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Agenda 03/24/2026 Item #16M 1 (Approve and authorize the Chair to execute the agreement for Request for Proposal (“RFP”) 25-8341, “Tourism Marketing & Promotion,” to Paradise Advertising and Marketing, Inc)
3/24/2026 Item # 16.M.1 ID# 2026-513 Executive Summary Continued from the March 10, 2026, BCC Meeting Recommendation to approve and authorize the Chair to execute the agreement for Request for Proposal (“RFP”) 25- 8341, “Tourism Marketing & Promotion,” to Paradise Advertising and Marketing, Inc., with an effective date of March 30, 2026, and make a finding that this action promotes tourism. OBJECTIVE: To provide continuing advertising, promotion, and marketing services that promote Collier County as a luxury domestic, national, and international global vacation destination of choice. CONSIDERATIONS: On May 28, 2025, the Procurement Services Division released RFP No. 25-8341, Tourism Marketing & Promotions. The County received 12 proposals by the July 21, 2025, submission deadline. Procurement staff reviewed the proposals, and all were deemed responsive and responsible, with 11 having minor irregularities. A selection committee met on October 27, 2025, evaluated the proposals, and established a final recommended ranking. Each selection committee member independently reviewed the proposals and shared their evaluative comments at the selection committee meeting. After reviewing the proposals and deliberation, the committee ranked the proposals as seen below: Name of Firm Final Ranking Paradise Advertising & Marketing, Inc. 1 Aqua Marketing & Communications, Inc. 2 GoSeeTell Network, Inc. dba Sparkloft Media 3 Intermark Group, Inc. 4 Cenergy Studios, LLC dba FourthIdea 5 True Media, LLC 6 Spark Strategy Media Group, LLC 7 Gannett Media Solutions 8 Bluewater Media, LLC 9 Linnihan Foy Advertising, LLC 10 Legacy III, LLC dba Legacy III Media 11 YaniPaints, LLC dba YKMD 12 Based on the selection committee’s ranking, staff is recommending that the RFP be awarded to Paradise Advertising & Marketing, Inc. (“Paradise”). Selection Committee unanimously accepted the proposed items of the contract as follows: • The contract is for a term of three (3) years, with two (2) additional one (1) year renewal options. • The marketing and advertising flat service fee is ten (10) percent of the Board approved annual Tourism Division budget for marketing and advertising. • A $175 flat hourly rate will apply to all creative functions not covered by the service fee and each project will be estimated and pre-approved. Page 6438 of 6641 3/24/2026 Item # 16.M.1 ID# 2026-513 • In the initial term and in subsequent years of this agreement, Paradise will invoice for time and material services on all media and production projects at net with no markup. • In the initial term and in subsequent years of this agreement, Paradise will invoice the County monthly for a fixed service fee equal to ten (10) percent of the Board approved annual paid advertising and marketing media budget administered by the Tourism Division, including any approved budget amendments. The annual service fee shall be payable in twelve (12) equal monthly installments. • Established in 2002, this firm has performed work in Collier County for 23 years. In all respects, the firm is reputable with a good work history. Fees in the new contract are consistent with the current contract and are set at 10% of the advertising budget. During the time frame of the selection committee process, the submitted budget for advertising for FY26 was set at $6,000,000. Therefore, the fee for services was set at $600,000 in that budget. At the Board of County Commissioners meeting on September 23, 2025, an additional $5,000,000 was allocated to the Tourism Division for marketing and promotional activities. That amount was to include expenses and the agency fee of 10%. (Agenda Item 11.D) Division and finance staff allocated a total of $4,885,000 to the advertising firm to include the fee and costs. The additional $115,000 dollars was allocated to the division budget for group meetings. This item is consistent with the Collier County Strategic Plan in the Quality of Life Focus Area, with the objective to promote Collier County as an exceptional tourism destination. The current contract with Paradise Advertising & Marketing, Inc. (#20-7775, Agenda Item 11.F) was amended on July 26, 2023, when the initial three-year term of the contract ended, September 30, 2023, and the first renewal option commenced on October 1, 2023, reflecting an hourly price increase from $150 - $175 per hour. The increase was analyzed, and the justification presented was acceptable. All other Terms and Conditions of the Agreement remain in place. The new contract reflects the current Contract and Amendment currently in place. ADVISORY COMMITTEE: This item was approved by the Tourist Development Council on February 20, 2026, with a vote of 8-0. This item is consistent with the Collier County strategic plan objectives of promoting Collier County as an exceptional tourism destination. FISCAL IMPACT: Funding for marketing services is included in the amended Tourism Division budget, Fund 1101 Tourism Promotion, for Fiscal Year 2026. The annual funding allocations will be subject to BCC approval of the Tourism Division's annual budget. GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management plan with this action. LEGAL CONSIDERATIONS: This item is approved as to form and legality and requires majority vote for approval. – CMG RECOMMENDATION(S): Recommendation to approve and authorize the Chair to execute the agreement for Request for Proposal (“RFP”) 25-8341, “Tourism Marketing & Promotion,” to Paradise Advertising and Marketing, Inc., with an effective date of March 30, 2026, and make a finding that this action promotes tourism. PREPARED BY: Sandra Rios, Public Relations and Communications Manager, Tourism Division, Collier County. ATTACHMENTS: 1. 25-8341 Paradise Contract VS Page 6439 of 6641 3/24/2026 Item # 16.M.1 ID# 2026-513 2. 25-8341 Paradise Advertising & Marketing Inc. Proposal Compressed 3. 25-8341 Solicitation 4. 25-8341 Paradise COI exp010127 5. 25-8341 Final Ranking 6. 25-8341 NORA Page 6440 of 6641 Page 6441 of 6641 Page 6442 of 6641 Page 6443 of 6641 Page 6444 of 6641 Page 6445 of 6641 Page 6446 of 6641 Page 6447 of 6641 Page 6448 of 6641 Page 6449 of 6641 Page 6450 of 6641 Page 6451 of 6641 Page 6452 of 6641 Page 6453 of 6641 Page 6454 of 6641 Page 6455 of 6641 Page 6456 of 6641 Page 6457 of 6641 Page 6458 of 6641 Page 6459 of 6641 Page 6460 of 6641 Page 6461 of 6641 County of Collier, FL Procurement Kenneth Kovensky, Executive Director 3299 Tamiami Trail, East Naples, FL 34112 [PARADISE ADVERTISING & MARKETING INC.] RESPONSE DOCUMENT REPORT GEN No. 25-8341 Tourism Marketing and Promotion RESPONSE DEADLINE: July 21, 2025 at 3:00 pm Report Generated: Tuesday, July 22, 2025 Paradise Advertising & Marketing Inc. Response CONTACT INFORMATION Company: Paradise Advertising & Marketing Inc. Email: rwebb@paradiseadv.com Contact: Rudy Webb Address: 5999 Central Avenue Suite 302 St Petersburg, FL 33710 Phone: (727) 235-2445 Website: paradiseadv.com Submission Date: Jul 21, 2025 10:40 AM (Eastern Time) Page 6462 of 6641 [PARADISE ADVERTISING & MARKETING INC.] RESPONSE DOCUMENT REPORT GEN No. 25-8341 Tourism Marketing and Promotion [PARADISE ADVERTISING & MARKETING INC.] RESPONSE DOCUMENT REPORT undefined - Tourism Marketing and Promotion Page 2 ADDENDA CONFIRMATION Addendum #1 Confirmed Jul 18, 2025 3:27 PM by Rudy Webb Addendum #2 Confirmed Jul 18, 2025 3:27 PM by Rudy Webb Addendum #3 Confirmed Jul 18, 2025 3:27 PM by Rudy Webb Addendum #4 Confirmed Jul 18, 2025 3:27 PM by Rudy Webb QUESTIONNAIRE 1. I certify that I have read, understood and agree to the terms in this solicitation, and that I am authorized to submit this response on behalf of my company.* Confirmed 2. ALL DOCUMENTS REQUIRING EXECUTION SHOULD BE EITHER BY WET SIGNATURES OR VERIFIABLE ELECTRONIC SIGNATURES. FAILURE TO PROVIDE THE APPLICABLE DOCUMENTS MAY DEEM YOU NON-RESPONSIVE/NON-RESPONSIBLE. Confirmed 3. Request for Proposal (RFP) Instructions Form* Request for Proposal (RFP) Instructions have been acknowledged and accepted. Confirmed Page 6463 of 6641 [PARADISE ADVERTISING & MARKETING INC.] RESPONSE DOCUMENT REPORT GEN No. 25-8341 Tourism Marketing and Promotion [PARADISE ADVERTISING & MARKETING INC.] RESPONSE DOCUMENT REPORT undefined - Tourism Marketing and Promotion Page 3 4. Collier County Purchase Order Terms and Conditions.* Collier County Purchase Order Terms and Conditions have been acknowledged and accepted. Confirmed 5. Insurance Requirements* Vendor Acknowledges Insurance Requirement and is prepared to produce the required insurance certificate(s) within five (5) da ys of the County's issuance of a Notice of Recommended Award. Confirmed 6. Proposal Submittal* Please submit a proposal per Evaluation Criteria outlined in Solicitation. 25-8341_RFP_-_Paradise_Response.pdf 7. County Required Forms VENDOR DECLARATION STATEMENT (FORM 1)* Form_1_-_Vendor_Declaration_-_Signed.pdf CONFLICT OF INTEREST AFFIDAVIT (FORM 2)* Form_2_-_Conflict_of_Interest_-_Signed.pdf IMMIGRATION AFFIDAVIT CERTIFICATION (FORM 3)* Form_3_-_Immigration_Affidavit_-_Signed.pdf LOCAL VENDOR PREFERENCE (IF APPLICABLE FORM 4) Include a copy of the business tax receipt. Form_4_-_Local_Business_Status_-_Signed.pdf Page 6464 of 6641 [PARADISE ADVERTISING & MARKETING INC.] RESPONSE DOCUMENT REPORT GEN No. 25-8341 Tourism Marketing and Promotion [PARADISE ADVERTISING & MARKETING INC.] RESPONSE DOCUMENT REPORT undefined - Tourism Marketing and Promotion Page 4 REFERENCE QUESTIONNAIRE (IF APPLICABLE FORM 5) CCT_Reference_Form_Adam_Thomas.pdf CCT_Reference_Form_Angela_Westerfield.pdf CCT_Reference_Form_Gina_Gemberling.pdf CCT_Reference_Form_Julie_White.pdf CCT_Reference_Form_Michelle_Owens.pdf GRANT PROVISIONS (IF APPLICABLE FORM 6) All forms must be completed Form_6.png PROOF OF STATUS FROM DIVISION OF CORPORATIONS - FLORIDA DEPARTMENT OF STATE (SUNBIZ)** http://dos.myflorida.com/sunbiz/ should be attached with your submittal. 2025_Paradise_FL_Certificate_of_Status_1-9-2025.pdf E-VERIFY - MEMORANDUM OF UNDERSTANDING* Vendor MUST be enrolled in the E-Verify - https://www.e-verify.gov/ at the time of submission of the proposal/bid. E-Verify Memorandum of Understanding or Company Profile page should be attached with your submittal. Company_Profile___E-Verify_2025.pdf W-9 FORM* 2025_W9_Paradise.pdf SIGNED ADDENDUMS (IF APPLICABLE) Addendum_#1_-_Signed.pdf Addendum_#2_-_Signed.pdf Amendment_#3_Signed.pdf Addendum_#4_signed.pdf Page 6465 of 6641 [PARADISE ADVERTISING & MARKETING INC.] RESPONSE DOCUMENT REPORT GEN No. 25-8341 Tourism Marketing and Promotion [PARADISE ADVERTISING & MARKETING INC.] RESPONSE DOCUMENT REPORT undefined - Tourism Marketing and Promotion Page 5 MISCELLANEOUS DOCUMENTS No response submitted Page 6466 of 6641 REQUEST FOR PROPOSALS for Tourism Marketing and Promotion - Solicitation No.: 25-8341 The Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) July 21, 2025 Page 6467 of 6641 Table of Contents Tab 1 Cover Letter Tab 2 Certified Woman Owned Business Enterprise Tab 3 Business Plan Tab 4 Cost of Services to Collier County Tab 5 Experience and Capacity of the Firm Tab 6 Specialized Expertise of Our Team Tab 7 Local Vendor Preference Page 6468 of 6641 Cover Letter 1 Page 6469 of 6641 To the Collier County Tourist Development Council Selection Committee, Paradise is proud to submit our proposal to continue serving as your agency of record, building on a legacy of success while boldly charting the course ahead. Our partnership with the Paradise Coast has driven meaningful tourism growth, generated record-breaking results, and shaped one of Florida’s most admired destination brands. But we believe what got us here isn’t what will take us forward. We are the agency that brings together deep brand knowledge with disruptive innovation—continuously evolving our strategies, channels, and creative to meet new expectations and opportunities. Whether through award-winning storytelling, pivoting during hurricanes and pandemics, or launching breakthrough campaigns, Paradise has challenged the status quo and delivered measurable impact for Collier County for over two decades. The next chapter demands even more: deeper personalization, smarter automation, and always-on marketing rooted in data and efficiency. Our vision is bold. We will lead the Paradise Coast into the future through seamless integration of AI, dynamic content strategy, and the full-funnel digital journey. By leveraging first-party data, adaptive media, and cutting-edge tools, we’ll create custom experiences that reach the right traveler with the right message—at the right time. With Paradise, you get the best of both worlds: a team that understands every nuance of the brand and community—and brings fresh thinking, new partnerships, and the digital firepower to move the needle for years to come. We are not just your agency. We are your innovation partner—ready to guide the Paradise Coast toward sustainable, smart, and elevated tourism growth for the future. With sincere appreciation and continued commitment, Mark Jaronski Barbara Karasek Rudy Webb CEO (eff 8/15)CMO (eff 8/15) & Co-Owner President Page 6470 of 6641 Click Here to Play Video Page 6471 of 6641 Page 6472 of 6641 Certified Woman Owned Business Enterprise 2 Barbara Karasek spending time in Chokoloskee, Florida Page 6473 of 6641 Page 6474 of 6641 Business Plan 3 Page 6475 of 6641 Our Approach to Your Business Page 6476 of 6641 With every client initiative, we begin with a defined strategic plan that is based on data, research, insights, and perfect messaging. Our strategists dissect the appropriate qualitative research to uncover our target’s media consumption – all the way down to their most-used social platforms and favorite TV shows. Our approach is structured to understand how audiences live their lives. We learn about their wants, needs, and desires to find the one common attitudinal behavior that helps differentiate the brand from competitors. It’s simple: we create lasting, positive impacts on destinations, businesses, and communities. We work closely with TDCs, CVBs, VCBs, TDOs, TDAs, and County Commissioners daily, gaining deep insights into tourism funding, sustainability, and economic drivers. Using diverse expertise, we craft data-led strategies to attract visitors, boost yield, and enhance the traveler experience and community prosperity. This is what we do all day, every day. Solutions We Bring: ●Brand-Centric Strategy: Strengthen branding and positioning ●Consumer Insights: Data-driven audience segmentation to increase length of stay and visitor spend ●Harmonized Trends: Integrate wellness, culture, history, culinary, and new relevant travel trends ●Media & Creative Excellence: Targeted digital, video, print, and radio to drive conversions ●Real-Time Measurement & ROI: Live dashboards to track performance and KPIs ●Future Demand Strategy: Fulfill all goals and objectives as outlined Our Approach: Strategic Planning Page 6477 of 6641 Our Approach: Strategic Planning (cont.) Intelligence Briefs ●Identify opportunities though intelligence: markets, audiences, behaviors, interests, & movements ●Create opportunity actions Creative Concepts ●Intelligence briefing with our creative team ●Creative builds concepts centered around brand positioning, audience markets, & goals Media Planning ●Briefs presented for media planning ●Plan built to be aligned with KPIs and each decision makers’ journey ●Flexible planning ●Negotiations “After The Click” ●Develop effective ATC ●Distribution strategy ●Identify/optimize landing pages ●Related content ●Establish tracking Go, Optimize, Report ●Ongoing: Optimize, iterate, evolve ●Reporting ●Pivot, proceed, repeat ●Look for opportunities 01 02 03 04 05 Page 6478 of 6641 PURPOSE: We start by uncovering your brand’s purpose—the “why” behind your destination. This isn’t manufactured; it’s rooted in your DNA. A strong purpose gives your brand soul and emotionally connects with consumers. Like any product, destinations require authentic storytelling that inspires people to make your purpose part of their lives. STRATEGY: We then activate your purpose to reveal The Soul of Your Brand. Not a tagline or logo, the soul is the emotional essence of your destination—felt through its experiences, people, and energy. It’s what makes Collier County uniquely Collier County. PLANNING: Our planning focuses on how best to communicate that soul across all channels with consistency and impact. Using our Audience First approach, we tap into insights that answer the “why” behind consumer behavior—guiding them from awareness to lifelong brand connection. EXECUTION: We immerse ourselves in your destination like a visitor would, enabling us to tell your story with real emotional depth. From that perspective, we deliver compelling creative that moves people beyond features and into feeling. At every touchpoint, we’ll help visitors embrace your destination as if they’re already there—amplifying what you do best and shaping a powerful path forward. Our Approach: Brand Strategy Page 6479 of 6641 Our Approach: Business Intelligence, Research, MarTech Research Partnerships We collaborate with client research partners to define goals, track performance, and make data-informed adjustments. We rely on research to guide strategy, uncover insights, and refine marketing efforts over time. Leveraging Existing Data & Consumer Insights We analyze prior media plans, campaign reports, and market research to better understand your target audience, behavior, and preferences. This also helps identify competitive advantages and emerging opportunities to inform planning. Conducting Additional Research We have a long relationship with leading research firm, Downs & St. Germain, as well as the ability to conduct supplementary research using tools like surveys, focus groups, and social listening. We tailor methods to the project to ensure relevant, actionable insights. Analytics & Performance Tools We use platforms like AiOpti, Zartico, Arrivalist, Tourism Economics, Datafy, Adara Impact, and Google Analytics to track KPIs—website traffic, engagement, and conversions. We ensure proper setup and accurate data collection to optimize campaign performance. Page 6480 of 6641 All of us at Paradise are storytellers to the core. We firmly believe every destination has a unique narrative that extends beyond its physical product and assets. A destination isn’t a spot on a map; it’s a feeling and a state-of-mind. And it’s one that has the potential to be an unforgettable chapter in the story of a visitor’s life. Most decisions, especially those related to travel, are emotional ones. We consider emotional drivers as a prime directive for developing successful campaigns. We focus on making connections with visitors in what they want from the destination, both physically and emotionally. Our creative approach centers on building destination brands from the outside-in using consumer insight and point of view, rather than just selling things to see and do. We focus on “why” people should be interested in visiting a destination versus “what” they can do when they get there. By grounding our efforts in shared values and appealing to what is personal and important to people in their daily lives, we create a visceral, emotional connection between destination brands and the travelers with whom they want to connect. Our Approach: Creative Excellence Page 6481 of 6641 SCRUM BRIEF CONCEPTS CLIENT APPROVAL DEPLOY Kick-Off Scrum A “scrum” with each business unit marketing discipline represented to define the challenge and create alignment for project direction. Creative Brief The team develops a creative brief to be approved by the client team. The brief serves as the as the blueprint to ensure creative development is on strategy. Review & Refinement As creative components launch, all marketing disciplines review results in order to refine future campaign iterations. Client Approval Concepts presented for input, insight, and approval. . Concept Development Based on the brief, the creative team develops ideas and executions to bring the business unit idea and brand to life. This stage is highly conceptual and ethereal. Campaign Deployment Final brand creative elements are developed and deployed. 