By: Dena Lowery, President, Opus Agency

The global business environment is evolving amid shifting market dynamics.

New trade tariffs, retaliatory measures, and travel policies are creating real challenges for industries that rely on international collaboration, including events, tourism, and corporate strategy. 

As business leaders, our role is to acknowledge these realities, provide clarity where we can, and help our teams and partners navigate uncertainty with confidence. The key to moving forward is not to panic or retreat, but to adapt. Mitigating risks, exploring alternative strategies, and making decisions that balance immediate needs with long-term stability. 

Below, I lay out the realities, offer a look at what we see in the near term and into 2026, and provide strategies for managing these uncertainties.

Let’s dive a little deeper.

Note: Things are changing fast. While we’ll do our best to keep you updated, please note that this article was published April 1, 2025.

‍

What’s Happening Now

New Tariffs and Retaliation

In March 2025, the US imposed a 25% tariff on imported steel and aluminum, alongside broader tariffs on goods from Canada, Mexico, and China. Canada and the EU quickly responded with retaliatory tariffs. Now, businesses across industries face increased costs, market volatility, and supply chain disruptions that could take months or even years to fully stabilize. More trade turmoil is likely, as major U.S. trading partners have threatened to retaliate against existing U.S. tariffs, with the potential for further escalation in the form of additional tariffs on EU goods. 

Supply Chain Disruption

Beyond tariffs, export restrictions and customs slowdowns—particularly from China—are creating logistical hurdles. Freight delays, backorders, and sourcing challenges are forcing companies to rethink procurement strategies. Some businesses are responding by:

• Rerouting shipments through non-tariffed countries
• Stockpiling key materials like AV equipment to avoid future shortages
• Reassessing supply chain partners for more resilient alternatives
• Sourcing regionally

Air Travel Declines

A sharp decline in Canada-U.S. air travel bookings—exceeding 70% for the summer—adds another layer of complexity. April bookings were down more than 75%, primarily due to the ongoing trade war and amid Trump’s remarks about annexing Canada, which has drawn significant backlash among Canadians. Airlines have responded with minor schedule adjustments, removing over 320,000 one-way seats (a 2.6% drop) between April and October, with the largest cuts in July and August. Some routes have been suspended by Air Canada, United, and WestJet, with WestJet redirecting some canceled U.S. capacity to Europe. This makes rescheduling flights difficult due to existing sales and limited alternative destinations.

Rising Event Costs

The impact of these tariffs isn’t just theoretical—it’s already impacting the events industry. AV equipment, staging materials, and venue pricing are all climbing due to increased import costs and supply chain disruptions. Many venues are now inserting escalation clauses into contracts or renegotiating budgets to account for unpredictable pricing shifts. 

Advisories and Visa Concerns

Travel disruptions are also compounding the challenge. New travel advisories from the UK and Germany warn of visa detention risks in the US, leading to anxiety among international attendees. Meanwhile, visa wait times in key markets like India, Brazil, and Mexico now stretch beyond six months, making it difficult for companies to plan global attendance at US-based events. 

This creates a real barrier to participation, business growth, and international collaboration. Events that rely on global speakers, exhibitors, and audiences are seeing increased cancellations and lower registration numbers due to these hurdles. And the economic ripple effect is significant. Tourism Economics projects a potential $64 billion loss in US tourism revenue in 2025 due to declining international travel, a trend that will also impact major global events like the 2025 Ryder Cup, 2026 FIFA World Cup, and 2028 LA Olympics. 

Shifting Sentiment: The US “Brand” Under Pressure

Beyond logistical and financial concerns, there’s a growing perception that the US is becoming a more difficult and less welcoming place to do business. Whether fair or not, this sentiment is shaping international decisions:

• Some global brands are reconsidering US partnerships to avoid reputational risk.
• Procurement teams are scrutinizing event locations more carefully, shifting investments toward destinations perceived as more stable or neutral. 
• The concept of “Pariahmerica” — a term emerging in some global business circles—reflects the growing concern about political unpredictability and its impact on corporate strategy.

‍

Strategic Outlook

Near-term: Next 90 Days

In the short term, businesses will continue adjusting to these shifts. Expect to see:

• Increased focus on risk management, including scenario planning for tariffs and potential retaliation, as more trade measures are likely.
• Visa delays remain a key constraint, requiring proactive attendee management and alternative participation options to ensure global attendance.
• Acceleration of global sourcing shifts as companies seek to diversify suppliers and mitigate the impact of tariffs.
• Destinations reassessed for risk and access, with a growing focus on regions and venues that offer greater political stability and easier access for international attendees.

Long-term: H2 2025, 2026, and Beyond

In the longer term, companies are likely to reshape their global engagement strategies:

• Event portfolios will continue shifting, with greater investment in EMEA and APAC hubs like Singapore, Toronto, London, and Dubai.
• Trade negotiations will be a key factor, with the USMCA renegotiation potentially influencing cross-border business in North America.
• Major global events will serve as inflection points, with the 20226 FIFA World Cup and 2028 LA Olympics drawing increased international scrutiny and, ideally, efforts to rebuild confidence in the US as a global hub.

‍

Strategic Priorities

Discerning Narrative vs. Reality

Yes, media amplification is shaping perceptions. But that doesn’t mean the concerns are unfounded. Visa challenges, rising costs, and shifting sentiment are real, and they’re already impacting business decisions. The best approach is to:

• Acknowledge these challenges openly
• Provide clear guidance to teams and partners
• Focus on proactive strategies rather than reactive decisions

Attendee Assurance

For businesses hosting global events, attendee experience should be the top priority. That means:

• Offering clear travel guidelines and visa support for international attendees
• Exploring hybrid participation for those facing travel barriers
• Providing localized safety and risk assessments to address concerns in real time

Flexibility in Contracts in Planning

With pricing volatility and supply chain disruptions, businesses must build flexibility into event planning:

• Scenario planning for different tariff and cost environments
• Escalation clauses in contracts to accommodate shifting costs
• Pre-stocking key materials when feasible to hedge against shortages

Hybrid Engagement

Hybrid events became a pandemic-era necessity but have remained a core engagement strategy for global brands since. They are a smart defense against travel volatility, and organizations should:

• Expand virtual participation options to maintain global reach
• Leverage regional satellite events to connect audiences without long-haul travel

Regionalization

With global travel more complex, regional strategies are becoming essential:

• Increasing investments in EMEA and APAC roadshows and multi-hub event models
• Selecting event locations based on political stability, accessibility, and cost efficiency

‍

Final Takeaway: Focus on Smart Strategy

The past few years have proven that our industry—and global business at large—is resilient. We’ve adapted before, and we’ll do it again. Yes, the current landscape presents challenges. Tariffs are adding costs. Travel is getting harder. Sentiment toward the US is shifting. But if we know one thing for sure, it’s how to pivot. 

For business leaders, the best move is to acknowledge the reality, assess the risks, and take proactive steps to keep business moving forward. 

• Communicate clearly to partners, attendees, and stakeholders
• Plan for flexibility in sourcing, budgeting, and travel
• Diversity global engagement to ensure stability in uncertain times

The road ahead may be uncertain, but businesses that stay adaptable, informed, and proactive will find ways to navigate the shifts and uncover new opportunities along the way. We’ll be watching how global markets and governments respond to this shift—and updating our outlook as new actions unfold.