetteville optimize this
 powerful marketing channel. Here is an overview of our approach:

 Set Goals

 Define Strategy & Objectives: Clarify what you hope to achieve with your email campaign, such as
 increasing engagement, driving partner conversions, etc.

 Identify Audience: Understand who will receive your emails by defining audience segments.

 Plan Content

 Content Calendar: Develop a timeline for when each email will be sent to keep your messaging timely
 and relevant while also ensuring content strategy is aligned with social content calendar and
 overarching organic SEO strategy.

 Message Themes: Decide on the key themes for your emails, ensuring they align with your marketing
 goals and promotional activities.

 Create Content (consumer only)

 Copywriting: Craft email copy that is clear, engaging, and direct, with a strong call to action and
 written in BTA’s brand tone and voice.

 Creative Design: Design emails that are visually appealing and consistent with your brand’s style,
 ensuring they look good on both desktops and mobile devices.

 Compliance: Make sure all emails comply with legal standards like GDPR, CCPA, or CAN- SPAM.

 Test and Optimize

 A/B Testing: Test different elements of your emails (like subject lines or images) to find out what
 resonates best with your audience.

 Incorporate Feedback: Use feedback and analytics to tweak and improve your email content.

 Send Emails

 Schedule and Send: Use an email service provider to send your emails at optimal times based on your
 audience's habits.

 Automate Responses: Set up automated responses for common actions like sign-ups or purchases.
3
 Monitor Performance

 Track Metrics: Regularly check key performance indicators such as open rates, click rates, and
 conversions to evaluate the effectiveness of each email.

 Make Adjustments: Adjust your strategy and content based on these metrics to improve future emails.

 Refine and Report

 Generate Reports: Create detailed reports on the performance of your email campaigns.

 Refine Strategy: Use insights from the data to refine your approach, targeting, and content for
 upcoming campaigns.

 Connecting with SEO

 Implementing an email content strategy alongside an organic SEO strategy and social media content
 strategy involves aligning content across all channels to reinforce brand messaging and improve
 audience engagement. VERB will use insights from SEO to inform the topics and keywords for your
 email content, ensuring consistency with the content that performs well on your website and social
 media. In addition, we will utilize social monitoring and community management to gather feedback
 and preferences from your audience, which can help refine and personalize the email content further,
 creating a cohesive and interactive digital marketing ecosystem.

 To deliver a cutting-edge email strategy, VERB starts with a structured approach to develop and
 implement a strategy that sees CRM data efficiently integrated with Experience Fayetteville’s
 marketing automation platform. In collaboration with you, VERB will work within the platform to
 accomplish the following:

 Workflow Management and Development:

 • Design and implementation of complex technical workflows.
 • Management and optimization of existing workflows.
 • Development of specific workflows for travel guide fulfillment.
 • Regular testing and benchmarking to assess performance.

 Email Management:

 • Creation and maintenance of email segmentation strategies.
 • Comprehensive list management including regular cleanups and updates.
 • Execution of test sends and full email deployments.
 • Development and updating of personas and intent-based audiences for targeted marketing.
 • Automation of email processes to enhance efficiency.

 Technical Support and Training:

 • Ongoing technical support including strategy consultation and technical troubleshooting.
 • Management of support tickets and resolution of issues.


4
 AI and the Destination Marketing Landscape

 There is no question that AI is disrupting the way we work, communicate, plan, and travel.

 VERB's approach to AI for destinations as a cross-functional, integrated capability across the entire
 organization. This perspective focuses on leveraging AI to drive tangible business goals, prioritizing
 the question of "How can it support my brand and business goals?" overusing AI merely for the sake of
 it.

 The integration of AI centers on three core pillars:

 • Operational Efficiency and Insights: AI is utilized to increase internal efficiencies by automating
 rote tasks, taking and compiling notes, and using Chatbots to answer FAQs and reduce call
 center volume. Furthermore, AI simplifies data consumption by enabling prompt-based
 analytics analysis, moving away from a dashboard-based approach (e.g., using Gemini/GPT
 plugins to query GA4 metrics).

 • Enhanced Personalization and Performance Media: AI is intensely and actively used across
 Performance Media platforms (Google, Bing, DSP services) to optimize which combination of
 messaging and visuals is served up to what audience and when. Looking forward, the
 roadmap includes leveraging AI-based production tools to accelerate speed-to-market for
 fresh ad assets, quickly generating various sizes, combinations, and even authentic
 voiceovers (VO) and captions in multiple languages.

 • Discovery Fueling and Social Integration: The strategy extends into social media and content
 discovery by optimizing profiles and feeds to support brand ranking in LLMs. For instance,
 recent updates allowing public Instagram posts from professional accounts to be indexed on
 Google and Bing offer a new content discovery route outside the platform. Additionally, VERB
 employs custom GPTs/Gems to crawl platforms like Reddit and trending Instagram topics to
 generate net new content ideas that are data-backed and more likely to be ranked and
 cited by LLMs.

 This approach requires continuous tracking of conversions generated by AI bots and calls for
 enhanced reporting to introduce net new GEO-based metrics and benchmarks.




5
 Search Engine Optimization & Generative Engine Optimization (GEO)

 VERB recognizes that destination discovery is rapidly evolving. Traditional search results are being
 replaced by generative engines such as ChatGPT, Perplexity, and Google’s AI Overviews—platforms
 that provide answers rather than links. Gartner predicts that by 2028, half of all traditional search
 traffic will be replaced by AI-driven experiences. This shift demands a strategic pivot from traditional
 SEO to Generative Engine Optimization (GEO) — ensuring destinations become the cited source when
 users ask AI-powered tools for travel recommendations.

 While SEO remains essential for building a strong technical foundation and content credibility, GEO
 expands the scope. It ensures that brand content is understood, cited, and accurately represented
 by large language models (LLMs). VERB’s philosophy is that a successful DMO must perform for both
 humans and algorithms, delivering structured, engaging, and authoritative content that earns visibility
 across both SERPs and AI-generated results.

 Our Approach

 1. Data-Driven, Human-Centered 3. Building Digital Credibility Through
 Optimization Partnerships
 We start with comprehensive technical audits, Backlink and digital PR strategies remain
 content performance analysis, and GEO central. We cultivate high-quality, “Do Follow”
 keyword mapping. Our approach combines backlinks, brand consistency (NAP data), and
 traditional SEO fundamentals—technical authoritative mentions across external
 health, on-page optimization, and off-page channels—all key ranking signals for both SEO
 authority—with GEO-specific tactics such as and GEO visibility.
 structured data, schema markup, and llms.txt
 integration to help AI engines interpret content 4. Measuring Beyond Clicks
 correctly. VERB redefines performance measurement for
 the generative era. Traditional KPIs like site
 2. Content Engineered for AI Discovery visits and organic traffic are paired with new
 Content is developed through the lens of metrics: AI Search Visibility (share of citations),
 generative engines. We optimize for context, Content Performance in AI, and Agent-Driven
 clarity, and EEAT principles (Experience, Conversions. This allows destinations to
 Expertise, Authoritativeness, Trustworthiness), measure both influence and interaction across
 ensuring AI models recognize and cite client emerging platforms.
 content as reliable. We conduct GEO response
 analysis to identify how LLMs are surfacing 5. Future-Proofing Destination Brands
 travel recommendations and then craft GEO is not a one-time setup but a living
 targeted narratives designed to appear in system. VERB helps DMOs build scalable
 those answers. frameworks—ongoing content audits, platform
 monitoring, prompt updates, and optimization
 cycles—ensuring long-term visibility as AI-
 powered search continues to evolve.




