Executive Interview: Colin Evans on Building the Future of Customer Loyalty

For the last four decades, Colin Evans has reshaped the global loyalty landscape, transforming how brands engage their customers and travelers experience the world.

It began in 1987 when he founded ICLP, the first dedicated international loyalty agency, recognizing that customer engagement was becoming a strategic priority for businesses worldwide. Shortly after, he launched Priority Pass, democratizing airport lounge access and fundamentally changing how travelers experience airports globally.

Evans has consistently anticipated industry needs and created solutions at scale throughout his career. This entrepreneurial vision continued with expanding Collinson’s portfolio across Collinson Insurance, delivering experiences through Airport Dimensions, and data-driven rewards through Valuedynamx.

Recently honored with the Lifetime Achievement Award at Loyalty & Awards 2025, he continues to influence the next generation of innovators as a mentor and investor, cementing his role as one of the most pivotal figures in customer loyalty.

The Wise Marketer is pleased to have the opportunity to talk with Colin Evans as he reflects on four decades of transforming customer engagement and shares his perspective on what lies ahead for the next generation of entrepreneurs.

WM: Collinson has been called the product of a “restless mind.” What does innovation mean to you after four decades in the industry?

Colin Evans: Restlessness has always been part of my DNA. It started when I founded ICLP, the first international loyalty agency. At the time, loyalty was fragmented, airlines had frequent flyer programs, retailers were experimenting with points, but there was no coherent thinking about customer engagement as a discipline. I saw an opportunity to bring strategic rigor to what was becoming a critical driver of customer value.

A few years later, that drive for change led to Priority Pass. I observed that lounge access was the privilege of elite travelers, while millions were spending hours in airports with nowhere comfortable to wait. We democratized lounge access, launching with a membership model that worked for both lounges and travelers.

Innovation, to me, comes from continually questioning the status quo. I’ve always looked for opportunities hidden in plain sight.

Looking forward, I see the loyalty landscape at an inflection point. AI presents extraordinary opportunities to deliver truly personalized customer experiences and value at scale, but there’s also a real risk of complacency – too much noise, too many programs that look the same. The truth is that loyalty is still up for grabs. Consumers are seeking more value than ever before, and they can tell the difference between programs that genuinely deliver and those that simply make promises. Innovation isn’t an organizational function, it’s a mindset. It’s about staying curious, staying uncomfortable, and staying open to what others might overlook.

WM: The Collinson Group is both a family business and a “family of businesses.” How does that shape your approach to leadership and growth?

CE: The “family of businesses” approach has its roots in those early ventures in ICLP and Priority Pass and grew as we continued identifying unmet needs in the travel and loyalty ecosystem. Collinson Insurance emerged from recognizing travelers needed better, more accessible insurance solutions.

Airport Dimensions came from a passion to create airport experiences that genuinely make people’s journeys better. Valuedynamx is built on a foundation of using data and technology to deliver personalized rewards and experiences in real time. Each venture shares common DNA: solving real problems, creating value for customers and partners, and building sustainable businesses that can scale globally.

Being a family business gives us a long view: we build for the next generation, not the next quarter. It also gives us agility. It means we can incubate ideas, nurture entrepreneurs, and grow new ventures from within. That structure also helps us balance the head and heart: we remain commercially disciplined, but we never lose sight of our people, our values, or the customers who trust us.

WM: You often talk about the importance of balancing ‘head and heart.’ How has that shaped your decision-making?

CE: Every major milestone in The Collinson Group’s journey, ICLP, Priority Pass, Collinson Insurance, Airport Dimensions, Valuedynamx, came from balancing rigorous commercial logic with instinct and empathy.

The head guides strategic thinking, but the heart keeps you grounded in purpose. The best leaders make decisions that feel right and perform well. In fast-moving sectors like travel, payments, and loyalty, that balance is essential.

WM: After creating several global businesses, what do you believe truly defines a successful entrepreneur?

CE: Three things: a restless mind, the courage to take smart risks, and the ability to learn faster than the world changes. Great entrepreneurs see patterns others miss. They combine insight with instinct. And they don’t fear failure, they use it. Success is rarely linear; it’s about perseverance paired with purpose.

WM: Collinson Investments has accelerated rapidly in recent years. How does this support the next wave of entrepreneurial growth?

CE: We set up Collinson Investments to play an active role in shaping the future of loyalty, travel, fintech and customer experience. We don’t just invest capital, we invest in capability. We help founders scale, navigate complexity, and tap into Collinson’s global ecosystem. It’s our way of ensuring the next generation of entrepreneurs has the support, insight and strategic firepower to lead the industry forward.

WM: The Collinson Group has seen strong growth, including acquisitions and the expansion of The Collinson Group. How does this fit your long-term vision?

CE: Growth through acquisition allows us to bring in new capabilities that enhance the customer journey, while The Collinson Group demonstrates how entrepreneurial thinking can thrive within a global group. These businesses are deeply ingrained in Collinson’s strategy, they strengthen our ecosystem and help us meet evolving customer needs. The goal has always been to build a portfolio that is diversified, resilient and future ready.

WM: You’ve spoken about building companies that deliver “good beyond profit.” What does that look like in practice?

CE: It means building businesses that are commercially strong but socially responsible. Sustainability, community impact, and ethical growth are not add-ons – they’re essential to how we operate and who we are.

At the heart of this is our people. We’ve built a culture where talented individuals are empowered to think differently, take ownership, and drive real change. When you invest in people, their development, their well-being, their voice, you create organizations that innovate from within and deliver value that extends far beyond quarterly results.

Strategic partnerships are equally fundamental to this philosophy. We don’t simply transact with clients; we build long-term relationships grounded in shared values and mutual success. Whether it’s working with financial institutions, travel brands, or technology partners, we look for alignment on purpose, not just profit. The best partnerships are those where both parties are committed to creating something greater than either could achieve alone.

Our teams care deeply about creating long-term value for customers, partners, employees, and the world around us. Profit is important, it enables everything we do, but purpose ensures that success has meaning and impact that endures.

WM: The Collinson Foundation has grown significantly in recent years. What role does it play in the Group’s future?

CE: The Collinson Foundation is our commitment to giving back. It supports education, community development and global causes that reflect our values. For us, success brings a responsibility to contribute to future generations. The Foundation ensures we can amplify positive impact well beyond commercial results.

WM: After receiving the Lifetime Achievement Award, what excites you most about the future?

CE: The next chapter. We’re at a point where data, technology, travel and customer value are converging faster than ever. Platforms like Valuedynamx signal where the industry is heading, toward more intelligent, real-time, personalized engagement.

What excites me most is helping the next generation of innovators step forward. If the last 40 years were about creating access and recognition, the next 40 will be about intelligence, sustainability and human-centered experiences on a global scale.