The New Maturity: Rutger Hoorn on the Future of Global Incentives
In this interview, Rutger Hoorn, VP of Global Sales at Ovation Global DMC and IRF Board Member, discusses the shifting landscape of the incentive industry in 2026. He explores the rise of intentional luxury, the unique pragmatic approach of the Benelux market, and why rewarding the “solid middle” is now a strategic necessity for global businesses. (*interview held in january, please be midndful of developing events since then, editor)
You hold a key leadership position at Ovation Global DMC and serve on the Board of Trustees for the IRF. How do these two roles complement each other when identifying shifts in the global incentive landscape?
They complement each other in the best possible way: one role gives me signal, the other gives me reality. At the IRF, I’m in the middle of the industry’s research, benchmarks, and emerging indicators—what’s changing and why. At Ovation, I see how those shifts land in the real world: what buyers are actually asking for, what participants respond to, and what destinations and suppliers can truly deliver. The combination keeps me honest. Research can show a trend; operations confirm whether it’s a trend or just a talking point. And when a new pattern shows up in client behavior, say around sustainability reporting, duty of care, or “reward the many,” I can bring that back into the IRF conversations as practical insight from the field. It becomes a feedback loop: data informs design, and design informs the next questions we need to ask.
As we move through 2026, how would you describe the current state of the union for the incentive industry? Are we in a phase of stabilization, or is the rapid transformation we saw post-pandemic still accelerating?
Personally, I’d call 2026 a new maturity phase rather than a stabilization or back to “normal.” Some elements have stabilized—lead times are improving, supply is rebalancing, and we see, slowly but surely, budgets being set with more confidence. But the underlying transformation is still very much alive. What’s changed is the direction of transformation. Post-pandemic acceleration was about speed and unpredictability; today it’s about intentionality. Buyers are more deliberate about value, impact, and relevance. They’re asking: “What does this reward mean? What story does it tell about our culture? How does it support retention, performance, and purpose?” And because talent pressure hasn’t disappeared, incentive travel is increasingly framed as a strategic tool. It is less “nice-to-have” and more “business-critical.”
From your perspective, how does the Benelux market differ from the North American or Asian markets in its approach to reward and recognition?
Broadly speaking, the Benelux market is highly intentional and pragmatic in how it thinks about rewards. There’s often a stronger preference for experiences that feel authentic, well-curated, and socially responsible without being showy for the sake of it. It’s less about spectacle and more about substance: quality, access, and meaning. North American programs can lean more toward big emotional moments and bold “once-in-a-lifetime” style reveals, often with a stronger focus on the recognition theater element. In many of the Asian markets, I see a nuanced interplay of status, hierarchy, group harmony, and prestige, with a deep emphasis on impeccable service and protocol. Benelux clients tend to ask: “Is it real? Is it thoughtful? Does it align with who we are?” That’s a powerful filter, and it often leads to beautifully designed programs with depth.
IRF research indicates that Europeans prioritize cultural immersion and unique local history more than North Americans. How does this thirst for authenticity change the way Ovation designs an itinerary in the Benelux?
It changes everything, in a good way. In the Benelux, cultural immersion isn’t a “half-day add-on,” it’s the backbone of the program. We design with layers of authenticity: not just visiting a museum, but gaining behind-the-scenes access, meeting the people who keep traditions alive, and placing guests into environments where they can feel the destination, not just consume it. That might mean a private opening in a historic venue, a curated encounter with contemporary Dutch design, a canal experience that’s more intimate and story-led than touristy, or a culinary journey where the chef explains the provenance and philosophy, not just the menu. The goal is to make guests feel: “I couldn’t have done this on my own.” That’s what luxury looks like in 2026: access, context, and connection.
Data shows 48% of Europeans now prefer Western Europe over long-haul destinations. As a VP of Global Sales, how do you steer a client who wants a luxury feel but insists on staying close to home?
I start by reframing luxury. Luxury isn’t distance; it’s precision. It’s time saved. It’s access granted. It’s being known. So if a client wants a high-end feel but prefers to stay closer to home, we focus on private access to venues and museums, micro-moments of personalization, culinary excellence with local storytelling, well-being and pacing, and design-led hospitality. In Western Europe, and especially the Benelux, we can deliver extraordinary luxury by curating the “unbuyable” and making it feel effortless. A short-haul destination can feel more premium than long-haul if the experience is truly bespoke.
European planners are twice as likely to prioritize a low carbon footprint compared to Americans. Are we reaching a point where programs in Europe are judged more on their legacy and impact than on their opulence?
In Europe, we’re definitely reaching a point where impact is a dimension of prestige. Opulence without intention can feel outdated. Programs are increasingly judged on what they contribute, what they respect, and what they leave better than they found it. That doesn’t mean luxury disappears; it means luxury evolves. A program can still be spectacular, but it should also be responsible, locally beneficial, and measurable. Clients are asking for smarter transportation choices, reduced waste, community engagement that’s not performative, and venues with credible practices. The best incentives now deliver a dual win: emotional ROI for participants and reputational ROI for the company.
The IRF research even touched on tipping fatigue and cultural confusion. How do you prepare international groups for these subtle soft differences in hospitality between the US and Europe?