01 02 06 03 05 04 Our Approach: Creative Excellence (cont.) 1 2 6 3 5 4 Page 6482 of 6641 Guiding Principles: Qualified Visitors. Responsible Travelers. Higher Yield. At Paradise, we don’t just buy media—we build strategies around real travelers. Our media approach is grounded in the guiding principles of attracting Qualified Visitors, promoting Responsible Travel, and delivering Higher Yield. We take an audience-first approach powered by our proprietary profiling platform, combining first-, second-, and third-party data with behavioral, transactional, and geolocation insights. This enables us to build rich, real-world audience profiles that go far beyond digital footprints, identifying not only who is most likely to convert—but when, how, and why. We are data-led, not data-driven. That means we use data to inform, not dictate. We analyze year-over-year and month-over-month tourism KPIs, ROAS, attribution models, booking windows, comp sets, accommodation types, and creative performance by channel. We align media and creative planning to the customer journey and intent signals—ensuring every element is both strategically placed and emotionally resonant. Short- and long-term goals are co-developed with our client partners to ensure media plans are not only efficient, but also sustainable and scalable. Most importantly, we identify and unlock untapped audience segments—those overlooked by traditional targeting—and apply predictive modeling to find high-potential travelers before they’re even in-market. Our precision targeting analyzes cross-channel behaviors to focus spend where it will truly move the needle. Ultimately, we target real people, not just anonymous impressions—creating omnichannel campaigns that are as intelligent as they are impactful, and as measurable as they are memorable. Our Approach: Media Planning & Buying Mobile Campaign Digital Banners Native Content Paid Social Media Streaming Television Digital Audio Podcast Advertising Out of Home OTAs Travel Intender Media Last Minute Travel Apps Paid Search Page 6483 of 6641 Our Media Buying Approach - To gain a competitive buying advantage for our destination clients, Paradise is dedicated to leverage: 1.First-Party Data & Audience Targeting – Using traveler intent data, past visitation behavior, and psychographic segmentation to ensure precise media buys that reach high-value outdoor enthusiasts. 2.Programmatic & AI-Driven Buying – Employing AI optimization, real-time bidding, and dynamic creative to maximize ad efficiency and engagement. 3.Partnerships & Co-Op Strategies – Negotiating exclusive placements, leveraging travel media networks, and creating strategic co-op programs to stretch budgets further. 4.Seasonal & Behavioral Insights – Aligning media buys with peak travel windows, weather patterns, and booking behaviors to increase conversions. 5.Performance-Based Media Optimization – Constant analyzing of campaign performance, shifting spend to high-performing channels, ensuring maximum ROI. Added Value Opportunities Last year, Paradise provided 23% more media in added value for our clients. We endeavour to secure >20% each year for our clients. Below are current examples. $96,000 in added-value media inventory post-hurricane A national integrated campaign with influencers of “The Bachelor” - influencers used in the national ad campaign, “Five Days in Paradise” video series, online digital content, blogs, social media, PR interviews, and two visits to the destinations with family for content curation. $150,500 in added-value First party data usage as well as a digital campaign targeting Dallas, Memphis, Chicago, Houston, St. Louis, Atlanta, and competing markets Atlanta, Memphis, St. Louis, Oklahoma, City, Springfield, Indianapolis, Nashville, Tulsa. Value-add banners served to optimally performing markets during the campaign. $41,547 value in added-value impressions A programmatic campaign targeting Milwaukee, Cincinnati, Columbus, Nashville, Charlotte, Denver, Dallas-Ft. Worth, with added value digital ads optimized for lookalike audiences and high potential audience and markets and highest performing creative. Our Approach: Media Planning & Buying (cont.) Page 6484 of 6641 Our Detailed Plan of Approach: FY25/26 Marketing Roadmap Page 6485 of 6641 Within the next section of our proposal, we outline the strategies and roadmap for the “work-in-progress” FY25/26 Naples, Marco Island, Everglades CVB Marketing Plan. Due to our existing partnership, we require no ramp-up or discovery time and are poised to implement the new plan as soon as it is finalized and approved. In addition, we continue to execute and optimize the FY24/25 Marketing Plan to ensure seamless transition between plans. Page 6486 of 6641 Situational Analysis Florida's Paradise Coast—Naples, Marco Island, and the Everglades—remains one of the most desirable, aspirational coastal destinations in the U.S., with a global reputation for pristine beaches, upscale experiences, exclusivity, and natural beauty. While recent performance indicators show a slight softening in occupancy and international visitation, it is important to recognize that overall tourism levels remain significantly above where they would be had the destination followed steady, pre-2019 growth patterns. The surge in post-pandemic travel propelled the Paradise Coast to record-setting tax collections, visitor spending, and brand awareness—creating a strong foundation to build upon. The destination now has a unique opportunity to stabilize growth, diversify its appeal, and compete more aggressively in a global travel market that continues to evolve. Demand for leisure travel remains strong, with millions of Americans and international travelers prioritizing wellness, sustainability, and immersive, personalized experiences—areas where the Paradise Coast is naturally positioned to lead. Looking ahead, the 2025-2026 marketing strategy is designed to harness these market dynamics and position the Paradise Coast for sustainable, long-term success. Through targeted market prioritization, emotionally engaging storytelling, and a renewed focus on cultural, ecological, and wellness experiences, the destination is well-equipped to protect its brand, grow overnight visitation, and remain competitive among the world’s leading travel markets. Page 6487 of 6641 Data & Insights Driven Strategies Summary of Opportunities The Paradise Coast is uniquely positioned to capitalize on key global and domestic travel trends by amplifying its reputation as an upscale, uncrowded, and experience-rich destination. To drive visitation and protect market share, the following opportunities will guide strategic marketing efforts in FY2026: ➔Position the Paradise Coast as a leader in eco-luxury, adventure, wellness, and curated cultural experiences, aligning with growing traveler demand for authenticity, sustainability, and mental wellness. ➔Promote the Paradise Coast as a refined, crowd-free alternative to busy coastal markets and global hotspots, while capitalizing on the growing Destination Dupes trend. ➔Target affluent travelers who seek road trips and private aviation guests seeking flexible, accessible, and upscale getaway options. ➔Leverage AI-driven trip personalization tools and real-time digital engagement to meet traveler expectations for flexible planning and on-demand information. ➔Strengthen group and meetings marketing by highlighting the Paradise Coast as the ideal destination for high-value incentive programs and corporate gatherings, where luxury, wellness, and authentic cultural experiences align with today’s demand for immersive, purpose-driven events. ➔Leverage emerging trends in hybrid events, personalization, and wellness by collaborating with the CVB’s sales team to market the Paradise Coast as a forward-thinking meetings destination. Showcase its capacity to deliver cutting-edge, tech-enabled meetings alongside restorative leisure experiences. ➔Leverage the growing demand for destination weddings by positioning the Paradise Coast as an elegant, customizable setting for multi-day celebrations. Emphasize the destination’s blend of luxury, natural beauty, authentic local experiences, and wellness offerings. ➔Advance sports tourism growth by targeting amateur and professional tournaments, training groups, and high-yield sports events that align with the destination’s upscale positioning—while supporting destination-wide sports venues. ➔Develop themed campaigns aligned with major cultural and global events to drive international and sports-related tourism, enhancing destination visibility among high-interest traveler groups. e.g., FIFA World Cup 26™ ➔Proactively monitor geopolitical shifts, climate concerns, and weather-related disruptions, adjusting domestic and international marketing strategies in real time. ➔Launch targeted campaigns to stimulate demand and protect occupancy rates as new lodging inventory comes online in late 2025 and 2026. ➔Expand international marketing to strategically selected growth markets, capitalizing on renewed global travel demand, while navigating market sensitivities. Page 6488 of 6641 Marketing Objectives Florida's Paradise Coast enters FY26 with a strategic focus on driving sustainable, high-value visitation, rebuilding key markets, and positioning the destination as a leader in upscale, experience-driven travel. All objectives directly align with performance targets, market conditions, and evolving traveler expectations. 1. Increase Year-Round, High-Value Overnight Visitation a. Grow off-peak (summer/fall) overnight visitation. b. Maintain and expand peak season occupancy, with emphasis on high-spend, experience-seeking travelers. c. Offset new lodging supply impacts through demand generation. 2. Rebuild and Expand International Visitation a. Increase international overnight visitation by focusing on strategically identified markets within Canada, UK, and Germany. b. Re-establish global market presence with tailored, high-conversion campaigns. 3. Grow First-Time Visitor Market Share a. Increase first-time visitor rate by targeting emerging markets and crowd-averse luxury travelers through Destination Dupes positioning. 4. Strengthen Sales-Driven Market Segments a. Directly support CVB sales efforts to grow group/meetings, travel trade, weddings, and sports tourism by amplifying destination marketing, co-developing tailored sales tools, and elevating the Paradise Coast’s profile as a premier choice for high-value, experience-driven events across these key segments. 5. Elevate Destination Perception Beyond Beaches a. Improve traveler perception of the region’s ecological, cultural, and wellness offerings through visitor sentiment surveys and engagement data. 6. Align Market Strategy to Sentiment Realities a. Rebalance domestic investments as appropriate, based on current sentiment. b. Utilize real-time sentiment tracking to guide agile market prioritization. 7. Expand Digital Engagement & Conversion a. Grow website traffic with measurable increases in trip planning tool usage and booking referrals. b. Deploy AI-powered personalization to improve user experience and conversion rates. 8. Increase High-Net-Worth Visitation Through Private Access Channels a. Attract private aviation, yachting, and luxury drive-market travelers through targeted messaging and partnership activations. b. Raise awareness of seamless private access options via APF, RSW, MIA, and regional marinas. Page 6489 of 6641 Marketing Strategies Florida's Paradise Coast enters FY26 with a strategic focus on driving sustainable, high-value visitation, rebuilding key markets, and positioning the destination as a leader in upscale, experience-driven travel. All objectives directly align with performance targets, market conditions, and evolving traveler expectations. 1. Seasonal, Market-Driven Campaign Activation a.Align campaign timing to seasonal demand windows and market type (Established, Growth, Emerging). b.Hyper-focus advertising and marketing efforts in high-yield markets (Dallas, Atlanta, Midwest, in-state Florida) for off-peak visitation growth. c.Maintain refined, values-driven presence in established markets to capture high-spend, experience-seeking travelers. d.Rebuild international campaigns in Canada, UK, and Germany, emphasizing shoulder seasons and winter escapes. 2. Brand Evolution: Paradise in Every Sense a.Position the Paradise Coast as an exclusive, uncrowded alternative to overcrowded hotspots, capitalizing on the Destination Dupes trend. b.Tell a deeper destination story beyond beaches, spotlighting ecological diversity, culture, wellness, and hidden gems. c.Reinforce the region's exclusivity, privacy, and personalized experiences to meet luxury traveler expectations. 3. Digital Innovation & AI-Powered Personalization a.Launch AI-driven trip planning tools and real-time digital content personalization. b.Leverage first-party data, retargeting, and conversion-optimized landing pages to drive visitor engagement and bookings. c.Ensure the digital ecosystem aligns with modern traveler demands for flexibility, convenience, and tailored experiences. 4. Sales-Integrated Marketing Strategy: Groups, Meetings, Travel Trade, Sports, Weddings a.Align marketing with CVB sales efforts to drive high-value bookings across groups, meetings, weddings, sports, and travel trade. b.Develop co-branded campaigns and sales tools that highlight the destination’s luxury, privacy, wellness, and cultural appeal. c.Leverage trends like hybrid meetings, immersive weddings, and bleisure to craft compelling, segment-specific messaging. d.Elevate presence through targeted B2B marketing, trade media, hosted events, and sports venue promotion to boost multi-day visitation and expand partner engagement. Page 6490 of 6641 Marketing Strategies (cont.) 5. Public Relations (LHG), Influencer Marketing, & Content Amplification a.Host high-impact press trips showcasing eco-luxury, cultural richness, and wellness experiences. b.Partner with influencers aligned to authenticity, sustainability, and exclusivity values. c.Produce short-form video and social content that balances aspirational imagery with authentic, experience-driven storytelling. 6. HNW & Private Access Market Integration a.Collaborate with private jet providers, yacht concierge services, and luxury travel advisors. b.Promote access via Naples Airport (APF), RSW, MIA, and area marinas in targeted messaging and digital content. c.Offer exclusive itineraries and experiences curated for high-net-worth travelers seeking privacy and personalized service. 7. Develop a Co-op Program for Partners to Leverage CVB Sales, Advertising, and Marketing Efforts a.Create a structured co-op program that enables partners such as hotels, resorts, attractions, restaurants, galleries, etc. to collaboratively amplify both leisure and sales initiatives. This program will offer partners the opportunity to align with the CVB’s campaigns through shared advertising, bundled promotions, collaborative content, and B2B marketing—extending collective reach, enhancing market impact, and ensuring unified messaging across consumer and trade audiences. 8. Real-Time Market Monitoring & Crisis Preparedness a.Utilize sentiment tracking, market research, and competitive analysis to guide agile marketing adjustments. b.Refine international and domestic strategies based on evolving conditions. c.Maintain crisis communication protocols to manage weather events, reputational risks, or market disruptions. Page 6491 of 6641 Additional Exclusive Campaign Opportunities in Partnership with iHeartMedia (only available from Paradise Advertising & Marketing) Page 6492 of 6641 Page 6493 of 6641 Page 6494 of 6641 Page 6495 of 6641 Page 6496 of 6641 Page 6497 of 6641 Page 6498 of 6641 Detailed Timeline Page 6499 of 6641 Detailed Timeline: Startup Phase to Full Implementation COMPLETE Phase 1 - Onboarding & Discovery (COMPLETE) Stakeholder interviews, data review, brand audit, contract kickoff Phase 2 - Strategic Planning Estimated Completion: August 19 Marketing plan development, creative exploration, audience targeting In Progress / Near Complete Oct. 1-31 Phase 3 - Creative & Media Build Q1-Q2 Creative asset development, finalize media insertions, website/tech prep Nov. 1 Phase 4 - Campaign Launch Go-live with integrated media insertions, organic content, and owned assets Ongoing Phase 5 - Optimization & Reporting Monthly analytics, optimizations, performance reporting, testing As the current agency of record, we bring immediate value through seamless continuity—no ramp-up period or start up phase is required. Our team is already deeply immersed in the destination, well aligned with the CVB staff, and actively developing the FY26 strategic marketing plan. This allows us to go to market without delay, maintaining momentum and ensuring no time is lost in transition. Page 6500 of 6641 Example Reports: Santa Rosa County, Florida & Savannah, Georgia Page 6501 of 6641 Case Study Report: Santa Rosa County, FL - Navarre Beach Santa Rosa County is a small, sleepy beach destination with a problem. Located on Florida’s Panhandle halfway between Fort Walton Beach and Pensacola Beach, the county had not been able to distinguish itself from these popular tourist destinations. Even worse, its consumer-facing brand —“Historic Milton/Navarre Beach/Florida’s Playground” — barely registered with travelers likely to visit a Panhandle beach. Third, the campaign creative and messaging weren’t tailored for each specific target audience. Rather, the same creative was being used for multiple target markets and audience profiles. After being named the agency of record in 2016, Paradise created a new brand identity and positioning that — as verified by focus groups — more accurately reflected the destination and was both memorable and easily searchable to consumers. The new brand: Navarre Beach, Florida’s Most Relaxing Place. We utilized data-based, consumer research methodologies to identify priority markets (established markets, growth markets, emerging markets) and crafted customer profiles (demographics) for these priority markets to create profile-specific creative executions, messaging, and imagery that resonated specifically with each persona in each priority market. We examined visitor profiles and surveys, airport and digital journey analyses, and third-party credit card and device platform data. The Navarre Beach, Florida’s Most Relaxing Place brand extended through strategic integrated marketing communications plans which included weighted efforts among targeted customer segments and markets. Results ●51% increase in Tax Collections ●3.1% increase in Occupancy ●26% increase in ADR ●3.4% increase in RevPAR ●3.1% increase in Demand ●3.4% increase in Total Revenue ●10% avg YOY annual growth for the past 5 years - even through COVID Page 6502 of 6641 Case Study Report: Savannah, Georgia In 2019, we were engaged to reimagine the Visit Savannah brand image and how it came to life in order to attract and engage visitors to spark economic impact to a downtown that was in need of a lift. But how do you elevate a charming, Spanish-moss infused coastal escape that has defined Southern hospitality since 1773? Savannah is considered one of America’s “Bucket List” cities — a place you simply have to visit if you love to travel. It’s a city so beautiful that even Sherman couldn’t bring himself to destroy it in his 1864 March to the Sea, instead gifting it to President Lincoln as a Christmas present. But Savannah’s one-of-a-kind beauty is only part of the city’s appeal. The challenge was to create a campaign that captured and conveyed the true essence of the destination, would reinvigorate visitation, and also aimed to attract a higher-yield visitor. After leveraging third-party research and spending time in the city and conducting extensive research with the CVB Team, key stakeholders, and long-time visitors, we realized that Savannah could be described in three adjectives: Authentic. Unexpected. And evocative. We discovered that Savannah wasn’t the genteel Southern city people expected it to be. It was elegant but unpredictable. Classy but quirky. Historic but hip. In other words, it was anything but ordinary. And with that epiphany, the campaign came to life: This isn’t ordinary. This is Savannah. 