6
 MICE & SMERF Targeting Strategies

 At VERB, we understand that the motivations and decision-making processes for MICE (Meetings,
 Incentives, Conferences, and Exhibitions) and SMERF (Social, Military, Educational, Religious, and
 Fraternal) audiences are vastly different from leisure travelers. These segments require a dedicated
 communication strategy—one that speaks to their logistical needs, professional expectations, and
 emotional drivers, rather than repurposing leisure content.

 Our approach centers around creating differentiated digital ecosystems, marketing programs, and
 content strategies that connect with planners and organizers at every stage of their journey—from
 awareness to RFP submission.

 VERB begins each engagement with a focused discovery process that identifies:

 • Core audience segments (e.g., corporate planners, association executives, social organizers).
 • Primary triggers that drive consideration (e.g., accessibility, sustainability, capacity, incentives,
 local culture).
 • Pain points in their research and booking process (e.g., lack of transparent specs, inconsistent
 venue data, poor follow-up).
 • Competitive positioning against peer destinations and hotels.
 • We then translate these insights into tailored creative, UX frameworks, and targeted media
 strategies designed to drive qualified leads and RFP submissions.

 Digital Experience & Content Strategy
 Our web and content strategies focus on creating dedicated digital environments—distinct from
 consumer/leisure experiences—built to support the B2B mindset of MICE and SMERF planners. Key tactics
 include:
 • Dedicated Meeting & Event Microsites or Hubs with concise navigation, venue specs, floorplans,
 3D tours, and downloadable sales kits.
 • Planner-Focused Content Modules (e.g., “Why Meet Here,” “Unique Venues,” “Sample Itineraries,”
 “Team-Building Experiences,” “Local Expertise,” “Sustainability Credentials”).
 • Interactive Maps & Filterable Venue Search powered by technologies like Mapbox or Algolia to
 help planners find spaces by size, type, or amenities.
 • Dynamic Offers & Incentive Programs that highlight seasonal or group-based discounts,
 supported by CRM segmentation and email automation.
 • Localized Case Studies & Testimonials from past events to build credibility and social proof.
 • AI-Ready Structured Data to improve visibility in generative search and ensure RFP-ready
 information can surface easily via AI-powered platforms.

 Paid Media & Lead Generation
 Our paid media approach goes far beyond brand awareness—our goal is to drive measurable planner
 engagement and generate qualified RFPs. We leverage a mix of paid and owned channels with
 conversion-focused creative, using precise targeting to reach planners by role, interest, and behavior.




2
 Tactical activations include:
 • LinkedIn campaigns targeting corporate planners, association members, and agency
 professionals.
 • Programmatic display and retargeting across trade sites like Smart Meetings, and Successful
 Meetings.
 • Geo-targeted campaigns focused on key feeder markets or regions with strong industry
 alignment.
 • Search campaigns optimized around planner-intent keywords (e.g., “conference venues in
 [destination],” “incentive travel packages”).
 • Native advertising and sponsored content within B2B publications and industry newsletters.
 • Lead nurturing funnels that capture contact info and trigger follow-up sequences via integrated
 CRM workflows.

 CRM, Data & Measurement
 Measurement and optimization are central to every campaign. We integrate Google Analytics 4 (GA4),
 CRM data and marketing automation tools to track every action from ad click to RFP submission.
 Our approach includes:
 • Custom dashboards showing lead source attribution, cost per lead/RFP, and planner conversion
 performance.
 • Email nurture journeys that deliver follow-up communications based on planner interest
 (corporate vs. social).
 • Data enrichment to classify planner leads by vertical, event type, and value potential.
 • Quarterly performance reviews to realign budget and creative based on conversion data.

 Offline Integration
 While digital drives initial engagement, we believe in a 360° marketing approach that connects online
 and offline touchpoints. VERB supports destinations with:
 • Event sponsorships and on-site activations at major trade shows (IMEX, MPI, PCMA, Connect
 Marketplace).
 • Print collateral, video, and signage aligned with the digital creative framework.
 • Direct mail campaigns targeting top-tier planners with personalized offers and destination
 highlights.
 • Partner enablement programs to equip local hotels and venues with co-branded sales assets,
 templates, and lead sharing tools.

 Proven Experience
 VERB has partnered with Hilton Head Island, Visit Frisco, Pebble Beach, Destination Greater Victoria, Sea
 Island Resort, and the Omni PGA Hotel & Resort, among others, to develop successful MICE/SMERF lead
 generation programs. Through these collaborations, we’ve gained invaluable insights directly from
 meeting planners and agencies, which we continue to apply for other clients like Experience Fayetteville.

 Our strength lies in building performance-driven, insight-backed campaigns that drive tangible results—
 qualified leads, RFP growth, and measurable ROI—for both destinations and hotel partners.




3
 MICE Case Study: Hilton Head Island Reimagined Digital Experience

 Following an immersive FAM tour with some of the top meeting and event planners in the US, travel
 advisors, and hotel partners, VERB engaged in an in-depth discovery session to understand how Hilton
 Head Island is perceived by planners and what information or experience would better support their
 research, decision-making, and RFP submission process. The conversations provided a wealth of insights
 into how each audience segment—corporate, association, incentive, and luxury SMERF—evaluates
 destinations, and what content and navigation elements best resonate with their unique priorities.

 The outcome was a reimagined MICE digital experience designed to drive more qualified leads for Hilton
 Head Island’s meetings and group business while positioning the destination as both accessible and
 aspirational for luxury incentive programs and high-value SMERF segments.

 Audience-Specific Navigation Strategy
 VERB’s UX team focused on creating a navigation system intentionally structured around the needs of
 key MICE segments rather than mirroring the structure of the leisure DMO website. Each pathway was
 built to reduce friction and get planners to relevant content in one or two clicks, while surfacing
 conversion opportunities throughout.

 • Corporate & Association Planners:
 Navigation emphasized meeting spaces, capacity charts, accessibility, and group logistics, with
 clear CTAs for “Submit an RFP” and “Connect with the Team.” Dedicated content modules
 outlined conference-ready venues, hybrid meeting capabilities, and sustainability initiatives—
 elements critical to these segments.

 • Incentive Travel Organizers:
 This path prioritized luxury experiences, island exclusivity, and partner collaboration. The content
 was designed to inspire while still being actionable—featuring curated itineraries, team-building
 experiences, and high-end resort packages that make Hilton Head Island a natural choice for
 reward travel.

 • Luxury SMERF Audiences (Social, Military, Educational, Religious, Fraternal):
 For these groups—often led by travel advisors or social planners—the navigation highlighted ease
 of access, group-friendly accommodations, and special event venues. Emotional storytelling and
 imagery reflected the warmth and inclusivity of the island’s character, appealing to the
 community-oriented nature of these audiences.

 This segmented content framework not only helped users find what they needed quickly but also
 reinforced Hilton Head Island’s ability to accommodate a wide range of event types without
 compromising on experience or service.




