The Magic of Experience: How Hong Kong Can Lead the Future of Global Tourism

By Michael Moriarty, Managing Director, Hong Kong Disneyland, and appointed member of the Hong Kong Tourism Strategy Committee

HKDL marked its strongest performance since its opening in fiscal year 2024 and entered its 20th anniversary milestone this year. The resort will continue to build on this momentum to help reinforce Hong Kong’s reputation as a world-class tourism city.

Hong Kong stands at a pivotal moment in its tourism journey.

The city has made commendable efforts in reigniting interest—through government subsidies, mega-events, and promotional campaigns. Yet, the question remains: how do we ensure this rebound becomes a renaissance?

The answer lies not in discounts, but in delivering lifelong memories.

As a city known for its vibrancy, diversity and global connectivity, Hong Kong must now lean into what truly sets it apart: its ability to deliver emotionally resonant, culturally rich, and unforgettable experiences. In today’s travel landscape, experiences are the new currency. And the most valuable ones are those that spark joy, create memories, and inspire multiple return visits.

To celebrate its 20th anniversary, HKDL presents brand-new party entertainment experiences, including HKDL’ grandest ever nighttime spectacular, largest parade and a castle stage show.

At Hong Kong Disneyland Resort (HKDL), we’ve seen this firsthand. Fiscal year 2024 marked our strongest performance since opening—not because we lowered prices, but because we elevated the experience. We listened to our guests, adapted to their evolving preferences, and delivered immersive, personalized offerings that connected deeply. From the viral success of the Jungle River Cruise skippers to the launch of the world’s first and largest World of Frozen, our strategy has been clear: create experiences that endure beyond the moment.

This year, as we celebrate our 20th anniversary, we’re reminded of how deeply embedded HKDL is in the fabric of Hong Kong’s tourism and community life. We’ve grown alongside the city, not just as an attraction, but as a place where aspirations are realized—for guests and cast members alike. Our commitment to cultural relevance and civic engagement has built a foundation of trust and goodwill that no subsidy can replicate.

HKDL is deeply embedded in the fabric of Hong Kong community and committed to civic engagement. To celebrate its 20th anniversary, the resort will donate over HK$5 million to support sick children and youth development.

During periods of economic uncertainty, we have remained steadfast in our commitment to continuously invest in our people and our products. In recent years, we’ve transformed Hong Kong Disneyland with the reimagined Castle of Magical Dreams, daytime castle show “Follow Your Dreams,” Momentous Nighttime Spectacular and World of Frozen — each milestone reinforcing our efforts to draw repeat visitation and appeal to broader audiences around the world.

But the true strength of our industry lies in the people who bring these experiences to life every day.

HKDL remains steadfast in its commitment to creating innovative experiences, connecting the dots across sectors to ignite the future of Hong Kong tourism.

Investing in the training and well-being of employees is not just good business—it’s essential to our identity as a top destination. At HKDL, we consider our cast members ambassadors of the Disney brand and a reflection of our local culture. When we empower our teams and treat them with respect, they can elevate the guest experience and help reinforce Hong Kong’s reputation as a welcoming, world-class city.

The lesson is simple: exceptional experiences drive both revenue and resilience.

Hong Kong’s Tourism Blueprint 2.0 rightly emphasizes mega-events and destination branding. To truly differentiate ourselves from neighboring cities, we must pair these events with immersive products that reflect Hong Kong’s unique character. That means bold collaborations, seamless storytelling, and a readiness to innovate together.

HKDL has seen powerful results by joining hands with Hong Kong International Airport and the MTR to create buzz, and with travel agents and airlines to bundle park tickets with concert tickets and other experiences that extend stays. These joint efforts don’t just drive visitation—they deepen engagement and build affinity to Hong Kong. Our themed cable cars with Ngong Ping 360, our cultural collaborations with the Hong Kong Philharmonic Orchestra and Hong Kong Ballet, and city-wide activations during the 20th anniversary celebration are all proof that when we connect the dots across sectors, we create something truly memorable.

The global market is shifting in our favor. Travelers from mainland China, Southeast Asia, the Middle East and beyond are seeking authenticity over bargains. They want to feel something authentic. Be a part of something meaningful. And Hong Kong is perfectly positioned to deliver that—if we lead with innovative thinking and a united approach.

Some may question whether Hong Kong can reclaim its former standing. I believe we can do more than that. We can redefine it.

By embedding local culture into global brands, embracing innovation, and fostering cross-sector collaboration, Hong Kong can become the model for sustainable tourism for decades to come. This is not just about economic recovery—it’s about renewing emotional connections. It’s about giving people a reason to believe again, to travel again, and to rediscover Hong Kong in ways that leave a lasting impression.

As Walt Disney once said, Whatever we accomplish belongs to our entire group.” “For Hong Kong, that group includes government, industry, community, and our global visitors. We collectively have the power to turn this moment into a movement.

Let’s bring this vision to life—and ignite the future of Hong Kong tourism together.

WASHINGTON (AP) — Anna Gomez wakes up every morning and checks her phone to see if President Donald Trump has fired her yet.

For now, she remains the sole Democrat on the Federal Communications Commission, where she's on an increasingly urgent mission to press media companies to more forcefully combat an administration she says is cracking down on free speech.

Her immediate focus is Disney, the parent of ABC. It is the subject of investigations launched by the FCC under Chairman Brendan Carr, a Trump ally.

