BY ALLAN SAENZ
Los Alamos

This past weekend, my wife and I drove nearly four hours to celebrate her birthday in Ruidoso, a small mountain town with a population almost half that of Los Alamos. While we were there, we rented an Airbnb, went hiking, rode a mountain coaster, played mini golf, went go-karting, visited shops, walked through downtown, and experienced the energy of a New Mexico town that relies on and embraces tourism and its history.

By the end of the weekend, we had spent around $1,000 on lodging, food, and activities — money that went directly to local businesses, supported employees, and strengthened the town’s economy as it recovered from fires and floods.

Some of these businesses are located in older buildings — places that, if they were in Los Alamos, would likely be deemed “not up to code” and possibly forced to close. But in Ruidoso, they’re bustling, full of life, and part of the town’s character. The regulatory environment there supports, rather than suffocates, small business activity.

Los Alamos has incredible potential. We have a rich legacy of science and innovation, the story of Oppenheimer, nearby pueblos, the stunning landscapes of Bandelier, and three national parks — all within reach of a town surrounded by beautiful canyons and trails. These are assets that most places can only dream of. 

But unlike Ruidoso, we have not yet developed a clear tourism identity or a vibrant downtown that encourages people to stay, explore, and contribute to our local economy. Too often, visitors arrive, spend a couple of hours, and leave. Imagine instead a downtown that thrives with activity, where both residents and visitors can walk, shop, dine, and experience the essence of Los Alamos — a place that embraces and shares our history proudly.

As you consider the tourism marketing contract, this is not a small decision. The agreement with DestinationiQ represents a significant public investment — $413,100 in base services and up to $1 million in optional services over three years. Much of that optional funding is directed toward advertising, influencer campaigns, and digital marketing. Those tools have value, but the real opportunity is to invest those dollars right here in Los Alamos — in building our downtown, creating authentic experiences, supporting local businesses, and developing the kind of identity that naturally draws visitors. Rather than spending heavily on promotion alone, imagine if that funding helped make Los Alamos itself the destination, not just the product being advertised.

This investment should be judged by how well it diversifies our economy, strengthens local businesses, and builds a clear Los Alamos identity that benefits both residents and visitors.

I urge you to make sure that any tourism strategy or contract involves local businesses and stakeholders who understand this community and can help shape a vision that truly reflects Los Alamos. We have the assets. We have the potential. What’s needed is strategic investment and collaboration to bring that vision to life.

Thank you for your time and for carefully considering how this investment can shape the future of our community.