2024 Tourism Statistics ●$4.4B Visitor Spending (Visitor Spending was less than $3B - prior to rebrand) ●37.5% Visitor Spend YOY Growth (Visitor Spend YOY Growth was 4% prior to rebrand)) ●+21.6% Bed Tax Collections ($44.5M) ●+9.6% Job Growth ●+27.5% Air Arrivals Increase ●12 Advertising and Marketing Campaign Awards (and counting) ●Global and National Accolades from Conde Nast Traveler, Robb Report, Forbes, Travel & Leisure, and more. ● Downtown Development ●New Luxury Hotels (since 2018) ○JW Marriott, Perry Lane, Hotel Bardo, The Alida, The Thompson ●Ritz-Carlton Hotel & Ritz-Carlton Residences (to open in 2025) ○100 Room Hotel & 20 Residences ●77% Luxury Hotel Occupancy Rate (2024) ○Higher than upscale, mid-price, economy and even budget segments ●Record High Construction Permits (2023) Savannah Airport ●20,603 Weekly Seats and 11 Non-Stop Destinations (2012) ●512,000 Weekly Seats and 36 Non-Stop Destinations (2021) ●$200M Savannah Airport Expansion Plans (2024) ●$5M Federal Funding for Savannah Airport (2024) ○ Port of Savannah ●58.8% Growth (2014-2023) Page 6503 of 6641 Sample Work: Attracting & Recruiting New Visitors Page 6504 of 6641 Case Study for Attracting & Recruiting New Visitors: Collier County’s FY25 Expanded Leisure Campaign Campaign Objective: As Florida’s Paradise Coast began to feel signs of softening occupancy and increased competition, it became clear that growth would no longer come from doing “more of the same.” While our established markets remained important, the destination needed to proactively diversify its visitor base to protect long-term health. This campaign was built to: ●Attract first-time leisure visitors from new, high-potential markets ●Offset weakening performance in core markets impacted by shifting leisure travel behavior Strategic Insight: At Paradise, we believe every destination has a soul—a purpose that transcends its physical assets. Travel decisions are emotional, and our role as storytellers is to connect visitors to a destination’s deeper meaning. For Florida’s Paradise Coast, the emotional essence—“Only Paradise Will Do”—invites travelers into a feeling, not just a location. This expansion strategy wasn’t about casting a wider net; it was about telling the story to the right new audiences. We began by analyzing performance data, visitor behavior, and market dynamics from sources such as GA4, Zartico, Adara Impact, social listening tools, visitor profile studies, and third-party industry research (Skift, Destinations International, US Travel Association). We identified emerging domestic markets showing growing interest in coastal getaways and wellness-centered travel. The selected markets were: Milwaukee, Cincinnati, Columbus, Nashville, Charlotte, Denver, and Dallas–Fort Worth. Creative Approach: We grounded our campaign in the destination’s brand purpose: to serve as a restorative, enriching escape from the noise of everyday life. Rather than lead with a list of activities, we leaned into the “why” behind the trip—the emotional reward of visiting a place that feels peaceful, beautiful, and soul-stirring. We extended our award-winning Only Paradise Will Do campaign into these new markets, guided by the belief that travel stories begin with emotional intent. Recent focus groups reaffirmed the campaign’s power to connect with audiences on a personal level. Every visual, message, and media placement was designed to move people beyond passive interest and into emotional engagement. Page 6505 of 6641 Media Execution: Our media strategy was grounded in the principles of attracting Qualified Visitors, promoting Responsible Travel, and delivering Higher Yield. Powered by a proprietary audience profiling platform, we combined first-, second-, and third-party data with behavioral, transactional, and geo-location intelligence to create rich, real-world audience segments. The campaign followed a full-funnel structure across the new markets: ●Awareness: Online digital video, high-impact display ●Consideration: Paid social, native content ●Conversion: OTA advertising, dynamic retargeting, paid search, and programmatic display optimized by intent signals Media and creative were aligned with the customer journey, using performance data to optimize every touchpoint. Measured Results (To Date, July 2025) ●Based on enriched data modeling from Adara’s proprietary predictive analytics platform, which estimates the full market impact across flight and hotel verticals, the expanded campaign has contributed to an estimated $6 million in hotel revenue since it launched 3/3/25. ●ROAS for conversion-focused tactics is exceeding benchmark goals. Results from just one major OTA platform show an average return on ad spend of $40 for every $1 spent on hotel revenue—based solely on bookings directly attributed to the media campaign—indicating the true total campaign impact is even greater. ●Total estimated revenue, based on direct campaign attributions from the OTA and modeled predictive analytics brings the total revenue from the Enhanced campaign to date closer to $16M, which is nearly a $15 to $1 return on investment. In a powerful sign of momentum, 36% of visitors in May 2025 recalled seeing, hearing, or reading stories, advertising, or promotions about the destination within six months of their trip—a sharp rise from just 26% the year prior. This surge underscores the growing effectiveness of our marketing strategy, not only in capturing attention but in driving real-world action. We’re not just reaching the right audience—we're inspiring them to show up. Case Study for Attracting & Recruiting New Visitors: Collier County’s FY25 Expanded Leisure Campaign (cont.) Page 6506 of 6641 Case Study for Attracting & Recruiting New Visitors: Collier County’s FY25 Expanded Leisure Campaign (cont.) Overall, this campaign contributed to incredibly strong results for the destination’s leisure market: ●Demand (number of rooms sold): a. March 2025 increased 7.9%, supported by a 10.8% increase in leisure demand year over year b. April 2025 increased 11.3% year over year, 16.4% increase in leisure demand year over year c. May 2025 increased 8.9% year-over-year, supported by a 15.1% increase in leisure demand ●Occupancy by Transient Visitors (Rooms sold to individuals or groups occupying less than 10 rooms per night, generally referred to as Leisure visitors) a. March 2025: Increased 2.5% (great indication of early success since the campaign had just launched that month) b. April 2025: Increased 8.1% year over year c. May 2025: Increased 6.9% year over year Page 6507 of 6641 Sample Work: Retaining Existing Visitors Page 6508 of 6641 Case Study for Retaining Visitors: Collier County’s FY25 Enhanced Leisure Campaign Campaign Objective: To counteract declining occupancy trends and defend market share amid intensifying competition, Florida’s Paradise Coast launched enhanced campaigns in its most critical established and growth markets among leisure travelers. The goals were to: ●Reinforce brand presence and visitor loyalty in key feeder markets ●Sustain and grow visitation from leisure audiences with historically high conversion potential ●Maximize marketing efficiency and return on ad spend (ROAS) through precision targeting and emotional connection ●Deepen market penetration and increase frequency in tandem with the ongoing Sustaining Campaign efforts Strategic Insight: At Paradise, we believe a destination is not just a place—it’s a feeling, a state of mind, and an unforgettable chapter in a traveler’s life. We approach marketing with the conviction that most travel decisions are emotional, not transactional. Grounded in extensive data—consumer and market insights platforms, place-based data, campaign attribution data, visitor profile studies, social listening tools, and industry insights from Skift, Destinations International, and US Travel Association among others—we identified the most valuable established and growth markets. These markets were not only historically strong performers but also showed continued potential for growth. Importantly, the enhanced campaign was designed to run alongside our ongoing Sustaining Campaign in these same markets to strengthen brand presence, deepen penetration, and increase message frequency—ensuring Florida’s Paradise Coast remained top-of-mind and defended against competitor encroachment. Markets included: Chicago, New York City, Boston, Philadelphia, Atlanta, Miami–Ft. Lauderdale, Tampa–St. Petersburg, Orlando, West Palm Beach, Jacksonville, Washington, D.C., Detroit, Cleveland, Minneapolis, Indianapolis. Creative Approach: The campaign extended the award-winning Only Paradise Will Do platform, which recent focus groups confirmed as highly effective in creating emotional resonance. Instead of promoting a list of activities, the creative focused on the why—the deeper emotional rewards of visiting: restoration, beauty, connection, and peace. By aligning the destination’s authentic purpose with what travelers crave, we built campaigns that inspired not just bookings, but loyalty. Page 6509 of 6641 Case Study for Retaining Visitors: Collier County’s FY25 Enhanced Leisure Campaign (cont.) Media Execution: Our media approach followed Paradise’s core principles: attract Qualified Visitors, promote Responsible Travel, and deliver Higher Yield. Using proprietary audience profiling that blended first-, second-, and third-party data, we went beyond demographics to understand real people—their timing, motivations, and pathways to conversion. By pairing the enhanced campaigns with ongoing Sustaining Campaign efforts, we amplified message reach and frequency in markets where maintaining leadership was crucial. The full-funnel strategy included: ●Awareness: Connected TV, digital video, and high-impact display to maintain brand awareness and keep the destination top of mind. ●Consideration: Native content ●Conversion: OTA advertising, dynamic retargeting, programmatic display, and paid search focused on hotel bookings and measurable economic impact Measured Results (March - July 2025) ●Total estimated hotel revenue, based on direct campaign attributions from the OTA and modeled predictive analytics brings the total revenue from the Enhanced campaign to date closer to $14M, which is nearly a $20 to $1 return on investment. ●Based on enriched data modeling from Adara’s proprietary predictive analytics platform, which estimates the full market impact across flight and hotel verticals, the expanded campaign has contributed to an estimated $10 million in hotel revenue since it launched March 3, 2025. ●ROAS for conversion-focused tactics is exceeding benchmark goals. Results from just one major OTA platform show an average return on ad spend of $18 for every $1 spent on hotel revenue—based solely on bookings directly attributed to the media campaign—indicating the true total campaign impact is even greater. In a powerful sign of momentum, 36% of visitors in May 2025 recalled seeing, hearing, or reading stories, advertising, or promotions about the destination within six months of their trip—a sharp rise from just 26% the year prior. This surge underscores the growing effectiveness of our marketing strategy, not only in capturing attention but in driving real-world action. We’re not just reaching the right audience—we're inspiring them to show up. Page 6510 of 6641 Case Study for Retaining Visitors: Collier County’s FY25 Enhanced Leisure Campaign (cont.) Overall, this campaign contributed to incredibly strong results for the destination’s leisure market: ●Demand (number of rooms sold): a. March 2025 increased 7.9%, supported by a 10.8% increase in leisure demand year over year b. April 2025 increased 11.3% year over year, 16.4% increase in leisure demand year over year c. May 2025 increased 8.9% year-over-year, supported by a 15.1% increase in leisure demand. ●Occupancy by Transient Visitors (Rooms sold to individuals or groups occupying less than 10 rooms per night, generally referred to as Leisure visitors) a. March 2025: Increased 2.5% (great indication of early success since the campaign had just launched that month) b. April 2025: Increased by 8.1% year over year c. May 2025: Increased 6.9% year over year Page 6511 of 6641 And of Course Page 6512 of 6641 Over the past 23 years working with you, it’s been our goal and pleasure to serve as a trusted partner to help the Paradise Coast become the most luxurious destination in Florida. Whether pandemics, natural disasters, economic fluctuations, changes to the tourism landscape, and more, we’ve been honored to provide you with the counsel, strategy, innovation, and horsepower to navigate whatever has been thrown at us. In the following pages, we share a micro look at the brand success we’ve created for your destination followed by a few broader examples of longer-term positive impacts. While it’s always fun to share and celebrate our past successes, please know that our eyes are always on the future and how we can move the needle even further. It’s incredibly difficult to properly communicate and illustrate the power of the partnership that we’ve enjoyed with the Naples, Marco Island, Everglades CVB in one presentation or case study. Page 6513 of 6641 Background and Challenge As agency of record for the Collier County CVB for more than 20 years, Paradise has played a leading role in establishing Naples, Marco Island, and the Everglades as Florida’s most luxurious destination. Over the course of our partnership, we have successfully defined the destination as the premier playground for luxury travelers – across all audience segments; Leisure, Groups, Sports, Travel Trade, Meetings. We started by evolving this tranquil beach town into a thriving, upscale community, and the area has seen substantial residential and commercial development, with luxury real estate, high-end shopping districts, and fine dining establishments proliferating. The areas appeal as a haven for affluent residents has fueled this expansion, leading to an influx of new residents and visitors. Additionally, the destination has strengthened its reputation as a cultural hub, with increased investment in the arts, including art galleries, theaters, and music venues. The Goal There are many high-end luxury destinations in Florida all vying for the affluent visitor dollar. Miami, The Keys to a certain extent, Sarasota, Ft. Lauderdale, and Destin are prominent competitors. Naples, Marco Island, and the Everglades is one of the premiere destinations and always has been. Our goal was to keep it that way. Our Solution to Get Results Quickly Our campaign “Only Paradise will do” was the rally cry, calling all to experience the only truly luxury vacation. Over the last several years, Naples, FL has seen several significant developments in its tourism sector, particularly with new hotels and resorts enhancing its appeal as a luxury destination. Notable the opening of the Ritz-Carlton Naples, The Four Seasons Hotel and Private Residences, and The Naples Beach Hotel & Golf Club. Over the 20 plus years Paradise has marketed the destination, we have utilized research and visitor feedback to adjust messaging and positioning. Despite growth and economic success for Naples, Marco Island, and the Everglades, we have sustained the culture of the destination without losing the appeal, beauty, and lifestyle of the original area. It’s proof of our sustainability and visitor economic philosophy. Results Visitor Comparison (vs 2019): ●+24% SE drive market increase ●+13.4% FL market increase Results and All-time High Records ●$2.5B Economic Impact ●$36M Tax Collection ●57.3% Avg. Occupancy ●$266.22 ADR ●$152.58 RevPAR Awards ●Best in Show – “Only Paradise Will Do” Recovery Campaign Evolution ●Gold – Recovery Campaign Evolution for “Only Paradise Will Do” ●Bronze – Complete Advertising Campaign for “Only Paradise Will Do” ●Bronze – Television Campaign for “Only Paradise Will Do” ●Two 2021 Visit Florida Flagler Awards ●Henry Award: Local Tourism Impact Campaign ●Bronze Award: “Only Paradise Will Do.” Case Study: Naples, Marco Island, Everglades CVB Page 6514 of 6641 BRAND CAMPAIGN CONCEPT Florida's Paradise Coast is a destination that elevates the vacation experience. Our beaches are uncrowded, spacious, and serene. Our downtown is elegant, beautiful, and luxurious. Our dining is exclusive and out of the ordinary. Our accommodations rank alongside the finest hotels and resorts in the world. And our stunning natural surroundings provide the perfect environment for unforgettable adventures. So when it's time to plan a vacation, don't settle for just anything. Visit a destination that promises an elevated coastal, cultural, and ecological paradise. Because if you're someone who wants — and expects — the very best of everything, Only Paradise Will Do. Page 6515 of 6641 Brand Video Click here to play video Page 6516 of 6641 Brand Print Page 6517 of 6641 Brand Print Page 6518 of 6641 Scratch and Sniff Ad Insert Page 6519 of 6641 Out of Home and Transit - Chicago Takeover Page 6520 of 6641 Out of Home and Transit - Chicago Takeover Page 6521 of 6641 The integrated high-impact media campaign including Sean & Catherine Lowe (“The Bachelor”), Audacy, and Radio.com to raise awareness and drive interest for the Paradise Coast in key source markets and targeted online audiences. High Impact Media •Radio and digital advertising •Market social influencer •Market sweepstakes (data capture) •Two stations per market •Atlanta •Chicago •Cleveland •Detroit •Indianapolis •Minneapolis •Experiential Marketing • Branded Giveaways Results •8:1 ROI • Visitor growth among campaign markets (tracking post-campaign) •13 MIllion Impressions • 285k Social Reach • 87% VCR • 4,627 Contest Entries • 250 On-Air Mentions • $25k in Value-Add Media • PSA Radio Spot voiced by Influencer Talent (Value-Add) for Red Tide Awareness • Value-Add Audacy O&O station and Radio.com PSA rotations in 6 source markets and Florida markets • HSMAI Adrian Award Winner https://www.youtube.com/watch?v=2qRW1eQ6Ll4&t=26s Integrated Media Campaign Page 6522 of 6641 IPW Booth Page 6523 of 6641 Group / Meetings Campaign Elements Page 6524 of 6641 International Campaign Elements Page 6525 of 6641 Support Case Study - Responding to Crisis Page 6526 of 6641 On September 23, 2022, Hurricane Ian, a category five hurricane, hit Southwest Florida. It was the costliest storm in Florida history and the third-costliest in U.S. history. Ian caused over 150 direct and indirect fatalities and more than $112 billion in damage across the entire state. As Southwest Florida began to emerge from the hurricane’s impact, the local community worked toward rebuilding and rebounding showing their impressive resiliency. Challenge Objective Strategy Execution Results Page 6527 of 6641 Objective: To invite visitors back to the destination, as soon as it was safe, in order to help sustain the destination and Southwest Florida’s economy. However, Naples, Marco Island, and the Everglades made sure to be mindful of neighboring destinations like Lee County, where the impact of the hurricane was devastating. Challenge Objective Strategy Execution Results Page 6528 of 6641 In response to the prevailing circumstances, a strategic decision was made to promptly pause all ongoing and forthcoming leisure advertising campaigns immediately after the storm. This measure was undertaken to first facilitate a comprehensive evaluation of the region’s conditions before extending invitations to potential visitors. Concurrently, we leveraged our owned channels (both organic social and website) as the primary means of directly communicating real-time destination updates to our users. Paid support was conducted through a boosted social media campaign, and this approach allowed us to avoid the reliance on external media sources for exaggeration of such information. Challenge Objective Strategy Execution Results Page 6529 of 6641 Through a well-structured response campaign on Facebook and Instagram, the CVB aimed to convey resilience, unity, and the message that Florida’s Paradise Coast was ready to welcome visitors back. The campaign was divided into three phases of recovery while being