Work
Seth Lieber Creative’s work focuses on one thing: improving how organizations actually deliver the visitor experience they’re promising. These are two examples of what that looks like in practice.
VISITOR EXPERIENCE · DESTINATION DEVELOPMENT
Rethinking the Visitor Center
Southern Indiana Visitor Center · Jeffersonville, Indiana
Travelers don’t need to walk into a building anymore to find a restaurant, pull up a map, or figure out what’s nearby. The question for SoIN Tourism’s Visitor Center wasn’t how to get more people through the door — it was what the building was actually for once information stopped being scarce.
Seth worked on this transformation as part of the SoIN Tourism team, ultimately serving as Visitor Experience Manager.
The Center evolved from a place to pick up brochures into a place where visitors, residents, and local businesses could actually interact with Southern Indiana — new programming and events, a local retail partnership with Regalo, and the integration of True Omni technology to create a more interactive visitor experience and capture useful information about visitor interests.
76% increase in visitation (2024 vs. 2023, highest on record) · 938% increase in email capture after True Omni’s full integration (April 2025) · approximately $200+/month average retail lift through the Regalo partnership.
Sometimes improving a visitor experience starts by questioning the function of the thing you’re trying to improve — not by adding more marketing, but by looking at the space, technology, partnerships, and programming together.
Documented by Destinations International in its published case study, “Reimagining Relevance: How SoIN Tourism Turned a Visitor Center into a Community Hub” (June 2025). Full case study access is restricted to authorized DI users.
PARTNERSHIP · VISITOR EXPERIENCE
A Visitor Center That Can Go Where the Visitors Are
Purdue Polytechnic New Albany — six-student capstone team
A fixed visitor center can’t go where seasonal events, festivals, or distributed visitor traffic actually happen
Seth identified the need for a mobile visitor-center capability and built the partnership with Purdue Polytechnic New Albany that made it possible — connecting the project to a six-student capstone team. The technical design and build were the students’ work, not Seth’s.
The capstone team designed and built a mobile unit with sliding doors for outdoor use, adjustable mounts for wheelchair accessibility, and a sun shade — accessibility and field-usability built in from the start, not retrofitted afterward..
A working mobile visitor-center unit, designed and built by the Purdue capstone team, based on the need and partnership Seth identified and structured.
Not every good idea needs Seth to be the builder. Sometimes the highest-value move is identifying the right need and connecting it to the right technical partner.
What These Projects Have In Common
Neither project started by asking what would look impressive. Both started by asking what actually had to be true for the experience to work: whether the building’s purpose still matched how visitors actually behave, whether a fixed location could reach the visitors who needed it, whether the right partners and operations were in place before anything got promoted. One project changed an existing operation from the inside; the other built a new capability by finding the right outside partner. Readiness, visitor flow, operations, and partnership show up in both — not because a framework was forced onto them afterward, but because that’s what the actual work involved.