TORONTO — Everyone loves a good comeback story, and this year cruise lines have shown their resilience by overcoming significant challenges and setbacks. Strong demand, rising competition, shifting traveller expectations, and external factors such as economic fluctuations and extreme weather tested operators across every segment, from luxury ocean liners to small-ship and river cruising. Yet the industry adapted quickly, as it always does, turning 2025 into a year of major milestones, growth and success.

We spoke with several cruise lines to learn more about the challenges they faced this year and the priorities they are setting as they look ahead to 2026.

Avalon Waterways — Pam Hoffee, President

“Avalon’s biggest challenge this year was also our biggest achievement: experiencing the highest sales in our history,” says Hoffee. She explains that extraordinary demand tested operations but also pushed the company to scale thoughtfully, sharpen systems and introduce even more guest-centric experiences. Refreshed Suite Ships allowed Avalon to welcome both new and returning river cruisers.

Looking to 2026, priorities will focus on enhancing the river cruise experience that has earned Avalon top honours. “We’re continuing to enhance the hallmarks guests rave about – our Suite Ships, Open-Air Balconies, handcrafted Choice Excursions and the relaxed-yet-refined onboard experience,” Hoffee says. She adds that Avalon will expand innovations, including elevated drinks programming and Avalon After Dark experiences, while continuing to refresh the fleet. “In short, 2026 is about elevating what’s already working beautifully and thoughtfully innovating to meet expectations for the next generation of river cruisers.”

Avalon Waterways

Carnival Cruise Line — Chris Chiames, Chief Communications Officer

Chiames says 2025 was defined by two major initiatives: the opening of a new destination and the integration of P&O Australia. “We opened our new exclusive destination, Celebration Key on Grand Bahama, on time and on budget. And the P&O Australia integration into Carnival Cruise Line was also a major undertaking as we closed that sister line and moved operations and personnel into the Carnival brand,” he says. Noting that integrations always pose both challenges and opportunities, “adding in a 10,000-mile distance and 14-hour time difference adds a whole new dimension.” Both projects, he adds, “underscored the teamwork and strong management skills that Carnival is known for.”

For 2026, Chiames says Carnival is preparing for significant growth with the delivery of five new ships from 2027 to 2033, including a brand new class of ship that will be the largest cruise liner in operation. “The cruise sector is an increasingly competitive industry and our team never loses sight of the fact that every guest on every cruise deserves a great vacation,” he says.

Carnival Cruise Line’s exclusive destination, Celebration Key

Celebrity Cruises — Allan Brooks, National Director of Sales – Canada

Brooks says 2025 was all about elevating the line’s signature blend of small-ship intimacy and big-ship excitement. With sailings to nearly 300 destinations in more than 70 countries, Celebrity continued to focus on experiences that connect guests more deeply to the places they visit. The biggest milestone, he says, was the debut of Celebrity Xcel, the fifth ship in the Edge Series. Brooks says the cruise line listened closely to guest feedback, particularly the desire for “deeper cultural and culinary immersion.” That led to The Bazaar, a new venue designed to “erase the line between ship and shore,” offering destination-inspired experiences that rotate with each itinerary.

Celebrity also took an unprecedented approach to guest collaboration through its Dream Makers program. “We weren’t just asking for feedback – we let our guests make real decisions,” says Brooks, noting that travellers helped shape everything from entertainment in The Bazaar to menu selections across the ship.

Looking ahead, Celebrity plans to build on this momentum in 2026. The newly revitalized Celebrity Solstice will begin the year sailing Asia and Australia before launching her first Alaska season in May, continuing the brand’s focus on innovation and guest-led design.

Costa Cruises — Priscilla Reyes, Head of Sales, North America

According to Reyes, 2025 was a year of adaptation and growth for the cruise line. “Our biggest challenge in 2025 was ensuring we were effectively communicating with our travel partners across the U.S., Canada and Puerto Rico,” she says. Reyes explains that introducing more travel advisors to Costa’s Italian-style cruising required expanding the team and refining processes to better support agents. 