mindful of our messaging tonality and consumer sentiment towards the destination and region. ●Phase 1 - Pardon our Dust (Late October-Mid November 2022) In this phase, the focus was on providing updates to the audience regarding the destination’s recovery process. ●Phase 2 - We are Recovering and Grateful (Mid-November-January) Throughout the region’s recovery, the importance of telling stories of recovery and resilience was vital to keep the audience aware of the current situation in the destination and to show locals they were not alone. ●Phase 3 - Welcome Back (January-Ongoing) During the last phase, the approach was to begin moving back into the “normal” social content positioning. While still mindful of other destinations and their recovery efforts, the goal was to create content that showed the destination was open and ready to welcome visitors back. Challenge Objective Strategy Execution Results Page 6530 of 6641 During the crisis, a primary communication strategy was implemented with the aim of ensuring that consumers and users were well-informed about the prevailing conditions of the destination. Weekly official statements were published on the Paradise Coast website and its social platforms acknowledging the storm and providing timely updates to users regarding beach closures and traffic conditions. Additionally, valuable and helpful information was shared regarding local non-profit organizations that were actively engaged in providing support to residents through charitable contributions. Recognizing that the region's recovery depended on reinvigorating visitation, the destination decided to launch a short social media series highlighting key local partners and businesses that shared their recovery effort with the ultimate aspiration of making them consider Florida's Paradise Coast as their next preferred travel destination. Ep 1. Paul Beirnes - Executive Director Ep 2. Naples Botanical Garden Ep 3. Real Macaw Ep 4. Artis – Naples Ep 5. Paradise Coast Sports Complex Ep 6. JW Marriott Marco Island Ep 7. Tony Ridgeway Challenge Objective Strategy Execution Results Page 6531 of 6641 Challenge Objective Strategy Execution Results Page 6532 of 6641 Click here to play video Click here to play video Click here to play video Click here to play video Page 6533 of 6641 Click here to play video Click here to play video Click here to play video Page 6534 of 6641 Challenge Objective Strategy Execution Results Through a well-structured social media campaign on owned channels, the CVB aimed to convey resilience, unity, and the message that Florida’s Paradise Coast was ready to welcome visitors back to the region. Boosted posts played a pivotal role in reaching a massive audience, generating significant engagement, and driving traffic to our content. Our digital campaign successfully communicated that Florida’s Paradise Coast was open for business and ready to welcome visitors back. The positive sentiment generated and the engagement from both paid and organic channels showcased the power of storytelling and the unwavering strength of our community. Paid Campaign (Boosted Posts on Facebook & Instagram) ●Total Impressions: 3,616,163 ●Total Clicks: 7,894 ●Total Engagement: 232,913 ●Total Reach: 1,310,682 Organic Campaign (Facebook & Instagram) ●Total Impressions: 79,655 ●Total Clicks: 2,243 ●Total Engagement: 668 ●Total Reach: 811k+ Page 6535 of 6641 Another Project That We’re Extremely Proud of: Big Cypress’ Dark Sky ●Multimedia campaign to celebrate Big Cypress National Preserve’s designation as an official Dark Sky Park and highlight International Dark Sky Week (April 21-28, 2025). ●Campaign centerpiece - short documentary video explaining what it means to be a Dark Sky Park and highlighting the importance of preserving natural night skies. ●Promoted via a dedicated landing page, with supporting promotions through influencer partnerships, social sharing, email marketing, and YouTube. ●Additional promotion via a vintage-inspired travel poster. ●Results: ○79,000+ YouTube views (since April 2025) ○13.97% conversion rate on landing page (well above 3.37% travel industry average) ○Poster recognized with a Silver Award in the Poster Awards 2026 category from Graphis Inc., one of the most respected names in design and advertising. Page 6536 of 6641 Another Project That We’re Extremely Proud of: Big Cypress’ Dark Sky (cont.) Click Here to Play Video Page 6537 of 6641 Proven Efficiency Over our 23 year history, we have proven to be efficient in our efforts to utilize the approved budget and resources to obtain a significant return on the investment from Collier County. Page 6538 of 6641 Cost of Services to Collier County 4 Page 6539 of 6641 Item Based on a $6M Annual Investment Budget Projected Marketing & Advertising Annual Service Fee 10% of the current total budget - $600,000 annually Professional Fees/Creative Work-Optional Services $175 per hour Projected reimbursable expenses not-to-exceed $6,000,000.00 (the total annual BOCC approved budget) Added Value Items* (at no charge to the Client)Value / Description Pro Bono Hours ⪰$200,000 (est. at a minimum of 1,142 hours annually for the partnership at no charge) Incremental Advertising Media ⪰18% in added value media Industry Conference Presentation Participation $10,000 Proposed Fees and Rates *Items and value may change annually due to annual marketing plan SOW components, market conditions, and investment budget amounts. Page 6540 of 6641 Expertise & Capacity of the Firm 5 Page 6541 of 6641 At Paradise, we believe in the power of tourism for the Paradise Coast. The power to make dreams come true for those who visit with you. The power to create jobs, grow businesses, and enhance communities for those who live there. That’s why we see ourselves as more than just an advertising, marketing, and communications agency. We are stewards. People committed to changing lives and the communities we serve for the better, forever. It’s our passion. It’s our purpose. About the Agency Page 6542 of 6641 Firm’s Legal Name: Paradise Advertising & Marketing, Inc. History: Founded in 2002, Paradise has 23 years of experience in destination marketing, helping organizations and communities grow and thrive through tourism. With a team of nearly 50 full-time professionals spanning 10 states and seven languages spoken, we bring unique perspective and deep industry expertise to every client. Our client portfolio includes destinations of all sizes, reflecting our commitment to driving sustainable tourism growth through innovative, data-led strategies. We are longstanding active members of Visit Florida, Destinations Florida, HSMAI, Destinations International, Destinations International Foundation, OneWest Tourism Alliance, PRSA, Learn Tourism, among others. Business Structure: Privately Owned Legal Entity: A Florida-based, Subchapter S Corporation Designations: Certified Woman Owned, Certified Small Business Length of Existence: Founded in 2002 = 23 years in operation HQ Location: 5999 Central Ave., Suite 302, St. Petersburg, FL 33710 Collier County Location: 5660 Strand Court, Naples, FL 34110 Total Number of Personnel by Discipline: 47 Full time staff 4 - Strategy 7 - Account Service 5 - Public Relations 10 - Creative & Production 4 - Digital and Web 4 - Social Media & Content 6 - Paid Media 5 - Finance & Operations Field of Expertise: Destination and Tourism Marketing Communications Company Profile Page 6543 of 6641 Subsidiary Companies Paradise has a sister company that operates a cutting-edge research and analytics tool to drive data-informed brand marketing strategies. This proprietary resource, named AiOpti, uses AI-driven optimization, deterministic consumer and visitor modeling, and real-time data insights to refine audience targeting, maximize media efficiency, and enhance campaign performance. Business Partners Paradise has proven business partners we consult with for research and media specialization as required. Company Profile Page 6544 of 6641 Team Members (work from home) Clients (current) Our experience in marketing and promoting destinations to audiences around the U.S. positions Paradise as a strategically aligned partner. Agency Headquarters & Team Members Paradise Around the U.S. and Caribbean Page 6545 of 6641 Core Values Community We understand our actions will impact communities for generations. Care We serve others with kindness, respect, and courteousness. Culture We instill pride for our people, workplace, and clients. Communication We ensure that everyone is heard, understand, and valued. Curiosity We foster an atmosphere of learning, creativity, and innovation. Company Statement At Paradise, we embrace our role as a Partner for Good℠, guiding communities towards a brighter future. Our mission revolves around fostering change through innovative, inclusive, sustainable, and data-led marketing strategies. We believe that by engaging people, we can inspire positive transformations that endure. About the Agency Our Mission We are change-agents, working to fulfill current generation needs without compromising future generations with a balance of economic growth, environmental care, and social well-being. Our Purpose Paradise has a purpose higher than itself. When Paradise was founded in 2002, the founder set out to build more than an agency – he set out to help people and build a better world. Our Commitment We will preserve and conserve your Natural Gifts, such as the Beaches, Outdoors, Parks, and Waterways. We will cultivate and advance a Responsible Resident and Visitor Economy. We will safeguard and strengthen your Sustainability and Regenerative Tourism Efforts. We will enhance and evolve the The Naples, Marco Island, Everglades CVB brand. Page 6546 of 6641 Paradise Resume: About Us 23 years in Travel and Tourism. 6+ year average client relationship. 47 travel full-time tourism experts. Over 25% come from hospitality. Socially inclusive tourism and marketing stewards, members, and advocates. 47 Team Members 10 states and 4 time zones 7 languages spoken Certified Female Owned, 26% team members identify as diverse and require 33% of vendor bids to be diverse. 475+ Global awards and honors for travel, tourism, and hospitality. Visit Florida ⬪ Destinations Florida Destinations International ⬪ HSMAI ⬪ Tourism Academy U.S. Travel ⬪ Public Relations Society of America Web Marketing Association ⬪ National Grocers Association Research, Data, & Intelligence Strategic Plans Brand Development Website, Digital, & Interactive Creative & Production Paid Advertising Media Public Relations Social Media Experiential & Brand Activation Photography & Videography Sustainability & Resilience Strategies Digital & Mobile Media Partner Value Programs, Rev Gen, & Co-Op CRM & Database Management In-House Services Page 6547 of 6641 We are uniquely qualified because we speak the language of the visitor economy. We work daily with TDCs, CVBs, county and city commissioners, mayors, governors, and stakeholders—gaining deep insight into tourism funding, sustainability, and economic drivers. We understand how county government operates—especially in Collier County—and apply that knowledge to craft data-led strategies that attract visitors, boost yield, and increase economic impact. Florida is one of the world’s top tourism draws, but its offerings and challenges are diverse. Our broad client portfolio has given us a deep, industry-wide perspective. Paradise is on the front lines—advocating for tourism funding, protecting tourist tax dollars, and supporting the industry through pro-bono efforts. We recognize that every destination must prove ROI, and that value must be clearly communicated to the community to build support for tourism's role in economic growth. Tourism marketing must align with the community’s broader goals—longer stays, higher yield, ROI, and filling need periods. Often, those goals include issues beyond traditional marketing, such as infrastructure, parking, or traffic. Our approach helps communities grow sustainably—for current residents, future residents, and guests. At Paradise, we believe tourism is more than attracting visitors—it’s about sustaining livelihoods and enhancing quality of life. In short, it’s about making Collier County an even better place to visit, live, play, and work. Paradise Resume: About Us Page 6548 of 6641 Over our 23 years, Paradise has branded and built award-winning campaigns for destinations throughout the state of Florida and beyond – from Amelia Island to Navarre Beach, Savannah, Little Rock, and many places in between - including Naples, Marco Island, & the Everglades of course. Our agency has become experts at discovering and communicating the unique features and assets that differentiate each of our destination clients. At our core, when we look at a destination we account for any touchpoints the audience is sure to experience – a TV ad, a billboard, a viral post, a display ad, word of mouth, a podcast, a text message, and even sidewalk art. The fact is, while there is separation between the real and virtual worlds, we see them as one united “Live Experience”. People move from one world to the next and back fluidly, therefore, your brand messaging must move when they move. Nothing we do lives by itself and everything is connected. We believe our case studies and the tremendous success we’ve had and continue to have for clients is proof. Choreographing campaigns based upon the above philosophy begins with what we call “Intelligence” to better set your path forward. Critical evaluation, flawless execution, audience segmentation and targeting, data analysis, research, modeling, and yes, even gut instinct, enables us to launch effective campaigns. Intelligence allows us to find the points of differentiation your competitors simply cannot duplicate or own. And it gives your audience a reason to choose you over another destination. Paradise Resume: About Us 83 Page 6549 of 6641 Tourism Is What We Do. Advocacy Is Who We Are. Paradise brings unmatched expertise in tourism marketing, backed by decades of hands-on work across Florida and beyond. We’re not just industry participants—we’re industry leaders. Our CMO and Co-Owner sits on the Destinations International Foundation Board and the Learn Tourism Advisory Board, has been named an HSMAI Top 25 Minds in Hospitality Sales & Marketing, and our leaders actively contribute as speakers and thought leaders at major tourism conferences, in media interviews, and through memberships with Destinations International, Visit Florida, Destinations Florida, OneWest Tourism Alliance, and Florida Diversity Council. We speak the language of the visitor economy. Our team works daily with TDCs, CVBs, elected officials, and stakeholders, giving us a clear understanding of county government, tourism funding, sustainability, and economic impact. Florida’s tourism landscape is complex. We’ve marketed sleepy towns and world-renowned destinations—giving us a broad lens on yield optimization, seasonality, and community alignment. We're also on the front lines advocating for tourism tax protection and investing time in pro bono efforts to support the industry’s growth. We know that effective tourism marketing isn’t just about driving visitation—it’s about improving lives. Our approach delivers stronger ROI, supports local infrastructure and community goals, and creates a more vibrant, prosperous future for Collier County residents and guests alike. In short: we don’t just market destinations. We help communities thrive. Paradise Resume: We Know Destination Marketing Page 6550 of 6641 Why Paradise is A Partner for GoodSM for Collier County A dedicated team You will be assigned a proven, thought-leadership point-of-contact and a local team with expertise in travel, hospitality, and tourism, for local, regional, and national travel, destination, and hospitality brands. They will be your ears and eyes for our whole agency in sharing your challenges, solutions, and successes. Development and maintenance of destination expertise and enthusiasm Building brands in the travel, hospitality, and tourism space is all we do. It is our job to be the defining experts bringing excitement, enthusiasm, and dedication to all our clients we serve. Knowledge about tourism trends and dynamics We are destination marketers, many of whom have actually worked for DMOs. We understand tourism funding and responsibilities, politics, trends, sustainability, resilience, and impact — all connected to the quality of life in your community. As a result, we speak in terms of a visitor economy. Experts in marketing technology and opportunities willing to share insights with your team Our seasoned marketing professionals will share all technology that we’ll employ to your team. We are partners after all! Expertise in market reporting As an overseer of programs such Zartico, AiOpti, Arrivalist, Symphony, Datafy, Adara Impact, and Google Analytics, we’ll ensure that data is collected accurately and the insights shared with the full team, armed with meaningful explanations, solutions, and actions. Development of strategies and campaigns that incorporate contemporary best practices and opportunities We develop strategies and campaigns that encompass the whole audience travel journey and create an atmosphere connecting them to all of Collier County using state-of-the-art advertising and marketing practices, systems, and technologies – as defined and agreed upon in regard to objectives and goals. Leveraging media buying insight to optimize brand creative We understand the travel-focused media partners’ offerings and know how to leverage them in new and proven ways to best connect with travel audiences, and we leverage paid search and paid social media insights as strong underpinnings for every campaign. Proactive response and flexibility to special needs, including natural disasters that impact visitation Paradise has a comprehensive response program able to solve any special need requirements, from economic downturns, natural disasters to changes in audience behaviors and attitudes, we are prepared to keep visitation healthy. That aside, our contract will be flexible to meet your concerns. Accurate and timely invoices, inclusive of detailed supporting documentation Paradise maintains a strict documentation policy. All invoices, haven been approved, will be supported with detailed documentation. Separation of church and state We take great pride in being an ethical partner. and are transparent in all we do. You have our promise, Paradise will not work on any competitive travel, hospitality, or tourism destinations. Inter-agency collaboration A partnership means ideas come from anywhere and from anyone. It’s the reason our work is effective, engaging, and why many of our clients choose to work with us. Page 6551 of 6641 Client Partners, Length of Service, & Potential Conflicts CURRENT CLIENTS Length of Service Visit Joplin (MO)2 years LaPlaya Beach & Golf Resort - Naples 4 years Learn Tourism 1 years Little Rock CAPC (AR)6 years Collier County CVB - Naples, Marco Island, and the Everglades 23 years Navarre Beach / Santa Rosa County TDO (FL)9 years St. Petersburg Pier / City of St. Petersburg 7 years The Dali Museum 7 years Tybee Island, Georgia CVB 3 years Visit Savannah CVB 8 years Wrangell Cooperative Association - Alaska 1 year CURRENT CLIENTS TERM Blue Water Area CVB (MI)2 years Busch Gardens Tampa Bay 2 years Chukka Caribbean Adventures 2 years Columbia County CVB (FL)5 years Destinations International 2 years Experience Southern Indiana - Go SOIN 1 year Florida’s Sports Coast - Pasco County CVB 2 years Franklin County VA 2 years Go Great Lakes Bay Regional CVB (MI)1 year Hendersonville TDA (NC)4 years Inn on Fifth - Naples 2 years Paradise operates with the highest standards of integrity and confidentiality, ensuring that there are no conflicts of interest between our destination marketing and tourism industry clients, including those that may be in competition with the The Naples, Marco Island, Everglades CVB. Page 6552 of 6641 Paradise Resume: 23 Years of Destination Success Page 6553 of 6641 Paradise has won more than 475 awards for our travel, tourism, and hospitality expertise. These include recognition from the HSMAI Worldwide Adrian Awards, as well as accolades from the National