Over the past six years, J.D. O’Hara has navigated his way through Internova Travel Group, gradually sculpting a clearer path forward for the company. As CEO, O’Hara emphasized a pivotal mission: simplicity. During a recent interview, he articulated his intent to streamline a historically intricate organization into a more manageable structure. This initiative is anticipated to culminate in the consolidation of the company’s various leisure brands into fewer, more cohesive entities—potentially reducing the count to just two or three. This goal, however, is not easily achieved; it resonates deeply with the emotional and cultural ties that employees and stakeholders have with long-standing brands.
O’Hara’s approach to this transformation is characterized by intentionality and patience. Unlike a hasty overhaul, he underscores the necessity for feedback from impacted individuals, acknowledging that altering company culture is inherently complex. His journey with Internova dates back to 2008 when he was involved in the acquisition of Carlson Leisure Group. This experience laid the groundwork for O’Hara’s leadership style, which prioritizes empathy and strategic decision-making over blitzkrieg tactics.
Internova’s operational complexity has historically manifested itself in numerous profit and loss centers and a myriad of brands, creating inefficiencies that O’Hara was determined to address. With an initial framework that included around 50 brands and over 30 direct reports, he recognized the need for a streamlined hierarchy. Today, under his stewardship, Internova functions across three primary divisions: one dedicated to individual travel advisors, another focused on agency services, and the third catering directly to corporate and leisure travelers.
The specific brands under the leisure division, such as CruCon Cruise Outlet and Travel Leaders Vacation Center, remain significant yet operate on a smaller scale. Their value lies not just in revenue but in their reputation and emotional resonance with clients and advisors alike. O’Hara’s forthcoming plan for 2025 suggests a measured approach to further brand consolidation, mirroring strategies used in the advisor services division. His vision includes distinct branding for luxury and premium travel experiences, illustrating a keen understanding of market segmentation.
The restructuring initiative at Internova is not solely an exercise in efficiency; it also aims to create a coherent brand identity that resonates with both advisors and clients. O’Hara cited the successful amalgamation of corporate-focused brands, such as Corporate Travel Services in Mexico with Travel Leaders Corporate, now unified under Altour. This shift signifies a broader trend towards streamlining operations while enhancing the perception of expertise and dedication.
As one of the world’s largest travel services conglomerates, serving over 100,000 advisors across 6,000 locations, Internova bears a weighty responsibility. O’Hara recognizes this not just as an operational challenge but as a chance to uplift the entire industry. He underscores this ethos in partnerships, such as the collaboration with NBC on a television series designed to highlight travel advisors. This commitment reflects a dedication to fostering an appreciation for the profession in an evolving industry landscape.
Internova has faced significant fluctuations, with 2019 marking its most lucrative year at $7.48 billion, which saw a decline to $5.7 billion in 2023. However, O’Hara’s optimism for 2024 points to an anticipated resurgence, championing it as a potentially record-breaking year for both revenue and profitability. He noted that while transaction volumes remain somewhat constrained, the travel industry is experiencing a shift with soaring prices and longer trips, signaling a robust recovery.
Interestingly, the patterns observed surrounding the U.S. presidential elections have historically indicated a lull in travel activity. Yet, according to O’Hara, 2024 appears different, as consumer enthusiasm for travel remains unabated. This resilience is potentially linked to the lasting impact of the COVID-19 pandemic, prompting travelers to prioritize travel experiences more than ever before.
J.D. O’Hara’s leadership at Internova is an evolving narrative of simplifying complexity, fostering collaboration, and anticipating market trends. His commitment to leveraging brand identities for cultural and operational coherence sets a defining strategy for future growth. As Internova transitions into this new era, O’Hara’s vision not only aims at enhancing the company’s market position but also at reinforcing the value and visibility of travel advisors globally, a crucial legacy as the industry continues to navigate post-pandemic realities.