1. Fiji has long been recognized as one of the South Pacific’s premier destinations. What is your vision for strengthening its global tourism brand and maintaining its competitive position in an increasingly dynamic international market?
Fiji occupies a premier position in the South Pacific, both in terms of visitor numbers and product positioning. But the world we live in is very complex, and priorities are changing rapidly.Our broader team has come to the conclusion that we have to start from what genuinely makes us different. The one thing that genuinely makes us different is our people and our culture.
The combination of our people and culture creates meaningful experiences for travellers. In the past, international travel was often about seeing iconic landmarks such as the Eiffel Tower, Sydney Harbour Bridge, the Opera House or the Golden Gate Bridge. Nowadays, people are seeking authenticity, connections and something that has personal and psychological meaning.
When you look at Fiji, the Fijian people embody culture in everything that they do. It is living and breathing. It is not stuck in a museum piece or a book; it is practised daily and embedded in our lifestyle.
That permeates into the visitor experience. When tourists are welcomed, there is a genuine sense of hospitality. It is not simply, “Welcome to Fiji.” It is more like, “You are part of the family.”
Visitors tell us that when they come to Fiji, they leave with the sense that they arrived as visitors but leave feeling like they have known people here for a much longer period.
That is the key positioning we want. Tourism should not only be meaningful to Fiji in terms of earnings; it should also be a two-way relationship. We want visitors to feel that they have been somewhere genuinely worthy of their choice, rather than somewhere where culture has simply been put on display.
That is the guiding principle behind our brand, “Fiji, where happiness comes naturally.” It is not a slogan created by people sitting around a table. It is genuinely reflective of what Fiji embodies.
2. The U.S. is one of the country's fastest-growing visitor markets. How important is North America, particularly California and the U.S. West Coast, to Fiji’s tourism strategy, and what opportunities do you see for further growth?
Australia and New Zealand are naturally short-haul markets, so they will remain Fiji’s largest markets for a long time. But strategically, the next major growth is coming from the United States.
There is a natural fit. We share an English-speaking and Western cultural environment, and the tourism infrastructure is already well established.
California is particularly important. Even by world standards, California’s economy is a powerhouse in its own right. When we think about tourism, we are not only talking about visitor numbers but also the quality of the visitor and their ability to spend in the country.
California has a very high disposable income among international outbound travellers. At the same time, U.S. travellers seek meaningful connections, which aligns very strongly with our brand.
The combination of high spending power and a desire for meaningful experiences makes North America the perfect blueprint as a fast-growing, important and high-value source market.
Connectivity is also improving. Los Angeles has a daily connection to Nadi, San Francisco is increasing its frequency, and Fiji Airways is also increasing connectivity from Vancouver. There is also a direct Hawaii-Nadi connection.
We are working closely with Fiji Airways, and we see California as the next major growth market in terms of both numbers and profits.
For us, the high-value traveller is particularly important. That comes in the form of bespoke luxury and unique island-based experiences. Fiji already offers resorts such as Kokomo and Namale, where visitors can enjoy privacy and seclusion while remaining immersed in the culture.
The country is also developing a strong selection of five-star properties through major international groups, including InterContinental, Marriott, Accor and Hilton.
The U.S. market is also strong for incentives and business events. Fiji can accommodate smaller and medium-sized conference groups while combining business facilities with easy access to the islands and a wide range of leisure experiences.
The American market is also very strong in diving. Fiji has the reputation of being the “soft coral capital of the world,” with unique experiences in Kadavu, Taveuni, Savusavu and other parts of the country.
These less-commercialized destinations are particularly attractive to the Californian market. They treasure the fact that they are not seeing the over-commercialization of these experiences.
Our task is to tell that story more loudly, more intelligently and cost-effectively through digital platforms.
3. Fiji is renowned for its culture, natural beauty and warm hospitality. How is Tourism Fiji showcasing authentic Fijian experiences that resonate with today’s travellers seeking meaningful and immersive journeys?
Fiji is unique because meaningful experiences and exchanges happen naturally as part of the interaction process. You do not have to curate them in a particular way; they simply happen.
You see it particularly with families. Children can form genuine connections with people working at resorts, and those relationships can continue for years. Housekeeping staff and nannies sometimes maintain relationships with families and watch the children grow when they return to Fiji.
You also find locals inviting visitors into their homes and communities, and they genuinely mean it. There is a traditional concept of treating visitors with the highest respect.
Visitors can learn how food is prepared, what certain practices mean and how they connect to Fijian culture. These experiences are naturally shared.
Fiji is blessed because this culture is not put on for show. It is ingrained in everyday life.
That goes back to our branding, “Fiji, where happiness comes naturally.” The people are front and centre. The buildings, beaches and weather all form part of the setting, but at the heart of the experience are the Fijian people.
4. How is Tourism Fiji promoting a high-value, low-impact tourism model that protects the country’s natural environment while creating lasting benefits for local communities?
A big part of it is education, working with our tourism partners and amplifying each other’s efforts. We are also trying to bring traditional practices to the forefront.
I remember growing up as a child and going to markets where there were woven baskets made from coconut leaf fronds. Nothing went to waste. Different parts of the coconut were used for different purposes, and when the materials naturally degraded, they could simply return to the garden.
We are seeing traditional practices being brought back into use. At Nadi Market, for example, nylon twine has been replaced by natural vines that can be used to tie fruit and vegetables.
We are also working with hotels and resorts on initiatives such as restoring mangrove areas. Fiji Airways is involved in similar efforts.
