Adventure Travel Is Increasingly Not Just for the Young
The average age of participants has risen over the past few years, outfitters say, thanks in part to better gear and more-accommodating trips
The average age of participants has risen over the past few years, outfitters say, thanks in part to better gear and more-accommodating trips
When Peter Cox wrapped up his career as a paediatric critical-care doctor at age 65, he celebrated by signing up for the Tour d’ Afrique, a transcontinental bike trip with TDA Global Cycling. The roughly 5,600-mile route from Cairo to Cape Town spans 10 countries over 74 days of riding with just 28 rest days. Riders average 74 miles a day and spend only 10 nights in hotels. They camp the rest of the journey.
Cox wasn’t the oldest participant. The group had five riders over 70.
Outfitters specialising in adventure travel say the average age of their customers has ticked upward since Covid, according to a survey by travel research company Skift. At TDA, for example, the average client age currently is 62, compared with 57 pre pandemic. And some 6% of its clients last year were over 75; before the pandemic, the percentage never exceeded 1%, the company says.
Adventure South NZ, a New Zealand-based outfitter, says the average age of its hiking and biking guests was 55 during the 10 years before the pandemic. It jumped to 65 directly after.
A U.S.-based operator focusing on trips for women, Adventures in Good Company, says its average guest age rose to 62 in 2023, compared with 58 pre pandemic, and on many of its most-challenging trips, ages skewed even higher. Last year a 73-year-old completed a nine-day slackpacking trip along the Appalachian Trail in Georgia that averaged 7 to 16 miles a day, and an 80-year-old woman completed a nine-day trekking tour of Mont Blanc in France.
About 4.1 million Americans will reach 65 years old this year . “Sixty is the new 40,” says Shannon Stowell , president of the Adventure Travel Trade Association. “My dad stopped being active at 50.… People are living longer, healthier lives and are more active than ever.”
Adventure travel doesn’t have to be as intense as it once was. Stowell says it has gained popularity with an older demographic in part because there are more comforts available, such as lodges with good food and guides who will transfer your gear. “Trekking to Machu Picchu or Everest Base Camp used to be so much more hard-core,” he says. “Better gear and more professionalism in guiding have made these adventures more accessible.”
Also, clients in the 55-plus crowd have traveled more than their parents and grandparents did, Stowell says. “They’ve done Rome and Paris. Now they want to go deeper to places like Mongolia,” he says.
Cox, who is now 70 and lives in Toronto, rode 2,547 miles from Bangkok to Ho Chi Minh City last year. This spring, his wife, 60, will join him on a 35-day, 1,637-mile bike expedition in Morocco. And in 2025, he plans to pedal 3,295 miles in the Himalayas from Srinagar, India, to Kathmandu, Nepal.
“I’ve never been on a cruise or to an all-inclusive resort,” he says. “The nice part of cycling is you’re moving at a speed that allows you to interact physically and emotionally with the environment.”
On long rides, Cox experiences discomfort in his shoulders and hips, but he says regular stretching has kept most aches at bay.
Rita Tellerman of New York City celebrated her 70th birthday in 2019 by cycling 1,885 miles through Madagascar with TDA Global Cycling. The trip featured 31 days of riding, nine rest days and a mix of hotel stays and camping.
“It ticked all of the areas that took me out of my comfort zone,” she says. “It was my first trip to a Third World country. I had no clue about camping equipment. And I’d never ridden a gravel bike.” The retired public-health nutritionist started cycling at age 50 and says her speed isn’t what it once was. “It pisses me off when I can’t keep up with the 50-and 60-year-olds,” she says.
Such trips require significant time and money, two assets that many older people tend to have at their disposal. Monika Sundem , chief executive of trip planner Adventure Life, says her company’s trips, which average eight to 10 days, cost $600 to $800 a day per person. Her customers in the post-65 range, meanwhile, have gone from 23.5% in 2019 to 35% last year, and they are booking such trips as treks in Patagonia, mountain biking in Ecuador and climbing in the Alaskan backcountry.