In an extraordinary four-page letter earlier this month to Disney CEO Josh D'Amaro, Gomez outlined what she described as the FCC's “sustained, coordinated campaign of censorship and control” against the company. She noted probes touching on everything from diversity practices to ABC's moderation of a 2024 presidential debate and the guests booked on “The View” along with the administration's calls for late-night host Jimmy Kimmel to be fired.

She's particularly worried that the FCC's move for early reviews of ABC's broadcast licenses in the markets where it owns local stations is an effort to intimidate the network. She called it “the most egregious assault on the First Amendment this FCC has taken to date.”

Her message was simple: Fight back. She argued that Disney's controversial decision to pay a $15 million defamation settlement shortly before Trump returned to office did the company little good and set a bad precedent for the rest of the industry

“That settlement did not buy you peace,” she wrote in the letter, which she also posted to social media. “It only bought you time.”

D'Amaro hasn't publicly responded to Gomez. But he has signaled a new approach in a filing this month, accusing the FCC of taking actions that could “chill critical protected speech.”

In an interview from her Washington office, Gomez said she was heartened by Disney's response and encouraged other broadcasters to prepare for similar fights. She's an exceedingly rare figure in the nation's capital, one of just a few Democrats who have held onto their seats at federal agencies after Trump fired most of them in a bid to bend the bureaucracy to his will.

The Supreme Court is considering the constitutionality of Trump's moves and could issue a decision in the coming weeks.

While that plays out, Gomez's term is slated to end June 30. But unless Trump fires her, she's likely to remain at the agency, where her presence allows for a quorum that gives Carr the opportunity to keep enacting his agenda. Given the Senate's narrow divide and dwindling calendar ahead of the midterms, it would be hard for Trump to muscle through a replacement.

Here are highlights of the interview, edited for length and clarity.

AP: What prompted you to write the letter to Disney?

GOMEZ: At the beginning of this administration, I was growing increasingly alarmed by what I saw as this administration’s campaign to control and censor speech. And so I embarked on a tour across the country where I was talking to journalists, local broadcasters, legal scholars, press freedom advocates. And what I came back with was more of a conviction that we really needed to do something.

Then I started watching the capitulation. We saw CBS settle its lawsuit with the president and then agree to terms that basically require an ombudsperson to oversee the content of the network in order to get its transaction approved by the FCC. We saw ABC, of course, settle its lawsuit and I grew more and more and more concerned about the fact that this capitulation breeds capitulation.

And so I wrote the letter and the letter had two goals in mind. One was to basically put on the record and call out everything that this FCC has done to try to bring Disney to heel but also to encourage it and other broadcasters to stiffen their spine. We know, based on the record of this administration, every time it gets taken to court for these violations of the First Amendment and against the freedom of the press, it loses.

AP: Is your ultimate goal to get a court to rule against the FCC?

GOMEZ: In the end, what I want is for companies to push back because if this gets to court, any entity that challenges what this FCC is doing is going to win.

AP: The media landscape has changed so dramatically from when the FCC was founded. What is the government’s role in this space now?

GOMEZ: Traditionally, the FCC has licensed the local broadcast stations, and what we license is actually their spectrum, their airwaves over which they broadcast their television, their radio. And it has done so with three basic principles in mind. Competition, because competition’s always good for consumers and for viewers and for the market. Localism, which really means serving your local market, whether that means actually airing 24 hours a day the content, but truly local content. And finally, viewpoint diversity. We want to encourage more voices, not fewer.

And that is, I think, the right role for the FCC. Being a censor is not the right role for the FCC.

AP: You’ve been in and out of the FCC for decades. You’re a lawyer, some might even say a technocrat. When you look back at your career, did you think you would take such a vocal stand against the actions of the agency and ultimately an administration?

GOMEZ: No, never in my entire career did I think that I would be having to speak up this strongly for the First Amendment in our Constitution and our democracy.

As you said, I’m a bit of a technocrat. I’m used to talking about the airwaves and I’m used to talking about broadband and how important it is for everyone to have access to broadband. I'm used to talking about really boring things like how to attach to light poles. But media wasn’t something that I particularly thought I would have to really delve into. But, like I said, this administration has just been alarming me so much and so I’ve had to pivot.

AP: You and Chairman Carr have a cordial relationship even though you disagree quite intensely. Is there a secret you want to share with the rest of Washington on how to do that?

GOMEZ: You know, we do have a collegial relationship and we do work well together. He has been in my position and he understands my need to speak out and I do so freely, knowing that some day I may face the consequences for it. But we do work at maintaining a cordial relationship.

AP: You're talking about the potential of being fired by the president?

GOMEZ: Yes, especially when I saw last year when the administration was firing all the Democratic members of different independent commissions and bodies. I just checked my email every day. Literally every day I pick up my phone and I say, “Am I going to work today?” And so far, so good.

AP: Your term lasts through June 30 and you're needed for a quorum. Absent an email that you wake up to in the morning, what are your plans?

GOMEZ: I can continue serving for another year and a half-ish after my term expires as long as no one else is nominated and confirmed for my particular slot. So I intend to continue working and to continue speaking out as long as I can.

FCC Commissioner Anna Gomez poses for a portrait in her office on Capitol Hill, Wednesday, May 20, 2026, in Washington. (AP Photo/Rod Lamkey, Jr.)

FCC Commissioner Anna Gomez poses for a portrait in her office on Capitol Hill, Wednesday, May 20, 2026, in Washington. (AP Photo/Rod Lamkey, Jr.)

FCC Commissioner Anna Gomez poses for a portrait in her office on Capitol Hill, Wednesday, May 20, 2026, in Washington. (AP Photo/Rod Lamkey, Jr.)