ADDYs, Communication Arts, the Hermes Creative Awards, and Ads of the World. Page 6554 of 6641 Professional References Page 6555 of 6641 Professional Reference #1: Adam Thomas - Florida’s Sports Coast (Pasco Co., FL) Click here to learn more about our work with this client Page 6556 of 6641 Professional Reference #2: Angela Westerfield - Visit Savannah Click here to learn more about our work with this client Page 6557 of 6641 Professional Reference #3: Gina Gemberling - Little Rock (AR) CVB Click here to learn more about our work with this client Page 6558 of 6641 Professional Reference #4: Julie White - Navarre Beach (Santa Rosa Co., FL) Click here to learn more about our work with this client Page 6559 of 6641 Professional Reference #5: Michelle Owens - Visit Hendersonville (NC) Click here to learn more about our work with this client Page 6560 of 6641 Specialized Expertise of Our Team 6 Page 6561 of 6641 One of the most important metrics we measure is client success and happiness, and our average 6+ year client relationship is a number we’re proud of. Here’s why: ●We understand this industry and we work tirelessly to align and help communicate your initiatives with stakeholders and constituents. ●We are collaborative and work with you as a partner in your success. ●We are transparent and agile. That means no silos or surprises. ●We hold ourselves accountable for results. If there’s a problem, we make it right. ●We believe in continuous improvement and evolution. ●We believe face-to-face communication is a core part of our business. We are where we need to be, when we need to be, in person, no questions asked. ●Our company success is measured by delivering work that helps make you successful. ●Our goal is to create relationships built upon mutual respect, fun and creativity. Our Approach: Working Together Page 6562 of 6641 Paradise is a full-service agency powered by full-time team members and industry experts with a proven track record of delivering attention-grabbing, award-winning, results-generating work for destinations. At this time, Paradise does not foresee the need to utilize any subcontractors or freelancers. If we were to hire subcontractors or freelancers for work on your account, please be assured that we would only select proven, experienced talent. The Naples, Marco Island, Everglades CVB partnership will be strategically stewarded and led by Mark Jaronski, Barbara Karasek, Rudy Webb, Niki Kaylor, and Tom Merrick. This would ensure that your organization would always have senior leadership involved in all efforts. The full team assigned to our partnership is listed here and key biographies can be reviewed on the following pages. Glenn Bowman SVP, Creative Director 23 Mason Moore SVP, Strategic Partnerships & Marketing 27 Kristen Murphy VP, Partner Strategy 13 Cristina Howard VP, Media & Marketing 25 Debbie Booker Associate Media Director 25 Ashley Cannon Group Director 10 Kim Goldsmith Marketing Implementation Specialist 10 Brandon Faust Associate Director, Analytics 8 Our Approach: Working Together Mark Jaronski CEO (eff 8/15)30+ Barbara Karasek CMO (eff 8/15) & Co-Owner 30+ Tony Karasek CGO & Co-Owner 30+ Rudy Webb President 26 Tom Merrick Chief Creative Officer 30+ Niki Kaylor Chief Strategy Officer 28 Tom McDonald Chief Financial Officer 30+ Debbie Karasek CAO/Corporate Controller 30+ Natalie Helton Media Planner/Buyer 8 Sarah Holden Media Planner/Buyer 7 Caspar Blattman Senior Art Director 25 Leah Shoup Senior Copywriter 7 Isaac Huskins Content Creator, Videographer 10 Audrey Clifford Content Director 7 Tori Putman Sr. Social Media Manager 6 John DeGeorge VP, Data Technology 20 Name Title Yrs Experience Name Title Yrs Experience Name Title Yrs Experience Page 6563 of 6641 Mark Jaronski Chief Executive Officer (eff 8/15/2025) | Years of Experience = 30 Mark Jaronski is a nationally recognized leader in tourism marketing, and communications with more than 25 years of experience across government, nonprofit, and global brand sectors. As CEO of Paradise, he brings a proven record of driving transformational growth, elevating brand performance, and creating meaningful connections between people, places, and purpose. Before joining Paradise, Mark served as Chief Marketing Officer for the State of Georgia, where he led the state’s tourism resurgence in the wake of the COVID-19 pandemic. Through strategic marketing and sales initiatives, Georgia rose to become the No. 5 state in the U.S. for domestic visitation. Under his leadership, tourism became Georgia’s No. 2 industry, generating record-breaking economic impact, supporting over 463,000 jobs, and delivering more than $5 billion in state and local tax revenue. Mark has served on committees for the US Travel Association for many years. Previously, Mark was CEO of Select Registry, where he revitalized the 325-member organization into a performance-driven marketing engine for the country’s top-tier inns and small hotels. He grew income by 50%, achieved record website traffic, launched the group’s first sponsorship program, and reimagined its digital identity. Earlier in his career, Mark held senior leadership roles at Visit Orlando and The Walt Disney Company. At Disney, he served as Director of External Communications for the $15B global parks division and as Chief of Staff to the President of Walt Disney World. He was honored with Disney’s prestigious Partners in Excellence Award, given to less than 1% of employees worldwide. Mark lives in Greensboro, Georgia, with his wife and four children. He enjoys golfing, traveling, and taking family vacations in Florida—where he also spent part of his professional career. At Paradise, he leads with vision, passion, and a deep commitment to shaping the future of travel, tourism, and community development. Page 6564 of 6641 Barbara Karasek Chief Marketing Officer & Co-Owner | Years of Experience = 35, Tenure = 7 A Tampa Bay area native, Barbara is a renowned force in the destination tourism industry. Her main role is guiding her agency and its clients to success – and in that role, you’ll see her firsthand at meetings, even on shoots as well as attending every tourism trade show and event she can get her hands on. Seriously, where does she get her energy? Before she joined Paradise to focus solely on destination, tourism, and hospitality marketing, Barbara built an impressive career spanning global sales, partnership, licensing, consumer products, and brand and consumer marketing leadership roles in prestigious companies such as SeaWorld Parks & Entertainment, PGA TOUR, NASCAR, and the United States Olympic & Paralympic Committee. Today, Barbara is a recognized global steward for tourism and marketing: – Destinations International Foundation Board Member (2024-2027) – National Diversity Council, Member (2024-Present) – HSMAI “Top 25” Extraordinary Minds in Sales, Marketing, Revenue Optimization and Distribution (2023) – Member of Destination International’s Social Inclusion and Global Leadership committees (2023-Present) – Tourism Academy Advisory Panelist (2023-Present) – “Top 25 Marketing Vendor” by OnCon (2021) – Cynopsis Media “Digital IT” List Award (2019) Under her leadership, Paradise has grown into a nationwide agency of record with 47 staff in 10 states, earned more than 475 industry awards, and was named Destination International’s Social Impact partner agency. Barbara is a formidable strategist for destinations with an unwavering commitment as a steward for social inclusion, sustainability, and the United Nations Sustainable Development Goals. She was a college volleyball player at Furman University, earned her M.A. from USF Tampa in Mass Communications with Honors, and received a certificate in Strategic Marketing Management from Harvard Business School. Barbara’s dedication extends to philanthropy, as she passionately supports, Rethreaded, a Jacksonville nonprofit combating human trafficking with job skills, and is an investor and advisor for CERES, a socially inclusive culinary community in Chattahoochee Hills, Georgia. She and husband and Co-owner Tony balance their purpose-driven life with travel, golf, beach vacations, skiing, sports, and fishing. Page 6565 of 6641 As his title suggest, Tony is the relationship guru for the agency relentlessly caring for his clients and attending their every need. Like Barbara, his energy is overwhelming, thus, expect to hear and work with him often. A native of Davenport, Iowa, Tony was a standout high school basketball player and recruited by the top college basketball programs in America. Tony spent seven years playing in the Continental Basketball Association, the United States Basketball League, as well as with pro leagues in France, Greece, Israel, China, England, and the Dominican Republic. He brings nearly 20 years of diverse business development experience to Paradise, having managed business development and sales acquisitions with more than 1,800 companies across credit card and check payment processing, healthcare, medical devices, and logistics. For Tony, nothing has been more gratifying than helping his clients find solutions that help them succeed. Tony also balances his purpose-driven life with global travel, outdoor activities, and discovering the perfect sunrise, sunset, and fishing spot alongside Barbara, his best friend and wife of 17 years. Tony Karasek Chief Growth Officer & Co-Owner | Years of Experience = 35, Tenure = 7 With more than 25 years of experience in the industry and 17 years at Paradise, Rudy has a proven track record of transforming brands and driving growth. It’s a role he does not take lightly for his clients. He uses his wide-ranging knowledge and even-handed leadership to contribute to all facets of agency operations, particularly client strategy and campaign execution, along with strategic partnerships for innovation and marketing technology platforms. Based in St. Petersburg, Rudy is involved in virtually every aspect of the company, managing growth and expansion. An active member of Destinations International, Rudy is a thought leader and speaker on topics such as sustainable tourism development, the UN’s 17 SDGs, and destination stewardship. Rudy’s vision, strategic thinking, and leadership skills have earned him and his clients numerous accolades and recognition in the industry. Under his leadership, Paradise has grown exponentially, expanding its client base and winning several prestigious awards. His passion for storytelling and commitment to excellence have been instrumental in creating memorable campaigns that resonate with audiences and deliver measurable results. Rudy’s steady and composed leadership style fosters a collaborative and inclusive work environment. He is dedicated to mentoring the next generation of advertising professionals and is actively involved in various industry associations and community initiatives. Rudy Webb President | Years of Experience = 26, Tenure = 17 Page 6566 of 6641 A native New Yorker (but now based in St. Petersburg) and lifelong travel enthusiast, Tom brings over 35 years of experience in the advertising and marketing industry, with a particular focus on Destination Marketing Organizations (DMOs). Throughout his distinguished career, Tom has honed a remarkable ability to unearth the unique essence of DMO brands, translating these discoveries into powerful messages that not only capture the attention of consumers but also ignite their imaginations and influence their purchasing behaviors. Tom's approach to creative strategy is both innovative and forward-thinking. His bold ideas are deeply rooted in data-driven insights, ensuring that every campaign he leads is as effective as it is imaginative. His work has garnered numerous awards, a testament to his commitment to excellence and his knack for crafting compelling narratives that resonate with diverse audiences. As Chief Creative Officer, Tom is dedicated to staying deeply connected to the partners, communities, and consumer markets he serves. This dedication sees him frequently in the field, where he engages in ongoing immersions, meetings, and explorations. Tom believes that truly understanding a destination requires more than just research; it demands a hands-on approach that includes wandering through the streets, talking with locals, and experiencing the culture firsthand. His creative leadership and vision ensure that the agency remains at the forefront of the industry, delivering results that exceed client expectations and captivate consumers around the world. Tom Merrick Chief Creative Officer | Years of Experience = 35, Tenure = 10 Niki Kaylor is an advertising agency strategic leader with 25+ years of integrated marketing and communications experience, focused on leading high-performance teams and planning and implementing campaigns that contribute to the strategic growth, positioning, and profitability of prestigious companies. She has worked closely with client partners to build brands in the following diverse industries: hospitality/tourism, retail, healthcare, non-profits, real estate, CPG, and B2B. Niki has marketed such companies as Ocean City Maryland Tourism, Explore Georgia, The Peabody Hotel Group, The Breakers Hotel, Niagara Falls, AdventHealth, the American Cancer Society, Piedmont Healthcare, Kids Foot Locker, Ralph Lauren Fragrances, Lancome, Kleenex, Stein Mart, and Kennedy Space Center Visitor Complex. Niki contributes a uniquely approachable style of leadership and client advocacy that are essential to success and is known for the pride that she takes in building strong relationships with clients, colleagues and vendors. Niki and her husband are the parents of three children and reside in the Tampa area with their youngest. Spending time with family and friends and travel and sports are just a few of Niki’s favorite things. And she and her family are also huge Philadelphia Phillies fans, traveling to many cities to see them play. A Florida native, she earned her advertising degree from the University of Florida, and she remains a diehard Gator fan. Niki Kaylor Chief Strategy Officer | Years of Experience = 28, Tenure = 1 Page 6567 of 6641 A veteran human resources and finance professional, Jacksonville-based Debbie has more than three decades of experience in finance and administration as a controller, director of finance, accounts payable and receivable, as well as human resources. Debbie has delivered impeccable results in a variety of industries, including hospitality and tourism, healthcare, restaurants, nonprofits, government, real estate, law, and finance. Before Paradise, Debbie served as an Accounting and Human Resources leader for Next Science, a medical technology company headquartered in Sydney, Australia, with a research and development center based in Jacksonville, Florida. Over the years, Debbie has managed finance, budgeting, accounting, and human resources for large enterprise organizations such as United Way of Northeast Florida, California Dreaming, Sawgrass Country Club, Atlantic Beach Country Club, and Watson Realty Corp. Debbie Karasek Chief Administrative Officer, Corp. Controller | Years of Experience = 30 Tenure = 5 Tom McDonald has over 25 years of broad business experience including corporate finance and accounting, operations management, client management, and business development. He has worked with small, mid-market, and large brand-name organizations covering a wide variety of industries. He has held titles of Chief Financial Officer, Chief Operating Officer, Director of Finance, and Director of Operations with global responsibilities. Tom is passionate about new ideas, new technologies, and innovative approaches to helping companies solve problems and grow their businesses. He is also passionate about talent development and authored a book on innovation and talent, "Paving the Way: Innovation, Talent, and the Path Forward" (2020). Tom enjoys family time, going to the beach, sports, meeting new people and spending time with friends, working out, and continual learning. Tom McDonald Chief Financial Officer | Years of Experience = 35, Tenure = 3 Page 6568 of 6641 VP, Partner Development | Years of Experience = 14, Tenure = 13 Kristen Murphy With her vibrant personality, boundless energy, and love for cultivating relationships, Kristen uses her 13 years at the agency to lead the agency’s client partnerships team. Kristen digs deep—through observation, listening, and analytics—to understand clients’ business goals and objectives, and then to develop and implement custom strategies and tactics to ensure partner success. Kristen has worked on numerous large and small DMO accounts during her tenure, such as Naples, Marco Island, Everglades, Amelia Island, Visit Savannah, Daytona Beach, and Hendersonville, NC. John DeGeorge With 25+ years in media and marketing, John leads data and martech efforts to identify and engage site visitors, enriching first-party data for targeted campaigns. He geo-targets and uses AI-driven consumer behavior data to deliver impactful advertising and transaction-based analytics enable clients to measure the marketing impact on spending, optimizing ROI. John’s professional certifications include Lean Six Sigma and AI from AWS, Google, IBM, and Microsoft, reinforcing his capability to tackle challenges in the digital marketing space and deliver measurable results. VP, Data & Technology | Years of Experience = 25, Tenure = 1 SVP, Creative & Brand Innovation | Years of Experience = 22, Tenure = 13 Glenn Bowman Glenn is Paradise’s resident creative savant — leading a creative team and all client projects from original concepting to completion. He brings 20+ years of experience creating dynamic brand identities, advertising campaigns, and immersive digital experiences that cut across all media channels.. Glenn lives in St. Petersburg, loves to explore and discover the true essence of a destination. SVP, Strategic Partnerships & Marketing | Years of Experience = 25, Tenure = 1 Mason Moore Mason has more than 25 years of experience creating and implementing award-winning programs for brands from across the globe from a wide variety of industries. He has a diverse background with experience in both agency and corporate marketing and brings expertise in a wide range of disciplines. Prior to joining Paradise, Mason spent more than 15 years in the marketing and communications agency industry highlighted by a ten-year tenure with &Barr (formerly Fry Hammond Barr) where he held multiple leadership positions including Vice President, Client Services and Vice President, Public Relations and Social Influence. Among his many achievements and awards won, highlights include leading the development and implementation of communications strategies for the openings of the Nemours Children’s Hospital (Orlando, Fla.) and the $450 million expansion of The Peabody Orlando Hotel (now Hyatt Regency Orlando). Page 6569 of 6641 Marketing Implementation Specialist | Years of Experience = 12, Tenure = 1 Kim Goldsmith Kim Goldsmith joins the team from Visit Florida, where she was Assistant Manager at the I-75 Florida Welcome Center, managing daily operations and guest engagement. Prior to that, she served as Marketing Manager at Visit Lake City, Columbia County, overseeing strategic marketing, tourism planning, and operational management. A graduate of Florida State University, Goldsmith’s early career in travel, including roles as a flight attendant and a coordinator for Virgin Holidays, inspiring her deep-rooted passion for destination marketing. Group Director | Years of Experience = 13, Tenure = 3 Ashley Cannon With over 15 years of experience in community marketing and strategic client engagement, Ashley brings both depth and insight to every partnership she leads at Paradise. She is a collaborative problem-solver who excels at aligning marketing efforts with clients’ broader organizational goals, always with a sharp focus on measurable outcomes. Her work is rooted in a strong foundation of marketing, stakeholder collaboration, and authentic storytelling, building meaningful connections between brands and their audiences. Ashley’s passion lies in destination marketing. She is deeply committed to helping DMOs tell their stories, grow visitation, and drive sustainable impact within their