Looking ahead to 2026, Reyes says the company will build on lessons learned in 2025. “We want to apply all of the feedback we heard from travel advisors in 2025,” she says. Plans include the launch of Costa Cruises Cruisetelling, a new academy designed to make learning about the brand quick and easy. Later in the year, Costa will also debut the Costa Extra travel advisor portal, which will streamline selling and booking for agents.

Crystal — Matias Lira, Senior Vice President of Trade Sales, Americas, UK & EMEA

The year 2025 was marked by rising competition and new capacity, which tested the luxury cruise segment, says Lira. “The added capacity has created a race to fill and ultimately has been driven by price,” he says. He notes that Crystal focused on elevating the guest experience rather than discounting. “This year we introduced our newest culinary collaboration with three-time Michelin-starred Chef Massimiliano Alajmo, offering Crystal guests the only way to dine his exquisite cuisine included within the cruise fare,” he adds. The line also invested in hardware upgrades, renovating public spaces on Crystal Symphony and classic suites on Sapphire and Aquamarine.

Lira says next year’s priorities will centre on maintaining high guest satisfaction and showcasing the value of Crystal’s product. “We are continuing our campaigns around highlighting the incredible value of our newly created Sapphire Suites, which offer unparalleled space and choice for Crystal’s discerning guests,” he says. He adds that the line’s growth, including double the load factor from the previous year, reflects the success of its focus on exceptional service, culinary experiences, and refined onboard amenities.

Norwegian Cruise Line — John Chernesky, Senior Vice President of North America Sales

This year saw continuous improvement from Norwegian Cruise Line, says Chernesky, who tells Travelweek that the cruise line aims to always do better than the year before. “We have improved in multiple ways including sales manager support, our travel advisor portal, Norwegian Central, and overall communication with our travel partners,” he says. Chernesky notes that NCL’s focus on being the easiest cruise line to do business with has paid off, but the work is ongoing.

Looking ahead to 2026, Chernesky says the focus remains on travel partners and delivering exceptional guest experiences. “Travel advisors are truly an extension of our team, and we cannot grow without them. When they win, we win,” he adds. Highlights for the year include the March launch of Norwegian Luna, the second ship in the Prima Plus Class, featuring expansive public spaces, world-class entertainment and attractions such as the Aqua Slidecoaster and Mandara Spa. Enhancements to NCL’s private island, Great Stirrup Cay, will debut nearly six acres of waterpark fun, new piers, adults-only lounges, and family-friendly experiences.

“We’re also really excited about our fun-in-sun cruise sin the Caribbean and the Bahamas. With 11 convenient homeports sailing the Caribbean, we truly provide ease and flexibility for guests to curate the cruise vacation of their dreams,” says Chernesky.

Rendering of Norwegian Luna – Credit Norwegian Cruise Line

Oceania Cruises — Brennan Quesnele, Senior Vice President, Sales

Quesnele tells Travelweek that 2025 was a year of rapid growth and operational learning. “Demand across the luxury segments accelerated faster than forecasted and new Oceania guests also increased at a faster rate, which meant we had to be agile in how we supported our travel partners and delivered on guest expectations,” he says. Quesnele notes that launching the Oceania Allura required balancing operational precision with elevated service. “This busy year reaffirmed our commitment to expanding upon Oceania Cruises’ dedication to guest service while also growing our brand,” he adds.

Oceania’s priorities for 2026 will focus on enhancing the guest experience and supporting trade partners. “We’re continuing to lean into what sets Oceania Cruises apart, the luxury of choice, the heart of our Your World, Your Way philosophy,” Quesnele says. The line is also refining touchpoints in preparation for the 2027 launch of Oceania Sonata, from sales tools and itinerary planning to trade education and onboard programming. He adds that empowering travel partners with resources and support remains central. “With the success of Oceania Allura’s inaugural season behind us, 2026 is about strengthening the bridge between a product rooted in exceptional culinary, unique destination experiences and a trade community that helps bring those experiences to life.”