4
 Content Strategy & UX Integration
 The reimagined site prioritized content that speaks to planners in their language—data-driven, solution-
 oriented, and trust-building. VERB restructured content around questions planners actually ask,
 emphasizing clarity, depth, and scan-ability.
 Key elements included:
 • At-a-glance specs for venues and accommodations, with downloadable PDFs and contact
 integration for seamless follow-up.
 • Curated itineraries and inspiration pages for incentive and SMERF markets, balancing luxury
 appeal with logistical detail.
 • Interactive maps and filters to explore meeting spaces by capacity, proximity, and amenities.
 • Dedicated sections for “Why Hilton Head Island” and “Getting Here”, designed to preempt top
 planner concerns about accessibility and connectivity.
 • Custom photography and video content showcasing real events and spaces, reinforcing
 authenticity and scale.
 • Clear and persistent conversion points for “Submit an RFP,” “Schedule a Call,” or “Download
 Planning Resources.”

 By blending functional clarity with elevated design, the new digital experience communicates Hilton
 Head Island’s unique meeting and incentive proposition: a coastal destination that combines resort-level
 amenities, Southern hospitality, and seamless logistics—all in a naturally inspiring environment.

 Deliverable
 The new MICE-focused platform represents a deliberate departure from the consumer-facing DMO site.
 Instead, it serves as a purpose-built sales and lead generation tool, optimized to convert planner interest
 into actionable opportunities.

 Through the integration of data-informed UX, personalized navigation, and content tailored to distinct
 planner mindsets, Hilton Head Island now offers a digital experience that reflects the sophistication and
 professionalism of its group business offerings—driving measurable engagement and an increase in
 qualified RFP submissions.




5
 Supporting Industry

 We firmly believe the adage, “All Boats Rise”. That’s why we work with our destination partners to provide
 training and hands-on learning opportunities for local industry to grow their expertise and improve their
 ability to successfully market their business.

 Through a combination of virtual and in-person programs, webinars, and certificate-granting curriculum,
 we’ve been able to help local restaurants, hotels, and tour operators upskill their marketing across paid,
 social, email, and analytics.

 We worked with Destination British Columbia to develop the
 province-wide Tourism Digital Academy as a COVID recovery
 effort. It included eight training segments, take-home exercises,
 “office hours” with subject matter experts, and an official
 certification. That program has also evolved to include self-serve
 component to allow operators to move at their own speed. An
 overview of the program can be found in the
 appendix/accompanying materials and a high-level overview is
 provided in this official program video.

 For clients such as Cody Yellowstone, an annual learning session is open to local businesses and
 operators each November. These half-day sessions are planned to fill a need identified by the
 destination leadership and designed to provide hands-on learning. Last year saw the VERB social team
 leading a short-form video session throughout the Buffalo Bill Center of the West museum.

 Meanwhile, we work directly with Visit Frisco to help support the Rail District, an under development local
 business and retail shopping destination currently facing challenges due to ongoing construction.
 Together with Visit Frisco, we launched a new brand identity for The Rail District and provided local
 businesses with tools and training to support them during the construction period. A detailed social
 content strategy was also launched across Instagram to highlight the businesses, personalities, offers,
 and restaurants throughout the area. We’ve provided a look at some of the training toolkit in the
 appendix/accompanying materials we’ve provided to Experience Fayetteville.

 We also believe in celebrating wins and strategies with local businesses so they can better understand
 what the destination is working on and how it ultimately benefits their own businesses. With both Cody
 Yellowstone and Visit Frisco, we’ve begun to launch brands and campaigns to the local community first,
 allowing them to share in the pride and excitement.




6
 Case Study: Visit Frisco, Sports City USA, Where Greatness Grows Together

 When Visit Frisco set out to refresh its Sports City USA identity, the goal wasn’t simply to rebrand—it was
 to unite a city behind a shared story of pride and possibility. Frisco had already become a global sports
 hub, home to organizations like the Dallas Cowboys, PGA of America, and FC Dallas. But beyond the
 bright lights and professional facilities, there was a deeper story to tell: one about the people who made
 this success possible and the community that fuels it.

 The rebrand began with listening. Through extensive community
 engagement—surveys, interviews, and collaborative workshops—Visit Frisco
 and VERB invited voices from every corner of the city to help define what
 Sports City USA truly meant. Residents, local business owners, city officials,
 and sports partners contributed insights on what made Frisco special. This
 process ensured that the brand was not designed in isolation, but built from
 the inside out, grounded in authentic local sentiment.

 Working sessions brought together representatives from the Dallas
 Cowboys, PGA of America, FC Dallas, local schools, and youth sports
 organizations to align on a shared vision. From those conversations, a new
 archetype emerged: The Team Captain—a leader who inspires
 collaboration, celebrates collective success, and uplifts everyone around
 them. The brand promise, “Where greatness grows,” captured the
 community’s belief that excellence starts locally—on neighborhood fields, in
 classrooms, and within families who cheer from the stands.

 To bring that message to life, Visit Frisco and VERB produced a cinematic docuseries featuring interviews
 with local athletes, parents, and coaches. Its premiere at The Star—the Dallas Cowboys’ world-class
 facility—became a citywide celebration. Stakeholders, residents, and civic leaders gathered not just to
 witness a brand launch, but to see their collective story reflected on screen.

 The campaign succeeded in transforming a
 rebrand into a movement. Sports City USA
 became a rallying point for civic pride and a
 blueprint for community-driven marketing—
 proof that when everyone plays a role,
 greatness doesn’t just happen in Frisco. It
 grows here.This grassroots campaign
 delivered powerful ROI: renewed civic pride,
 stakeholder alignment, and stronger tourism
 advocacy. By celebrating the community’s
 own story, Cody Yellowstone inspired locals
 and visitors alike to see the rodeo—and the
 destination—with fresh eyes.




7
 Supporting Outdoor Recreation and Mountain Biking

 VERB works with all our client partners to ensure we fully understand and are immersed in the pillars that
 drive visitation. This helps us tailor and track all marketing efforts to ensure we’re adequately supporting
 the pillars and optimizing performance.

 Should you select us as your next partner, we will immerse ourselves in your outdoor recreation offering
 and weave this pillar into all marketing channels. Additionally, we will track the performance of this pillar
 across organic channels such as social and email, as well as which paid placements are best suited as
 we track how it resonates in paid advertising mediums. Frequent reports as to who is engaging with this
 content and how, will help us work together to constantly refine and optimize how we communicate this
 offering.

 As outlined in the case study below, we have experience working with our destination partners to elevate
 attractions, events, and experiences and leverage them to support a more holistic pillar and approach.

 Case Study: Elevating the Visit Austin Marathon Experience

 With running surging as both a sport and a lifestyle, Visit Austin saw an opportunity to position the city as
 the ultimate destination for runners and wellness seekers. The Marathon Girls campaign, built around the
 Austin Marathon, showcased Austin as a place where athletes can train,
 compete, recover, and thrive.

 Partnering with four influential female running creators, the campaign
 invited audiences to experience Austin through authentic, story-driven
 content. Each creator’s itinerary blended marathon training with recovery
 rituals—cold plunges, saunas, and salt rooms—capturing the holistic
 balance that defines the city’s wellness culture.

 The strategy focused on extending the conversation beyond race day. By
 pairing influencer storytelling with owned media amplification, the
 campaign emphasized Austin’s unique energy as both competitive and
 restorative. Content positioned the city as a vibrant college-town
 community where fitness, culture, and hospitality intersect.

