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AFTER YEARS OF debate over who should tell Duluth’s story — and where the city’s tourism dollars should land — the answer is coming back home.
Duluth is in the midst of a deliberate transition that will return primary responsibility for tourism marketing to Visit Duluth, ending an outsourced arrangement and placing strategy, spending and storytelling once again in local hands. It is both a structural shift and a philosophical one, rooted in a growing belief that Duluth’s identity, economy and long-term growth are best shaped by people who live here, work here and understand the city beyond the brochure.
For the past two years, Duluth’s destination marketing has been handled by Madden Media, an Arizona-based firm hired through a competitive request-for-proposals process in late 2024. The agreement was intentionally structured as a two-year contract, limited in scope and duration, and is scheduled to expire at the end of 2026.
At the time, city officials described the arrangement as a bridge — a way to maintain continuity in national marketing while the city reconsidered how best to align tourism promotion with local priorities. That bridge now has a clear endpoint.
Under agreements approved by the Duluth City Council, Visit Duluth will fully resume responsibility for tourism marketing when the Madden Media contract concludes. Until then, Visit Duluth is already assuming an expanded role, overseeing planning, coordination and the groundwork required for a smooth handoff.
The significance of the change goes well beyond who designs ads or buys media.
Tourism remains one of Duluth’s most reliable economic drivers, supporting thousands of jobs in lodging, restaurants, attractions, retail and transportation. It generates lodging tax revenue that helps fund city services while easing pressure on local taxpayers. How that system is managed — and who decides where the money goes — carries real consequences.
Advocates of the transition argue that a locally governed destination marketing organization offers clearer accountability and sharper incentives. When marketing decisions are made in Duluth, the benefits of success — and the responsibility for missteps — are shared by the same community that lives with the results.
The timing is also strategic. Duluth’s tourism economy has evolved. It is no longer defined solely by summer weekends and postcard views of Lake Superior. Visitors now arrive year-round for trail networks, arts and culture, food and beverage experiences, meetings and conventions, special events, and shoulder-season travel that rewards precision marketing rather than generic messaging.
That evolution was evident during the final phase of the outsourced contract.
“We continue to have an incredibly strong partnership with the Madden Media team and are grateful for the depth and quality of work they’ve delivered and will continue to deliver this year,” said Visit Duluth Executive Director Haley Hedstrom. “From a full Twin Cities market takeover in conjunction with the State Fair to the successful launch of a robust meetings and conventions media strategy, the results speak for themselves.”
Hedstrom emphasized that the work produced measurable gains in visibility and reach.
“Their work has elevated Duluth’s visibility and helped us reach audiences that directly support our visitor economy,” she said. “We’ll be sharing more about the outcomes and impact we saw in 2025, as well as the plans for 2026, in the months ahead.”
City leaders have echoed that assessment, stressing that the decision to bring tourism marketing back in-house is not a repudiation of the work completed under the Madden Media contract. Rather, it reflects a conclusion that the next phase of Duluth’s tourism growth requires tighter integration between marketing, local investment and community values.
Supporters of the shift believe a homegrown approach allows for better targeting, faster response to trends and closer collaboration with local businesses and institutions. It also keeps more tourism-related spending circulating locally, rather than flowing out of state.
The transition is being led by new leadership whose résumé reflects both familiarity with Duluth and experience navigating complex organizations.
Hedstrom was hired in 2025 following a competitive national search that drew dozens of applicants. She stepped into the role at a moment when Visit Duluth’s responsibilities were expanding rapidly and public scrutiny was high — a reality city leaders acknowledged during the hiring process.
Her background blends marketing expertise, nonprofit leadership and deep roots in the local tourism ecosystem. Prior to her appointment, Hedstrom held senior leadership roles at the Lake Superior Zoo, where she began as director of marketing and later moved into executive leadership.
That experience, stakeholders said, helped prepare her for a role that requires balancing brand strategy, operational realities and public accountability.
She also brought institutional knowledge to the position. Hedstrom previously served on the Visit Duluth board and participated in city-level tourism planning discussions, giving her firsthand exposure to the challenges and tensions that shaped recent debates over outsourcing and local control.
Since taking the helm, Hedstrom has emphasized communication and coordination with industry partners, including lodging operators, attractions, event organizers and small businesses. Visit Duluth has also begun laying the foundation for a long-range destination master plan — a data-driven roadmap intended to guide marketing investments, product development and visitor management once full control returns.
“As we look ahead, Visit Duluth is also ramping up Destination Master Plan work this quarter — a data-driven and innovative planning effort that will help guide how marketing, investment and visitor management work together over time,” Hedstrom said. “The goal is to ensure tourism continues to deliver real economic impact while staying aligned with community values and quality-of-life priorities of Duluthians.”
That framing reflects a broader shift in how tourism success is being defined. Growth alone is no longer the only metric. Sustainability, livability and alignment with resident priorities are now part of the equation.
For the City of Duluth, the transition represents both a practical and philosophical reset. It signals confidence that Duluth is capable of managing its own brand, setting its own priorities and telling its story with nuance rather than shorthand.
As the end of the outsourced contract approaches, expectations are high. Businesses want measurable results. Residents want transparency in how tourism dollars are spent. City officials want a system that balances economic growth with sustainability and quality of life.
Tourism, at its best, is a virtuous cycle. Visitors discover a place worth returning to. Local businesses thrive. Public revenues grow. Residents see tangible benefits in jobs, services and amenities.
By bringing tourism marketing back home — and entrusting it to a locally led organization under new leadership — Duluth is betting that owning its narrative will strengthen that cycle, not just for the next season, but for the long haul.