Todd Rutledge , owner of expedition specialist Mountain Trip, says 60-plus customers make up 19% of clients on his Alaska Range itineraries. “A lot of people tell us they didn’t want to go away when their kids were at home,” he says.
“Our trips are a hefty investment,” says Rutledge, whose multi-week to two-months-long expeditions typically cost $10,000 to $60,000. Most require a high level of fitness, too. “People age 65 and older statistically are more likely to experience some form of altitude sickness,” he says. “We’re not physiologists or trainers so in 2018 we partnered with a company to design personalised training programs for guests—and most, particularly our older guests, take advantage.”
Deb Shucka, 72, of Battle Ground, Wash., walks and hikes regularly to maintain her fitness for hiking vacations. She celebrated her 70th birthday trekking el Camino de Costa Rica, a roughly 175-mile cross-country trail with a peak elevation of more than 7,600 feet.
“At one point our guide told us, ‘Every morning starts with breakfast and a hill,’ and he wasn’t joking,” she says. “I had to stop a bunch on the hills but I never felt impaired,” she says. Guides transferred bags, which she says made the 16-day trip more appealing. Along the way she slept in tents, cabins and on the floor of a village community centre.
Last year, Shucka completed the Cape Camino, a roughly 400-mile route in South Africa, and she is hoping to trek in Ireland this fall. “When I retired at 63 it dawned on me I have to do these things now even if my husband doesn’t love to travel,” she says. “I’ve fallen in love with travelling by myself .”
Betsy Cuthberton, 65, an accountant in Vail, Colo., and her retired husband, Mike Cuthberton, 66, recently took a vacation in Costa Rica so they could learn to surf. “We aren’t sit-on-the-beach people,” the wife says. “We do TRX classes and yoga a few times a week so we’re still physically capable of trying anything.” The couple, who are devoted skiers, booked a weeklong stay with Surf Synergy, a surf camp in Jaco that incorporates training, yoga and massages into the programming.
Surf Synergy co-founder Marcel Oliveira says he has seen an uptick in 65-plus guests wanting to surf for the first time. He assigns each guest two coaches so they always have someone with them in the water, whether taking off on a wave or getting out of the water. Betsy Cuthberton stood up on her first wave, and her husband was up and riding by the end of the first day.
“Not once did anyone say, ‘You’re too old,’ ” she says. “I believe staying young is embracing a mindset where you’re always learning.”
From making unpopular decisions to learning when to listen, leaders from five businesses reveal what nobody prepared them for — and how running a company has challenged their expectations.
Technology and semiconductor shares fell sharply as investors questioned the debt financing the AI infrastructure boom and confronted higher rates and Chinese competition.
Elon Musk is exploring a potential merger between Tesla and SpaceX, a deal that could reshape the future of AI, robotics, autonomous vehicles and space technology. With a combined valuation potentially reaching $3.5 trillion, the move could bring Musk’s vision of an interconnected technology ecosystem closer to reality, although a deal remains uncertain.
Elon Musk has engineered ties between Tesla TSLA 3.41%increase; up pointing triangle and SpaceX SPCX 7.79%increase; up pointing triangle that are hard to break, and now he wants to fuse them together permanently.
Musk has run both Tesla and SpaceX concurrently over the past two decades, using a schedule that dictated which days he spent focused on each business.
The companies have often shared resources and personnel, signaling their close ties. Last year, SpaceX looked into creating a spacesuit for Tesla’s humanoid robot Optimus, a person familiar with the matter said. Tesla last week showed off its new Roadster, a vehicle featuring SpaceX rocket thrusters that it hopes to soon bring to market.
And in recent months, Musk has repositioned both companies by expanding beyond their core operations toward a shared mission centered on artificial intelligence.
The world’s richest man on Tuesday signaled his interest in tying up SpaceX and Tesla, marking what would be the biggest corporate merger of all time. Because he serves as chief executive of SpaceX and Tesla, Musk said committees of independent directors at both companies are evaluating a possible deal, adding that a transaction might not come to fruition.
The committees will likely evaluate, with lawyers and bankers, how each company would fare in a potential deal and how a deal might best be structured. They then present their conclusions to their respective boards, who typically vote on whether to proceed.