 The results were exceptional. The campaign delivered 10.3M reach, 14.3M impressions, 763K
 engagements, and $5.3M in earned media value—a 530:1 return on a $10K investment. Engagement
 quality was high, with over 2.7K comments reflecting real travel intent and excitement about visiting
 Austin.

 Beyond metrics, Marathon Girls redefined how Visit Austin connects with niche audiences. It transformed
 a single event into a narrative of wellness, empowerment, and belonging, cementing Austin’s reputation
 as a destination where community and culture meet performance and recovery.




8
 Supporting The Fayetteville Town Center

 We understand you have also tasked us with supporting the Fayetteville Town Center and its dedicated
 local team. Across our destination portfolio, we are often asked to support multiple venues or sub-regions
 within a larger destination organization. Our approach is always grounded in understanding each
 property's unique positioning, audience, and role within the larger Fayetteville story — ensuring the Town
 Center both contributes to and benefits from the city’s overall marketing ecosystem.

 To achieve this, we will begin by meeting with Town Center stakeholders and staff to gain a full
 understanding of the facility’s event mix, goals, and community partnerships. Our focus will be on
 identifying where we can help elevate visibility, streamline communication, and drive measurable
 outcomes.

 Examples of how we can extend support include:

 Storytelling and visibility: Develop a refreshed content series that highlights the people, events, and
 milestones taking place at the Town Center — positioning it as a hub for creativity, culture, and
 community connection.

 Community alignment: Host mini-listening sessions and interviews with the sales team, event organizers,
 partners, and vendors to surface insights and opportunities for co-promotion.

 Cross-promotion: Integrate Town Center programming into Experience Fayetteville’s broader
 campaigns and owned media channels, including social, email, and event landing pages, ensuring
 consistent visibility.

 Stakeholder empowerment: Provide the Town Center team with social and content templates, refreshed
 marketing and outreach toolkits, and editable sales enablement materials to simplify daily
 communication and keep messaging cohesive.

 Search visibility for planners: Establish always-on paid search campaigns targeting high-intent event
 planners and meeting professionals to increase qualified inquiries and bookings.

 Joint celebrations: Support milestone moments — anniversaries, renovations, or signature events — with
 community-driven storytelling and PR amplification to grow awareness and civic pride.

 Dedicated storytelling opportunities: Create B2B and B2C content that spotlights the Town Center and
 the surrounding district’s sustainability offerings — from green meeting practices to walkable access and
 local sourcing — appealing to planners, partners, and visitors alike.

 Creator partnerships: Collaborate with regional and national content creators to tell the unique story of
 the Town Center, its people, and its role in the fabric of downtown Fayetteville.

 This collaborative model ensures the Town Center is not treated as a separate asset, but as an active,
 celebrated part of Fayetteville’s destination identity — fueling local engagement, economic impact, and
 a shared sense of pride across residents, partners, and visitors.




9
 Case Study: Regional Identity for the Frisco Rail District Brand Development

 The Rail District is the historic downtown heart of Frisco, Texas — a place where small-town heritage
 meets a fast-growing city. As the area undergoes a multimillion-dollar revitalization to improve
 walkability, parking, green spaces, and overall appeal, the City of Frisco and Visit Frisco recognized the
 need for a distinct, ownable brand to tell its story. The objective was to create an identity that would
 unite residents, reassure business owners affected by construction, and inspire pride in the community’s
 evolving future.

 From the beginning, VERB understood that success depended on listening first. With tensions surrounding
 construction delays and decreased traffic to local merchants, the project required a strategy rooted in
 transparency, empathy, and collaboration. We partnered closely with city officials, tourism leaders,
 business owners, and residents through an inclusive, five-month process that built trust and momentum
 at every stage.

 Working with the City of Frisco and Visit Frisco, we established a steering committee of local leaders and
 a stakeholder group representing business owners, residents, and city staff. Engagement was continuous,
 with weekly check-ins and updates to ensure every voice was heard. VERB led a comprehensive
 discovery phase that included 872 resident surveys, eight one-on-one stakeholder interviews, and
 multiple workshops and working sessions. This deep research guided both the brand strategy and the
 creative direction.

 Recognizing the financial strain on local merchants during construction,
 VERB also delivered value beyond branding. We hosted a series of
 educational webinars to help businesses strengthen their marketing
 efforts, optimize their social media presence, understand analytics, and
 collaborate with influencers. This hands-on support empowered business
 owners with tools to stay connected to their audiences throughout the disruption.

 The resulting brand captures the Rail District’s character as welcoming, lively, nostalgic, and genuine. Its
 visual identity centers on the tagline “Good to Be Here,” supported by a logo that nods to the district’s
 railway past while feeling fresh and modern. The double line symbolizes the historic tracks, while the single
 star grounds the brand firmly in Texas. The color
 palette — Texas Twilight and Copper Rivet —
 reflects Frisco’s rich industrial history and warm
 local spirit.

 Launch materials included community-focused
 print collateral and a brand reveal celebration
 hosted in Frisco. These touchpoints turned the
 new identity into a rallying symbol of pride and progress.




10
 The impact was immediate and deeply felt. The City Council unanimously endorsed the brand, and
 feedback from residents and business owners reflected excitement and renewed optimism for the Rail
 District’s future. Beyond visual identity, the project strengthened civic trust, rebuilt confidence in the
 redevelopment effort, and fostered collaboration across city departments and community groups.

 Today, the Rail District brand continues to inspire community-led initiatives, business engagement, and
 investment interest. It stands as a lasting example of how thoughtful, inclusive branding can spark pride
 of place and lay the foundation for sustainable economic growth.



 Working with the University of Arkansas

 A university town is a great place to be and a wonderful destination to market. Many of VERB’s leading
 strategists reside in a university town, too. Halifax, NS boasts five universities and so we have first-hand
 experience living and working in just such a place. Our CSO, Stephanie McGrath is also the Chair of the
 Board of Governors for the University of King’s College and has worked extensively with the university
 across marketing and community engagement tactics.

 Additionally, our work has included partnership – through Hilton Head Island – with the Savannah College
 of Art and Design in their role on the marketing board and their support with detailed research.

 We can support Experience Fayetteville with ongoing stakeholder
 engagement sessions in partnership with the university, with
 opportunities to connect with student programs and creators,
 and with messaging, tactics, and marketing efforts that elevate
 the benefits associated with being a university town.




11
 Supporting the Food & Beverage Community

 In speaking with the Experience Fayetteville team, we have grown our understanding of the vital
 importance of the F&B market to the destination. Should you choose VERB as your future partner, we will
 work diligently to drive out-of-market visitors to restaurants and will report, transparently on efforts to
 drive awareness of and interest in these establishments.

 VERB’s work with the F&B industry includes digital marketing work for the restaurants in the Frisco Rail
 District and the world-famous Nobu chain, as well as multiple F&B outlets aligned with our hotel and
 resort portfolio.

 We can apply our understanding and wins from across those partners to support your F&B providers. This
 can include dedicated paid media campaigns, customized email drip campaigns and segmentation,
 social media features and the optimization of listings for SEO/GEO.




12
 Working Collaboratively

 VERB believes that successful client relationships are based on transparency, open communication, and
 challenging each other to ensure that the best product possible is developed as a result of following a
 structured process. How do you accomplish this? It’s simple: regular communication. Throughout the
 relationship, weekly status calls will be scheduled to provide both parties with constant updates on
 project status.