Oceania Allura – Credit Oceania Cruises

Uncruise Adventures — Barbara Dirnberger, National Manager, Discover the World

Dirnberger says 2025 did not come without challenges in the Canadian market, citing external forces beyond the company’s control. These include the low Canadian Dollar and fallout from geopolitical tensions. “We responded by focusing on what makes an UnCruise vacation unique: Unplugged, Unmapped, Unbelievable. What better ‘medication’ for our times?”

Looking ahead to 2026, Dirnberger says the company will double down on sharing the UnCruise story with travel advisors. “Expedition cruising attracts clients who love the wild side of our planet while enjoying the comfort of good food and drink, hosted by exceptional crews,” she says. With Canadians still seeking winter escapes, the company plans to highlight destinations such as the Galapagos, Baja Mexico and Costa Rica, while Alaska remains a top draw.

Variety Cruises — Filippos Venetopoulos, CEO

Venetopoulos says 2025 tested the small-ship operator on multiple fronts. “Weather disruptions across the globe, regional operational complexities and isolated onboard incidents reminded us how important agility and preparation are in our segment,” he says. Venetopoulos notes that the resilience of crews, captains and shoreside teams proved critical. “Challenges revealed our resilience – and in many ways, strengthened it,” he adds. Key hurdles included launching new itineraries in Italy and Malta, relaunching the Callisto in the Adriatic, managing severe weather in Tahiti, and rolling out a new website with online booking.

For 2026, Variety Cruises will focus on clarity, refinement and presence. “Our commitment is to maintain crystal-clear focus on what matters most: delivering exceptional guest experience, elevating our NPS, and reinforcing the values that differentiate small-ship cruising,” he says. Priorities include expanding themed Limited Collection cruises, such as the July 4 ‘Volcanoes of Italy’ sailing with a National Geographic expert, strengthening coordination between shoreside teams and ships, and exploring new small-ship-accessible destinations to deepen guest connections with local communities.

Variety Cruises’ PEGASOS in the Seychelles

Viking — Richard Marnell, EVP of Marketing

Marnell says the company’s biggest achievement this year was maintaining “exceptional consistency across a growing global fleet.” He notes that Viking continues to follow the same “disciplined, contrarian approach” that has guided the brand for nearly three decades, staying laser-focused on its core guest and on delivering culturally rich experiences under one unified brand.

Looking ahead, Viking’s priority for 2026 is filling its expanding capacity. Marnell views this not as a challenge, but an advantage. “As we continue to grow our fleet, we are capitalizing on our own ability to generate demand,” he says, pointing to Viking’s strong brand recognition, cross-selling success and clearly defined product.

Viking’s target market – primarily North Americans aged 55 and older – remains one of the fastest-growing segments in travel, further strengthening the company’s outlook. With a robust orderbook and rising demand, Marnell says Viking is well positioned “to continue scaling with demand in 2026 and beyond.”

Virgin Voyages — John Lovell, Senior Advisor and Board Member

This year was all about fast-moving change, says Lovell. “We saw booking patterns shift, traveller expectations evolve and a continued push for brands to feel both personal and reliable,” he says. Lovell notes that close collaboration with crew and ‘First Mates’, what the line calls travel advisors, allowed Virgin Voyages to adapt quickly, fine-tuning itineraries and communications to maintain momentum while staying true to the brand.

As the line sails into 2026, Lovell says priorities will focus on thoughtful growth and elevating the Sailor experience. “Travellers want innovation, but they also want consistency and authenticity. So we’re investing in both,” he says. This means enhancing onboard experiences, expanding ways to explore destinations, and making journeys smoother. Supporting First Mates is central, with better tools, training and incentives to help them succeed. “At the end of the day, the goal is simple: deliver unforgettable vacations, strengthen the community around our brand and keep raising the bar for what modern adults-only cruising can be,” he says.

Virgin Voyages