The Charlotte Regional Visitors Authority has played a role in creating jobs and opportunities for the Charlotte area and the surrounding region since 1951.

The Coliseum Authority Era,

In 1951, the NC General Assembly voted to create the “Auditorium-Coliseum Authority” in response to Charlotte's growing desire to elevate its profile in North Carolina and across the Southeast. A key component of this approach was an ambitious plan to develop a sports and entertainment facility. In 1955, the Charlotte Coliseum and Ovens Auditorium opened to the public, managed by the Auditorium-Coliseum Authority.

Today, the facility that houses the coliseum and auditorium is known as the Bojangles Entertainment Complex and continues to be operated by the CRVA.

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The CRVA Era,

In 2004, the Authority’s legislation was amended to include responsibility for destination marketing in response to changing economic and business conditions. The Charlotte Regional Visitors Authority (CRVA) was created on July 1, 2004 as a result of a merger between the Auditorium-Coliseum Authority and Visit Charlotte, the convention and visitors bureau. The move combined the venue management of Charlotte's publicly-owned meeting and event facilities with the destination sales and marketing component to establish the CRVA as a destination marketing organization (DMO).

The charter creating the new DMO organizational structure included a 13-member Board of Directors that guided the overall direction of the CRVA alongside the Chief Executive Officer. The Board included designated representation from various elements of the hospitality industry such as hotels, restaurants and general travel, as appointed by the Mayor and Charlotte City Council.

Meet the Board

The CRVA Board of Directors collaborate closely with the Executive Leadership Team to provide leadership for the organization and advocate for the region's hospitality and tourism industry.

Our Leadership

The 'One CRVA' Era,

In 2012, under the direction of CEO Tom Murray, the CRVA laid the groundwork to successfully create new effectiveness in the way the organization operated. The “One CRVA” concept strategically aligned the organization to play to its strengths, with an emphasis on working better together through shared resources, innovation and collaboration. Team members in departments such as Human Resources, Marketing & Communications, Research and Accounting work across the entire organization rather than for just one CRVA brand. Departments like Operations, Engineering and Maintenance are shared among CRVA facilities, maximizing their time and leveraging their expertise and skills across multiple venues.

This model eliminated silos among each of the facilities and brands, allowing the CRVA to find new strengths in its internal resources and shared staff. Ultimately, the “One CRVA” approach delivers greater value to customers, a better experience for guests and greater impact for the community.

Our Core Values

CRVA employees are passionate about the community they serve. To reinforce a culture that reflects this passion, the organization developed Core Values that embody what working at the CRVA is all about.

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