 Collaboration Amongst Team Members
 VERB encourages both clients and agency partners to collaborate directly with team members across all
 disciplines of the company throughout the duration of a project. This helps to facilitate stronger
 communication, faster turnaround times, and a healthier overall relationship between all parties.
 Throughout the history of the company, VERB has found that this process helps to knock down
 unnecessary walls that hinder the free sharing of ideas amongst subject matter experts. To limit all
 communication to solely go through Project Managers and Account Directors would be to limit
 collaboration and could potentially result in multiple unnecessary meetings needing to be scheduled to
 solve basic tasks while we wait for the subject matter experts to be on a call or in a meeting.

 Collaboration Amongst Agency Partners
 VERB has been fortunate enough to collaborate with a plethora of different agencies to launch websites,
 campaigns, and brand initiatives for many clients. The scope of these collaborations has ranged from
 small partnerships with brand agencies to multi-partner global brand or product launches. From our point
 of view, the key to successful agency collaboration is simply not to bring ego to the conversation. All
 agencies are at the table because they are experts in their particular field, thus collaborating together
 will help ensure the best possible product is delivered to the client.




13
 Key Team Members – Meet Your Project Team

 We have assembled a team with deep hospitality and subject matter expertise and ensured it is led by
 those best suited with the needs and interests of Experience Fayetteville. The team we’ve summarized
 below is comprised of hotel and resort marketers as well as individuals who bring rich, award-winning
 experience in the areas of creative, media, and brand. Additionally, we’ve aligned talented senior
 account and project management leads with a passion for your property and what it offers to visitors.

 Strategic Leadership:

 Andy MacLellan, Founder and CEO
 Experience Fayetteville Role: Executive Sponsor

 Under his leadership VERB is now recognized as one of North America’s leading digital marketing
 agencies, specializing in delivering targeted solutions to tourism and hospitality companies around the
 world.

 Stephanie McGrath, Chief Strategy Officer
 Experience Fayetteville Role: Account Leadership

 Stephanie’s quick, creative thinking, appetite for learning, and enthusiasm for travel and technology sets
 the tone for our best-in-class tourism marketing. Her experience includes work with Destination BC, Visit
 Frisco, Visit Austin, Hilton Head Island, Wyoming Tourism, and Cody Yellowstone.

 Ciara Morrison, Director of Destinations
 Experience Fayetteville Role: DMO Expertise and Counsel

 Ciara is a senior member of the project delivery team at VERB, and has led large-scale marketing and
 development projects for Destination British Columbia, Celebrity Cruises, Destination Canada, Nassau
 Paradise Island Promotion Board, Bermuda Tourism Authority, Indigenous Tourism British Columbia, and
 Destination Greater Victoria, among others.

 Account Management:

 Olivia Huddleston, Account Director
 Experience Fayetteville Role: Account Director

 Olivia has led award winning destination teams for Cody Yellowstone and Hilton Head Island and has
 also worked with large hospitality management groups in the areas of technology and media. Her
 expertise across the industry is perfectly suited to the needs of Experience Fayetteville.

 Keely Manderville, Account Coordinator
 Experience Fayetteville Role: Account Coordinator

 Keely has destination and hospitality experience. Her attention to detail and project management skills
 will help keep timelines and projects on track and on budget.




14
 Creative:

 Troy Woodland, Chief Creative Officer
 Experience Fayetteville Role: Creative Director

 Under Troy’s leadership, VERB has produced award-winning work that includes conceptualizing and
 video production, branding, print collateral, digital advertising, websites, and applications. Troy will
 oversee all creative and user experience initiatives including web and campaign design.

 Andy Wood, Creative Director
 Experience Fayetteville Role: Creative Director

 Andy can see the big ideas between the lines of a brief, but he also has the attention to detail and love
 of graphic design required to execute beautiful assets. Andy will lead and oversee any campaigns and
 photoshoots.

 Christian Miklos, Associate Art Director
 Experience Fayetteville Role: Associate Art Director

 Christian is a talented designer, photographer, video editor, and creative thinker. A fan of promoting
 outdoor recreation and experiences, Christian has been part of the award winning team for clients such
 as Cody Yellowstone and Visit Frisco.

 Content & Campaign:

 Amy Wheaton, Senior Director, Content + Brand
 Experience Fayetteville Role: Content Strategy & Campaign Oversight

 Under Amy’s leadership, VERB has won many awards for social media, marketing, and campaigns. Amy
 oversees the brand and content marketing efforts for many clients including Voyages Indigenous Tourism,
 Nassau Paradise Island, and the Bermuda Tourism Authority (BTA).

 Jonathan Briggins, Sr Brand & Campaign Copywriter
 Experience Fayetteville Role: Creative Copywriter

 Jonathan has led award-winning campaign work for Visit Frisco, including the recent launch of their B2B
 brand: Sports City USA and the accompanying docuseries. He has experience optimizing content for
 campaigns, email, blogs, social, and ChatBot FAQs.

 Social Media and Content Marketing:

 Gerard Gale, Social Strategy Lead
 Experience Fayetteville Role: Social Media Strategy

 As a Social Media Strategy Lead, Gerard has a hand in almost every social media strategy that VERB
 produces. Delivering a clear, consistent, and interesting message across all platforms is the name of the
 game, and Gerard can help deliver that message every single time.




15
 Adam Barrett, Social Creative Lead & Blog Lead
 Experience Fayetteville Role: Social Creative Oversight & Blog Strategy

 Adam pushes creativity and excellence for VERB’s social media clients and has been part of award-
 winning work for clients like Cody Yellowstone. He leads VERB’s blog practice and collaborates closely
 with SEO and copy to ensure every blog is entertaining, informative, and data-driven.

 Danika Beaton, Brand Partnerships & Events Lead
 Experience Fayetteville Role: Influencer & Partnership Strategy
 Danika is an experienced Earned Media and Social Strategist with a strong background in the tourism
 industry. Skilled in communications, marketing, and event Planning, Danika is the go-to expert for any
 influencer campaign or live activation.

 Media & Advertising:

 Maria Egorova, Performance Media Strategist
 Experience Fayetteville Role: Paid Social Lead

 Maria leads VERB’s paid social practice. She has a well-rounded marketing background including social
 media, copywriting, and web marketing, with a passion for hospitality and a keen eye for detail and
 quality control.

 Marketing & AI Technology:

 Erin Fitzgerald, Senior Director of Marketing Technology
 Experience Fayetteville Role: Marketing Technology & AI Strategy

 Erin leads the Marketing Technology practice at VERB and is working in partnership with VERB’s team
 leads to deliver forward-thinking roadmaps to help destinations and tourism and hospitality businesses
 implement AI-based tactics and strategies.

 Jigmit Gwari, SEO Strategist
 Experience Fayetteville Role: GEO/SEO

 Jigmit is leading the GEO strategy for VERB’s destination clients and helping them to evolve their SEO
 practice to optimize and plan for the new ways AI agents and LLMs are crawling and indexing branded
 content.




16
 Rate Card


 Solution Typical Rate

 Executive Strategy -

 Account Management $125 per hour

 Project Management $150 per hour

 Strategy & Planning Services $175 per hour

 Analytics Strategy & Insights $175 per hour

 Analytics Reporter $125 per hour

 SEO Strategy $150 per hour

 Creative Strategy $175 per hour

 Creative Production $125 per hour

 Content Strategy & Sr. Creative Copy $150 per hour

 Copywriting $125 per hour

 Social & Influencer Strategy $125 per hour

 Media Buying & Strategy 15% of working media




17
 Scope of Work

 The scope outlined below is based on our current understanding of Experience Fayetteville’s needs and
 goals for the partnership.