communities. From uncovering the unique voice of a place to navigating the complexities of seasonal demand and audience segmentation, she brings heart and rigor to every campaign. She has led initiatives for a diverse portfolio of clients, including Collier County, Columbia County, Mote Marine Laboratory & Aquarium, ZooTampa, Santa Rosa County, Brown Fertility, Orlando Health, Visit Joplin, and the St. Pete Pier. Across these accounts, Ashley has demonstrated a knack for understanding complex community dynamics and turning insights into actionable strategies that drive engagement and deliver results. Her passion for impact, supported by her thoughtful strategic approach, makes her a trusted partner to both clients and internal teams alike. Page 6570 of 6641 Senior Videographer & Editor | Years of Experience = 8, Tenure = 6 Isaac Huskins Isaac’s been creating content for tourism, destinations, attractions, and venues for over a decade. His award-winning video production and motion graphic skills help create engaging, memorable content for our clients. His love of visual storytelling was no doubt honed by his passion for movies. In his spare time, he and wife Emily love to travel and he also produces short movies with his brother. Senior Art Director | Years of Experience = 12, Tenure = 5 Chelsea St. John Chelsea is a talented creative who has put her brand identity, art direction, and UI design skills to work for a variety of clients in a wide range of industries. St. Pete-based Chelsea offers our clients a unique perspective and thoughtful approach to all of her work and projects. Some of her hobbies include yoga, exploring the latest local restaurants, and planning her next trip, camera in hand. Senior Art Director | Years of Experience = 17, Tenure = 3 Greg Insco Greg brings a strong passion for design as well as 20+ years of experience in the advertising industry, many of which were spent creating campaigns, websites, and designs for travel and tourism clients such as Visit St.Pete/Clearwater, Visit Savannah, The State of Maryland, VISIT FLORIDA, and more. Senior Art Director | Years of Experience = 25, Tenure = 6 Caspar Blattmann Caspar is a seasoned designer with secrets: he has a Masters in computer science, a Minor in business, a Swiss passport, and German and Swiss German are his native tongues. He proudly calls Florida home and has been to the two smallest countries in the world – Vatican City and Monaco, which inspires him as a designer to find big ideas amidst the smallest of places. Page 6571 of 6641 Audrey Clifford Senior Manager, Content Strategy | Years of Experience = 10, Tenure = 7 Audrey Clifford brings over a decade of experience in content strategy, specializing in the tourism and hospitality sectors. With a strong foundation in creative storytelling, she develops compelling, multi-channel campaigns that engage audiences and drive results. Audrey has led content strategy initiatives for a diverse portfolio of tourism and hospitality partners. She takes an omnichannel approach, integrating social media, digital platforms, and collaborative efforts with our cross-functional teams to amplify brand messaging. Audrey's expertise in innovative storytelling and data-driven insights enables clients to effectively share their narratives in a way that captivates audiences and strengthens brand affinity. Audrey’s strategic, audience-first mindset ensures that every content campaign she develops leaves a lasting impact—shaping perception, inspiring engagement, and elevating brand presence in an ever-evolving digital landscape. Leah is a bilingual content copywriter with over a decade of experience in the travel and tourism industry. With a B.A. in Spanish from the University of Georgia and an M.A. in Interpreting and Translation Studies from Wake Forest University, she began her career translating scientific research before discovering her passion for digital content. In 2015, Leah launched Gringa Journeys while living in Chile, a successful travel website where she collaborated with leading global brands and tourism boards while building a loyal audience of over 80,000 followers and 50,000 monthly readers. Now a team member at Paradise, her ability as a versatile writer works in harmony with her ability to concept big ideas. Her writing spans eblasts, digital ads, landing pages, social content, and long-form editorials, always tailored to the client’s goals and audiences. Her translation skills offer additional value to clients, and her growing expertise in campaign development makes her a rising creative voice within the agency. Leah Shoup Content writer | Years of Experience = 10, Tenure = 1 Vice President, Creative Services | Years of Experience = 30, Tenure = 6 Rosemary O’Toole Rosemary literally keeps the agency running. On time. On budget. And with a calming demeanor that can soothe the savage creative person. Her title doesn't do justice to the chaos she (somehow) cultivates into composure. Tori Putman Senior Social Media Manager | Years of Experience = 6, Tenure = 1 Tori has worked in content creation and marketing since graduating from Kent State University in 2019 and loves that her career path allows her to be creative every day. She worked with Leaf Home as their Senior Social Media Manager for almost four years and Elite Brands as Marketing Manager for nearly two years before joining Paradise. Page 6572 of 6641 Cristina Howard VP, Media & Marketing | Years of Experience = 20, Tenure = 1 A media pro well known for her MarTech acumen and data-driven digital marketing strategies, Cristina spent most of the last decade at &Barr (formerly known as Fry Hammond Barr), as Director of Digital Media & Analytics, where she oversaw the media strategy for clients like Badcock Furniture, Space Coast Office of Tourism, Discovery the Palm Beaches, Florida Virtual School, Sonny's BBQ, Rosen Hotels, and Space Coast Credit Union. Over the years, Cristina has developed a strong reputation for media innovation in the programmatic and digital space, with CRM/DMP activations and influencer marketing offerings that helped increase clients’ marketing performance and competitiveness in the ever changing agency landscape. A second-generation Cuban-American from South Florida, Cristina lives in Orlando with her husband, their 8-year-old daughter, and two dogs. She and her family have transformed their love for travel into a passion and recently purchased a home in the Tuscan hills of Italy, which draws them overseas a couple of times a year. She is a graduate of Florida International University in Advertising and holds a certificate in Hospitality and Tourism Industry Essentials from New York University. Debbie is a seasoned professional in media strategy and planning across traditional and digital media for DMOs, hotels, resorts, and attractions. She is an innovative thinker for leisure, sports, meetings, group, LGBTQ, and Black Traveler campaigns. She loves NFL football and traveling all over the world. Clients that she has worked with include The Breakers, Kessler Properties, Collier County CVB, Little Rock CVB, One Spartanburg, ZooTampa, and other DMOs. Debbie Booker Media Director | Years of Experience = 30, Tenure = 3 Brandon has extensive experience in digital marketing campaign management and media analytics, across paid search, paid social, and a wide range of analytics platforms. In the past, he led development & management of Paid Search campaigns and integrated media analytics, helping to improve client reporting through media analysis reports, and client dashboards. Currently, he's leading development of media analysis dashboards, providing clients with better understanding of trends & anomalies, allowing clients to react quicker and make campaign optimizations. In this role he also provides analytical reports that give deeper insights into performance, and also oversees the paid search and paid social departments. Brandon Faust Associate Direct Digital Mktg & Analytics | Years of Experience = 7, Tenure = 1 Page 6573 of 6641 Austin Bray Manager, Paid Search Specialist | Years of Experience = 10, Tenure = 6 Austin is our resident pay-per-click and digital marketing sherpa, with experience in industries that range from entertainment and media to travel and tourism. Natalie offers experience in developing and executing cross-channel marketing campaigns, including buying and planning on both digital and traditional mediums and generating revenue across a variety of industries. Natalie previously served as a media buyer and marketing senior consultant for BrandMuscle in Cleveland, Ohio, where she is based. She also worked as a marketing events supervisor for ESPN and Good Karma Brands. Natalie has traveled to Asia, Africa and Central America on volunteer trips so far, with more trips planned throughout 2025. Natalie Helton Media Planner & Buyer | Years of Experience = 6, Tenure = 3 Page 6574 of 6641 Ownership, CEO, CMO, CGO (5%) COO/CFO (5%)President (5%) Chief Strategy Officer (15%) Operations Team (2) (100%) Account Services Team (3) (70%) Media Team (6) (30%) Creative Team (6) (30%) Web, Content & Social Team (4) (30%) Chief Creative Officer (15%) Finance & Admin Team (4) (10%) Chief Communications Officer (5%) Data, Analytics, & Insights Team (2) (30%) Includes percentage of time dedicated for each team member or department. Our Structure: Departmental Account Commitment Page 6575 of 6641 The best and most relevant example that we can share is that of this team’s success working together on the Naples, Marco Island, Everglades CVB account. The team structure that we've outlined in this proposal is the same team that you currently work with each and every day to effectively position the region as the most luxurious destination in Florida. But we don’t rest on our laurels when it comes to the team we put in place for you - we are committed to adding the best talent, from within or outside of our agency, to ensure that we provide you with the most innovative solutions to not only meet, but exceed your goals. Our team is not only passionate about the success of the Paradise Coast, but in ensuring that success the right way - through effective collaboration, integration, and communication - together and with you. “Describe the various team members’ successful experience working with one another on previous projects.” Page 6576 of 6641 The Paradise team is dedicated to delivering projects on time, within budget, and to your satisfaction. We prioritize communication and collaboration, working closely with you to align with your goals and keep you informed every step of the way. Our team is structured to be responsive, with adequate staffing to meet evolving needs. Organization We use structured systems to manage multiple campaigns, deadlines, and deliverables efficiently, ensuring high-quality, on-time results. Planning Clear planning helps us set defined goals, reach target audiences, select effective channels, and stay on budget and schedule. Project Management Strong supervision across departments ensures that work remains efficient and meets or exceeds client expectations at every stage. Budgeting We carefully manage budgets, regularly monitor expenditures, and offer recommendations to maximize impact while staying within financial parameters. Our Approach: Account Management Page 6577 of 6641 We follow strict protocols to ensure all spending aligns with budgetary constraints. Any expense for the Naples, Marco Island, Everglades CVB is tracked in our internal system, Workamajig, which links time, estimates, media spend, approvals, and purchase orders to ensure accountability. All expenses require a client-signed estimate. In addition, our team maintains a live Budget Tracker to report projected vs. actual costs and recommend adjustments as needed. We actively pursue cost-saving strategies— leveraging existing assets, UGC, partner collaborations, and efficient production — to maximize every dollar spent. Our Approach: Project Management Page 6578 of 6641 Staff Professional Memberships and Affiliations Below are our current licenses and certifications, demonstrating our qualifications and compliance with the requirements for the specified services. 2 Page 6579 of 6641 Local Vendor Preference 7 Page 6580 of 6641 Tori Putman, Senior Social Media Manager Page 6581 of 6641 Thank You. Barbara Karasek, CEO bkarasek@paradiseadv.com Mobile 904-899-2845 Tony Karasek, CGO tkarasek@paradiseadv.com Mobile 904-903-1353 Rudy Webb, President rwebb@paradiseadv.com Mobile 727-235-2445 Page 6582 of 6641 Page 6583 of 6641 Page 6584 of 6641 Page 6585 of 6641 Page 6586 of 6641 Page 6587 of 6641 Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: 25-8341 Reference Questionnaire for: Paradise Advertising (Name of Company Requesting Reference Information) Rudy Webb, President (Name of Individuals Requesting Reference Information) Name: Adam Thomas, CDME (Evaluator completing reference questionnaire) Company: Florida’s Sports Coast – Pasco County, FL (Evaluator’s Company completing reference) Email: athomas@flsportscoast.com FAX: Telephone: Cell – 727.514.6574 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored “0.” Project Description: _Agency of Record___________ Completion Date: ____Spetember 2028____________ Project Budget: __$565,000_____________________ Project Number of Days: _Finishing Year 1_________ Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on-time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 Page 6588 of 6641 Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: 25-8341 Reference Questionnaire for: Paradise Advertising (Name of Company Requesting Reference Information) Rudy Webb, President (Name of Individuals Requesting Reference Information) Name: Angela Westerfield (Evaluator completing reference questionnaire) Company: Visit Savannah (Evaluator’s Company completing reference) Email: awesterfield@visitsavannah.com FAX: Telephone: 407-580-8065 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored “0.” Project Description: _Branding and Production Agency of Record___________ Completion Date: ____Ongoing____________ Project Budget: __$750,000_____________________ Project Number of Days: _Ongoing_________ Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on-time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 Page 6589 of 6641 Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: 25-8341 Reference Questionnaire for: Paradise Advertising (Name of Company Requesting Reference Information) Rudy Webb, President (Name of Individuals Requesting Reference Information) Name: Gina Gemberling (Evaluator completing reference questionnaire) Company: Little Rock CVB (Evaluator’s Company completing reference) Email: ggemberling@littlerock.com FAX: Telephone: 501-517-8819 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored “0.” Project Description: _Agency of Record___________ Completion Date: ____Ongoing____________ Project Budget: __$1,000,000_____________________ Project Number of Days: _Start Date – Jan 2019 - Ongoing_ Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on-time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 Page 6590 of 6641 Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: 25-8341 Reference Questionnaire for: Paradise Advertising (Name of Company Requesting Reference Information) Rudy Webb, President (Name of Individuals Requesting Reference Information) Name: Julie White (Evaluator completing reference questionnaire) Company: Navarre Beach – Santa Rosa County, FL (Evaluator’s Company completing reference) Email: julie@santarosa.fl.gov FAX: Telephone: Cell – 850-572-0206 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored “0.” Project Description: _Agency of Record___________ Completion Date: ____Spetember 2028____________ Project Budget: __$565,000_____________________ Project Number of Days: _Finishing Year 1_________ Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on-time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 Page 6591 of 6641 Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: 25-8341 Reference Questionnaire for: Paradise Adverising (Name of Company Requesting Reference Information) Rudy Webb, President (Name of Individuals Requesting Reference Information) Name:Michelle Owens (Evaluator completing reference questionnaire) Company:Henderson County Tourism Development Authority (Evaluator’s Company completing reference) Email: mowens@hendersoncountync.gov FAX: NA Telephone: 828-693-9708 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored “0.” Project Description: ___________________________ Completion Date: _____________________________ Project Budget: _______________________________ Project Number of Days: _______________________ Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on-time or early). 10 3 Quality of work. 9 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 9 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 98 Page 6592 of 6641 Page 6593 of 6641 State of Florida Department of State I certify from the records of this office that PARADISE ADVERTISING & MARKETING, INC. is a corporation organized under the laws of the State of Florida, filed on March 20, 2002. The document number of this corporation is P02000030179. I further certify that said corporation has paid all fees due this office through December 31, 2025, that its most recent annual report/uniform business report was filed on January 9, 2025, and that its status is active. I further certify that said corporation has not filed Articles of Dissolution. Given under my hand and the Great Seal of the State of Florida at Tallahassee, the Capital, this the Ninth day of January, 2025 Tracking Number: 8846962393CC To authenticate this certificate,visit the following site,enter this number, and then follow the instructions displayed. https://services.sunbiz.org/Filings/CertificateOfStatus/CertificateAuthentication Page 6594 of 6641 My Company Account My Company Pro le Company Information Modernize the employment eligibility veri cation process today! Learn More Enable E-Verify+ An o icial website of the United States government Here’s how you know Menu 1/16/25, 5:34 PM My Company Profile | E-Verify https://everify.uscis.gov/account/company/profile 1/4Page 6595 of 6641 Edit Company Information Employer Category Employer Category None of these categories apply Company Name Paradise Advertising & Marketing, Inc. Doing Business As (DBA) Name --- Company ID 370459 Enrollment Date Nov 08, 2010 Employer Identification Number (EIN) 753029621 Unique Entity Identifier (UEI) --- DUNS Number 147700780 Total Number of Employees 20 to 99 NAICS Code 541 Sector Professional, Scientific, and Technical Services Subsector Professional, Scientific, and Technical Services 1/16/25, 5:34 PM My Company Profile | E-Verify https://everify.uscis.gov/account/company/profile 2/4Page 6596 of 6641 Edit Employer Category Company Access and MOU Company Addresses Edit Company Addresses Physical Address 5999 Central Avenue Suite 302 St Petersburg, FL 33710 Mailing Address Same as Physical Address Hiring Sites Edit Hiring Sites Number of Sites 1 My Company is configured to: Verify Its Own Employees Memorandum of Understanding View Current MOU 1/16/25, 5:34 PM My Company Profile | E-Verify https://everify.uscis.gov/account/company/profile 3/4Page 6597 of 6641 U.S. Department of Homeland Security U.S. Citizenship and Immigration Services Accessibility Plug-ins Site Map 1/16/25, 5:34 PM My Company Profile | E-Verify https://everify.uscis.gov/account/company/profile 4/4Page 6598 of 6641 Page 6599 of 6641 Page 6600 of 6641 Page 6601 of 6641 Page 6602 of 6641 Page 6603 of 6641 Page 6604 of 6641 Page 6605 of 6641 Page 6606 of 6641 MENU An o icial website of the United States government Home E-Verify Employer Search E-Verify Employer Search Use the E-Verify search tool to find employers who are currently enrolled in E-Verify. Your search will display the following information: Employer name – The name the employer used when they enrolled in E-Verify. This can be the business’ legal name, a trade name, or an abbreviation. Doing Business As (DBA) name – The name an employer uses publicly. The public may see the DBA, but the employer may have used another name when they enrolled in E-Verify. Account Status – Indicates whether the account is currently enrolled or terminated. Enrollment date – The date the E-Verify Memorandum of Understanding is signed. Termination Date – The E-Verify Memorandum of Understanding termination date. Workforce size – Appears as long as the employer reported they have at least five employees. Number of hiring sites – The total number of locations where employers hire employees and where they complete Form I-9. Hiring site locations – The geographic location(s) of hiring sites, by state, reported by the employer. 