When I passed my 100-day mark earlier this year, I took a moment to look at what our Team had already accomplished together.
The results across events, attendance and overall performance told a clear story, one built on hard work, professionalism and a genuine commitment to excellence. It gave me real confidence in where we were headed.
That confidence was tested, in the best way, this summer. Within the span of a few weeks, our Team delivered both the 2026 Men’s College World Series and our annual July Fourth fireworks celebration. Two very different events, two very different crowds, the same standard held throughout. Whether someone was working behind the scenes, welcoming guests at the gate, maintaining our facilities or supporting operations in ways most visitors never see, the level of ownership and pride was consistent. That is not something you can manufacture with a memo. It has to be built.
Eight months into this role, I want to share some of what that summer taught me, and what it has confirmed for me about how I think venues like ours should lead.
Evolving without losing what makes you strong
One of the first things I said to our Team, back around my 100-day mark, is that success in this industry is not just about what you have already accomplished. It is about how you continue to evolve. Our industry is changing. Guest expectations are rising. Meeting planners and event organizers have more options than ever, and the venues that stand out are the ones willing to lead rather than follow.
But evolution is not the same as reinvention for its own sake. Change does not mean walking away from what already works. It means building on it. MECA has a talented Team, strong facilities and a reputation earned over years, not months. The work now is sharpening our focus, strengthening our culture and pushing ourselves to be better, without losing the foundation that got us here.
I think that distinction matters more than it gets credit for. It is easy, especially early in a leadership role, to want to make your mark by changing things. It is harder, and more valuable, to figure out what is already working and protect it while you improve everything else.
Why “community first” is more than a value on a wall
Venues like CHI Health Center Omaha, Charles Schwab Field and The RiverFront exist for more than hosting events. At their best, they create spaces that bring people together and strengthen a city’s sense of identity and connection.
That is the thinking behind one of our core values at MECA: Community First. It is not a slogan. Every decision we make, from scheduling to accessibility to how we welcome a first-time visitor, ultimately affects the residents, partners and neighborhoods we serve. Whether we are welcoming families to The RiverFront, hosting a nationally recognized event at CHI Health Center Omaha or Charles Schwab Field, or supporting local programming, our job is to make sure every guest feels genuinely appreciated and included.
I would argue this is true for public venues generally, not just ours. Success should not be measured only in attendance figures or economic impact, real as those are. It should also be measured in the experiences and sense of belonging a venue creates for the community around it. That is a higher bar, and I think it is the right one
What experience elsewhere taught me about Omaha’s moment
I came to this role after leading operations through major capital projects and large-scale events in New Orleans and Atlanta, including work tied to Super Bowls, Final Fours and billion-dollar development projects. I mention that not to recite a resume, but because it shaped how I look at what is happening in Omaha right now.
Cities go through moments where investment in public infrastructure and public space compounds. I have seen what that looks like when it goes well, and I have seen the discipline it takes to manage growth without losing sight of the people that growth is meant to serve. Omaha is in one of those moments. The work MECA does across our venues is part of a larger story about how this city continues to build its identity, and I take that responsibility seriously.
Where we go from here
I am grateful for a Team that showed, all summer, what it means to lead with integrity and accountability. Those are not abstractions to me. I watched our people take ownership of their responsibilities, support one another and consistently make decisions that reflected our commitment to excellence, even when no one was watching closely. That is the kind of culture that builds trust with guests and partners, and it is the kind of culture worth protecting as we grow.
Eight months in, I remain genuinely excited about where MECA is headed. We have real momentum, a strong Team and a clear sense of what we stand for. I am looking forward to building on all of it together.
By Adam J. Straight
President and CEO, Metropolitan Entertainment & Convention Authority (MECA)