 Discovery and Strategy
 $10,000


 Campaign Concept Development $25,000



 Email, Partnerships, Social Media Content Creation & Management $66,000



 SEO & GEO $28,800



 Account & Project Management $30,000



 Creative Services Retainer $48,000



 Content Creator Partnership Fees $50,000



 Asset Shoots $70,000



 Working Media $323,700


 $48,500
 Media Buying & Strategy
 (15% of working media)


 Total Budget $700,000




18
 Payment Terms and Schedules

 Retainer Terms
 All quotes are in USD. Invoices will be issued at the beginning of each month with Net 30 payment terms.
 Contracts can be terminated by either party with 30-days written notice. Estimates do not include travel
 expenses. Travel expenses must be approved by client prior to billing.


 Media Terms

 All quotes are in USD. All invoicing will be issued at the close of each month. Payment terms are Net 30. All
 media will be prebilled at the beginning of each month. At the close of each month all media will be
 reconciled against actuals with any remaining balance being carried forward into the next month.




19
 IN WITNESS WHEREOF, the Parties hereto have each approved and executed this Contract on the day,
 month and year first above written.


 EXPERIENCE FAYETTEVILLE VERB INTERACTIVE, INC.

 Signature Signature

 Name (print) Name (print) Andy MacLellan

 Title: Title: CEO

 Date Date




20
MEMO
TO: Ryan Hauck, CEO & Fayetteville Advertising & Promotion
Commissioners

From: Sarah King, VP of Marketing & Communications

Date: November 7, 2025

RE: Public Relations Contract FY2026



Backgr ound

AM Group was selected as Experience Fayetteville’s PR agency from field of 9 submissions
to a request for qualifications earlier this year.

Agency services will include:

 • Nat ional Exposure: Plan and execute four annual FAM tours, handle travel writer
 pitching and hosting, and represent Fayetteville at two national media conferences
 each year to sustain top-tier visibility.

 • Dr ive Mar ket Exposure: Pitch regional media, distribute press releases to drive-
 market outlets, and execute unpaid micro-influencer strategies and seasonal
 campaigns.

 • Out door Recr eat ion Exposure: Target cycling, trail, and outdoor lifestyle
 journalists; host niche media visits; and secure features in publications that align
 with Fayetteville’s outdoor identity.

 • Nat ional Awar ds: Research and submit entries for key destination and industry
 awards that reinforce Fayetteville’s national reputation.

 • Univer sity Connect ion: Strengthen the relationship between Experience
 Fayetteville and the University of Arkansas through PR and storytelling. This
 includes pitching game-day experiences, alumni narratives, and hospitality
 innovation within the SEC network, as well as exploring opportunities such as a
 guest lecture series featuring EF staff and community partners within the
 hospitality program.

 • Local PR Campaigns: Lead event-specific media efforts (Lights of the Ozarks,
 Sundays on the Square, Oktoberfest, Pride, Cyclocross) and drive consistent local
 storytelling through press releases, features, and “Faces of Fayetteville” placements
 in outlets like Fayetteville Flyer.
 • Meet ings & Report ing: Regular coordination, reporting, and strategy check-ins to
 keep everything moving and aligned.

For your consideration: A Client Agreement

Budget ar y Impact

This is intended as Year One of a three-year agreement. This expense, not to exceed
$86,000, is included in the PR Retainer line of the proposed 2026 budget.

Recommendat ion

It is our recommendation that the commission authorize the CEO of Experience Fayetteville
to sign a three-year Client Services Agreement with AM Group for Public Relations services
with a current scope of services not to exceed $86,000 for FY2026.
 Mountain Mktg Agency, LLC
 217 Dickson Street, Suite 101
 Fayetteville, AR 72701




 SERVICES AGREEMENT
 FOR FAYETTEVILLE ADVERTISING & PROMOTION COMMISSION
 (FAYETTEVILLE A&P)

This Agreement, which is entered into between Mountain Mktg Agency, LLC
DBA AM Group (AMG) and Fayetteville A&P (“Client”), describes AMG’s
agreement to provide certain services (the “Services”) at the direction of Client in
order to assist Client in publicizing and promoting (“Client Campaign”).

1.​ Services. The general outline of the Services to be performed by AMG is
stated in Exhibit A to this Agreement (“Scope of Services”). Client and AMG
shall cooperate in developing a written annual communications plan based upon
the Scope of Services (the “Communications Plan”). The Communications Plan,
which shall be deemed to be part of this Agreement once signed by both
parties, shall further describe the Services to be performed by AMG as well as
the tactics, timeframe, strategies, and metrics to be utilized by AMG in
furtherance of the Client Campaign. AMG agrees to provide Client with monthly
reports pertaining to the performance and status of the Services and
Communications Plan, including but not limited to updates on pitching,
outstanding coverage, media opportunities and press materials.

2.​ Term. The term of this Agreement is three years beginning January 1,
2026 and ending December 31, 2028 (the “Term”). AMG’s Services shall cease
at the end of the Term regardless of the status or completion of such Services.
The parties may otherwise agree in writing to renew or extend the Term of this
Agreement. Additionally, during the month of August of each year within the
Term, and at the regularly scheduled PR monthly meeting, AM Group and the
Fayetteville Advertising and Promotion Commission may each present proposed
scope modifications or additions for consideration for the following contract
year.




3.​ Payments and Expenses.



 1
(a) Retainer. Client agrees to pay AMG a ﬂat monthly retainer
(“Retainer”) of $7,155 ($6,750 + 6% admin fee) for each monthly period of the
Term in exchange for AMG’s provision of the Services for up to forty-five (45)
hours per month. Work outside of these hours is subject to an additional fee.
Fees are outlined in Exhibit B to this Agreement (“Standard Hourly Rates”). The
ﬁrst installment of the Retainer is due at or before the start date of the Term.
Retainers applicable to partial months will be prorated. The Retainer
incorporates a six percent (6%) administrative fee (“Administrative Fee”), which
covers all ordinary in-house expenses incurred by AMG in performing services
for its clients, including telephone and conference use, local travel, general
database and software usage, and other general expenses (“General
Expenses”).

(b)​ Work Performed Outside of Scope of Services. AMG shall alert Client if
work outside of the Scope of Services is requested by Client or deemed
necessary by AMG. AMG shall obtain Client consent prior to engaging in work
outside of the Scope of Services. Work performed by AMG outside of the Scope
of Services will be billed to Client at AMG’s then-applicable standard hourly rate
plus the six percent (6%) Administrative Fee. AMG’s current standard hourly
rates, which are subject to change, are attached to this Agreement as Exhibit B.

(c)​ Client Expenses. Client is responsible for payment of expenses
speciﬁcally incurred by AMG on behalf of Client, for example, expenses for
non-local travel, printing, vendors, shipping, media, photography, design, and
entertainment costs (“Client Expenses”). Client Expenses, which are not
included in the Administrative Fee, will be billed to Client at cost plus ten percent
(10%). AMG will obtain Client’s authorization prior to incurring Client Expenses
in excess of $300 per occurrence.