7/29/25, 10:46 AM E-Verify Employer Search | E-Verify https://www.e-verify.gov/e-verify-employer-search 1/3Page 6607 of 6641 Parameters: © 2025 Mapbox © OpenStreetMap Map based on search tool's full data set. Data refreshes every day at midnight. Color shows Total Hiring Sites by State. Map will act as a filter to the table. Search Filters [Table Only filter - Table data shows records by Last Updated Date in descending order and default filtered to show employers enrolled this year] E-Verify Participating Employer List 5/16/2024 Paradise Advertising & Marketin..Open Yes 11/8/2010 20 to 99 FL E-Verify Hiring Sites 1 407,459 Alaska © Mapbox © OSM Hawaii © Mapbox © OSM State/Territory (All) Industry Type (All) Date Enrolled [Select last 30 years for all data] Last 20 years Business Name [Input Employer's legal name or DBA name] paradise advertising Account Status Open Terminated Opted into E-Verify+ No Yes Total Records Filtered: Frequency USCIS updates the search tool daily at approximately 2 a.m. ET. Please email us at E-Verify @uscis.dhs.gov if you have questions about the data results. Accuracy Employers report their own data at the time they enroll in E-Verify. The accuracy and completeness of the data depend on what was submitted by 1 2 7/29/25, 10:46 AM E-Verify Employer Search | E-Verify https://www.e-verify.gov/e-verify-employer-search 2/3Page 6608 of 6641 Keywords DATA E-VERIFY EMPLOYER SEARCH TOOL E-VERIFY PARTICIPATING EMPLOYERS Last Updated Date:09/24/2024 employers at the time of enrollment and as reported throughout the employer’s relationship with E-Verify. Data The public may not recognize business names that employers use. Example: An employer enrolls in E-Verify using only their business name (e.g., Baristas Incorporated), but the public may only recognize their DBA name (e.g., Co ee First). If a user searches for the DBA name (Co ee First), the search tool will not return results unless the employer provided the DBA name at enrollment. If the search tool results include the name of a business that indicate an employer has more than one hiring site or business location, it does not necessarily mean that all of the hiring sites are enrolled in E-Verify. A hiring site is the location where the employer hires employees and completes Form I-9, Employment Eligibility Verification. Employers with multiple locations may choose which of their sites participate in E-Verify. Example: A user may search for Candy Company and find a listing for Candy Company in the search tool. That does not mean every Candy Company store across the United States is enrolled in E-Verify. 3 Enrolling In E-Verify Is Easy! Want To Learn More? 7/29/25, 10:46 AM E-Verify Employer Search | E-Verify https://www.e-verify.gov/e-verify-employer-search 3/3Page 6609 of 6641 COLLIER COUNTY BOARD OF COUNTY COMMISSIONERS REQUEST FOR PROPOSAL (RFP) FOR TOURISM MARKETING AND PROMOTION SOLICITATION NO.: 25-8341 STEPHANIE BOWDEN, PROCUREMENT STRATEGIST PROCUREMENT SERVICES DIVISION 3295 TAMIAMI TRAIL EAST, BLDG C-2 NAPLES, FLORIDA 34112 TELEPHONE: (239) 252-8929 Stephanie.Bowden@colliercountyfl.gov Any alterations to this document made by the Vendor may be grounds for rejection of the proposal, cancellation of any subsequent award, or any other legal remedies available to the Collier County Government. Page 6610 of 6641 2 SOLICITATION PUBLIC NOTICE REQUEST FOR PROPOSAL (RFP) NUMBER: 25-8341 PROJECT TITLE: Tourism Marketing & Promotion DUE DATE: June 30, 2025, at 3:00 PM EST PLACE OF RFP OPENING: PROCUREMENT SERVICES DIVISION 3295 TAMIAMI TRAIL EAST, BLDG C-2 NAPLES, FL 34112 All proposals shall be submitted online via the Collier County Procurement Services Division Online Bidding System: https://procurement.opengov.com. INTRODUCTION As requested by the Tourism Division (hereinafter, the “Division or Department”), the Collier County Board of County Commissioners Procurement Services Division (hereinafter, “County”) has issued this Request for Proposal (hereinafter, “RFP”) with the intent of obtaining proposals from interested and qualified vendors (also referred to as “Contractor” “Firm” and “Proposer”) in accordance with the terms, conditions and specifications stated or attached. The vendor, at a minimum, must achieve the requirements of the Scope of Work stated herein. Historically, the Convention & Visitors Bureau (CVB) has spent between $5,000,000 and $6,200,000 annually on Tourism Marketing and Promotion Services; however, this may not be indicative of future buying patterns. BACKGROUND Collier County is located in Southwest Florida. Naples, the seat of Collier County, is about twenty-five (25) miles south of Fort Myers and the Southwest Florida International Airport (RSW). The full-time population of Collier County is about four hundred thousand (400,000), although a seasonal peak of about four hundred fifty thousand (450,000) occurs between November and April. The structure of the Collier County Government is based on the standard constitutional form of county governments in Florida. Visitors have much to discover along Florida's Paradise Coast of Naples, Marco Island & the western portion of the Everglades. Visitors will find an escape, serenity, and relaxing beachside fun along the Gulf of Mexico in beautiful Southwest Florida. Visitors will also enjoy pristine natural wilderness, perfect for bird watching or outdoor adventure in the world-famous Everglades. The area is most known for its over 30 miles of soft white sand beaches, exceptional accommodations, family attractions, outdoor eco-adventures, golf, a dynamic culinary scene, arts and cultural performance centers and activities, and exceptional shopping. It is also home to FC Naples (a United Soccer League franchise), Paradise Coast Sports Complex, the U.S. Open Pickleball Championship, and is host to three major PGA / LPGA, nationally televised, championship tournaments. The Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) is a part of the County Manager's Agency in Collier County Government. The CVB, with oversight by the Tourist Development Council (TDC) Advisory Board, markets and promotes the entire County as a worldwide leisure travel, group meetings, and sports event destination. The CVB promotes the destination to high-end, luxury consumers with discretionary travel dollars, to travel industry professionals such as meeting planners, travel agents, and tour operators, to golfers, sports enthusiasts, and fishermen, arts and culture, heritage seekers, and nature and adventure enthusiasts. The annual budget can fluctuate as it is based on the Tourist Development Tax (“TDT”) collections from the previous year is the 5% bed tax that is collected from overnight accommodations with Collier County, including resorts, hotels, and short-term rentals). The funds are allocated per Florida State statutes to cover pre-determined, approved uses that include beach renourishment, beach park facility maintenance, sports facility programming and maintenance, programming for County-owned museums, and tourism marketing and promotion. The budget for the CVB is determined from the five percent (5%) tourist development tax collections on short-term lodging (six months or less) within Collier County. A predetermined allocation of the tax collected directs funds to various uses, including promotion and advertising, beach renourishment and inlet management, beach park facilities, and County owned museum operation. The CVB has determined that Public Relations and Media Relations activities will be handled by internal staff and through a separately contracted outside Public Relations firm. Social and digital media are handled by internal staff working in concert with the contracted firm and the contracted advertising firm. Page 6611 of 6641 3 TERM OF CONTRACT The contract term, if an award(s) is/are made is intended to be for three (3) years with two (2) one (1) renewal options. Prices shall remain firm for the initial term of this contract. Surcharges will not be accepted in conjunction with this contract, and such charges should be incorporated into the pricing structure. The County Manager, or designee, may, at her discretion, extend the Agreement under all of the terms and conditions contained in this Agreement for up to one hundred eighty (180) days. The County Manager, or designee, shall give the Contractor written notice of the County's intention to extend the Agreement term not less than ten (10) days prior to the end of the Agreement term then in effect. All goods are FOB destination and must be suitably packed and prepared to secure the lowest transportation rates and to comply with all carrier regulations. Risk of loss of any goods sold hereunder shall transfer to the COUNTY at the time and place of delivery; provided that risk of loss prior to actual receipt of the goods by the COUNTY nonetheless remains with VENDOR. DETAILED SCOPE OF WORK 1. Scope and Responsibilities The County is seeking a full-service advertising, promotion, marketing and digital firm with extensive experience in marketing tourism destinations in various local, regional, national and international target markets. The successful firm should have extensive expertise in domestic and international advertising, social media and digital marketing and in strategic planning and implementation of annual marketing plans and promotional programs and events. While the successful firm will be acting in an independent contractor role, the County may: • Provide a temporary workspace, access to telephone and internet service if needed while on County property at County's expense. • Pre-approve any advertising, production, media, and travel expenditures created or distributed by the successful firm. • Reimburse pre-approved travel expenses related to executing the marketing plan elements or production of advertising or promotional materials as outlined in Fla. Stat. Section 125.0104 and County Resolution 2006-40. The successful firm will be responsible for providing (this list is not exhaustive and is intended to be illustrative in nature) the following: • An annual marketing plan and a longer-term strategic plan. • An advertising campaign which will allow for the broadest possible exposure into international and domestic markets within the available budget maximizing the usage of cooperative advertising and identifying promotional and value- added opportunities. • Develop, nurture, and promote targeted consumers, meeting planners, trade professionals, and sports event organizers. • Be knowledgeable of and provide extensive industry research models for use in targeting strategic audiences and determine and report return on investment of all campaigns and activities. • Explore and provide possible joint-advertising programs which would match the CVB with travel-related and non- travel advertisers, e.g., airlines, auto rental centers, credit card companies, luggage companies, suntan product manufacturers, etc., as well as regional and statewide promotions with other destination marketing organizations. • Provide advertising, marketing, and promotional services that promote Collier County as a luxury tourist destination worldwide. • Provide measures, proof-of-performance, and results for all campaigns. • Prepare and present monthly reports for presentation at the Tourist Development Council (TDC) meetings and, when necessary, the Board of County Commissioners meetings. • Manage paid social media content calendars, postings, and content generation for a variety of platforms, including Facebook, Instagram, LinkedIn, Pinterest, and YouTube. Work collaboratively with the Public Relations team to create synergies with organic social media and paid social media content and campaigns. • Manage and monitor social media channels during emergency situations as outlined in the CVB’s Crisis Communications plan. Page 6612 of 6641 4 • Provide a "lead" contact person/project manager to the County; an individual who shall serve as a first point of contact between the County and the firm. The Collier County Tourism Director or designee, at their sole discretion, shall approve the appointment of the "lead" contact person/ project manager. • Assist with general analytical and web support functions, personalization, Search Engine Optimization (SEO), content generation, and Application Programming Interfaces (API). The firm, and all of its agents and subcontractors, are expected to comply with Fla. Stat. Section 125.0104 and the County's Ordinance 92-60 as amended and County Resolution 2006-40. 2. Marketing and Advertising Flat Service Fee For marketing and advertising services in paid media and production, the County will pay an agreed-upon annual fixed service fee in twelve monthly installments in lieu of media commissions and markup on outside vendor services. This fee will be a percentage of the total annual Collier County Board-approved destination marketing budget, comprised of paid media, creative services, production of all media and collateral materials, photography, and video production. This fixed service fee will include account management service time, senior management, media research, media buying and verifying, accounting, administrative, and other internal operating costs. Should additional staffing needs arise, the request will be considered on a case-by-case basis and, only with pre-approval, be implemented. No markup will be applicable for vendor or subcontracted services, tools, paid media, social, or digital media. 3. Professional Fees/Creative Work- Optional Work- Optional Services Optional Services includes any other related professional services (other than the Marketing and Advertising Flat Service Fee), for marketing and promotional creative design, advertising, production, photography, online and social media production and creative design, copywriting, direct mail development, audiovisual production services, marketing research, social media creative and supervision and promotional publicity. and included in the final agreement. The firm will provide quotes for pre-approval and invoices, and proof of performance for each of these services/projects, which will include: • A project quote estimate that includes the number of hours by each position (hourly rate) the extended total, and any anticipated subcontractor hours and rates, travel, and miscellaneous charges such as expenses relating to "photo shoots," wardrobe, television or radio ads, special printing or service charges, etc. at no additional mark-up or surcharges fees (at cost amounts). • The firm’s invoice that matches the approved estimate and includes the number of hours by each position (with their hourly rate) and the extended total for payment and "at cost" invoices. • Provide a copy of the advertising, promotional and marketing information or documentation of paid media delivered such as affidavits and/ or proof of performance. 4. General Requirements • Pay media and production invoices/bills upon demand from suppliers with a full understanding that the firm will not be reimbursed until the service has been performed and/or the promotion/advertisement has appeared, and proof of performance has been supplied to and accepted by the County. • Prepare reports required by the County and submit said reports as requested, including formal monthly presentations to the Tourist Development Council (TDC) at the firm's expense. Establish and maintain a system of records, books, and accounts in a manner satisfactory to the County, which is consistent with and for the durations mandated by the affordability period. • The selected firm will keep adequate records and supporting documentation that concern or reflect its services. The records and documentation will be retained by the firm for a minimum of five (5) years from the date of termination of this agreement. • The County, or any duly authorized agents or representatives of the County, shall, free of charge, have the right to audit, inspect and copy all such records and documentation as often as they deem necessary during the period of this agreement and during the five (5) year period noted above; provided however, such activity shall be conducted only during business hours. • The County understands a portion of this work may be subcontracted to meet expertise or timelines for the County. Similarly, the County reserves the right to contract/utilize other service providers during the term of this contract for similar advertising, promotional, or marketing materials or services. • Participate in certain meetings, discussions, project site visits, workshops and hearings, which pertain to the administration of the services being provided and report results to the Board at the firm's expense. • Obtain travel compensation for programs and events per Fla. Stat., Section 125.0104 and County Resolution 2006-40. • Obtain project management software for ease of reviewing and signing estimates, reviewing and approving campaign Page 6613 of 6641 5 materials, and providing feedback. • Obtain pre-approval on stock materials, including, but not limited to, stock photos, voice talent, models, clothing, etc. The firm must provide evidence of any restrictions, terms and conditions, or other considerations prior to use. • Charges for advertising and media placed by the firm on behalf of the CVB will be billed at the actual cost paid by the firm and shall not include any markup for the specified medium or media. • Charges for expertise talents and services needed to execute marketing, media, or production advertisement placed by the Firm on behalf of the CVB will be billed at the actual cost paid by the firm. • County will own all promotional, marketing, and advertising campaign materials, stock images, film, negatives, videos, and art. The County will retain ownership and the right to use any materials generated by the firm and any other CVB material generated by CVB personnel and may do so without the firm’s consent or approval. The CVB acknowledges certain legal constraints require universal releases unless cost considerations become prohibitive (such as model releases, music, photographs, etc.) and retains sole right to use materials created for the CVB as it sees fit. REQUEST FOR PROPOSAL (RFP) PROCESS 1.1 The Proposers will submit a qualifications proposal, which will be scored based on the criteria in Evaluation Criteria for Development of Shortlist, which will be the basis for short-listing firms. The Proposers will need to meet the minimum requirements outlined herein in order for their proposal to be evaluated and scored by the County. The County will then score and rank the firms and enter into negotiations with the top-ranked firm to establish the cost for the services needed. The County reserves the right to issue an invitation for oral presentations to obtain additional information after scoring and before the final ranking. With successful negotiations, a contract will be developed with the selected firm, based on the negotiated price and scope of services, and submitted for approval by the Board of County Commissioners. 1.2 The County will use a Selection Committee in the Request for Proposal selection process. 1.3 The intent of the scoring of the proposal is for respondents to indicate their interest, relevant experience, financial capability, staffing, and organizational structure. 1.4 The intent of the oral presentations, if deemed necessary, is to provide the vendors with a venue where they can conduct discussions with the Selection Committee to clarify questions and concerns before providing a final rank. 1.5 Based upon a review of these proposals, the County will rank the Proposers based on the discussion and clarifying questions on their approach and related criteria and then negotiate in good faith an Agreement with the top ranked Proposer. 