Tourism Fiji has a program called the Loloma Hour, which gives visitors opportunities to participate in activities that contribute positively to local communities and the environment.
The goal is to move beyond sustainability and into regenerative tourism, so that visitors leave a place better in the long term than they found it.
That is what initiatives such as the Loloma Hour and restoration programs with resorts are designed to support.
5. Beyond Fiji’s best-known destinations, there is tremendous diversity across the islands. How are you encouraging visitors to explore new regions, experiences, interests and products throughout the country?
U.S. travelers tend to explore beyond the traditional resort experience. When they arrive in Fiji, they naturally disperse and seek experiences that are more private and off the beaten track.
Our task is to amplify that through our digital platforms, storytelling and public relations.
Our U.S. team works with media and influencers to tell these stories. We also work closely with travel advisors. The U.S. has a very mature network of experienced travel professionals who take the time to learn about destinations.
We provide workshops, educational programs and destination familiarization trips. Travel advisors then use that knowledge to create itineraries and help disperse visitors throughout Fiji.
There are opportunities for hikers, divers, birdwatchers and incentive travellers to venture beyond Nadi, Denarau and the Mamanuca Islands.
At the same time, international hotel brands can help attract new visitors through brand familiarity.
So there are many ways to encourage travellers to discover different parts of Fiji.
6. Strong partnerships are essential to tourism growth. How is Tourism Fiji working with airlines, hotels, tour operators and international travel partners to improve connectivity, increase visibility and enhance the visitor experience?
Tourism is Fiji’s largest industry. The government provides funding to Tourism Fiji to market Fiji around the world, including in the United States. But when you enter major international markets, that funding is relatively small.
That is why collaboration with key partners is essential.
We work with major hotel brands, participate in roadshows in the United States and attend international events such as IMEX and Seatrade in Miami.
These events can be expensive for individual operators, but when we pool our resources, align our calendars and coordinate our activities, we are able to amplify Fiji’s tourism voice.
Tourism Fiji establishes the brand, while partners provide conversion and products.
Connectivity is obviously fundamental because airlift is the only way to reach Fiji from many international markets. Fiji Airways plays a central role, particularly from North America, and its membership in the oneworld alliance is also important.
American Airlines helps bring traffic from within California and other parts of the United States through Los Angeles and San Francisco.
Destination management companies then help disperse visitors across the country.
It is the sum of these partnerships that helps us maintain visibility in the market and keep the visitor flow moving.
7. Fiji recently introduced the Tourism Act 2026, establishing the country’s first comprehensive tourism legislation in a modern framework for tourism development, investment, sustainability and industry standards. How do you see this landmark legislation strengthening Fiji’s competitiveness, encouraging responsible investment and creating new opportunities for international investors, including those from the U.S.?
It is very commendable what the government has done because updating legislation is a time-consuming process involving many stakeholders, extensive consultation and the search for an optimal outcome.
The new legislation has tried to incorporate all those key areas and modernize the framework to make it relevant.
Investors have a business proposition and are looking for certain outcomes and timeframes. By modernizing the legislation, the government is addressing some of the previous pain points.
We may not be able to alleviate all the pain points, but there is confidence that we are moving with the times and creating a win-win partnership that is relevant to all.
8. Looking ahead, what are Tourism Fiji’s key strategic priorities over the next five to ten years, and what is your long-term vision for ensuring Fiji remains one of the world’s most desirable island destinations?
Tourism is Fiji’s largest industry, and there is a lot of optimism and hope around it. That is not something I say simply as a Chief Executive; it is something people intrinsically feel across the country.
Over the next five years, growth will naturally involve more visitor arrivals, particularly as new hotel inventory comes online and airlines adjust their schedules.
But Fiji offers a unique cultural proposition because its culture is practised in everyday life, giving visitors meaningful experiences.
In an ideal world, we do not want to pursue growth for growth’s sake. It has to be meaningful to the people of this country.
It has to generate meaningful employment rather than simply employment, and it needs to create links with supporting industries such as agriculture.
On the demand side, we want growth to come from a higher-value visitor.
A high-value visitor does not necessarily mean someone who pays more per room night. A high-value visitor is someone who gets out of their hotel, ventures into the local community and creates a genuine exchange between locals and tourists.
We also need to develop meaningful activities beyond simply staying at a resort.
The long-term goal is to move beyond the walls of hotels and resorts and ensure that authenticity lives throughout the visitor experience.
9. Finally, what message would you like to share with s Angeles Times readers about Fiji and why now is the perfect time to experience the beauty, culture and spirit of the South Pacific?
If you have been to Fiji before and have not visited for a while, it is time to look at Fiji again.
The fundamentals remain the same. Our culture and authenticity are still there. Even though Fiji has modernized, that core, unique and grounded proposition remains.
If you have visited one part of Fiji before, come and rediscover another part.
It is also an easy destination to reach from the U.S. You can take a night flight from Los Angeles or San Francisco, have a meal, watch a movie, go to bed and wake up in Fiji.
I would love to see Fiji move beyond being a one-time destination visit. Come back and experience different parts of the country.
The tourism product in western Fiji, Nadi, Denarau and the Mamanuca Islands, is very different from the eastern and southern parts of the country, including Taveuni, Savusavu and Kadavu.
Fiji is not a “been there, done that” destination. It is like layers of an onion: come back again, peel another layer, then another layer, and there is always more to see, do and enjoy.
Ultimately, I hope visitors rediscover themselves at a psychological level and take a piece of Fiji home with them, so that whenever they are having a down moment, they think: “Come back to Fiji.”
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