(d)​ Payment Terms. Payments are due NET 15 unless otherwise indicated
on AMG’s invoice. Interest of 1.5% per month shall be paid by Client on any
amounts paid after the due date in addition to the sums otherwise due under the
Agreement. AMG may, in its sole discretion, suspend the performance of its
Services under this Agreement until Client is current with all payments due
hereunder (including all interest assessed). If amounts owed by Client, including
all interest assessed, are not paid within 30 days of the due date, AMG may
terminate this Agreement without further obligation on the part of AMG (but
without waiver of Client’s payment obligations). Payments to AMG may be made
only via ACH.




 2
(e)​ Assurances of Payment. AMG may, in its sole discretion, require
additional assurances of payment, including, as examples: (i) requiring that
Client’s performance under this Agreement be guaranteed by one or more
suitable persons or entities; (ii) requiring that Client complete and sign an
authorization permitting AMG to utilize Client’s ACH transfer information for use
in the event of late payments or early termination of the Agreement; or (iii)
requiring that Client make one or more Retainer payments in advance of the
due date otherwise set forth in this Agreement. Required assurances, if any, are
attached to this Agreement as Exhibit C. Client’s provision of any required
assurances is a prerequisite to AMG’s consent to this Agreement or any
obligation of AMG to provide any of the Services.

4.​ Early Termination of Agreement. During the first 90 days of the Term,
this Agreement may only be terminated “For Cause”. The parties agree that the
restrictions on termination during the ﬁrst 90 days of the Agreement are
necessary given AMG’s investment of time and resources in its creation of the
Communications Plan, and to allow for the time necessary to evidence the
results of the Services. Following the ﬁrst 90 days of the Term, this Agreement
may be terminated either (i) For Cause, or (ii) at-will by either party in accordance
with subsection (b) below.

(a)​ Termination For Cause. Either party may terminate this Agreement “For
Cause” at any time based on the other party’s material breach of the Agreement,
and following at least 10 days’ written notice prior to the date of termination
which identifies the asserted material breach and provides the breaching party
at least 10 days to cure the asserted breach. Client shall pay AMG all unpaid
fees and expenses incurred by AMG through the eﬀective date of a For Cause
termination, including but not limited to the prorated Retainer due to AMG
through the effective date of the termination.

(b)​ At-Will Termination. Following the ﬁrst 90 days of the Initial Term, either
party may terminate this Agreement with or without cause or reason (referred to
herein as an “At-Will” termination). An At-Will termination requires at least 60
days’ written notice to the other party prior to the date of termination. Client
shall pay AMG all unpaid fees and expenses incurred by AMG through the
eﬀective date of the At-Will termination, including but not limited to the prorated
Retainer due to AMG through the effective date of the termination.
Notwithstanding the foregoing, if the At-Will termination is initiated by Client,
Client shall pay AMG the equivalent of the monthly Retainer for the lesser of (i)
three months or (ii) the remainder of the Term.



 3
5.​ Client Obligations. Client agrees to reasonably cooperate with AMG and
to provide AMG with complete and accurate information as necessary for AMG’s
performance of the Services. Client agrees to communicate with reasonable
deadlines and time frames in response to AMG outreach. Client acknowledges
that AMG will use and rely upon the accuracy and completeness of information
supplied by the Client in connection with this engagement, and that AMG is not
required to independently verify this information prior to its use by AMG. Client
agrees that it has ownership of or the right to use any logos, designs, works of
art, and other materials provided to AMG (“Client Materials”).

6.​ Confidential Information. Each party, both during and after the Term of
this Agreement, agrees to protect the other’s non-public information
(“Confidential Information”) to which it has been given access pursuant to this
Agreement, using due and reasonable care and at least the same degree of care
that such party uses to protect its own Confidential Information. Neither party
may disclose or use the other’s Confidential Information except as authorized in
writing by the other party or as necessary to perform the Services under this
Agreement. Without limitation to the foregoing, AMG’s Confidential Information
includes its media contacts, vendors, internal processes, samples, and other
information not generally known to the public. At the expiration or termination of
the Term, or at either party’s request, each party shall immediately deliver to the
other party all of that other party’s property in its possession, custody or control,
including but not limited to Confidential Information

7.​ Restrictions.
Client agrees to maintain an exclusive relationship with AMG during the Term of
this Agreement as to performance of the Scope of Services described herein.
Client agrees that, during the Term of this Agreement and for a period of twelve
months thereafter, it will not directly or indirectly hire, recruit, or otherwise
interfere with AMG’s relationship with any AMG employee or contractor. AMG
agrees that, during the Term of this Agreement and for a period of twelve
months thereafter, AMG will not directly or indirectly hire, recruit, or otherwise
interfere with Client’s relationship with any Client employee or contractor.

8.​ Intellectual Property. Any original creative works, including, without
limitation, artwork, copy, designs, logos, materials, text, photographs, web
designs, and other materials (together, “Deliverables”) created by AMG for
Client’s use shall become the property of the Client following Client’s
payment-in-full of all sums due under this Agreement. Notwithstanding the
foregoing, “Deliverables” do not include (i) AMG’s pre-existing creative works (ii)
creative works developed by AMG independently of the Agreement; (iii) sample



 4
or alternative creative works provided by AMG to Client but not included in the
Deliverables; and (iv) works licensed to AMG by third parties. (Together,
“Non-Deliverables”). AMG grants client a perpetual and non-transferable license
to use the Non-Deliverables to the extent that they are incorporated in the
Deliverables, and subject to any third-party rights, restrictions, or obligations of
which AMG notifies the Client in writing. Client grants AMG a perpetual and
non-transferable license to use and publish the Deliverables in AMG’s portfolio
and for AMG’s marketing purposes.

9.​ Indemnification. Client shall defend, indemnify, and hold AMG harmless
from and against any claims, damages, expenses, liability, or fees (“Claims”) to
the extent such Claims arise out of or are related to a third-party allegation the
Client Materials infringe the copyright, patent, trademark, trade secret or other
proprietary or intellectual property right of a third party; Client may additionally,
in its discretion and at its own expense, procure necessary rights to any
allegedly infringing work incorporated into the Client Materials.

10.​ Limitations on Liability. AMG and Client each waive all liability for
punitive or consequential damages related to the performance of the Services or
other obligations under this Agreement, including lost profits, and further agree
that neither party’s liability to the other may exceed the total amount paid by
Client pursuant to this Agreement. AMG and Client each waive all implied and
express warranties except as set forth in this Agreement.

11.​ Relationship of Parties. Client represents that it is a sophisticated
business enterprise that has retained AMG for the limited purposes set forth in
this Agreement, and the parties hereto acknowledge and agree that their
respective rights and obligations are contractual in nature, and that their
relationship is as independent contractors, not as partners, joint ventures, or
employees. Each party disclaims any intention to impose fiduciary obligations
on the other by virtue of the engagement contemplated by this Agreement. This
Agreement is solely for the benefit of the parties hereto, and does not insure to
the benefit of third parties.

12.​ Governing Law and Attorneys’ Fees. The parties acknowledge that this
Agreement shall be governed by the laws of the State of Arkansas. The parties
further acknowledge that this Agreement is to be performed in Washington
County, Arkansas, and that venue for any dispute arising pursuant to or in
connection with this Agreement is proper in Washington County, Arkansas. The
prevailing party in any litigation arising from or concerning this Agreement shall
be entitled to recover its reasonable attorneys' fees and costs from the



 5
non-prevailing party. If AMG is required to engage an attorney to collect monies
due under this Agreement or to otherwise enforce this Agreement, AMG shall be
entitled to recover from Client its reasonable attorneys’ fees and expenses thus
expended, regardless of whether AMG initiates litigation against Client.