“It’s an odd Kabuki dance where two groups of people are talking and I can’t be in the conversation,” Musk told SpaceX investors on Tuesday in response to an analyst’s question about a potential deal.
For Musk, the merger supports his vision of a world full of autonomous cars, humanoid robots and weekly rocket launches, as well as the data centers and satellites required to keep the whole thing running.
Some investors and analysts said they expect a transaction would be structured as an all-stock deal, with SpaceX potentially paying a modest premium for Tesla shares.
SpaceX, which has a market value of about $2 trillion, said it is seeing sharp growth in revenue across its businesses, which include operating data centers, launching rockets and operating satellite networks such as the internet service Starlink. Tesla is valued at about $1.5 trillion and is expanding its operations beyond its automotive and energy business. Shares in both companies traded higher following the news Tuesday.
Musk’s substantial ownership stakes in both companies, along with voting control at SpaceX, has enabled him to set the deal in motion. Analysts and investors said the deal will probably face regulatory scrutiny internationally, though some see Musk’s close relationship with the Trump administration as an asset to getting approval.
The companies haven’t said which directors are on the special committees evaluating a potential deal. Several SpaceX and Tesla board members have either personal or business ties to Musk. And like Musk, venture capitalist Ira Ehrenpreis sits on both boards.
In a filing this week, Tesla outlined millions of dollars in business agreements with SpaceX and its subsidiaries last year, including $143 million in car sales to SpaceX, $3.3 million in advertising that it bought on the social-media platform X and $430 million in revenue from the sale of Megapack batteries for SpaceX’s data centers.
The companies also split the cost of resources including the use of Musk’s SpaceX jet and the bill for his personal security, which he runs through a private company.
Employees at both companies routinely move between companies to work on special projects, and some executives have dual roles, including Charles Kuehmann, vice president of materials engineering at both SpaceX and Tesla, and Ashok Elluswamy, the vice president of AI software at Tesla who runs a joint venture with SpaceX called Digital Optimus.
Over the years, Musk has launched new startups within his empire, including brain-implant company Neuralink, underground-tunnel developer the Boring Company and xAI, the AI startup that merged with SpaceX in February.
It is that AI business that Musk thinks can serve a market worth tens of trillions of dollars, justifying the need for a merger.
The business case goes like this: Tesla is developing robotaxis and robots, which it calls “physical AI.” SpaceX is working on the back end of physical AI: the data-center capacity and internet connection required for those robotaxis and robots to operate continuously.
“I don’t see what the value of Tesla is if it’s not merged with SpaceX,” said investment adviser Ross Gerber, a former Tesla bull turned critic invested in both companies. “If they don’t merge, the brains of everything that runs Tesla is owned by another company.”
On top of it all, both companies face constraints on the supply chains they need to make this world a reality, particularly when it comes to chips. To address this, Musk earlier this year announced a joint venture between Tesla, SpaceX and Intel to design and manufacture chips in Texas. “The most epic chip-building exercise by far,” he has said.
For Musk, a merger would also solve two problems: demands on his attention and his lack of control at Tesla.
Tesla for years was Musk’s only public company, a status that came with greater scrutiny. There, Musk reports to a public board, as well as individual investors who make up around 30% of Tesla’s voting power, according to FactSet.
The question of Musk’s attention became a particular focus for investors and the board in recent years after he acquired Twitter in 2022 and launched xAI in 2023, and again in 2025 as he spent time in Washington, D.C., running the Department of Government Efficiency in the early months of President Trump’s second term.
As Tesla’s car business suffered in 2025, Musk threatened to take his AI ambitions outside the company if he wasn’t granted 25% voting control. Last November, Tesla shareholders approved a new pay package for Musk, which created a path for him to vastly expand his stake.
As of Sept. 30, Musk owned a roughly 20% stake in Tesla, according to the company’s proxy filing.
The SpaceX IPO gave Musk a different path. When SpaceX went public in June, the deal’s structure enabled him to have more than 80% voting power at the company—so much that he can’t be fired and decisions can’t be made without his support.
If SpaceX acquires Tesla, he will likely stay in control.
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