We treat cultural alignment as part of duty of care and part of the experience. The key is to reduce anxiety and prevent awkward moments. We do that through pre-trip briefs in plain language regarding etiquette, onsite cues via the event app, and host coaching. The biggest difference I see is that US service culture can be more overt and tip-driven, while much of Europe is more understated and “included.” If you explain that upfront, guests relax, and when guests relax, they connect more deeply with the destination.
There is a growing trend regarding Broadening the Definition of Top Performer. Why is it strategically vital for companies to reward the solid middle rather than just the elite sales stars?
Because the “solid middle” is often the engine room of a company. They’re the consistent performers, the culture carriers, and the managers-in-waiting who are most at risk of feeling invisible if recognition only goes to the top 1%. Strategically, rewarding only the elite can create a winner-takes-all culture that’s hard to sustain. Recognizing the middle drives retention and influences day-to-day cultural behavior. When you reward the middle intelligently, you don’t lower standards; you widen the runway for excellence.
How do you design an inclusive strategy that motivates the majority of the workforce without diluting the exclusivity that makes an incentive trip special?
You separate eligibility logic from experience design. Inclusion doesn’t mean “same for everyone.” It means more people have a clear path to earn something meaningful while still protecting the magic of a top-tier reward. A strong model is tiered recognition: a flagship incentive for top performers and a second-tier regional experience that creates visibility and pride. Exclusivity should come from access and storytelling, not from artificial scarcity. You preserve “special” by designing it with intention, while expanding motivation through fairness and transparency.
The industry faces staffing shortages. Based on IRF insights, what must the MICE industry change to become an employer of choice for Gen Z, who value purpose over traditional corporate perks?
Gen Z doesn’t just want perks; they want purpose, growth, flexibility, and psychological safety. To become an employer of choice, our industry has to modernize the employee experience with the same creativity we apply to events. This includes clear career pathways, coaching cultures, realistic workload planning, and authentic sustainability. We also need to celebrate the craft. This industry offers the chance to build human moments that people remember for life. If we pair that meaning with modern employment practices, we’ll win talent. It won’t be an easy task, as our industry is engrained with going beyond what is expected, but it is necessary.
Incentive travel is inherently human-centric. How do you ensure AI enhances logistical efficiency without automating away the empathy and personal touch that are the hallmarks of a DMC?
For me, the rule is simple: AI should remove friction, not replace relationships. We use it to improve speed and consistency behind the scenes with routing, data synthesis, and early-stage planning. But the emotional moments—the welcome, the recovery when something goes wrong, the ability to read a room—those stay human. The best DMCs will use AI to give people more time to be human: more time for client counsel, onsite care, and personalization. AI is the assistant; hospitality is the art.
How is Ovation using technology to provide boutique experiences for thousands of attendees simultaneously?
Boutique at scale is about modular personalization. You can’t handcraft every moment uniquely, but you can design the program so it feels personally relevant. Ovation does it through choice architecture with curated tracks and micro-zoning, which creates smaller group “neighborhoods” within a big program. Tech-enabled service with real-time communication ensures support feels instant. Ovation has 60 offices worldwide, and every office has local talents who continue to craft local ideas. Being a large global DMC doesn’t make us less boutique; it makes us boutique in 60 destinations.
You hold CIS, CITP, and DES certifications. Why is this formal alphabet soup of credentials crucial for the future of our industry?
Because our industry is becoming more complex and clients expect professionalism that matches the stakes. Certifications signal that you understand design, risk, finance, and logistics, not just how to “put on a nice trip.” As incentives become more strategic, buyers will increasingly choose partners who can demonstrate competence and ethics. Credentials also help attract talent by showing there’s a real profession here with room for progression.
What is the one thing you always look for in a hotel that tells you: They truly understand high-end hospitality?
It’s not the thread count; it’s the anticipation. The best hotels notice what matters before you ask. One small indicator I always watch is how they handle the “in-between” moments: arrival flow, luggage timing, and small errors. High-end hospitality isn’t perfection; it’s recovery with grace and service that feels personal rather than scripted.
If you had to design a 3-day trip for your own team tomorrow with no budget constraints, where would you go and what would be the wow moment?
I’d keep it close to home and go for something that reflects what I love about this region: design, water, heritage, and culinary craft. I’d do a three-day trip in the Netherlands with an emphasis on access and meaning. The wow moment would be a private evening in a remarkable historic space with a modern Dutch creative twist, featuring immersive storytelling and a chef’s table. It wouldn’t be flashy for the sake of it, but elevated and emotional. The best reward isn’t constant activity; it’s the feeling of being valued.
With a global role and a family in the Netherlands, how do you stay grounded while constantly being in the air?
I anchor on routines and priorities. Travel can pull you into a constant “next” mindset, so I try to stay disciplined about what keeps me grounded: protecting family time, keeping small rituals that travel with me, and being present where my feet are.
Also living in the Netherlands helps. There’s a cultural clarity here: be direct, be practical, don’t overcomplicate. That mentality keeps me balanced in a global role. And I’ve learned that being grounded isn’t about traveling less; it’s about traveling with intention, knowing why you’re there, what matters, and when it’s time to come home and fully switch on to family. My wife is my biggest supporter and understands the importance of the travel and me being with the teams and my clients. It’s sometimes hard for my kids, that’s for every traveling parent, no doubt. Family is the backbone of it all.