13.​ Additional Important Terms. This Agreement constitutes the entire
agreement between the parties, and supersedes all written and unwritten prior
representations, understandings, promises, or agreements. Any modification of
this Agreement shall be effective only if it is in writing, signed, and dated by all
parties hereto. This agreement may not be assigned without the prior written
consent of all parties hereto. The waiver by either Party of a breach of any
provision of this Agreement by the other Party will not operate or be construed
as a waiver of any subsequent breach of this Agreement. Except for the
obligation to make payments, nonperformance of either party will be excused to
the extent the performance is delayed by strike, fire, flood, governmental acts, or
governmental orders or restrictions.

14.​ Client and AMG Contacts. Client and AMG’s designated primary
contact person under this Agreement are listed below. Client’s primary contact
person is responsible for consolidating and providing feedback to AMG and
providing approvals on behalf of Client. The parties’ designated primary contact
persons may be updated by either party upon written notice to the other.

For AMG: ​ Andrea RItchie
​ ​ 479.461.7696
​ ​ andrea@amgrouppr.com

 For Client: ________________________________
 Phone: ______________________
​ Email Address: _______________________

15.​ Notices. All notices under this Agreement must be in writing and will be
effective when delivered by hand, upon receipt when mailed by registered or
certified mail (return receipt requested), postage prepaid, by overnight courier to
the parties at the addresses listed below. Notices may also be delivered by
emails sent to the email addresses shown below; however, notice by email is
only effective upon the recipient’s confirmation of receipt of the email. The
addresses and emails provided below may be updated by either party upon
written notice to the other.




 6
AMG: Mountain Mktg Agency, LLC, [810 N. Skyline Drive, Fayetteville, Arkansas
 72701] andrea@amgrouppr.com

a. Client (LLC Address + Email): __________________________________.
___________________




16. Execution. This Agreement may be executed in multiple counterparts
and via scanned, photocopies, or faxed signatures. The parties signing this
agreement each that they are fully authorized to do so on behalf of the entity or
person for which they sign.

We look forward to working with you. If you accept the terms and conditions of
this Agreement, please sign and date below and complete any agreements
required under Exhibit C, and return to Andrea or Mary along with any required
payments.


Client: Fayetteville A&P Mountain Mktg Agency, LLC


_____________________________________ __________________________
Signature of Authorized Representative Signature of Mary Mickel or
 Andrea Ritchie, as its
Printed Name: ________________________ Authorized Representative

Title: ________________________ Date Signed: ​

Date Signed: ________________________ ________________________




 7
 Exhibit A
 Scope of Services


Hours are approximate and designed to flex month-to-month:

 ●​ National Exposure (≈10 hrs/mo): Plan and execute four annual FAM tours,
 handle travel writer pitching and hosting, and represent Fayetteville at two
 national media conferences each year to sustain top-tier visibility.
 ●​ Drive Market Exposure (≈8 hrs/mo): Pitch regional media, distribute press
 releases to drive-market outlets, and execute unpaid micro-influencer
 strategies and seasonal campaigns.
 ●​ Outdoor Recreation Exposure (≈8 hrs/mo): Target cycling, trail, and outdoor
 lifestyle journalists; host niche media visits; and secure features in publications
 that align with Fayetteville’s outdoor identity.
 ●​ National Awards (≈4 hrs/mo): Research and submit entries for key
 destination and industry awards that reinforce Fayetteville’s national reputation.
 ●​ University Connection (≈4 hrs/mo): Strengthen the relationship between
 Experience Fayetteville and the University of Arkansas through PR and
 storytelling. This includes pitching game-day experiences, alumni narratives,
 and hospitality innovation within the SEC network, as well as exploring
 opportunities such as a guest lecture series featuring EF staff and community
 partners within the hospitality program.
 ●​ Local PR Campaigns (≈8 hrs/mo): Lead event-specific media efforts (Lights
 of the Ozarks, Sundays on the Square, Oktoberfest, Pride, Cyclocross) and
 drive consistent local storytelling through press releases, features, and “Faces
 of Fayetteville” placements in outlets like Fayetteville Flyer. Unlimited press
 releases are included.
 ●​ Meetings & Reporting (≈3 hrs/mo): Regular coordination, monthly reporting,
 and strategy check-ins to keep everything moving and aligned.




 8
 Exhibit B
 Scope of Services




Retail Rate: $175/hour




 9

Fayetteville A&P Commission – Meeting Minutes
November 17, 2025 | 2:00 p.m. | Fayetteville Town Center


Present: Hamilton, Wiederkehr, Bunch (virtual), Sanderson, Hunt, Kinney
Absent: Chair Moya (Jury Duty)
Staff: Ryan Hauck, CEO


I. Call to Order
Meeting called to order by Commissioner Wiederkehr at 2:00 p.m.


II. Approval of Minutes
September 29 & October 27 Minutes
Motion: Kinney | Second: Sanderson | Passed via roll call.


III. Reports

A. Meet the Team

- Chloe Bell (DFC): 7+ years; community engagement & events
- Dell Hall (EF): Tourism Sales; SMERF & groups <300; 2 years
- Griffin Stroupe (FTC): Director of Sales; 4 years; new group business


B. Fayetteville Independent Restaurant Alliance Update
Reese Roberts shared FIRA’s history, programs, and plans. Requested $10K. No vote was
needed at this time. Sanderson and Hunt recused from active discussion as they are on FIRA’s
board.


C. CEO Report (Hauck)
- Fayetteville Ale Trail consolidation complete
- Vibemap event calendar launched Oct. 23
- Event & sales updates: Impossible Routes, Music Cities Convention, strong FTC performance
- DFC events update; Lights of the Ozarks kickoff Friday
- 2026 meeting dates reviewed with no concerns
D. Financial Report (Walker)
- October target 83%; Revenue 84%; Expenses 6% under
- Cash/investments ~$4.9M
- $165K unearned 2025 revenue – this is bookings at FTC
- EF on target; FTC projected ~100K over


IV. Old Business
A. FY2026 DFC Funding
Approved $203,500 for staffing/events and CEO authorized to draft 3-year events MOU and 1-year
staffing MOU. Ordinance changes planned for approximately year five to transfer Lights of the
Ozarks and First Thursdays to DFC from EF.
Motion: Hunt | Second: Hamilton | Passed unanimously.


V. New Business
A. “This Wheel’s Still on Fire” Exhibit
Approved $5K cash + $10K in-kind marketing.
Motion: Kinney | Second: Hunt | Passed unanimously.


B. Agency of Record – VERB
Approved the CEO signing the contracts and also the budget of $700K for FY2026’s budget.
Motion: Hamilton | Second: Hunt | Passed unanimously.
C. PR Agency – AM Group
Approved 3-year agreement; not to exceed $86K in 2026.

Motion: Kinney | Second: Hamilton | Passed unanimously.


D. 2026 Budget Discussion
Updates: 6.2% staff salary increase; marketing $700K; increased FIRA support; accessibility
partnership with Wheel the World; WSH maintenance reduced; MCC expenses clarified.


VI. Adjournment
Motion: Kinney | Second: Sanderson | Adjourned at 3:30 p.m.
Minutes prepared by: Amy Stockton, Experience Fayetteville