1.6 If, in the sole judgment of the County, a contract cannot be successfully negotiated with the top-ranked firm, negotiations with that firm will be formally terminated, and negotiations shall begin with the firm ranked second. If a contract cannot be successfully negotiated with the firm ranked second, negotiations with that firm will be formally terminated, and negotiations shall begin with the third-ranked firm, and so on. The County reserves the right to negotiate any element of the proposals in the best interest of the County. RESPONSE FORMAT AND EVALUATION CRITERIA FOR DEVELOPMENT OF SHORTLIST: 1.7 For the development of a shortlist, this evaluation criterion will be utilized by the County’s Selection Committee to score each proposal. Proposers are encouraged to keep their submittals concise and to include a minimum of marketing materials. Proposals must address the following criteria: Evaluation Criteria Maximum Points 1. Cover Letter / Management Summary 5 Points 2. Certified Woman and/or Minority Business Enterprise 5 Points 3. Business Plan 20 Points 4. Cost of Services to the County 10 Points 5. Experience and Capacity of the Firm 20 Points 6. Specialized Expertise of Team Members 30 Points 7. Local Vendor Preference 10 Points TOTAL POSSIBLE POINTS 100 Points Tie Breaker: In the event of a tie at final ranking, the award shall be made to the proposer with the lower volume of work previously awarded. Volume of work shall be calculated based upon total dollars paid to the proposer in the twenty-four (24) months prior to the RFP submittal deadline. Payment information will be retrieved from the County’s financial system of record. The tie-breaking procedure is only applied in the final ranking step of the selection process and is invoked by the Page 6614 of 6641 6 Procurement Services Division Director or designee. In the event a tie still exists, selection will be determined based on random selection by the Procurement Services Director, or designee before at least three (3) witnesses. ---------------------------------------------------------------------------------------------------------------------------------------------------------- Each criterion and methodology for scoring is further described below. ***Proposals must be assembled, at minimum, in the order of the Evaluation Criteria listed, or your proposal may be deemed non-responsive*** EVALUATION CRITERIA NO. 1: COVER LETTER/MANAGEMENT SUMMARY (5 Total Points Available) Provide a cover letter, signed by an authorized officer of the firm, indicating the underlying philosophy of the firm in providing the services stated herein. Include the name(s), telephone number(s), and email(s) of the authorized contact person(s) concerning the proposal. Submission of a signed Proposal is the Vendor's certification that the Vendor will accept any awards as a result of this RFP. EVALUATION CRITERIA NO. 2: CERTIFIED WOMAN AND/OR MINORITY BUSINESS ENTERPRISE (5 Total Points Available) Submit certification with the Florida Department of Management Services, Office of Supplier Diversity as a Certified Woman and/or Minority Business Enterprise. EVALUATION CRITERIA NO. 3: BUSINESS PLAN (20 Total Points Available) In this criteria, include but not limited to: • Detailed plan of approach that answers the scope of work requirements. • Detailed timeline for the startup phase through full implementation of the initial annual marketing plan. • Include with the Business Plan or as an attachment, a copy of a report as an example of similar work provided for another destination marketing organization. This should be for one of the client projects listed as a reference. • Provide a narrative, or demonstrate through sample work, the firm’s creative expertise in attracting and recruiting new visitors, including campaign description, media utilized, and measured results. • Provide a narrative, or demonstrate through sample work, the firm’s creative expertise and ideas for the retention of visitors returning to Southwest Florida. EVALUATION CRITERIA NO. 4: COST OF SERVICES TO THE COUNTY (10 Total Points Available) In this criteria, include but not limited to: Provide information and insert fees in the fee chart below: • Provide the Projected Marketing and Advertising Annual Service Fee for the Scope of Work. • Provide for Professional Fees/Creative Work-Optional Services hourly rate for services not in the Marketing and Advertising Annual Service Fee. • Provide a projected reimbursable expenses not-to-exceed monthly amount for out-of-pocket expenses that the firm will request reimbursement of pre-approved expenses such as travel expenses, shipping, postage, etc. Service Description Fees • Projected Marketing and Advertising Annual Service Fee $ Annually • Professional Fees/Creative Work- Optional Services (hourly rate) $ Per hour • Projected reimbursable expenses not-to-exceed (monthly amount) $ Monthly • Initial pricing is for evaluation purposes and is subject to change during negotiations with the selected vendor. EVALUATION CRITERIA NO. 5: EXPERIENCE AND CAPACITY OF THE FIRM (20 Total Points Available) In this criteria, include but not limited to: • Provide information that documents your firm’s qualifications and experience in representing destination marketing Page 6615 of 6641 7 organizations or other clients with travel industry marketing programs. Include examples of the firm’s capacity, skill, and financial strength, and a number of years of experience in providing the required services included in the Scope of Work. • The County requests that the vendor submit no fewer than three (3) and no more than ten (10) completed reference forms from clients during a period of the last 5 years, whose projects are of a similar nature to this solicitation as a part of their proposal. Provide information on the projects completed by the Proposer that best represent projects of similar size, scope, and complexity to this project using the form provided in Form 5. Proposers may include two (2) additional pages for each project to illustrate aspects of the completed project that provide the information to assess the experience of the Proposer on relevant project work. EVALUATION CRITERIA NO. 6: SPECIALIZED EXPERTISE OF TEAM MEMBERS (30 Total Points Available) In this criteria, include but not limited to: • Description of the proposed firm’s team that will work on the CVB account and the role to be played by each member of the team to fulfill the Scope of Work. • Attach brief resumes of all proposed firm’s team members’ who will be involved in the creative, production, media, social, and digital media services as described in the Scope of Work. • Attach resumes of any sub-vendors that you know will be used and attach letters of intent from stated sub-vendors indicating their willingness to subcontract on the CVB’s service needs. • Describe the various firm members’ successful experience in working with one another on previous projects. • With your proposal, indicate how sub-vendors will be compensated, if needed. • If sub-vendors will not be used, please indicate that fact in your proposal. EVALUATION CRITERIA NO. 7: LOCAL VENDOR PREFERENCE (10 Total Points Available) Local business is defined as the vendor having a current Business Tax Receipt issued by the Collier or Lee County Tax Collector prior to proposal submission to do business within Collier County, and that identifies the business with a permanent physical business address located within the limits of Collier or Lee County from which the vendor’s staff operates and performs business in an area zoned for the conduct of such business. VENDOR CHECKLIST ***Vendor should check off each of the following items as the necessary action is completed (please see Vendor Check List)*** Page 6616 of 6641 INSURANCE REQUIREMENTS COVERSHEET Project Name Vendor Name Solicitation/Contract No. Attachments Risk Approved Insurance Requirements Risk Approved Insurance Certificate(s) Comments Attachments Approved by Risk Management Division Approval: Page 6617 of 6641 INSURANCE AND BONDING REQUIREMENTS Insurance / Bond Type Required Limits 1. Worker’s Compensation Statutory Limits of Florida Statutes, Chapter 440 and all Federal Government Statutory Limits and Requirements Evidence of Workers’ Compensation coverage or a Certificate of Exemption issued by the State of Florida is required. Entities that are formed as Sole Proprietorships shall not be required to provide a proof of exemption. An application for exemption can be obtained online at https://apps.fldfs.com/bocexempt/ 2. Employer’s Liability $__100,000___ single limit per occurrence 3. Commercial General Liability (Occurrence Form) patterned after the current ISO form Bodily Injury and Property Damage $_1,000,000_________single limit per occurrence, $2,000,000 aggregate for Bodily Injury Liability and Property Damage Liability. The General Aggregate Limit shall be endorsed to apply per project. This shall include Premises and Operations; Independent Contractors; Products and Completed Operations and Contractual Liability. 4. Indemnification To the maximum extent permitted by Florida law, the Contractor/Vendor shall defend, indemnify and hold harmless Collier County, its officers and employees from any and all liabilities, damages, losses and costs, including, but not limited to, reasonable attorneys’ fees and paralegals’ fees, to the extent caused by the negligence, recklessness, or intentionally wrongful conduct of the Contractor/ Vendor or anyone employed or utilized by the Contractor/Vendor in the performance of this Agreement. 5. Automobile Liability $___________ Each Occurrence; Bodily Injury & Property Damage, Owned/Non-owned/Hired; Automobile Included 6. Other insurance as noted: Watercraft $ __________ Per Occurrence United States Longshoreman's and Harborworker's Act coverage shall be maintained where applicable to the completion of the work. $ __________ Per Occurrence Maritime Coverage (Jones Act) shall be maintained where applicable to the completion of the work. $ __________ Per Occurrence Aircraft Liability coverage shall be carried in limits of not less than $5,000,000 each occurrence if applicable to the completion of the Services under this Agreement. $ __________ Per Occurrence Pollution $ __________ Per Occurrence Professional Liability $ _1,000,000 Per claim & in the aggregate Project Professional Liability $__________ Per Occurrence Valuable Papers Insurance $__________ Per Occurrence Cyber Liability $__________ Per Occurrence Technology Errors & Omissions $__________ Per Occurrence 7. Bid bond Shall be submitted with proposal response in the form of certified funds, cashiers’ check or an irrevocable letter of credit, a cash bond posted with the County Clerk, or proposal bond in a sum equal to 5% of the cost proposal. All checks shall be made payable to the Collier County Board of County Commissioners on a bank or trust company located in the State of Florida and insured by the Federal Deposit Insurance Corporation. Page 6618 of 6641 8. Performance and Payment Bonds For projects in excess of $200,000, bonds shall be submitted with the executed contract by Proposers receiving award, and written for 100% of the Contract award amount, the cost borne by the Proposer receiving an award. The Performance and Payment Bonds shall be underwritten by a surety authorized to do business in the State of Florida and otherwise acceptable to Owner; provided, however, the surety shall be rated as “A-“ or better as to general policy holders rating and Class V or higher rating as to financial size category and the amount required shall not exceed 5% of the reported policy holders’ surplus, all as reported in the most current Best Key Rating Guide, published by A.M. Best Company, Inc. of 75 Fulton Street, New York, New York 10038. 9. Vendor shall ensure that all subcontractors comply with the same insurance requirements that he is required to meet. The same Vendor shall provide County with certificates of insurance meeting the required insurance provisions. 10. Collier County must be named as "ADDITIONAL INSURED" on the Insurance Certificate for Commercial General Liability where required. This insurance shall be primary and non-contributory with respect to any other insurance maintained by, or available for the benefit of, the Additional Insured and the Vendor’s policy shall be endorsed accordingly. 11. The Certificate Holder shall be named as Collier County Board of County Commissioners, OR, Board of County Commissioners in Collier County, OR Collier County Government, OR Collier County. The Certificates of Insurance must state the Contract Number, or Project Number, or specific Project description, or must read: For any and all work performed on behalf of Collier County. 12. On all certificates, the Certificate Holder must read: Collier County Board of County Commissioners, 3295 Tamiami Trail East, Naples, FL 34112 13. Thirty (30) Days Cancellation Notice required. 14. Collier County shall procure and maintain Builders Risk Insurance on all construction projects where it is deemed necessary. Such coverage shall be endorsed to cover the interests of Collier County as well as the Contractor. Premiums shall be billed to the project and the Contractor shall not include Builders Risk premiums in its project proposal or project billings. All questions regarding Builder’s Risk Insurance will be addressed by the Collier County Risk Management Division. GG – 4/22/25 ___________________________________________________________________________________________________________ Vendor’s Insurance Acceptance By submission of the bid Vendor accepts and understands the insurance requirements of these specifications and that the evidence of insurability may be required within five (5) days of the award of this solicitation. The insurance submitted must provide coverage for a minimum of six (6) months from the date of award. Page 6619 of 6641 ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? INSR ADDL SUBR LTR INSD WVD PRODUCER CONTACT NAME: FAXPHONE (A/C, No):(A/C, No, Ext): E-MAIL ADDRESS: INSURER A : INSURED INSURER B : INSURER C : INSURER D : INSURER E : INSURER F : POLICY NUMBER POLICY EFF POLICY EXPTYPE OF INSURANCE LIMITS(MM/DD/YYYY)(MM/DD/YYYY) AUTOMOBILE LIABILITY UMBRELLA LIAB EXCESS LIAB WORKERS COMPENSATION AND EMPLOYERS' LIABILITY DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) AUTHORIZED REPRESENTATIVE EACH OCCURRENCE $ DAMAGE TO RENTEDCLAIMS-MADE OCCUR $PREMISES (Ea occurrence) MED EXP (Any one person)$ PERSONAL & ADV INJURY $ GEN'L AGGREGATE LIMIT APPLIES PER:GENERAL AGGREGATE $ PRO-POLICY LOC PRODUCTS - COMP/OP AGGJECT OTHER:$ COMBINED SINGLE LIMIT $(Ea accident) ANY AUTO BODILY INJURY (Per person)$ OWNED SCHEDULED BODILY INJURY (Per accident)$AUTOS ONLY AUTOS HIRED NON-OWNED PROPERTY DAMAGE $AUTOS ONLY AUTOS ONLY (Per accident) $ OCCUR EACH OCCURRENCE CLAIMS-MADE AGGREGATE $ DED RETENTION $ PER OTH- STATUTE ER E.L. EACH ACCIDENT E.L. DISEASE - EA EMPLOYEE $ If yes, describe under E.L. DISEASE - POLICY LIMITDESCRIPTION OF OPERATIONS below INSURER(S) AFFORDING COVERAGE NAIC # COMMERCIAL GENERAL LIABILITY Y / N N / A (Mandatory in NH) SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). COVERAGES CERTIFICATE NUMBER:REVISION NUMBER: CERTIFICATE HOLDER CANCELLATION © 1988-2015 ACORD CORPORATION. All rights reserved.ACORD 25 (2016/03) CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) $ $ $ $ $ The ACORD name and logo are registered marks of ACORD 1/13/2026 (850) 386-1922 29424 Paradise Advertising & Marketing, Inc. 5999 Central Ave Saint Petersburg, FL 33710-8500 42376 A 2,000,000 X 21 SBM BC2H85 1/1/2026 1/1/2027 1,000,000 10,000 2,000,000 4,000,000 4,000,000 2,000,000A 21 SBM BC2H85 1/1/2026 1/1/2027 1,000,000A 21 SBM BC2H85 1/1/2026 1/1/2027 1,000,000 10,000 B TWC4733808 1/1/2026 1/1/2027 1,000,000 N 1,000,000 1,000,000 A Prof Liability 21 SBM BC2H85 1/1/2026 Each Claim/Aggregate 1,000,000 Contract Title: TOURISM MARKETING & PROMOTION Solicitation Number: Agreement 25-8341 "Tourism Marketing and Promotion" Collier County Board of County Commissioners is included as an additional insured under the General Liability policies on a primary and non-contributory basis. Collier County Board of County Commissioners 3295 Tamiami Trail E Naples, FL 34112 PARAADV-01 SETLKCOOPERHALL Tallahassee - Doug Croley Ins Services 2814 Remington Green Circle Tallahassee, FL 32308 service@dougcroleyins.com Hartford Casualty Insurance Co Technology Insurance Company Inc X 1/1/2027 X X X X X X X X Page 6620 of 6641 Selection Committee Final Ranking RPS #: 25-8341 Title: Tourism Marketing and Promoton Name of Firm Sandra Rios Elena Ortiz Rosado Charles Kammerer John Mullins John Melleky Total Scores Final Ranking Paradise Advertising & Marketing, Inc.98 82 84 96 84 444.00 1 Aqua Marketing & Communicatons, Inc.88 81 86 93 80 428.00 2 GoSeeTell Network, Inc. dba Sparkloft Media 69 83 63 61 54 330.00 3 Intermark Group, Inc.45 69 60 73 46 293.00 4 Cenergy Studios, LLC dba Fourthidea 58 71 64 47 47 287.00 5 True Media, LLC 55 67 54 58 41 275.00 6 Spark Strategy Media Group LLC 52 66 59 51 37 265.00 7 Gannett Media Solutions 30 80 60 49 33 252.00 8 Bluewater Media, LLC 50 70 53 33 27 233.00 9 Linnihan Foy Advertising, LLC 38 65 56 53 10 222.00 10 Legacy III LLC dba Legacy III Media 40 65 44 28 15 192.00 11 YaniPaints, LLC dba YKMD 28 64 49 26 19 186.00 12 Procurement Professional Stephanie Bowden 10/27/2025 Page 1 of 1 Page 6621 of 6641 Notice of Recommended Award Solicitation: 25-8341 Title: Tourism Marketing & Promotion Due Date and Time: July 21, 2025, at 3:00 pm Proposers: Company Name City County State Final Ranking Responsive/Responsible Paradise Advertising & Marketing, Inc. Naples Collier FL 1 Yes/Yes Aqua Marketing & Communications, Inc. Naples Collier FL 2 Yes/Yes GoSeeTell Network Inc., dba Sparkloft Media Portland Multnomah OR 3 Yes/Yes Intermark Group, Inc. Birmingham Jefferson AL 4 Yes/Yes Cenergy Studios, LLC dba FourthIdea Buffalo Erie NY 5 Yes/Yes True Media, LLC Columbia Boone MO 6 Yes/Yes Spark Strategy Media Group, LLC Naples Collier FL 7 Yes/Yes Gannett Media Solutions McLean Fairfax VA 8 Yes/Yes Bluewater Media, LLC Clearwater Pinellas FL 9 Yes/Yes Linnihan Foy Advertising, LLC Minneapolis Hennepin MN 10 Yes/Yes Legacy III, LLC dba Legacy III Media Fort Lauderdale Broward FL 11 Yes/Yes YaniPaints, LLC dba YKMD Fort Lauderdale Broward FL 12 Yes/Yes Utilized Local Vendor Preference: Yes No Recommended Proposer For Award: On May 28th, 2025, the Procurement Services Division released notices for Request for Proposals (RFP) No. 25- 8341 “Tourism Marketing & Promotion”, to three thousand one hundred forty-nine (3,149) firms. Two thousand two hundred eighty-three (2,283) firms view the solicitation information. Twelve (12) proposals were received by the July 21st, 2025, submission deadline. Staff reviewed the twelve (12) proposals received, and all proposals were deemed to be responsive and responsible, with eleven (11) having minor irregularities. Docusign Envelope ID: 7402F645-C58C-4A89-BE2D-C3A5694A4FA7 Page 6622 of 6641 The selection committee convened on October 27th, 2025, as described in step 1 of the solicitation documents. After reviewing the proposals and deliberations, the committee scored the proposals and elected to move forward with final ranking as follows: Paradise Advertising & Marketing, Inc. Ranked as 1 Aqua Marketing & Communications, Inc. Ranked as 2 GoSeeTell Network, Inc. dba Sparkloft Media Ranked as 3 Intermark Group, Inc. Ranked as 4 Cenergy Studios, LLC dba Fourthidea Ranked as 5 True Media, LLC Ranked as 6 Spark Strategy Media Group LLC Ranked as 7 Gannett Media Solutions Ranked as 8 Bluewater Media, LLC Ranked as 9 Linnihan Foy Advertising, LLC Ranked as 10 Legacy III LLC dba Legacy III Media Ranked as 11 YaniPaints, LLC dba YKMD Ranked as 12 Staff is recommending award to the top-ranked firm, Paradise Advertising & Marketing, Inc. Contract Driven Purchase Order Driven Required Signatures Project Manager: Procurement Strategist: Procurement Services Assistant Director: __________________________________ _________________ Andres Fuentes Date Docusign Envelope ID: 7402F645-C58C-4A89-BE2D-C3A5694A4FA7 11/24/2025 11/24/2025 11/25/2025 Page 6623 of 6641